Historically, the supply chain industry hasn’t been a sought-after sector to start a career or switch paths into. Not only has it been driven largely by gutfeel and unwieldy Excel spreadsheets, but it also has had a bad reputation for contributing to problems like climate change.
However, anyone who still believes this is the case today has not been paying close—or arguably, any—attention to how the sector has evolved in recent years. The world’s oldest business sector is now one of the hottest—manufacturing has absolutely exploded in Asia, innovations to supply chain technology are more creative and more sophisticated than ever before, and the industry has become smarter and more efficient thanks to the availability of data. And we can’t overlook the obvious: the pandemic has put the need for better supply chain planning into the global spotlight. According to Bloomberg, Supply Chain Management is the pandemic’s must-have MBA degree.
Every company that touches the supply chain has made its management a top priority, and the field is now exploding with available jobs. Procurement, logistics, and supply chain management are some of the fastest growing fields in North America. In fact, according to the U.S. Bureau of Labor Statistics, the number of jobs for logisticians is expected to increase 28% from 2021 to 2031, much faster than the average for all occupations.
Now, university students are flocking to major in supply chain management to jumpstart their careers in the industry, and countless others are switching careers and moving into the field. There are a few key reasons why.
SUPPLY CHAIN IS A BOARD-LEVEL PRIORITY
The pandemic may have thrust the supply chain into the global media conversation, but those conversations started in board rooms. Chief Supply Chain Officers (CSCOs) are playing a vital role in educating their CEOs and boards on the strategic importance of their supply chains, planning around key factors that could disrupt it, and optimizing along the way to benefit the business, customers, and shareholders alike.
When executives are paying close attention to a particular function, employees on those teams feel more valued. Employers boost employee confidence when employees feel like their work is critical, recognized, and the recommendations they’re suggesting are being implemented.