Third-Party Logistics' Hiring Manager Strategies To Recruit Supply-Chain Professionals

Third-Party Logistics' Hiring Manager Strategies

To Recruit Supply-Chain Professionals

Section 1: Foundation of the Study

Growth and advancements in the supply chain field has resulted in an increased

demand for supply chain professionals and a shortage of these skilled workers (Sinha,

Millhiser, & He, 2016). Third-party logistics companies (3PLs) experience challenges

caused by talent shortages (Lieb & Lieb, 2015). The lack of trained supply chain

professionals negatively affects business and market performance (Wood, Dibben, &

Meira, 2016). My goal in this study was to explore the strategies used by 3PL hiring

managers to recruit supply chain talent to meet industry demands.

Background of the Problem

Researchers and practitioners recognize the challenges associated with supply

chain global talent management (Partida, 2014; Prajogo & Sohal, 2013; Ruamsook &

Craighead, 2014). Supply chain managers provide a unique source of sustainable

competitive advantage by improving supply chain performance (Ellinger & Ellinger,

2014; Mandal & Korasiga, 2016; Yilmaz, Cemberci, & Uca, 2016), but less than half of

executives believe that their organizations are prepared to effectively manage their future

supply chains (Holcomb, Krul, & Thomas, 2015). Supply chain management (SCM) is

critical for a society that anticipates optimum service at affordable costs. The lack of

supply chain talent will negatively affect businesses because inefficiencies will drive

increased costs and decreased quality (Dooner, 2014; Wood et al., 2016).

The U.S. Bureau of Labor Statistics (2016) projects logistics job growth of 27.1%

from 2014-2024, more than double the average rate of the 30 highest-growth occupations.

In a broader scope, the supply chain talent shortage challenge is proven to be global, with

many researchers confirming the need to identify solutions within both established and

emerging countries (Cooperstein, 2015; Fisher, McPhail, You, & Ash, 2014; Hohenstein,

Feisel, & Hartmann, 2014; Wood et al., 2016). In a 2014 survey of chief executive

officers (CEOs) of the 14 largest 3PLs, attracting, developing, and keeping management

talent was the most frequently cited challenges (Lieb & Lieb, 2015). Jhawar, Garg, and

Khera (2016) recommended additional research regarding the lack of 3PL hiring

managers’ strategies to recruit supply chain professionals. Likewise, Lieb and Lieb

(2016) advised that 3PLs must continue developing strategies to address the persistent

talent management issues.

Problem Statement

Logistics industry leaders face a critical talent shortage because of the global

deficiency of supply chain professional talent (Cooperstein, 2015). In a 2015 survey of

logistics providers, 50% of the respondents reported that they experience difficulty

finding supply chain professionals (Leon & Uddin, 2016). The general business problem

was that the lack of available, trained supply chain professionals negatively affects the

profitability of some 3PLs. The specific business problem was that some 3PL hiring

managers lack strategies to recruit supply chain professionals.

Purpose Statement

The purpose of this qualitative multiple case study was to explore strategies that

some hiring managers of 3PLs use to recruit supply chain professionals. The targeted

population was hiring managers from five Pennsylvania 3PLs who have successfully

implemented strategies to recruit supply chain professionals. The implications for

positive social change include the potential to increase vacant position placements as well

as organizational profitability, which in turn helps local communities by lowering

unemployment and increasing the tax base. Increased employment rates potentially

produce greater local economic stability and community prosperity, possibly resulting in

an improved standard of living for community residents.

Nature of the Study

The three research methods are qualitative, quantitative, and mixed method

(Taylor, Bogdan, & DeVault, 2015). Qualitative researchers use open-ended questions to

discover what is occurring or has occurred (McCusker & Gunaydin, 2015). I selected the

qualitative method to use open-ended questions to explore what has occurred.

Quantitative researchers use closed-ended questions to test hypotheses (Merriam &

Tisdell, 2015). Mixed-method researchers include both a qualitative element and

quantitative element (Merriam & Tisdell, 2015). I did not test hypotheses or use

closedended questions; therefore, a quantitative or mixed-methods approach was not

appropriate.

I considered four research designs: (a) phenomenology, (b) ethnography, (c)

narrative inquiry, and (d) case study. Phenomenological researchers focus on the lived

experiences of participants to understand their full experience with a phenomenon

(Merriam & Tisdell, 2015). A phenomenology study was not appropriate because I did

not explore the lived experiences of participants. Business researchers use ethnographic

research to examine the social and cultural phenomenon in context (Eisenhart, 2017). I

rejected an ethnographic approach to the research, because I did not seek to understand an

entire culture of individuals within their natural setting. A narrative inquiry design entails

using first-person stories to examine lived experiences and emphasizes the story and how

the experience is related (Merriam & Tisdell, 2015). The narrative inquiry was not

appropriate because I did not explore a phenomenon using participants’ life stories. Case

study researchers explore a phenomenon within a real-world context using in-depth data

collection (Yin, 2014). The case study design was appropriate because I explored a

phenomenon within a real-world context using in-depth data collection.

Research Question

What strategies do some hiring managers of 3PLs use to recruit supply chain

professionals?

Interview Questions

1. What strategies do you use to recruit supply chain professionals?

2. What strategies do you use for onboarding supply chain professionals?

3. What strategies do you use for internal recruitment of supply chain

professionals?

4. What strategies do you use for external recruitment of supply chain

professionals?

5. What are the key challenges you faced in implementing strategies to recruit

supply chain professionals?

6. How did you address the key challenges of implementing the recruitment

strategies?

7. How do you gauge the effectiveness of your strategies to recruit supply chain

professionals?

8. What strategies do you find as most effective in recruiting supply chain

professionals?

9. What other information can you provide about the strategies you use to recruit

supply chain professionals?

Conceptual Framework

The conceptual framework for this study was the resource-based view theory

(RBV) originated by Wernerfelt (1984). The key tenets of the RBV are (a) human and

organizational capital are resources requiring effective management for a firm to gain an

organizational advantage; (b) organizations potentially achieve a sustained competitive

advantage when rivals are unable to utilize resources in the same manner or duplicate the

benefits; and (c) bundled resources must be valuable, rare, inimitable, and

nonsubstitutable (Wernerfelt, 1984). The RBV gained prominence as proponents of the

theory analyzed a company’s internal assets rather than the competitive environment for

sources of competitive advantage (Barney, 1991; Wernerfelt, 1984). Building on

Wernerfelt’s RBV theory, Peteraf (1993) stated that organizations realize competitive

advantage through the optimization of key resources against the competition.

Organizational managers seek to exploit the use of resources within the organization

(Anatan, 2014). Managers apply the tenets of the RBV to attain higher firm performance

(Szymaniec-Mlicka, 2014). Recommendations for achieving a competitive advantage

through SCM begin with acquiring and developing the right talent (Dubey &

Gunasekaran, 2015b). Sparrow and Makram (2015) further expanded the RBV by

focusing on how human capital creates value for the organization through the employee

aptitudes. Advances in technologies and the development of global markets created a

supply chain profession that demands a different set of skills and competencies to manage

complex supply chains (Hohenstein et al., 2014). Because RBV theorists identify human

capital as a possible key to organizational competitive advantage, the RBV served as an

effective lens through which to explore effective strategies to recruit supply chain

professionals.

