CSCSC e-Newsletter

May 23, 2008

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Council News

Been Asked to Make a Supply Chain Presentation? We Can Help
At the CSCSC, we make a lot of presentations on supply chain matters to various types of audiences. We do enough job fairs to have our message down pat. And our handouts have become pretty useful, too. So,
  • if you're asked to make a presentation on the supply chain and don't have time to put one together from scratch, we'd be pleased to share one of ours, aimed at the kind of audience you will be addressing;
  • if you have trade-show space and need booth materials or signage, or would just be able to make room for the Council to have a presence at the show, let us know; we'll ship our "Looking for a Good Career in a Growing Sector?" signage and informative handouts – including a career flow chart, a sector facts and figures sheet, and a career-awareness brochure – to events across Canada.
Contact Kim Biggar, at 905-897-6700 or; let us know how we can help.
Education Compendium Update
The CSCSC is updating its online post-secondary and association education compendium, first published in the summer of 2007. Institutions and organizations that offer supply chain programs in Canada are asked to review information in the compendium related to their offerings, and to provide updates as required. Instructions for making a change or addition to information are included on the compendium-information webpage.
The updating process is being undertaken as part of the Council's Education/Certification Phase II project. All program information listed in the compendium is to be verified before the project's end.

Disaster Planning Takes Centre Stage

Earlier this month, the Government of Ontario, through its EMO, launched the Supply Chain and Logistics Coordination Alliance. EMO is the provincial agency responsible for coordinating the Province of Ontario’s emergency-management program, including mitigation, prevention, preparedness, response and recovery, in accordance with the Emergency Management and Civil Protection Act. Bob Armstrong, President of Supply Chain & Logistics Association Canada (SCL), was instrumental in the establishment of the organization, as was Randy Reid of the Government of Ontario.
The creation of the Alliance recognizes that partners in supply chain and logistics enable society to function in both good times and times of utter chaos, such as when disaster strikes. Approximately 85 percent of the strategic supply chain and logistical resources upon which Ontario relies rest in the hands of the private sector. Therefore, strategic, private-sector members are an essential part of the Alliance. The remaining 15 percent of the strategic resources rest in the hands of the public sector, across three levels of government. Clearly, an alliance among the strategic sectors requires the involvement of both the private and public sectors. Individual involvement relies heavily upon the supply chain and logistical expertise that has developed sector specialists and the contributions that they bring that will enable the Alliance to function.
So why is this necessary, and why now?
Randy Reid explains:

History has provided many object lessons in the form of Ice Storm '98, during which time 66 declared emergencies were in effect, and significant impacts were felt throughout the supply chain and logistical field. The concept of twinning like-sized communities – one affected to one not affected – for the provision of like resources for assistance was born out of necessity, because the system was bottlenecked, but it worked... but we do not want to face a crisis in this way again.
The August 2003 Toronto-area blackout affected everyone, and demonstrated how business and government required joint efforts and each other's cooperation in order for the province to cope and manage the emergency situation in an acceptable way.
SARS exemplified how disease and the threats they pose can bring society to a virtual standstill, and it also showed how crucial the ability to utilize an effective supply chain and logistical support is to managing large-scale emergencies.
We are all also aware of the potential for a worldwide pandemic, and we cannot afford not to be ready for it, either.
All of the scientific research regarding hazards and risks indicates that catastrophic events are increasing and will continue to increase in terms of size, strength, frequency and magnitude. Our ice storm ranks on the extreme-low end in terms of the catastrophic scale, and worse is undoubtedly yet to come.
The resiliency of the province and its ability to withstand the ravages of large-scale emergencies is relevant to all of us, because this is where we live, work, raise our families, govern, and conduct our business. We cannot afford to let the life of the province be stopped by the effects of an emergency. We collectively need to be resilient, and we are more apt to sustain our resiliency in a form that unites us through collective efforts. 

EMO has identified initial strategic sectors as key contributors, but they do not want to exclude any individual, corporation or idea that can be brought into the Alliance to enhance and develop our collective ability to deliver the goods. They are open to expanding membership and encourage this to occur. If you or an association with which you are affiliated are interested in becoming involved in the Alliance, or if you would like to learn more about this initiative, please contact Randy Reid, Deputy Chief, Support Programs, EMO, at 416-314-8608 or
This initiative underscores the important role that professionals from our sector play in the health, security and safety of communities here in Canada and abroad. To learn more about the role of supply chain professionals in times of chaos, you may want to consider attending the Joint Learning Initiative’s conference at Mount Royal College on June 9 and 10, at which supply chain disruptions and leadership in times of chaos will be explored. Learn more and register online, at

C-TPAT and PIP are Voluntary Trade-security Programs: How essential can they be?

