Abstract
PurposeThis paper aims to identify the occupational profiles of a logistics and a supply chain (SC) controller, both promising SC professions, examining the required competences and tasks undertaken while taking into account current trends in supply chain management and its wider dimensions.Design/methodology/approachThe study used a content analysis based on job advertisements for the position of logistics controller and SC controller. The collected material allowed the construction of an occupational competence mix model in the style of Cheetham and Chivers for the logistics and SC controller, and the identification of the level of competence of both professions, using the model proposed by Czapla. In addition, the analysis of the data was supplemented by use of the Anova test and a radar chart.FindingsThe SC and logistics controllers have a high degree of similarity in both the meta and core competences areas. Similarities also occur in the case of the analysed groups of tasks undertaken by these professions. Tasks in the areas of “definition” and “maintaining” prevail. The SC controller and the logistics controller are considered “engaged inspirers” because they have reached this level of professional competence. Both these professions can ensure an effective, sustainable and transparent SC through direct cooperation with the SC manager and/or logistics manager.Research limitations/implicationsThis study uses a content analysis based on job advertisements addressed to the German market. These job advertisements are standardized, and therefore, provide only a general outline of the competences and tasks of the SC and logistics controllers.Practical implicationsThe study provides information to practitioners by identifying the competences and tasks assigned to the SC and logistics controllers that are needed to improve the efficiency and transparency of the SC and its management. The research is an incentive for people involved in education to adapt changes in curricula in the business (accounting, controlling and logistics) and engineering (related to logistics) fields of study by creating courses based on SC controlling or/and logistics controlling.Originality/valueThe study shows the current, necessary changes for SC professionals (e.g. the appointment of a SC controller and/or logistics controller) resulting from changes in business and the challenges for SC management (e.g. transparency and sustainability).
Highlights
Changes in the economic environment affect the dimensions of supply chains (SC), including logistics
These professionals play a major role in ensuring the success and competitiveness of SC (Mangan and Christopher, 2005), as SC managers are expected to achieve SC ambidexterity, which takes into account both efficiency and flexibility, the creation of a sustainable and transparent SC and, as a result, the value chain
Due to the fact that both the SC manager and logistics manager may be responsible for supply chain management (SCM), the logistics controller and SC controller were both taken into account for the analysis of the controller’s professional profile
Summary
Changes in the economic environment affect the dimensions of supply chains (SC), including logistics This is the basis for numerous discourses conducted by researchers who attempt to identify and analyse current problems and challenges in supply chain management (SCM), performance measurement and its tools, information and IT systems and professional profiles (roles, competences and responsibilities) involved in SC activities (Bak et al, 2019; Bag et al, 2019; Bartnik and Park, 2018; Machado et al, 2019; Zhu et al, 2018; Clegg et al, 2013; Crum et al, 2011; Markley and Davis, 2007). SCM must adopt new directions that will integrate the achievement of economic (financial) objectives with those of the social and environmental spheres These premises contribute to the increasing complexity of SC and are a challenge for SC professionals – in particular, for SC managers and logistics managers. These professionals play a major role in ensuring the success and competitiveness of SC (Mangan and Christopher, 2005), as SC managers are expected to achieve SC ambidexterity, which takes into account both efficiency and flexibility, the creation of a sustainable and transparent SC and, as a result, the value chain
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