Operational Definitions

Human capital: Human capital is an organizational resource that includes

employee knowledge, skills, and abilities that managers can utilize to improve firm

performance (Fareed, Noor, Isa, & Salleh, 2016).

Human resource management (HRM): HRM relates to the set of activities and

functions that managers enact to develop and maintain a workforce (Chowhan, 2016).

Resource-based view (RBV): The resource-based view is a concept that focuses on

internal organizational assets as a key to competitive advantage in the market (Carraresi,

Mamaqui, Albisu, & Banterle, 2016).

Strategic human resource management (SHRM): SHRM relates to the set of

human resource management activities that managers use, with a focus on goal-aligned

and performance-based practices (Seunghoo, Tae Kyu, & Soo-Young, 2017).

Third-party logistics (3PLs): 3PL enterprise personnel manage the supply chain

and supply chain services for other businesses (Giri & Sarker, 2017).

Assumptions, Limitations, and Delimitations Assumptions

Assumptions are realistic expectations that researchers presume to be accurate,

but that lack a means of validation (Pickbourn, 2016). I assumed the participants

answered the interview questions honestly and accurately. Another of my assumptions

was that the participating hiring managers possessed the knowledge and experience

regarding implementing recruiting strategies to answer the research question. Finally,

researchers risk selection bias when utilizing purposeful sampling (Benoot, Hannes, &

Bilsen, 2016). Because I used purposeful sampling, I assumed the risk of selection bias

with my study. I gained access to relevant company documents to engage in

methodological triangulation. I assumed the documents were up-to-date, accurate, and

complete. Limitations

Limitations are elements outside the researcher’s control that may be a threat to a

study and affect its internal validity (Marshall & Rossman, 2016). A limitation of this

study was that the interview data collected from five hiring managers of 3PLs in the state

of Pennsylvania may not accurately represent the larger set of supply chain hiring

managers or other organizations. The geographically narrow sample population of

Pennsylvania represented a limitation. The results may not be transferable to other 3PLs

or areas with different employment and economic challenges. Finally, the legitimacy of

my study relied on the honest and accurate responses from my participants and

supporting materials that I used to identify successful strategies to recruit supply chain

professionals. Delimitations

Delimitations are boundaries created by the researcher (Marshall & Rossman,

2016). The geographical region of the state of Pennsylvania was a delimitation of this

study. The sample population of five hiring managers in the 3PL industry also

represented a delimitation. The limited inclusion of hiring managers who successfully

implemented strategies to hire supply chain professionals limited the scope of this study.

An additional limitation was my focus on questions related to the research question. I

strictly dedicated my questions to identify strategies that hiring managers used to recruit

supply chain professionals. Because of this strict concentration on the research question, I

did not address other management issues that might affect hiring managers in the 3PL

field.

Significance of the Study

This study holds potential value for practitioners of SCM as well as researchers in

the business management and human resources management fields in improving

strategies to address the talent availability gap. Understanding the challenges and issues

experienced by Pennsylvanian supply chain employers might help other supply chain

leaders generate new hiring solutions. The specific value of this study lies in the

contribution to business practices and the implications for social change.

Contribution to Business Practice

The findings and recommendations resulting from this study might be valuable to

senior management, human resource leaders, and hiring managers for creating strategic

plans to address attrition and supply chain talent shortages. Through improved recruiting

strategies, decision-makers may develop and implement improved talent acquisition

processes. A greater understanding of improved attraction and recruitment strategies

potentially leads to a more efficient implementation of programs that may attract potential

candidates and build a more competent, skilled workforce to increase business

performance.

Implications for Social Change

Social change is about identifying issues common to broader populations than the

current environment to improve conditions or share solutions (Pollack, 2013). Potential

implications for positive social change from my study are providing greater opportunities

for both employers and employees in Pennsylvania, thereby increasing contributions to

the local economy. By identifying new ideas and innovative strategies to respond to the

recruitment challenges of logistics employers, this study’s findings may support the

reduction of the unemployment rate in Pennsylvania, resulting in a higher standard of

living and rates of employ.

A Review of the Professional and Academic Literature

The purpose of this qualitative multiple case study was to understand strategies

that some hiring managers of 3PLs use to recruit supply chain professionals for position

vacancies. A review of the literature indicated many experts in the supply chain field

expressing concern over the supply chain talent gap. Undertaking this study, I searched

for scholarly and business sources that allowed me a wide view of the supply chain

shortage issues. Researchers examined the supply chain shortage phenomenon from both

the business and academic viewpoints.

In this study, I explored the 3PL workforce challenges from the hiring manager’s

perspective of strategies applied to employee hiring, training, and development. I used a

variety of databases to retrieve information for this study. I used 324 sources in this

study; 308 were peer-reviewed sources and 16 nonpeer-reviewed sources, equating to

95% peer-reviewed sources. I used 304 sources dated from 2014-2018, equating to 93%

of the sources dated within 5 years of my anticipated graduation in 2018. One hundred

forty-one sources are unique to the literature review.

Research Review

I first searched for peer-reviewed articles and journals, books, dissertations,

websites, and corporate and government reports. I then expanded the search to review the

literature with an organized examination of themes, identifying the breadth of the

problem. My goal was to identify all the literature that addressed how the supply chain

shortage phenomenon affects all members of organizations, industries, and micro and

macro environments. I then reviewed literature that discussed how other industries, such

as finance and accounting, approached the problem of talent shortages. The following is a

review of relevant literature related to the talent management challenges of the supply

chain industry. I applied a search strategy to ensure examination of seminal materials as

well as the current landscape of the phenomenon for depth in research.

The following is a review of relevant literature related to the workforce challenges

of the supply chain field. For a thorough view of the phenomenon, I applied a search

strategy to guarantee the inclusion of formative materials, as well as the current

landscape. Although these searches resulted in many more tangential topics, I have

synthesized only materials relevant to the topic and research design.

Search Strategy

I retrieved the literature used for the foundation of this study from scholarly books

and journals. Results of these searches helped the development of the study scope, the

problem statement, as well as the magnitude of the problem. This literature review

includes the writings of prior scholars on issues affecting talent management challenges

of the supply chain discipline. I used a variety of databases when conducting searches for

relevant topics, including Business Source Complete, Google Scholar, Academic Source

Complete, Proquest, ABI/INFORM Collection, ScienceDirect, ERIC, SAGE Journals,

CINAHL, MEDLINE, Computers and Applied Science Complete, Dissertations &

Theses @ Walden University, and Education Source. Reviewing the literature improved

my understanding of how the various viewpoints of both practitioners and researchers

have recognized or addressed these issues. Keywords in my searches included: talent

management, supply chain talent, supply chain management, logistics management,

human resource, hiring, employee retention, third-party logistics, resource-based view,

value creation, talent shortage, management theories, human capital theory, global talent

management, and global supply chain talent.

Organization of the Literature Review

Topics covered in the literature review include (a) resource-based view, (b)

human capital theory, (c) supply chain and logistics, (d) supply chain management, (e)

3PL practices, (f) talent management, and (g) application to the business problem. Figure

1 is a graphic representation of this literature review.