Don’t Wait Until You Have Become Your Supply Chain's Weak Security Link to Find Out
By Ms. Terry Nusyna, President, TN Security Group

Some of you are receiving letters from business associates requesting information about your security measures or asking if you are a C-TPAT or PIP partner. Some of you might be discovering clauses in your contractual arrangements with clients, requiring that your company be a C-TPAT or PIP member. Why are you receiving such requests? Because you are in the supply chain of a C-TPAT and/or PIP member.
The C-TPAT and PIP programs are based on the security of the supply chain. Members need the co-operation of their supply chain partners in order to satisfy basic requirements of membership. If you plan to join, you must investigate the security of your supply chain. Many companies have made a significant investment in money, time and manpower to classify as low-security-risk members for rewards of fewer delays and faster, more-reliable delivery. Some companies are joining to remain welcome and desirable in a supply chain.
Clients asking about your security practices want to know if your organization can be counted on to uphold the security status they need from you in order to maintain their own low-risk-member classification. Your classification in C-TPAT or PIP will provide this assurance.
Many of you are still wondering what C-TPAT and PIP are all about and why this can of worms should be opened for a voluntary program.
We are seeing more and more tightening at the borders, and our governments are preparing contingency plans for times when high-security alerts result in border closures. After emergency crossings, top priority at the borders for facilitating trade will be given to low-risk C-TPAT, PIP and FAST members. Border officials can focus more time on questionable cargo if they have co-operation from trading partners that have established secure supply chains.

Therefore, if you are in a supply chain and one of your partners undertakes an initiative to secure that supply chain to ensure expedited passage, why would they continue to do business with your company if it is not secured? You could hinder your supply chain partners from the benefits of faster processing. Customers want to know the product can be delivered when promised. Don’t be the weak link.
Questioning Your Security Practices as a Criterion to Remain in the Supply Chain? How to Show You are Worthy of the Business
As a supply chain participant, your company could cause an interruption in a partner's business if you are a high security risk or have not provided enough information to determine risk. Are you the cause of delays or stoppages that could jeopardize a client base? If dealing with you could bring concerns about product delivery, some will prefer to align with other companies that are going to make them more efficient, rather than less reliable. For example, a manufacturer whose product requires on-time delivery across the border may be counting on its transportation companies, warehouses, freight forwarders and brokers to become secure members of C-TPAT and PIP. It is in that manufacturer's best interests for all of its suppliers to protect their facilities and promote threat awareness to employees.
Do it the right way the first time to be cost effective. Don’t panic. Temporary fixes are costly and don’t last. You need your people to be involved to make it an effectual part of your new culture.
Security is now part of everyone’s business. If you are receiving inquiries about your security practices and choose not to take those letters seriously then your company may have missed its chance to show why you deserve to remain a trading partner. The future of your business may depend on it. Time to have another look at C-TPAT, PIP and FAST.
Article 3 will appear in the next issue.
Terry Nusyna is President of  TN Security Group, counter-terrorism and infiltration specialists for supply chain trade-security programs C-TPAT and PIP. Based in Thornhill, Ont., TN Security offers risk assessments, action plans, threat-awareness training and how-to seminars on topics such as developing security profiles and action plans, dealing with security-equipment vendors, workplace violence, travel security, family, business and personal security. TN offers presentations for management and associations to explain supply chain trade-security programs and their return on investment. Ms. Nusyna can be contacted at Website:

Servicing the Most-relevant Need

We are all familiar with the "Sell 'n' Tell" approach to communicating change messages, and we know to think in terms of the WIIFM (what's in it for me) for our audiences. But do they always "get" (or want) the WIIFM we offer?
Maybe not.
A quick trip down Maslow's Hierarchy of Needs can provide a roadmap of the different "what" that people may be after.
Quick Primer on Maslow's Theory
Each stage represents a type of motivation. People move through the five stages: satisfaction of one, in most cases, precedes advancement to the next level. The process is fluid, and applies to all motivations, not just motivations in the workplace. (See:'s_hierarchy_of_needs.)
Level 1 – Survival Needs
Many organizational-behaviour theories will tell you that money does not motivate, but the almighty dollar falls into this category when people are actually "working to live." Others may be able to completely satisfy the higher-level needs outside of work. It is dangerous to assume that those in lower-paying jobs are more motivated by money, but this may be a significant driver based on the individual's economic situation.
Worth noting: Most people would say "yes, please" to offers of making more, but past real survival/subsistence levels, you can often find needs to which people are more responsive. (See Level 4 for more discussion on dollars.)
Level 2 – Safety Needs
Similar to the Survival Needs, we are focussed on avoiding adverse situations. The threat of job loss is a reality for occupations in certain sectors today. Given all that we read about the shortage of skilled labour, there are likely other areas to explore that will allay this fear, though they may demand a significant career shift.
Worth noting: In a very real sense, actual on-the-job safety falls here. Concern for safety should be a focus for all process improvements.
Level 3 – Belonging Needs
With Belonging Needs, we enter the murky waters of emotional motivators. These stem from feeling included, which can involve being "in the loop" or feeling part of a team. Many people will look to the workplace to satisfy these social needs, at least partially. Workplace cliques develop around any condition that creates an "in group." These can be based on similar jobs, approaches or interests, for example.
Worth noting: No clique or team will "include" everyone. Some people aren't necessarily looking for this inclusion from the workplace. Also, efforts to recognize an individual will not be well received by those whose overriding drive is to "fit in."
Level 4 – Ego/Status Needs
The necessary "out group" that stems from the Belonging-driven motivations may actually serve to fulfill this set of needs. (Recall Woody Allen/Groucho Marx's refusal to join any club that "would have me as a member.") There tends to be a negative connotation to "ego" in the workplace, but ego is pervasive in reality.
Worth noting: Money, as a means of keeping score, can come into play here. Also, extreme care should be taken in introducing changes that require employee education. Having to learn something new can be a direct affront to the ego, and can hinder overall motivation and involvement.
Level 5 – Self-Actualization Needs
The pinnacle of Maslow's hierarchy transcends the "What's In It For Me" and enters the altruistic world of the greater good. This may come from our personal set of values, or from such wider trends as corporate social responsibility and environmental sustainability.
Worth noting: In certain situations any of us can act with a larger purpose in mind. I have written before about playing to the selfish nature of individuals, but it is much too cynical to discount this set of needs altogether. People can really surprise you here!
As Always, What Do I Do?
Like all theories or guidance in effectively motivating workers, never forget that people are individuals. Here are some additional things to keep in mind:
  • Money is not everything, but may well satisfy higher-order ego needs;
  • Belonging and not-belonging may be equally desirable;
  • Providing "team recognition" can straddle belonging and ego needs;
  • Giving the opportunity to self-actualize may be a matter of positioning the message in a larger context.

NOTE: Many rewards are entrenched in organizational policies and procedures, but, in practice, there is an opportunity for leaders at all levels to personalize their approach. I welcome examples from readers who have had success or challenges dealing with others up, down or across the organization.

Chris Irwin brings value in enabling effective interpersonal communication in sectors that are undergoing change. He helps to reduce interpersonal noise in organizations facing challenges from globalization, technology communications and workforce diversity, including generational differences. He blogs on related issues at, and can be reached through that website.

How to Find Untapped Diverse Talent

From the Winter 2008 newsletter of Graybridge Malkam
Republished with permission
Canada is facing an impending labour shortage:
  • 40% of the employers surveyed globally by indicated that they are finding it increasingly challenging to fill many positions.
  • Alberta faces a shortage of up to 100,000 workers in the next 10 years. The provincial government hopes to attract at least 24,000 immigrants annually by 2010 to fill the vacancies.
  • According to the Conference Board of Canada, by 2025 Ontario alone could face a shortfall of 364,000 workers; by the same year, Quebec could face a shortage of 292,000 workers.

This is challenging human resources professionals and front-line managers to find new and creative ways to attract and retain the best and brightest talent available. That means today, more than ever, you will need to cast the net wider to source candidates from previously untapped labour pools. Such alternative labour pools include people with disabilities, ageing workers, visible minorities, new immigrants, and other diverse groups.

An inclusive recruitment strategy is required to find top talent. If you are looking to attract candidates from outside your traditional recruitment channels, see the rest of this story in Graybridge Malkam's online newsletter; tips and strategies are provided to recruit new talent to ease looming labour woes.
Graybridge Malkam provides intercultural-effectiveness training and consulting services in the international development field, and diversity, language and employment-opportunity programs. Find out more at

Website Links


Free Supply Chain-related Conference Board Report

Download at no charge the Conference Board of Canada's new report, Stuck in Neutral: Canada’s Engagement in Regional and Global Supply Chains, by Doris Chu and Danielle Goldfarb.

