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Action Plan for the Development of the LOGISMED Training Activities Program (LOGISMEDTA)

November 2011

Consulting

This study / technical assistance operation is financed under the FEMIP Trust Fund.

This fund, which was established in 2004 and has been financed – to date – by 15 EU Member States and the European Commission, is intended to support the development of the private sector via the financing of studies and technical assistance measures and the provision of private equity.

1.

Workshop mechanics

2.

About the LOGISMEDTA project

3.

Initial assessment wrap-up

4.

Going forward: main strategic lines

Consulting

2

1.

Workshop mechanics

2.

About the LOGISMEDTA project

3.

Initial assessment wrap-up

4.

Going forward: main strategic lines

Consulting

3

Workshop mechanics

The seminar will consist on a brief presentation, followed by an interactive workshop The discussion will allow to validate initial conclusions and tentative action lines 1.

Opening presentations – Introduction to the LOGISMED network – Introduction to the LOGISMEDTA technical assistance

2.

Interactive discussion – Identified issues (conclusions) through desk research and field trips – Presentation – Discussion and validation – Tentative action lines – Presentation and discussion – Validation through Individual raking of action lines (100 points to be distributed across them)

3.

Session wrap up

Consulting

4

Workshop mechanics

The event is scheduled to last three hours and a half, including a coffee break Dinner at 7 Portes restaurant will follow Time

Length

Content

Speaker

4:00

5’

Welcome message

Manuel Fernández

4:05

15’

LOGISMED: project overview

Mateu Turró

4:20

45’

LOGISMEDTA: initial conclusions (presentation and discussion)

Charles Kirby

5:05

10’

LOGISMEDTA: initial conclusions (voting - fulfil survey)

Group

5:15

30’

Coffee break

Group

5:45

10’

LOGISMEDTA: survey results

Charles Kirby

5:55

25’

LOGISMEDTA: proposed action lines (presentation)

Charles Kirby

6:20

60’

LOGISMEDTA: proposed action lines (discussion)

Group

7:20

10’

LOGISMEDTA: proposed action lines (voting - fulfil survey)

Group

7:30

10’

Wrap-up and conclusions

Charles Kirby

Consulting

5

1.

Workshop mechanics

2.

About the LOGISMEDTA project

3.

Initial assessment wrap-up

4.

Going forward: main strategic lines

Consulting

6

About the LOGISMEDTA project

The overall objective of this technical assistance is to contribute to the development of the LOGISMED initiative by setting the basis for improving one of its main pillars: logistics training in beneficiary MPCs • It builds on the “A Euro-Mediterranean network of logistics platforms” study (March 2009), which proposed to establish a network of Euro-Mediterranean logistics platforms covering all the Mediterranean Partner Countries, with the objective of helping to develop a private sector-friendly environment, with the public authorities playing a support and coordination role.

• It aims to improve the supply of qualified personnel addressed to LOGISMED platforms, through training for staff addressed to managing and operating the platforms, as well as to companies established in LOGISMED platforms, in order to facilitate their development by leveraging on the services provided in the platform.

• It will result in the elaboration of an Action Plan for the development of the LOGISMED Training Activities programme leading to specific subsequent actions to implement it.

Consulting

7

About the LOGISMEDTA project

This initial assessment was performed through a desk research effort, which was combined with field trips to the three selected beneficiary MPCs The goals of this stage of the project included: • Review internationally accepted best practices in the field • Synthesize existing information on training and education for logistics in MPCs • Perform an initial diagnostic on training and education for logistics in MPCs • Elaborate a first definition of the logistics education strategy

Consulting

8

1.

Workshop mechanics

2.

About the LOGISMEDTA project

3.

Initial assessment wrap-up

4.