Figure 1. Literature review organization.

The Resource-Based View

With the creation of the RBV, Barney (1991) provided a new framework for

understanding the organizational value. Researchers and practitioners use the RBV to

focus on internal resources of a firm to provide strategic advantages (Barney, 1991;

Wernerfelt, 1984). Before the development of RBV, researchers relied on the strengths,

weaknesses, opportunities, and threats analysis (SWOT) as a framework (Barney, 1991).

Organizational managers based strategies on the SWOT model through an external focus

(Porter, 1985). Researchers previously used industry view models, while RBV theorists

used a firm view.

RBV theorists differed from industry view models by emphasizing the link

between strategy and the internal resources of the firm. Barney (1991) classified

resources into three groups: physical capital (e.g., equipment and location), human capital

(e.g., knowledge and experience), and organizational capital (e.g., planning and

organizational structure). Through his RBV, Barney maintained that the heterogeneity

and immobility of firm resources result in superior performance. The attributes of

heterogeneity and immobility explain how companies outperform others, through unique

resources that the competition cannot replicate. Mohr and Batsakis (2018) utilized the

RBV to understand how combinations of intangible assets allow some firms to capitalize

on international expansion. Mohr and Batsakis highlighted how firms have combinations

of knowledge, finances, and relationships that other organizations could not develop in a

short time, leaving them at a disadvantage. Barney specified that to provide a competitive

advantage these resources must be valuable, rare, inimitable, and nonsubstitutable.

Valuable. The underlying assumption of the RBV is the concept that resources

and capabilities possessed by organizations are heterogeneous and imperfectly

transferable (Wernerfelt, 1984). According to RBV theorists, organizations should

consider these resources valuable if they improve performance, exploit market

opportunities, or mitigate threats (Barney, 2001). Yang and Lirn (2017) studied logistics

performance in the shipping industry through the RBV lens and identified skilled labor as

a valuable resource for differentiation in the industry. Carraresi et al. (2016) utilized the

RBV to study the relationship between strategic capabilities and performance of food

companies that were small- to medium-sized enterprises (SMEs) in Italy. Surveying SME

managers, Carraresi et al. determined that the acquisition and sharing of information was

a valuable asset to this industry. Sparrow and Makram (2015) examined talent

management through a combined human capital insight with RBV to illustrate the value

of talent management capabilities. My study similarly drew from RBV to demonstrate the

value of human capital capabilities and talent acquisition in a 3PL firm.

Rare. If resources are not rare, firms cannot exploit them for an advantage over

the competition. A firm’s managerial talent is considered a rare resource, and especially

so when combined with other capabilities (Barney, 1991). Strategic human resource

management (SHRM) is an organizational practice focused on exploiting the rareness of

talent and talent management practices for competitive advantage (Seunghoo et al.,

2017). Research results indicated that an organization's senior management could

influence firm performance (Wiengarten, Lo, & Lam, 2017). For example, researchers

proved that senior management leadership differentiates top performing hotels from

competitors (Elshaer & Augusyn, 2016).

Inimitable. Barney (1991) defined inimitable resources as those that other firms

cannot easily reproduce. If a firm has a valuable and rare resource, this resource must also

be difficult for other firms to imitate. This inimitable nature of the resource could be

because of the complex asset combinations, great cost, or other barriers. For example,

Jogaratnam (2017) studied the combination of market orientation, entrepreneurial

orientation, and human capital resources on the positional advantage in the restaurant

industry. Jogaratnam supported the RBV tenet that strategic advantage is reliant on

unique combinations of resources that competitors cannot easily replicate.

Nonsubstitutable. Barney (1991) defined nonsubstitutability requirement as the

resource that other firms cannot replicate with strategically equivalent resources.

Furthermore, Barney specified that he considered this advantage sustainable and not time

definite. For instance, the substitution of an automated system for skilled trade would

eliminate any competitive advantage. Intangible assets and combined resources may

provide the best opportunities for strategic advantage because they are more difficult for

competitors to match with a competitive parity (Kellermanns, Walter, Crook, Kemmerer,

& Narayanan, 2016). Researchers using the RBV examined the internal capabilities of an

organization to identify those that are valuable, rare, inimitable, and nonsubstitutable to

exploit a competitive advantage (Alonso & Austin, 2016; Fareed et al., 2016).

Competitive advantage. The concepts of competitive advantage and strategic

competitive advantage are key to understanding the RBV. According to the RBV

theorists, organizational leaders achieve a competitive advantage by leveraging critical

resources in a superior way to that of a competitor (Peteraf, 1993). A sustained

competitive advantage exists only after the competition proves unable to match (Barney,

1991). An innovator of the RBV theory, Barney stated that managers could use the

organization of individuals in a manner that creates valuable, rare, inimitable,

nonsubstitutable resource. Organizational leaders may organize business intelligence,

supply chains, or analytics capabilities in a unique way that results in a sustained

competitive advantage (Batko, 2017). Researchers use the RBV to identify the

competitive advantages for organizations in many different fields and industries including

international markets (Kaleka & Morgan, 2017), entrepreneurship (Adam, Mahrous, &

Kortam, 2017), healthcare (Agwunobi & Osborne, 2016), and human resource

management (Gandhi, 2017).

Human Resource Management and Resource-Based View Theory

Utilizing the RBV framework, researchers found that human capital realized in

human resource management has the potential to create a sustainable competitive

advantage (Fareed et al., 2016; Huang, Dyerson, Wu & Harindranath, 2015; Rui, Zhang,

& Shipman, 2017). Demonstrating human capital internal resources as a source of

competitive advantage supported the premise that people are strategically important to

firm success. However, in this field of study, researchers apply the RBV in a variety of

methods (Delery & Roumpi, 2017; Ployhart, Nyberg, Reilly, & Maltarich, 2014). Some

RBV researchers utilized the human resource practices when identifying competitive

process advantages. The complex integration of human resource practices or systems with

other organizational goals or practices creates an asset difficult to imitate (Chadwick,

Super, & Kwon, 2015). Jabbour, Mauricio, and de Sousa Jabbour (2017) utilized the

RBV to assess the relationship between critical success factors, green human source

management, and improved performance. Using the RBV lens, Manroop, Singh, and

Ezzedeen (2014) explored how human resource systems establish ethical climates and

what strategic value ethical climates represent to firms. Defining human resources as

human capital, Elshaer and Augustyn (2016) found that strong leadership provides

successful quality management, which may be a source of competitive advantage in the

RBV. Addressing both these research concepts through the RBV lens, Lim, Wang, and

Lee (2017) examined the impacts of both practices (e.g., recruitment, training, incentives)

and tangible resources (e.g., percentage of senior executives, total employees) to examine

the perceived mission accomplishment in a federal program.

