Learn key processes within talent supply chain management and see how small improvements to those processes can significantly affect the overall performance of an organization.

Discover how implementing an integrated talent supply chain management environment can help professional services providers enhance revenues by improving delivery performance and speeding client response. Learn how you can improve talent productivity at lower costs and improve service.

EXECUTIVE SUMMARY
Most organizations are familiar with the discipline of supply chain management (SCM): the process of planning, implementing, and controlling the operations of the supply chain to satisfy customer requirements as efficiently as possible. The specifics of supply chain management – managing the movement, use, and storage of all raw materials, work in progress, and finished goods from origin to consumption – are well understood in the manufacturing industry.

In fact, manufacturing companies have invested millions of dollars in software to optimize their supply chain processes. Within the professional services industry, the concept of a fully integrated and optimized supply chain management process is not commonly applied.

But market trends and related challenges are driving the need for professional services providers to apply a similar supply chain concept in their organizations: talent supply chain management.

We will define the key processes within talent supply chain management and illustrate how small improvements to those processes can significantly affect the overall performance of an organization.

Download Using Talent Supply Chain Management to Overcome Challenges in the Professional Services Market

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Geographic Eligibility: USA, Canada

Publisher: SAP

CONTENTS
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Talent Supply Chain Management Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Market Trends . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Globalization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Focus on the Individual over the Brand . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Client Sophistication . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Impact of Market Changes . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . 7
Talent Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . 7
Resource Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Demand Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Supplier Management . . . . . . . . . . . . . . . . . . . . . . . . .  . . . . . . . . . . . . . . . . . . . . . . . . . 7
Offering Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Evaluation of Current Levels of Maturity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Resource Management . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . 8
Talent Management . . . . . . . . . . . . . . . . . . . . . . . . . . .  . . . . . . . . . . . . . . . . . . . . . . . . . 8
Demand Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Supplier Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .  . . . . . . . . . . . . . 8
Offering Development . . . . . . . . . . . . . . . . .  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
The 12-Week Hiring Cycle . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Retaining Top Talent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Conclusion . . . . . . . . . . . . . . . .  . . . . . . . . . . . . . . . . 10

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