Going forward: main strategic lines

Consulting

9

Initial assessment wrap-up

It is necessary to develop a general framework for the profession • Logistics and Supply Chain Management have to be understood as a critical part of the value chain, directly linked to the development of the countries • Human resources are essential to value added operations, therefore they need to be trained • To define the training needs of the sector, a common framework has to be built to ensure consistency when developing a homogeneous education scheme in the beneficiary countries o Such classification has to be sufficiently generic to include all possible jobs in all areas, but still specific enough to properly define each position, so that it is possible to associate to it the necessary training that requires o The framework proposed through this technical assistance is based on a comprehensive definition of jobs and tasks in 5 levels which include from operative to management positions o For each job position and level, the tasks to develop have been determined o Based on the tasks to be developed by each job-level combination, a first definition of the base knowledge requirements and the needed training to perform them were defined

Consulting

10

Initial assessment wrap-up

The proposed general framework for the profession covers 5 levels

Level 1 (Basic Operator)

Level 2 (Skilled Operator)

Level 3 (Team leader)

Level 4 (Middle Management)

Level 5 (Senior Management)

WH Operator (entry)

WH Operator (skilled)

WH Operator (Highly skilled)

Logistics supervisor

Purchasing / Procurement manager

Forklift Driver (entry)

Forklift Driver (skilled)

WH Foreman

Purchasing Officer

Materials Manager

Order Processing Clerk (Entry Level)

Order Processing Clerk (skilled)

Forklift Driver (Highly skilled)

Logistics Technician and planner

Logistics Manager

Truck Driver (Entry Level)

Truck Driver (Skilled)

Purchasing Clerk

Logistics IT specialist

Supply Chain Manager

Stock / Inventory Controller

Fleet manager

International Trade Specialist

Consulting

11

Initial assessment wrap-up

Multiple reference models can be used to set the “to-be” situation for the MPCs

ELA

Logistics education and training • More postgraduate courses than in USA • Undergraduate programs are moving to sandwich full-time courses • UK employers value graduates with specialized post-graduate degrees in logistics and SCM Professional association • Professional associations provide professional accreditation in that a member is usually recognised by the industry as an accredited professional Certification • The leading professional association offers a wide range of certifications

• The European Logistics Association has built standards for logistics competence to reflect the expectations of workplace performance • The association offers certifications according to the previous standards.

• However it does not prescribe any methods or courses • A National Certification Board is set up in each ELA member country to ensure that standards are in line with the European directive

Logistics education and training • Several training options for are developing in the field at all levels but mainly as TVET and Postgraduate programs Professional association • Professional associations exist and most of them offer their own educative programs Certification • The sector does not have its own certifications in Spain ,so professionals rely on international institutions to get them

Consulting

SPAIN

Logistics education and training • About 12% of the accredited schools in the US offered undergraduate degrees in logistics and supply chain management; this figure jumps to 16% for postgraduate degrees • SCM is considered as a business discipline, and that a common supply chain talent model should be developed Professional association • Many SCM professional associations exist and are growing • Different type of memberships (personal, companies, etc.)

• Some of them even provide training services Certification • Previously mentioned associations provide certifications and licenses to demonstrate professional excellence in the field

UK

USA

USA and UK should be considered as best-in-class models and the Spanish case can be taken as a goal for the development of the MPCs

12

Initial assessment wrap-up: Morocco

Morocco has clearly understood the importance of logistics and transportation as a cornerstone of development and economic growth, however there are still important gaps in the education offering Interviewees

• Public institutions • Ministry of transport • TMSA • TMPA • Logistics operators • TCL • SNTL • CCL • Education • OFPPT • Avenir Formation • CCELOG • Group BMHS • Associations • Casablanca container Logistics

• Federation de transports • GIAC Translog Consulting

Key inputs from interviews Offer in training and education for logistics • High potential to improve collaboration between education institutions and private companies • Limited TVET offer. The public sector has started operating logistics training • Limited availability of specialized and competent logistics lecturers in higher education • Absence of international accreditation of courses • Absence of proper operative training centres equipped with the necessary training tools • A financial support exists for TVET, but is not effective, being very slow and over bureaucratic (2008 trainings were being reimbursed in 2011) Demand in training and education for logistics • There is a demand by the logistics sector to structure the profession and develop some standards • The demand for training of blue collar workers is generally limited on basic health and safety standards (for truck drivers, forklift drivers, handling operators, etc.)