Relative to human capital, researchers argued that the existence of value, rareness,

substitutability, and imitability attributes alone could not provide a competitive advantage

because individual human resource functions are easily imitable (Delery & Roumpi,

2017). However, theorists using the RBV framework defined human resources as both

tangible and intangible assets that firms can combine to create uniquely complex systems

that are difficult to imitate (Barney & Mackey, 2016). Researchers using the RBV

framework frequently evaluate how the knowledge, skills, abilities, and other

characteristics of employees helped firms to achieve and maintain a competitive

advantage (Nyberg, Moliterno, Hale, & Lepak, 2014). Research study results support the

assertion that the exceptional hiring and management of human capital is a prime

component of an organization's strategic advantage.

Discussions of Resource-Based View Theory

The RBV is one of the most commonly used theories in organizational

management, particularly in SCM, operations strategy, performance management, and

product-service innovation (Hitt, Xu, & Carnes, 2016). However, researchers engaged in

some common discussions about the application and rigor of the RBV as presented by

Barney (1991). In fact, in the seminal article, Barney stated that he created the RBV to

provide context for empirical examinations and that the results themselves should not be

considered a test of the theory. Bromiley and Rau (2016) emphasized this in their

position, stating that the RBV is a perspective and untestable as a theory. However, Hitt,

Carnes, and Xu (2016) argued that the benefit of the RBV is in its ability to help

understand the relationships between complex capabilities, such as innovation. Criticisms

of the RBV also arise in areas outside the operations, for example, human resource

management (HRM).

Kaufman (2015) stated that in the HRM field, the use of RBV has problematic

applications and implications. Kaufman argued that if competitors cannot duplicate

positive financial outcomes associated with the RBV, then other firms could not benefit

from their application. However, Barney and Mackey (2016) argued that as firm leaders

seek to gain advantages, they seek parity of best practices with the goal of strategic

advantage. Barney and Mackey maintained that the demonstration of a resources value

within one organization assists other firms in determining how to identify and manage

their assets for strategic positioning.

Human Capital Theory

Becker (1962) introduced the theory of human capital as the basic idea of

employee skill acquisition. Becker based the human capital theory on the premise that

organizational leaders who invest in human capital (i.e., the training and education of

employees) derive benefits of improved performance and higher work productivity

(Seong-O & Patterson, 2014). Schultz (1961) was the first theorist to initiate the concept

of human capital as an explanation for the U.S. economic growth related to physical

capital, labor, land, and management. Schultz posited that the investment in human

capital, including on the job training, schooling, adult education, health, and migration

resulted in economic growth. Becker (1993) later defined human capital as an

individual’s knowledge, skills, health, and value. Organizations consider human capital

an asset that they can exploit for strategic advantage.

Leaders of companies seek to find and measure value in business assets and

processes, including tangible and intangible human resources (Morris, Alvarez, Barney,

& Molloy, 2016). Leaders of firms invest in firm-specific knowledge to create human

capital value for the organization (Finegold, Benson, & Mohrman, 2015). Becker (1962)

held that organizations realized the rents of firm-specific investments and those

individuals realized the value of general knowledge, which is mobile. Alavi and Leidner

(2014) defined organizational knowledge as an awareness of competencies and

capabilities that increase an entity’s ability for successful outcomes. Nyberg and Wright

(2015) stated that the capacity of human capital increases an organization’s revenues and

results in the creation of value. Chadwick (2017) demonstrated how firms could enhance

that value by utilizing complementarities of the firm. Therefore, the management of firm

resources proves to be key to optimizing the value of human capital (Chadwick, 2017).

Researchers recognized a link between comprehensive human resource systems that

includes training and greater financial performance (Finegold et al., 2015). Human

resource management must include an alignment with overall business strategies for

development of the firm’s value chain (Ulrich, Brockbank, Ulrich, & Kryscynski, 2015).

Researchers demonstrated that an investment in human capital is most effective when it

begins at the recruitment (Ployhart et al., 2014). Therefore, organizational leaders should

consider recruitment as part of a strategy for performance optimization.

In my study of the supply chain professional shortage phenomenon, I will

investigate the recruitment of human capital by hiring managers. Simion and Tobă (2014)

found that the combined competencies, experiences, and motivations of employees

provide an entity with the potential for strategic positioning. However, when the labor

pools are scarce, organizational leaders will not have the ability to utilize capital

resources for performance gains (Teodoro & Switzer, 2016). The results of my study will

contribute to the understanding of human capital investments and the potential for

organizational value gains. Brymer, Molloy, and Gilbert (2014) discussed the

implications of hiring pipelines on firm performance. Brymer et al. provided insights into

competitive advantages of hiring practices when considering labor shortages. In previous

studies, researchers demonstrated the link between human capital skills and firm

performance. Volonté and Gantenbein (2016) studied 178 Swiss firms and reported a

positive association between human capital and firm performance. Fu et al. (2017)

surveyed professional service firm managers to demonstrate a positive association

between skill-enhancing practices and human capital via high-performance work systems.

Jyoti and Rani (2017) defined high-performance work systems as human resource

practices that focus on employee performance, organizational fit, and bundling to

improve both employee and financial performance. High-performance work systems

include combinations of incentives, training, and employee selection (Jyoti & Rani,

2017). Fu et al. isolated mediators of the association between high-performance work

systems and firm performance, addressing the black box issue of the human resource

research. Researchers use the term black box to refer to the specific pathways that link

human resource practices to organizational performance (Chowhan, 2016; Fu et al.,

2017).

Human capital investments increase the potential of employee contributions to the

productivity and successful performance of the company (McGuirk, Lenihan, & Hart

2015). Organizational managers should incorporate human resource activities into

strategic planning because human capital is an intangible asset that influences firm value

(Holland, 2017; Lajili, 2015; Mahoney & Kor, 2015). Organizations face competition

from firms that acquire, train and retain talent that speeds up innovations and captures

market share (Lajili, 2015). Lizote, Alves, Verdinelli, and Terres (2017) conducted a

qualitative study of 202 Brazilian accounting firms to examine the relationship between

human capital attributes and firm performance. Lizote et al. used human capital values of

attitudes, knowledge, abilities, and leadership along with performance indicators of net

profit, total sales, achievement of financial goals, employment and personnel targets,

customer satisfaction, customer retention, and overall performance. Using the relative

measure of competitor performance, Lizote et al. found a positive association between

human capital attributes and greater firm performance. Related to the management of

human capital, Rompho (2017) conducted a study of 593 Thai corporations from various

industries to identify the relationship between human resource management strategies and

firm performance. Rompho distinguished between firm practices of buy-bureaucratic,

which involves external recruitment of managers, limited training and emphasis on

seniority and make-organic, which promote from within, provide extensive training and

pay based on performance. Rompho posited that because differences in human resource

practices have proven to create different levels of human capital, organizations that

engage in make-organic practices would outperform buy-bureaucratic because of superior

human capital. Rompho found that make-organic practices result in higher level of human

capital and final performance.

Dynamic Capabilities

Teece, Pisano, and Shuen (1997) extended the RBV by developing the dynamic

capabilities approach, which theorists can use to identify the sources of value creation by

organizations. Teece et al. addressed the evolving nature of firm resources and defined

dynamic capabilities as an organizations ability to integrate, build, and deploy resources.

Teece (2014) intended the dynamic capabilities concept to be uniquely helpful in

identifying the resource bundles that provide a competitive advantage in highly

competitive and rapidly changing business environments. Likewise, Eisenhardt and

Martin (2000) asserted that traditional RBV does not accurately address strategic

advantages in highly volatile markets.

