2016年度物流システム機器生産出荷統計を公表/売上高は調査開始以降最高となる4,625億円へ

2016年度物流システム機器生産出荷統計報告書【概要版】
2016年度の物流システム機器の総売上金額は、462,594百万円となり、2015年度の421,167百万円と比較して9.8%増加し、調査開始以降最も高い数値となりました。
また、売上件数も2015年度の123,785件から136,861件へと増加しています。
 http://www.logistics.or.jp/pdf/data/survey/manufacture/2016_mh_statistics.pdf


平成29年度 二酸化炭素排出抑制対策事業費等補助金

物流分野におけるCO2削減対策促進事業
 一般財団法人環境優良車普及機構(以下「機構」という。)では、環境省から平成29年度二酸化炭素排出抑制対策事業費等補助金(物流分野におけるCO2削減対策促進事業)の交付を受け、物流分野の低炭素化を促進するため、エネルギー起源二酸化炭素の排出を抑制するための設備や技術等を導入する事業に対する補助金(二酸化炭素排出抑制対策事業費等補助金(物流分野におけるCO2削減対策促進事業))を交付する事業を実施しています。

3次公募の受付期間は、以下の通りです。
平成29年9月11日(月)?平成29年9月29日(金)17時

http://www.levo.or.jp/fukyu/butsuryu/h29-3jikoubo_index29.html#3ji


The impact of digitalization and status of the supply chain profession are driving a global talent shortage crisis

A survey conducted by DHL found that the supply chain talent pool is not keeping up with the changing requirements as technology reshapes the industry
More than a third of companies have failed to take steps to create their future talent pipeline or develop their workforce
The common impression of supply chain careers as lacking in excitement continues to have a significant impact in finding, attracting and retaining talent

DHL called upon industry leaders to recognize the growing talent gap crisis in the supply chain sector. The U.S. Bureau of Labor Statistics reports that jobs in logistics are estimated to grow by 26 percent between 2010 and 2020. Furthermore, one global study estimated that demand for supply chain professionals exceeds supply by a ratio of 6:1, with some predicting that ratio could be as drastic as 9:1.

DHL surveyed more than 350 supply chain and operations professionals in five global regions. The findings revealed that there are a number of reasons contributing to the talent shortage crisis in a rapidly evolving field. The report 'The Supply Chain Talent Shortage: From Gap to Crisis' was commissioned by DHL and authored by Lisa Harrington, president of the lharrington group LLC. The report highlights the key supply chain talent challenges experienced today, and identifies opportunities for businesses to compete on a global stage.

Harrington said, "Leading companies understand that their supply chains - and the people who run them - are essential to their ability to grow profitably. However, the task of finding people with the right skillsets required to run these highly complex operations is increasingly difficult - especially at the middle- and upper management levels. Unless companies solve this problem, it could threaten their very ability to compete on the global stage."

The survey revealed the top factors driving the talent shortage:

Changing skill requirements: Today, the ideal employee has both tactical/operational expertise and professional competencies such as analytical skills. 58 percent of companies say this combination is hard to find. But tomorrow's talent must also excel at leadership, strategic thinking, innovation, and high-level analytic and technological capabilities.
Aging workforce: As much as a third of the current workforce is at or beyond the retirement age.
Lack of development: One third of companies surveyed have taken no steps to create or feed their future talent pipeline.
Perception that supply chain jobs lack excitement: The industry is still contending with the impression that other fields are more prestigious and offer more opportunities, fuelling lack of interest in the industry within the world's future workforce.
Harrington continues, "Companies are now recognizing that sourcing strategy has a large impact on their bottom line and ability to remain competitive. As one study recently found, companies that excel in talent management increased their revenues 2.2 times as fast and their profits 1.5 times as fast compared to 'talent laggards.' That's a powerful advantage. Unfortunately, recruiting the right talent - especially at the critical mid-level and senior management levels - is proving very difficult in today's environment. New technologies and fundamental areas of the supply chain have changed, meaning they now require that a person has a different and much larger skillset than required when most of the current workforce began their careers."

The report outlines numerous opportunities for the industry to start closing this talent gap. Offering clearer career paths and a visible commitment to the professional development of its supply chain staff combined with competitive remuneration packages are just a few ways to develop and retain their current talent. To attract talent, the industry needs to start emphasizing that the future workforce will need to have skills in robotic management, AI and AV control - job aspects that would be attractive to the younger demographic and help combat the negative perception of the sector.

Louise Gennis, Vice President Talent Management/Acquisition, Learning & Development, DHL Supply Chain, said, "We recommend that companies start with prioritizing the development of their current talent pool to adapt to the changing job requirements through training programs, and then retaining staff through clear career paths. We strive to combat misconceptions surrounding working in the supply chain through highlighting the technological developments which are digitalizing the industry and that are attractive to younger demographics."

Gennis cites the success of DHL's diverse recruitment and development initiatives as evidence that a long-term, well-informed talent management strategy can help businesses mitigate the potentially devastating effects of a shrinking talent pool. "The supply chain talent shortage is now critical enough that it's on the minds of supply chain managers across all industries, but the gap didn't develop overnight. Since supply chain solutions are our business, we've seen the issue developing over many years - and have used this time to adjust our approach toward attracting, developing and retaining talent accordingly. Our unique expertise helps ensure that job openings are filled by qualified experts wherever we and our customers operate, which will become an increasingly critical success factor as talent resources grow scarcer."


「総合物流施策大綱(2017年度-2020年度)」が閣議決定

今後の物流施策の方向性と取組

これからの物流に対する新しいニーズに応え、我が国の経済成長と国民生活を持続的に支える「強い物流」を実現していくため、以下の6つの視点からの取組を推進いたします。

サプライチェーン全体の効率化・価値創造に資するとともにそれ自体が高い付加価値を生み出す物流への変革(=繋がる)?競争から共創へ?
物流の透明化・効率化とそれを通じた働き方改革の実現(=見える)
ストック効果発現等のインフラの機能強化による効率的な物流の実現(=支える)?ハードインフラ・ソフトインフラ一体となった社会インフラとしての機能向上?
災害等のリスク・地球環境問題に対応するサステイナブルな物流の構築(=備える)
新技術(IoT、BD、AI等)の活用による“物流革命”(=革命的に変化する)
人材の確保・育成、物流への理解を深めるための国民への啓発活動等(=育てる)
http://www.meti.go.jp/press/2017/07/20170728002/20170728002.html


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