• The logistics sector in general does not yet realize the importance of logistics. Employers do not perceive enough the value of logistics training • The absence of regulations requiring specific logistics education/training for some jobs limits the demand 16

Initial assessment wrap-up: Tunisia

The logistics and transport sector in Tunisia is starting to develop with the creation of strategic plans and the recent constitution of the first logistics association (ASLOG) The awareness of the need for training in the sector is growing as shown by the inclusion of “warehouse” and “handling” operators as two priority specialties by the Ministry of Education Interviewees

• Public Institutions • DGPE / DGMM Ministère du Transport • Ministère de la Formation Professionnelle et de l’emploi

• Education • Institut Méditerranéen de Formation aux Métiers Maritimes

• CSFMTL Borj Cédria • Operators and Industry • Vectorys (OTI Tunisie) / Dachser / TTR / ATMC / Mory Tunisie / AST / CTN / Germanetti /

• Valeo • Associations • ASLOG • UTICA (Fédération de Transport) Consulting

Key inputs from interviews Offer in training and education for logistics

• Education is considered to be too theoretical in many cases • Transport and port operations are covered to some extent, but there is a lack of education on logistics aspects (supply chain management, warehousing, planning, etc.)

• Potential to improve quality of teaching methods • Lack of relationship between companies and training centres • Internships are not sufficiently promoted and structured Demand in training and education for logistics

• New hires are generally selected due to their previous experience, not because of their education (mainly for blue collar workers)

• Usually just big operators set up internal training plans and career development paths for their employees. Small companies do not feel the need and rely on internal informal training.

20

Initial assessment wrap-up: Egypt

Interviews in Egypt confirmed the inexistence of a TVET offering for logistics and the limitations of the offering in higher education Value attached to certification is low across sector stakeholders Interviewees

• Private Companies • PICO Logistics • DAMCO

Key inputs from interviews Offer in training and education for logistics

• University: AASTMT and the AUC are regarded as the best options, but the private sector requires to increase the practical component of it

• UTi

• TVET: no specific logistics offering

• CEVA-IBA

• IMC: it provides financing and resources for in-company programs

• CEMEX • Education • AASTMT • Associations • ELDA • EIFFA • Others • TVET Reform Program

Demand in training and education for logistics

• For administrative and managerial positions (“white collar”), companies look for a university degree when hiring (not necessarily in logistics)

Valued skills: IT know-how, team playing, quantitative techniques, leadership (higher positions) and communication

Post-recruitment training is performed in the country for middle management, and in the country or abroad for higher managers

• For operative and technical positions (“blue collar”), companies prefer to hire “fresh” workers, make them start as apprentices and train them (on the job + crash courses)

Companies basically look for people with middle education and “the right set of values” (i.e. work ethics)

Post-recruitment training is normally performed in-house through Consulting

courses tailored to company’s processes and systems 24

Initial assessment wrap-up: Institutional

The education needs identified for institutional players in logistics in the three countries are more related to general policy issues and competitiveness factors for companies, than to the particular technical capacities usually included in the academic courses Some of the main topics demanded by these institutions would include:

• • • • • • • • • •

Integration of transport and land planning Territorial planning Demand estimation Green logistics Financial sustainability of transports and logistics infrastructures Cost Benefit Analysis (CBA) methodologies Public-Private-Partnership models (PPPs) Investment promotion in logistics Commercial and management models for logistics infrastructures Sustainable transportation modes (short sea shipping, rail, etc.)

Consulting

26

Initial assessment wrap-up

To sum up, identified issues cover both the demand and offer side They affect education centers, companies, professionals and public institutions 1. Limited availability of specialized tertiary training and education offer 2. Limited availability of specialized TVET training and education offer 3. Training and education offer not aligned with private sector needs 4. Tertiary education contents and methods are too detached from company needs (i.e. no "real world" skills, no internships, etc.)