Researchers continued to develop the dynamic capabilities concept in how

organizations can use it to view competitive advantage. Eisenhardt and Martin (2000)

furthered the dynamic capabilities model by including temporary advantages, such as

those leveraged by Coke and Pepsi, to maintain consistent competition through

organizational innovations and advertising. Ambrosini and Bowman (2009) also sought

to further the development of the dynamic capabilities perspective. Ambrosini and

Bowman stated that a dynamic capability is an effective approach to firm performance

that focuses on the development and agility of internal resources to achieve a strategic

advantage. Ambrosini and Bowman addressed the link between dynamic capabilities and

competitive advantage by defining the usage of capabilities, not the capabilities

themselves, as the value proposition. Teece et al. (1997) bridged a gap in existing theory

by highlighting combinations of management capabilities that were traditionally not

included in strategy development, including research and development, human resources,

and organizational learning. Eisenhardt and Martin furthered that argument by asserting

that routines, defined as dynamic capabilities, are critical to knowledge management.

Routines allow organizations to mitigate risk rapidly changing markets by leveraging the

existing organizational knowledge to accommodate quick adaptations (Eisenhardt &

Martin, 2000).

Managers can use the dynamic capabilities approach to understand how SCM

strategies can provide organizations with a strategic advantage. Handfield, Cousins,

Lawson, and Peterson (2015) utilized the dynamic capabilities approach to identify the

complementary effects of supply management alignment on network agility and supplier

performance. Handfield et al. studied the relationships between stakeholder alignments,

purchasing process structures, supplier agility, and performance levels utilizing the

dynamic capabilities. Handfield et al. supported the assertion that successful procurement

process modifications rely on strong relationship management capabilities. Notable to

this study, Handfield et al. identified the impact of improved supply management

alignment on firm performance improvement. Handfield et al. found that improved

alignment resulted in an agile supply that was able to respond more quickly to customer

requirements, suggesting that dynamic capabilities allow for improved strategic

advantages in more volatile markets. Likewise, Masteika and Čepinskis (2015) utilized

the dynamic capabilities approach to understand which dynamic organizational

capabilities influence specific stages of supply chain changes. Like Handfield et al.,

Masteika and Čepinskis applied the dynamic capabilities to a fluctuating environment,

where agility is critical. Chih-Hsing, Wen-Liang, Ching-Jun, and Kai-Ping (2016) also

sought to develop a model for future studies of supply chain relationships and dynamic

capabilities. Chih-Hsing et al.’s study is significant because this research indicated that

interaction between supply chain members could increase the quality of those

relationships and potentially provide strategic advantages because of successful

management decisions. Additionally, Chih-Hsing et al. measured capabilities external to

the organization, rather than the traditional internal capabilities focus.

Researchers used the dynamic capabilities when exploring talent acquisition and

human resource systems (Bogodistov, Presse, Krupskyi, & Sardak, 2017; Chatterji &

Patro, 2014; Fu et al., 2017). Building on the sensing, seizing and reconfiguring

capacities of the dynamic capabilities framework, Helfat and Peteraf (2015) confirmed a

positive association between managerial cognition and firm performance. Deriving

strategic advantages from dynamic managerial capabilities can extend to hiring practices

within human resource systems. For example, Lin, Hsu, and Yeh (2015) utilized the

dynamic capabilities framework to show the relationship between hiring practices and

marketing performance. Lin et al. posited that marketing resources and capabilities are

key drivers of firm performance. Tatham, Wu, Kovács, and Butcher (2017) utilized the

dynamic capabilities perspective to identify the most desirous attributes for supply chain

managers. Tatham et al. provided critical information for hiring managers when assessing

the supply chain talent pool.

Supply Chain and Logistics

A supply chain is a network of nodes and links that facilitate the flow of materials,

information and finances up and down stream (Carter, Rogers, & Choi, 2015). In

contrast, logistics are the tactical activities engaged within the system, including

transportation, warehousing, payment systems, and border clearances (D’Aleo & Sergi,

2017). Supply chain and logistics are ubiquitous across every aspect of domestic and

global economies. A field, business, industry, or geography relies on an effective supply

chain for profitability and subsistence. Managers utilize supply chain practices to

contribute to the product or service efficiency (Burda, 2015). Researchers identified

critical offerings for logistic services as value-add, price, reputation, tracking and tracing,

and transit time (Ho & Chang, 2015).

Because of this complex system of services and offerings included in the supply

chain, Carter et al. (2015) sought to create a theory of supply chain by utilizing the

concept of supply chain network and the complex adaptive system. In this way, Carter et

al. created a framework for future supply chain theory development. Carter et al. stated

that a gap exists in the literature for a more comprehensive understanding of the supply

chain, while researchers continue to develop supply chain theories. Carter et al.

contributed to the understanding of supply chain theory with a model that conceptualized

the supply chain process and players. Carter et al.’s model is important because of the

inclusion of supportive or value-add participants in the process model. Childress (2015)

also stressed the importance of value-add or supportive participants in the supply chain.

Childress provided a conceptual paper that credits logistics technology and inventory

management with the sustained growth of global supply chains. Similar to Carter et al.’s

efforts, Marchesini and Alcantara (2016) sought to define a conceptual framework to

identify where specific logistics activities contributed value to the supply chain.

Supporting Childress’ position, Marchesini and Alcantara identified technology and

quality of delivery to be critical factors in adding value to the organization. This focus on

the value-add is important for understanding how supply chain services fit into today’s

economy.

Researchers demonstrated how an organizations supply chain contributes to its

overall strategy through supporting corporate improvement initiatives, supporting

competitive strategies, and as a source of competitive advantage (Tchokogué, Nollet, &

Robineau, 2017). Researchers explored the implications of supply chain performance in

the areas of risk management, competitive advantage, small business, globalization,

healthcare, and humanitarian aid (Afonso & Cabrita, 2015; Baharmand, Comes, &

Lauras, 2017; Bandaly, Satir, & Shanker, 2016; Chikul, Maw, & Soong, 2017; Datta,

2017; Gharehgozli, Iakovou, Chang, & Swaney, 2017). However, logistics services are

frequently the target of cost reduction measures given the substantial percentage of spend

it represents to the organization (Holcomb, Liao-Troth, & Manrodt, 2014).

Supply chain managers must look for value in innovations that match the current

economic environment and organizational needs (Holcomb et al., 2014). To identify

trends that will be driving future supply chains, Stank, Autry, Daugherty, and Closs

(2015) conducted a longitudinal study of supply chain managers between 2000 and 2013.

Stank et al. reported significant improvement in prioritized customer service, process

focus, process agility, and information sharing. However, Stank et al. stressed that

managers must prepare for the advent of new challenges and seek a larger view of the

supply chain through partnering with firms, integrating with suppliers, and co-creating

value. Because of internal and external environments, supply chains are not static and

challenge practitioners to maintain efficiency because of changes in demand (MacCarthy,

Blome, Olhager, Srai, & Zhao, 2016).