Nominate Your Company for the Best Employers Award for 50 Plus Canadians

How does your workplace recognize the value of its 50-plus workforce? Are there policies or practices specially geared to engage or accommodate the needs of older workers? For more information about this award or to enter your company in the running, visit the Workplace Institute website. The deadline to enter is June 30, 2008.

Coming Events

AMR Research, Supply Chain Executive Conference: The Changing Global Landscape, May 28 to 30, Scottsdale, Arizona
The Canadian Institute, Product Liability and Recalls: Limiting Legal Risks in a Global Economy, May 29 and 30, Toronto, Ont.
Northern Standard Procurement, Critical Trends in Public Purchasing seminar, May 30, Ottawa, Ont.
Forum for International Trade Training, National Conference – Canada on Top: Currency, Competencies and Competitiveness, June 1 to 2, Ottawa, Ont.
Canadian Transportation Research Forum, 43rd Annual Meeting: Shaking up Canada's Transportation Systems to Meet Future Needs, June 1 to 4, 2008, Fredericton, N.B.
Council of Supply Chain Management Professionals, Strategic Issues in Supply Chain Management, June 2 and 3, Chicago, Illinois
Canadian Standards Association, with the Industrial Accident Prevention Association, 2008 Warehousing Health & Safety Conference, Toronto, Ont.
Conference: June 2 and 3
Optional Workshops: June 4
Hamilton Port Authority, Feltmate Delibato Heagle LLP, SCL Canada, CIFFA and Hamilton International Airport, Multimodal 2008, June 4, Hamilton, Ont.
Canadian Supply Chain Sector Council, Board meeting, June 9, Calgary, Alta.
The Joint Learning Initiative and the Van Horne Institute, 'Taming That Monster Under the Bed': Exploring Critical Relationships Between Supply Chains and the Environment, June 9 and 10, 2008, Calgary, Alta.
Council of Supply Chain Management Professionals, Greening the Supply Chain, June 9 and 10, Sacramento, Calif.
Canadian International Freight Forwarders Association, Cargo Security Coordinator Training
June 10: Montreal
June 12: Toronto
June 16: Vancouver
June 17: Calgary
MIT Center for Transportation & Logistics, Supply Chains Driving Strategic Advantage: Managing Dynamics and Innovating the Future, June 10 to 13, Cambridge, Mass.
The Pharmaceutical and Personal Care Logistics Association, 50th Annual General Meeting, June 18 to 20, 2008, Gatineau, Que.

Council of Supply Chain Management Professionals, Performance-based Logistics for Outsourced Supply Chained Operations, August 13, Lombard, Illinois
Council of Supply Chain Management Professionals, Process Standards Workshop, August 14 and 15, Lombard, Illinois
MatTech, MatTech 2008 – international material handling, manufacturing & packaging technology, logistics and supply chain expo, August 20 to 21, Miami Beach, Fla.

Council of Supply Chain Management Professionals, Strategic Issues in Supply Chain Management, September 8 and 9, Baltimore, Maryland
Council of Supply Chain Management Professionals, Item-Level RFID: Future Direction, Current Status, September 9 and 10, Fayetteville, Arkansas
Transportation Clubs International, "Global Challenges – SMART Solutions" 2008 Conference, September 11 to 14, Moncton, N.B.

APICS – The Association for Operations Management, Hot Issues, Cool Solutions: International Conference & Expo, September 14 to 16, Kansas City, Missouri
Council of Supply Chain Management Professionals, Fundamentals of Supply Chain Management, September 15 and 16, Kansas City, Missouri

International Federation of Freight Forwarders Associations, FIATA 2008 World Congress, September 23 to 26, Vancouver, B.C.
Council of Supply Chain Management Professionals, Annual Global Conference 2008, October 5 to 8, Denver, Colorado

Purchasing Management Association of Canada and DeGroote School of Business, McMaster University, Sixth Annual International Symposium on Supply Chain Management – Supply Chain Integration: Leadership, Trust and Negotiation, October 15 to 17, Calgary, Alta.
Ontario Institute of the Purchasing Management Association of Canada, 11th Annual Conference: Supply Chain... the Core of Innovation, October 24 and 25, Ajax, Ont.
Aberdeen Group, Manufacturing Executive Summit, November 4 and 5, Boston, Mass.

CITT, Reposition 2008, November 5 to 7, Winnipeg, Man.
Council of Supply Chain Management Professionals, Fundamentals of Supply Chain Management, November 13 and 14, Chicago, Illinois

Always up to date in our online event listing! 

©2018 Canadian Supply Chain Sector Council
©2018 Conseil canadien sectoriel de la chaîne d'approvisionnement