5. Insufficient continuous education and evaluation schemes for teachers 6. Limited incorporation of international best practices in education for logistics 7. Companies do not regard education for logistics as a valuable investment 8. Lack of appreciation of certification provided by most local education institutions 9. Logistics is not regarded as an attractive career path for young and future professionals 10. An assessment of training needs / shortages per job position has not been performed

Consulting

27

Initial assessment wrap-up

A survey will be passed to you, which we ask you to fulfil You have 100 points to split across the different identified issues • You can decide how to split these points according to the importance that you give to each issue, but the sum of the assigned points has to add up to 100. • For instance, you may: o Assign your 100 points to just one issue if you think that this one is the only important one. o Split them evenly across 10 issues (i.e. 10 points to each issue) o Split them unevenly across a few issues, i.e. 40 points to Issue A; 30 to points to Issue B; 15 points to Issue C; 10 points to Issue D; and 5 points to Issue E. o Etc.

Consulting

28

1.

Workshop mechanics

2.

About the LOGISMEDTA project

3.

Initial assessment wrap-up

4.

Going forward: main strategic lines

Consulting

29

Going forward: main strategic lines

Proposed strategic lines have a dual approach, targeting both offer and demand Actions to improve administration support are also contemplated

Improve Training Offer Improve logistics competitiveness of private companies in beneficiary MPCs

Creation of a pool of specialists at various levels to lead transformation

Improve Training Demand Improve Support from Administration

Consulting

30

Going forward: main strategic lines

Actions to improve offer target both academic and non-academic activities, embracing all levels of education Promote creation of new courses in existing institution

Improve academic offer and quality

Improve Offer

TVET for logistics

Promote new specialized institutions aligned with demand

Tertiary education

Develop certification schemes for new or existing institutions

Continuous professional training

Develop certification schemes for courses

Improve nonacademic offer and quality

Consulting

Develop "train the trainers" program

Promote creation and development of specialized training companies Develop certification schemes for companies and courses 31

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

OFFER - ACADEMIC

CODE

ACTION

1.1

PROMOTE CREATION OF NEW COURSES IN EXISTING INSTITUTIONS

DESCRIPTION

CURRENT SITUATION

VISION

Consulting

Identify gaps in current education offering in each of the segments (TVET, tertiary, professional) and work with education institutions to design new contents. Support by the LOGISMED project could include detail demand estimation, definition of course contents, instructors requirements and business plan for new offering as well as marketing and promotion of new offering. In some cases partnering alternatives between local and international institutions could be promoted.

• Irregular distribution of offer • Content gaps in tertiary / insufficient TVET offering • Lack of standardization and industry recognition • Offer aligned with international standards.

• Offer well recognized by industry and professionals

PROS • Low cost of implementation • Possibility to adapt offer to specific country needs CONS • Resistance within educational institutions (new courses might be seen as a “threat” to current ones)

32

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

OFFER - ACADEMIC

CODE

ACTION

1.2

DEVELOP “TRAIN THE TRAINERS PROGRAM”

DESCRIPTION

CURRENT SITUATION

VISION

Consulting

For new courses and contents, instructors in some institutions could require support to upgrade their knowledge and course materials. This action can be linked to the verification actions that would require to align contents with international standards to allow students to obtain a globally accepted certification.

• No clear curricula requirements for teachers • Limited presence of international academics • Limited interaction between academics and industry Pool of academic trainers with close relations with industry and proven capacity in their fields: certifications, publication in international journals, exchange programs with international institutions, collaboration with industry, etc.