New supply chain demands arise for a variety of reasons in response to market

developments. A few major developments that required supply chain innovation are

increased e-commerce sales (Siddiqui & Raza, 2015), the demand for reverse logistics

(Vlachos, 2016), and fulfillment needs in emerging markets (Saranga, Mukherji, & Shah,

2015). Regulatory standards and government requirements may determine the supply

chain requirements as well in the global economy. For example, Shou, Zheng, & Zhu

(2016) surveyed 187 distributors in China and found that the firms experienced

ineffective supply chain partnerships because of the institutional environment. Adding to

studies of global industries, Xu, He, Xu, & Zhang (2017) examined an agreement

between a steel supplier and manufacturer in which carbon emissions regulations

materially affected the contract. As global regions and their markets fluctuate, so does the

supply chain that must support it. Future supply chain disruptors may include 3D printing

(Kietzmann, Pitt, & Berthon, 2015), Internet of Things (IoT) (Goldsby & Zinn, 2016),

and changes to pharmaceutical import testing (Rönninger & Garbe, 2016). Given the

width and breadth of current and future challenges for supply chain solutions, SCM prove

to be critical to the ongoing success of business and innovation (Stank et al., 2015).

Supply Chain Management

Since its introduction, the field of SCM continues to evolve as a concept (Burda,

2015). Lambert and Enz (2017) defined SCM as using cross-functional business

processes to manage relationships between organizations for providing value to all

stakeholders. Lambert and Enz focused their view of SCM on the importance of

relationships within networks of organizations. This relationship perspective is consistent

with the findings of Truong et al. (2017) who reported that SCM customer and supplier

relationships have a direct impact on operational performance. However, Lambert and

Enz stated that there is no one definitive view of the SCM field or its practice. In their

theoretical study of SCM concepts and definitions, LeMay, Helms, Kimball, and

McMahon (2017) agreed with Lambert and Enz and stated that SCM has no common

definition. LeMay et al. proposed a definition of SCM as the design and coordination of

networks that provide goods and services to stakeholders. In their respective definitions,

Lambert and Enz stressed the relationship view, but LeMay et al. stressed the

coordination aspect of SCM. Both positions seem appropriate for a field that directly

integrates with multiple operational functions and processes (Zacharia, Sanders, &

Fugate, 2014). As the SCM field continues to evolve, so do the challenges to the

education and skill requirements for supply chain managers (Kiessling, Harvey, &

Akdeniz, 2014).

SCM education and skills. Jordan and Bak (2016) asserted that the growing

scale and scope of the supply chain require a greater understanding of the broader supply

chain skills picture. Jordan and Bak conducted a U.K. university study, which utilized

rich, in-depth interviews with academics and then compared the findings to industry

management surveys. Jordan and Bak concluded that the current industry needs are

changing more rapidly than educational coursework content. In response to the changing

definition of the supply chain field, Zacharia et al. (2014) conducted in-depth interviews

of 50 academic scholars and 20 SCM executives to extract commonality of opinion and

discuss the future of SCM. Zacharia et al. provided both the practitioner and academic an

understanding of the common thoughts and practices of the SCM discipline. One key

issue for scholars was how educational institutions and practitioners defined the SCM

discipline (Zacharia et al., 2014). Some educational programs provided SCM as a

business offering, and others as an engineering discipline or part of a transportation

program, which contributes to the confusion regarding the field (Zacharia et al., 2014).

Adding to the ambiguity of the SCM field, many executives continue to view SCM from

a functional based view, which does not provide a broad enough perspective to solve the

multifaceted issues that organizations face (Zacharia et al., 2014). Whether through the

educational or employment path, skill development is paramount to providing effective

SCM (Cronjé, 2015).

Researchers explored SCM professional competencies in a wide range of

applications including emerging markets (Cronjé, 2015), social networking (Stolze,

Murfield, & Esper, 2015), global management (Kiessling et al., 2014), and solar SCM

(Shukla & Mali, 2015). Derwik and Hellström (2017) demonstrated the complexity of

subject knowledge required in the SCM by conducting a review of the competencies

expected in the field. Noting a lack of consensus regarding manager competencies,

Derwik and Hellström analyzed the SCM literature by summarizing elements of

competence into functional, relational, managerial, and behavioral. Derwik and Hellström

reported that the functional aspect (e.g., logistics procedures, supply management,

technique, and technology) is the most researched area of SCM. However, researcher’s

views vary on whether those competencies are most critical to the successful practice of

SCM.

Although SCM is a complex field that encompasses multiple functions and

organizations, many scholars report that the most desirous skills are not exclusive to the

SCM field. Tatham et al. (2017) sought to distinguish the most critical skill set for SCM,

as determined by those in the field. Tatham et al. found that to identify supply chain risks

and opportunities, the most important skills needed by SCM are general management

expertise. Likewise, De Abreu and Alcântara (2014) stated that the competitive

environment is increasingly volatile and therefore requires managers who have strong

analytical and predictive skills, which are general competency skills. Dotson, Dave, and

Miller (2015) surveyed senior SCM executives to find what skills they seek in candidates.

Consistent with De Abreu and Alcântara’s findings, Dotson et al. found that the top two

skills desired by SCM employers of problem-solving and listening are foremost

managerial competencies. In a study of Czech senior SCM executives, Kampf and

Ližbetinová (2015) found that the top two skills sought by management were managerial

acumen and willingness, and ability to participate in ongoing education. Kampf and

Ližbetinová’s findings support those of prior researchers, which emphasized the need for

fundamental management skills in the SCM field. Although general managerial skills are

critical to successful SCM, researchers reported the demand for cross-functional

competencies in actual practice (Essex, Subramanian, & Gunaskaran, 2016).

Because of the expanding boundaries of SCM, the role of SCM professionals

needs to evolve to support firm competitiveness (Kiessling et al., 2014). Globalization,

innovation, sustainability, and technology drive the change in the SCM competencies

(Sinha et al., 2016). For example, Kiessling et al. stated that specific understanding of

global negotiations and business ethics are critical given the increased globalization of

businesses. Thornton, Esper, and Autry (2016) found that political shrewdness has a

positive influence on the supply chain orientation within organizations. Tatham et al.

(2017) found that the specific skills that support innovation are absent from the list of the

skills considered important to supply chain performance. Shukla and Mali (2015)

reported that the solar industry requires significant supply chain planning skills that

general competencies do not include. Dubey and Gunasekaran (2015a) reported that as

the importance of sustainability grows, organizations experience a shortage of SCM

knowledge required to address the need. Future economies will rely on supply chain

manager’s whose skills are more than conceptual, but practical in supporting the

successful performance of complex organizations (Essex et al., 2016).

