Dear all, Apart from training in the subjects related to supply chain management, I also conduct training programmes in the fields of operations management, sales, marketing, HR and so on. While dealing with the participants from various functions, they often expressed their regret on how their bosses did not understand the quintessence of their function. For example:
a) Many times, marketing managers express their regret that their top boss does not understand the difference between sales and marketing. In the very first chapter of the book on Marketing Management, this difference is explained: they expect marketing to do the sales jobs.
b) The Purchasing professionals were rueful about dismissing them as erstwhile material managers.
c) The Supply Chain Managers blamed their bosses for not understanding the dynamism of their function. Though designated as the supply chain managers, in all practical purposes, they did the work of a purchase manager that befitted the work of a purchasing manager of a stand-alone unit.
d) Worst still, a few Supply Chain Managers told that lately, a new trend has emerged wherein erstwhile Logistics Managers or Transport Managers have been given designation of the Supply Chain Managers. This has created a great misunderstanding in the minds of the top bosses regarding the role and functions of the Supply Chain Managers.
d) The HR expressed regret for having just changed the label of their function. Many HRs still do the job of erstwhile Personnel Manager. For them, it was old wine, an old bottle but a changed label.
e) The Production Managers expressed were contrite for not evolving from production management to productivity management.
Just two more years and a quarter of a century will complete the 21st century. Why do the managers of the 21st century have to grapple with the basics?
Thanks,
Dinesh Divekar
From India, Bangalore
7879a) Many times, marketing managers express their regret that their top boss does not understand the difference between sales and marketing. In the very first chapter of the book on Marketing Management, this difference is explained: they expect marketing to do the sales jobs.
b) The Purchasing professionals were rueful about dismissing them as erstwhile material managers.
c) The Supply Chain Managers blamed their bosses for not understanding the dynamism of their function. Though designated as the supply chain managers, in all practical purposes, they did the work of a purchase manager that befitted the work of a purchasing manager of a stand-alone unit.
d) Worst still, a few Supply Chain Managers told that lately, a new trend has emerged wherein erstwhile Logistics Managers or Transport Managers have been given designation of the Supply Chain Managers. This has created a great misunderstanding in the minds of the top bosses regarding the role and functions of the Supply Chain Managers.
d) The HR expressed regret for having just changed the label of their function. Many HRs still do the job of erstwhile Personnel Manager. For them, it was old wine, an old bottle but a changed label.
e) The Production Managers expressed were contrite for not evolving from production management to productivity management.
Just two more years and a quarter of a century will complete the 21st century. Why do the managers of the 21st century have to grapple with the basics?
Thanks,
Dinesh Divekar
From India, Bangalore
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