I have been talking to a number of supply chain executives during the last few weeks and something of a theme has emerged.
The theme is the immediate need for highly skilled supply chain resource, available at short notice, with the flexibility to switch off the resource at wil..….and at fee rates comparable to existing resource. “So nothing unreasonable there”, I thought.

What we actually discussed was supply chain interim management and how the placing of a specific skilled resource can have a dramatic postive impact on an organisation. We went on to discuss the typical roles that supply chain executives are currently demanding.  

With this and our recent experience with clients, I offer the following top 10 supply chain interim management roles:

1. Resource gap. Bridging a gap prior to a full time appointment being made.  This was mentioned by everyone – “we need a planning manager …. now”.
2. Backfill. To temporarily backfill a position because the incumbent manager is about to be seconded to a project or may be emabrking on maternity leave. “We have a large project that has started (ERP projects were mentioned a number of times) & we need an interim Head of Supply Chain”.
3. Project Managing a specific project that would normally be carried out by company personnel but experienced resource is a constraint.  This is a common need and mentioned frequently.
4. Temporary or part-time operational assignments the need for which will end, do not justify a full time employee or are designed to coach and train a new manager. 
5. Holding the fort in a situation where company strategy is not decided and operational roles are unclear while the business must keep going forwards.
6. Crisis. Managing a crisis when a unexpected event occurs, e.g. dismissal, death or unexpected departure.
7. Post-acquisition or merger management prior to establishment of the full management team.
8. Pre-sale management of a company or business unit in preparation for a sale.
9. Urgent change management of strategy, cost, structure, organisation, process etc., when an external threat is recognised. e.g. sudden loss of market share, competitive move, unsustainable debt position, hostile take-over bid, etc.
10. Turnaround management or ‘company doctor’ when a permanent position is inappropriate or the role may be perceived as too risky to attract a permanent candidate.

My discussions were with a relatively small number of people so I would welcome any further comments or indeed, requests for assistance.