Researchers demonstrated that a positive relationship exists between specific

SCM practices and organizational performance (Gonzalez-Loureiro, Dabic, & Kiessling,

2015). SCM professionals that initiate trust relationships between organizational

networks and customers can improve the organization's operational performance (Truong

et al., 2017). Ellinger and Ellinger (2014) stated that lack of collaboration within

organizations could stem from the lack of SCM professionals with alliance building

skills. Firms can create a competitive advantage through the development of SCM

professional’s skills when it results in dynamic capabilities (Essex et al., 2016). Trends

important to SCM professionals include outsourcing and the significance of 3PL

participation (Burda, 2015). Third Party Logistics

3PL enterprise personnel manage the supply chain and supply chain services for

other businesses (Giri & Sarker, 2017). Businesses leaders seeking a competitive

advantage through SCM may utilize a 3PL to focus on core competencies and save on

capital investments (Giri & Sarker, 2017). However, successful integration of a 3PL is

incumbent on capable and efficient partners (Giri & Sarker, 2017). Marchet, Melacini,

Sassi, and Tappia (2017) found that the most efficiently managed 3PLs focus on

standardization, while the most innovative firms rely on customized offerings. To

survive, 3PL leaders must differentiate their organizations and create a strategic

advantage through specialization or competitive positioning (Lieb & Lieb, 2016). In all

scenarios, service quality strongly influences brand equity, so maintaining service levels

is critical for 3PLs (Grant, Juntunen, Juga, & Juntunen, 2014). However, rapidly

changing organization expectations and requirements challenge 3PLs to respond

adequately to industry needs (Lieb & Lieb, 2016).

Researchers explored various dimensions of 3PL operations as they relate to

organizational assets. The wide spectrum of these studies include specific potential 3PL

services for China (Shi, Zhang, Arthanari, Lui, & Cheng, 2015), improving 3PL

performance in offshoring (Jazairy, Lenhardt, & von Haartman, 2017), value creation

(Marchet, Melacini, Perotti, Sassi, & Tappia, 2017), knowledge management (Izzah, Lui,

& Cheng, 2017) and impact on firm performance (Leuschner, Carter, Golsby, & Rogers,

2014). Dubey, Genasekaran, Chile, and Papadopoulos (2018) offered a framework of

needed supply chain skills in response to the skills shortage experienced by 3PLs in India.

When asked to identify the most important issue facing 3PLs, the latest annual study of

North American 3PL CEOs cited talent acquisition and retention six times more

frequently than any other issue (Lieb & Lieb, 2016).

3PLs experience a critical challenge with firm performance and talent

management (Lieb & Lieb, 2016). Lieb and Lieb stated that talent shortages affect 3PLs

because the organizations lack branding, complete with organizations that offer higher

compensation, and must respond to increased customer expectations. This need for

specialty requires highly skilled talent to manage supply chain issues for customers that

result in financial gains for 3PLs (Lieb & Lieb, 2016). Organizational leaders need to

look to talent management strategies to address the shortage of supply chain providers

(Maloni, Scherrer, & Mascaritolo, 2016).

Talent Management

Talent management is an organizational function that defines employee skills and

identifies skills are important to the firm structure (Craig, 2015). Talent management is

critical to organizational success because it represents a potential driver or competitive

advantage (Khoreva, Vaiman, & Van Zalk, 2017). In practice, there is a wide variety of

definitions for the term talent (Saddozai, Hui, Akram, Khan, & Memon, 2017).

Participants in Saddozai et al.’s (2017) study described talent as all employees, high

performing employees, or employees in key positions with the organization. Employees’

perceptions of what talent management is and how talent management can benefit them

are critical in understanding successful hiring and retention practices (Khoreva et al.,

2017; Saddozai et al., 2017; Tafti, Mahmoudsalehi, & Amiri, 2017). High potential

employees prove to increase their commitment to career development when they view

talent management practices as favorable (Khoreva et al., 2017). Schiemann (2014)

referred to the talent lifecycle as a process that encompasses all stages of managing

human capital, including building a talent brand that attracts the right talent to acquiring,

onboarding, developing, managing, retaining, and even recovering talent.

Identifying and attracting talent. Focusing on the attraction phase of the talent

lifecycle, Leon and Uddin (2016) researched students to identify what attributes

contributed to student’s selection of career and related education. Leon and Uddin

indicated that hiring managers should employ strategies that appeal to potential

candidates during their high school years. Maloni, Scherrer, Campbell, and Boyd (2016)

reported that students who selected SCM as their major respond to professor reputation,

and intrinsic and extrinsic aspects of the field more than students in other majors. This

attraction to the SCM education by way of preferable attributes extends to employment

opportunities.

Van Loon, Leisink, and Vandenabeele (2017) stated that prospective employees

base their employment choices on their perceptions of fit with the organizational norms

and values. Lieb and Lieb (2015) explored recurring issues related to recruitment and

retention of supply chain professionals, identifying gaps in candidate expectations versus

industry offerings. Lieb and Lieb reported issues related to workload and compensation in

the 3PL industry. Likewise, Maloni, Scherrer, Campbell et al. (2016) explored the

relationship between university students desired workplace characteristics versus actual

features of the supply chain field. Maloni, Scherrer, Campbell et al. (2016) found that the

logistics field falls short on extrinsic values (e.g., promotion, pay) and stability (e.g.,

benefits, retirement) that students strongly are desire. In spite of these issues, Maloni,

Scherrer, Campbell et al. (2016) recommend that employers promote the extrinsic factors

of prestige and respect, attributes that students associated with supply chain positions.

Additionally, stressing opportunities for internal advancement and results-oriented work

could increase the appeal of the industry (Lieb & Lieb, 2015; Maloni, Scherrer, Campbell

et al., 2016). However, increasing student enrollment into the supply chain field does not

resolve the talent management issues.

Applying new methods. Managers may need to utilize new methods of talent

acquisition to identify and attract the quality candidates they seek. Fisher et al. (2014)

asserted that if supply chain organizations lack recruitment strategies, these organizations

will underperform because of the lack of talent. Furthermore, Fisher et al. stated that

effective recruitment depends on the organization’s effective deployment of social media

initiatives. Likewise, Dutta (2014) claimed that organizations impede successful resource

fulfillment by focusing on an outdated model of recruitment, which results in a loss of

strategic advantage. Fisher et al. stressed that trends indicate future candidates will use

social media as their primary connection with businesses including their understanding of

organizational brands.

Global supply chain organizations use social media to connect with client and

partners, but few have progressed to utilizing the platform with an employee market

(Fisher et al., 2014). Utilizing social media in both active and passive recruitment is key

for organizations needing to optimize hiring practices (Dutta, 2014; Fisher et al., 2014;

Shelton Hunt, 2014). Passive recruitment includes all activities that cause organizational

attractiveness to potential candidates and enhance the organization brand with both

current and future job seekers (Dutta, 2014). Talent and online alumni networks exist to

provide passive recruitment, where former employees can offer referrals and employees

can maintain contact even in the absence of open opportunities (Shelton Hunt, 2014).

Dutta proposed that the more frequently organizations utilize social media platforms, the

greater likelihood that potential applicants will recognize organizational branding. Many

organizations underutilize social platforms or social networking sites when it comes to

advertising or hiring (Dutta, 2014; Shelton Hunt, 2014).

Some organizations completely digitalized the talent acquisition process around

social media activities. However, Fisher et al. (2014) stressed that in the global supply

chain field, organizations lack social media presence and successful strategies for online

talent acquisition. Fisher et al. suggested that organizations desiring to utilize social

media as a hiring tool begin by creating a strategy that integrates new methods into

existing practices. Likewise, Dutta (2014) suggested new approaches to quantify hiring

performance due to the influence of passive recruitment that social media provides.

