Imagine a modern day manufacturing supply chain that considers only select areas or limited sections of the manufacturing process. What would manufacturing look like if procurement was ignored? What if planning and forecasting was an afterthought, and distribution left out of the equation? The end results are probably self-evident – and they wouldn’t be good. The interconnectedness of a successful supply chain is critical. Every sub-organization; every time line; every element needs to play its appropriate part in the story.

Companies can leverage this concept of manufacturing supply chain interconnectivity in their efforts to better undertake the recruitment process. Maintaining a cohesive value stream model rests on the success of hiring and retaining the best suited employees and partners. In order to efficiently and effectively deliver goods at a competitive rate, while controlling costs across multi-functional operations, companies are challenged to attract and develop the right talent.

In fact, this is one of the most important levers an organization has within its control, and companies often look externally for recruitment assistance and hiring guidance. And to succeed in today’s highly dynamic hiring environment, it’s essential that your outside vendors grasp – and address – the full extent of your company’s professional talent needs. This is where selection criteria and hiring supply chain elements, such as proven methodologies, demonstrated processes, and verified expertise become essential.

From raw material procurement to post-delivery customer service, a trusted recruitment partner should follow many of the same supply chain guidelines and deliver employment solutions that solve current business issues and drive lasting achievement. Organizations can yield many benefits from investing meaningful time to understand the process of onboarding, clarifying roles, and defining the metrics to capture strategic initiatives and outcomes objectives.

Having been an executive recruiter in this space for over a decade, I recognize and appreciate that the fluidity of an organization’s end-to-end process equates to driving productivity within the marketplace. Supply chain leaders are routinely challenged to transform a company’s operation into a function of maximizing efficiencies and ensuring commensurate benefits. It’s work that never ends, and executive recruiters in the supply chain industry should understand and value these principles as well.

When looking to engage a recruitment firm, be inquisitive about their search process. Ask questions about their methodologies. To successfully help companies identify, attract, hire, and retain the very best talent, a recruiter’s process should model and mirror a robust supply chain. Too often, this critical stage of intense partner evaluation during talent acquisition is overlooked. Hiring decisions have lasting results, and missing or forgoing steps in the supply chain early on can lead not only to regrettable hiring decisions, but can jeopardize your long-term business success.

To drive a supply chain focused on collaborative planning and execution, you need to acquire and develop transcendent talent. I encourage you to begin evaluating your sourcing relationships. Are you assured that you’re working with recruiters who can provide knowledgeable insight and deliver ideal talent? Are you confident in your hiring decisions? Think about talent acquisition as you do your supply chain. Each step in the hiring process is significant and should be strategic and focused on your objectives. I invite you to review our executive recruitment search process to learn more about how a supply chain of critical talent assessment can help you achieve hiring results that drive lasting operational and financial success.