Organization human resources potentially provide a competitive advantage by supplying

superior talent performance and optimized returns (Dutta, 2014).

Application to the Applied Business Problem

The lack of trained professionals negatively affects business and market

performance (Wood et al., 2016). Therefore, researchers have examined the talent

shortage phenomenon within various industries. High shortage rates of supply chain

professionals are the key weakness in the 3PL industry (Lieb & Lieb, 2015). Within the

supply chain specialty, researchers examined the lack of trained professionals to address

sustainability, solar production, and issues related to emerging economies (Cronjé, 2015;

Dubey & Gunasekaran, 2015a; Shukla & Mali, 2015). Government and industry

standards increasingly challenge business leaders with accountability for the social and

environmental impact of their supply chain activities (Abbasi, 2017). Dubey and

Gunasekaran (2015a) reported that the current talent pool is unprepared for the increasing

requirements for addressing sustainability issues. Shukla and Mali asserted that the solar

industry has unique requirements for supply chain professionals, which rely heavily on an

understanding of government influences and negotiation skills. Cronjé conducted a

qualitative study to create a benchmark for other emerging countries that wish to develop

competent supply chain professionals. Tan, Yifei, Zhang, and Hilmola (2014) explored

China’s logistics environment, which mirrored the supply chain professional shortage

noted by Lieb and Lieb. As with supply chain, the negative organizational and economic

impact prompted researchers to address talent shortages within other fields.

Steffee (2015) reported that talent shortages and skills gap are the main reasons

for the looming crisis of talent management with the cybersecurity field. Steffee clarified

that less than 50% of IT managers feel that their security teams can competently identify

and address complex issues due to the shortage of skilled professionals. Steffee reported

that government agencies modified hiring salaries of candidates to compete with private

sector cybersecurity positions. Richards (2016) addressed the global issue of skilled

nursing shortages, where over 60% of the world’s largest economies experience an

extreme shortage. Richards stated strategies to increase hiring in one case study include

utilizing candidate data to understand the applicant’s needs and capitalizing on online

resources. Exploring the shortage of science, technology, engineering, and mathematics

(STEM) workers, Yi and Larson (2015) stated that levels of shortages vary between job

market segments. The academic sector does not have a shortage of workers, while the

government and non-government sectors experience shortages at various levels and with

various specialties (Yi & Larson, 2015). Yi and Larson stressed the importance of

scrutinizing possible talent shortages in STEM areas because economic development

relies heavily on these positions. Yi and Larson illustrated how economic realities

influence the talent supply and demand. Also examining STEM talent shortages, Carr

(2016) recommended appealing to Millennials by expanding business operations to

talent-rich regions. Other researchers addressed the relationship between talent shortages

are and population composition and changes.

The change in population due to the retirement of the baby boomer generation will

result in huge shortages of talent and skilled labor across the globe (Mishra, 2017).

Mishra found that governmental, educational institutions, nongovernmental institutions,

and business leaders need to collaborate to address the vast, impending shortages in

skilled labor. Campanella (2015) referred to the loss of experienced labor as brain drain.

Campanella recommended both short and long-term strategies to address the current and

future skill shortages experienced in Europe. Campanella suggested national investments

in education and continuous learning programs to combat the skilled worker scarcity. The

United States will experience the brain drain as 10,000 workers a day turn 65 and leave

companies with a gap at the upper management level (Arms & Bercik, 2015). Workforce

analytics may play a key role in strategies for establishing adequate talent supply chains,

along with online networking and adaptive work arrangements (Arms & Bercik, 2015).

Analytics and customization of employee data enable organizations to address

human resource issues such as training and personal development (Larkin, 2017).

Millennials, whom organizational leaders hope to gain, find flexible online and digital

connections to work attractive (Larkin, 2017). Based on the fact that digital literacy is

strong for millennials, organizational leaders interested in securing the top millennial

talent should structure organizational learning by applying reflective, creative, and

collaborative spaces (Karakas, Manisaligil, & Sarigollu, 2015). In a survey targeting

hiring managers in STEM fields, research showed that managers use diverse methods to

recruit knowledge workers, but these managers are not using their preferred methods

(Arik & Geho, 2017). Addressing the need to address millennials to the insurance

industry, Duett, Baggett, Pappanastos, and Hamby (2017) reported that potential

candidates lacked awareness of the industry opportunities. Duett et al. recommended that

organizational leaders focus on early education of high school students to raise awareness

and increase the talent pool. Research supports the strategy of appealing to the student

population for long-term talent pipeline improvements.

Maloni, Scherrer and Mascaritolo (2016) recommended accessing potential

candidates through educational institutions and military. Maloni, Scherrer and

Mascaritolo (2016) noted that military personnel are likely to possess useful logistic

knowledge and experience that may enhance their candidacies. Addressing the need for

increased talent pipeline in SCM, Ruamsook and Craighead (2014) recommended

academic partnerships, applied consulting activities, and student scholarships.

Organizational leaders’ efforts to include underrepresented groups, appeal to industry

newcomers and collaborate with educational, governmental, and business entities may be

lifelines to creating the supply chain talent pool that they so desperately need (Maloni,

Scherrer & Mascaritolo, 2016).

Organizations resolve business challenges through a variety of random efforts.

However, a topical study is evidence-based with formal design and results that further

research can reproduce (Goodman, Gary, & Wood, 2014). Peer-reviewed sources

provided evidence-based knowledge that I applied to the talent shortage issues within the

supply chain discipline. Additionally, I used the RBV framework as a comprehensive lens

to explain the study’s concepts and methodologies. My objective was to identify all the

related academic literature that would allow me to explain the problematic phenomenon

that businesses were experiencing along with possible strategies to positively address

these issues.

Transition

In Section 1 of my qualitative multiple case study, I provided the foundation for

my business study. I first discussed the background of challenges associated with supply

chain talent management. I next stated the problem statement, purpose statement, nature

of the study, and research question. I explained the conceptual framework that I used for

the study. I included a list of defined terms, assumptions, limitations, and delimitations of

the study. I concluded Section 1 with a review of the professional literature that supports

the academic foundation for the study.

In Section 2, I include the proposed process to explore strategies that 3PL hiring

managers use to recruit supply chain professionals. I also explain my role in the research,

data collection procedures and techniques, data analysis, and maintaining ethical

standards. To conclude Section 2, I detail the proposed procedures to address the issues of

dependability, credibility, and confirmability of the findings.

In Section 3, I present the findings of the study, discuss how the findings confirm

prior research, and describe the key themes that emanated from the data. I present

recommendations for business practice, recommendations for further research, and the

implications for social change. I provide some personal reflections regarding conducting

this research study and end with a concluding statement.

Section 2: The Project

Section 2 includes the purpose, methodology, and design for data collection and

analysis in this study. I explain the role of the researcher in data collection as well as

provide information on the participants. I conducted a qualitative case study, as I revealed

in the research method and design sections. After detailing the population and sampling

for my study, I review issues of ethical research. I continue with data collection

instruments and techniques before covering the phases of data analysis. Finally, I

conclude with issues of maintaining reliability and validity in research.