PROS • Ensure a basic common curricula and training style CONS • Detachment of trainers from industry (highly academic profile) • Might be difficult to perpetuate beyond initial stage

33

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

OFFER - ACADEMIC

CODE

ACTION

1.3

PROMOTE NEW SPECIALIZED INSTITUTIONS ALIGNED WITH DEMAND: TVET

DESCRIPTION

CURRENT SITUATION

VISION

Consulting

Creation of specialized institutions to train professionals, close to companies demand. Upgrade current TVET education offering, promoting creation of specialized centers for logistics education. These centers should be close to the industry and logistics platforms to support companies in training their current or potential employees. Courses would have to be adapted to the specific industry segments with presence in the region.

• Offer in initial stages in Morocco and Tunisia.

• No specific TVET logistics training in Egypt.

A TVET offer aligned with companies needs in terms of contents, location and capacity is in place.

PROS • Curricula and teacher pool according to LOGISMED requirements • Ensure alignment with needs of companies involved in early stages of the project CONS • Initial ignorance of institution across companies and professionals • Difficulty to agree on legal scheme (PPP, public, private, etc.)

34

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

OFFER - ACADEMIC

CODE

ACTION

1.4

PROMOTE NEW SPECIALIZED INSTITUTIONS ALIGNED WITH DEMAND: TERTIARY PROS

DESCRIPTION

CURRENT SITUATION

VISION

Consulting

Creation of specialized institutions to train professionals, close to companies demand. Although in general there is already a good offer in most of the countries, specially in term of post-graduate studies, the offer has to be closer to the industry, creating areas of collaboration to foster knowledge transfer in both direction and promotion of R&D and innovation activities.

• Curricula and teacher pool according to LOGISMED requirements • Ensure alignment with needs of companies involved in early stages of the project

• Numerous offer in postgraduates studies in Morocco and Egypt and to lesser extent in Tunisia.

• Lack of standardization of contents • Need to increase recognition in industry

• Initial ignorance of institution across companies and professionals

A tertiary education offer aligned with companies needs in terms of contents, location and capacity is in place.

• Difficulty to agree on legal scheme (PPP, public, private, etc.)

CONS

35

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

OFFER - ACADEMIC

CODE

ACTION

1.5

PROMOTE NEW SPECIALIZED INSTITUTIONS ALIGNED WITH DEMAND: PROFESSIONAL PROS

DESCRIPTION

CURRENT SITUATION

VISION

Consulting

Creation of specialized institutions to train professionals, close to companies demand. Current offering is fragmented and not clearly aligned with certification schemes that can allow professionals and companies to get most of the value from trainings. Working with institutions, industry associations and professionals to reduce this gap.

• Insufficient fragmented offering not aligned with industry demands • No standardization in contents • Lack of professional recognition A professional education offer aligned with companies needs in terms of contents, location and capacity is in place.

• Curricula and teacher pool according to LOGISMED requirements • Ensure alignment with needs of companies involved in early stages of the project CONS • Initial ignorance of institution across companies and professionals • Difficulty to agree on legal scheme (PPP, public, private, etc.)

36

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

OFFER - ACADEMIC

CODE

ACTION

1.6

DEVELOP CERTIFICATION SCHEMES FOR NEW OR EXISTING INSTITUTIONS PROS

DESCRIPTION

CURRENT SITUATION

VISION

Consulting

The current lack of standardization in the offering limits recognition of existing degrees by both professionals and companies . By partnering with international education and certification organizations, as well as local industry organizations, value of courses delivered by institution is increased.

Difficulty for professionals and companies to select best institution for their needs and to obtain recognition locally and internationally.

Structured offer, with international standards for instructors, contents and methods to allow sufficient choices for companies and professionals.

• Allows homologation of skills • Easier to detect properly trained professionals by companies CONS • Overcome negative image, i.e. idea that “you can buy a certification, so they do not have any value” (Egypt)

37

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

OFFER - ACADEMIC

CODE

ACTION

1.7

DEVELOP CERTIFICATION SCHEMES FOR COURSES PROS

DESCRIPTION

CURRENT SITUATION

VISION

Consulting

Building on the previous action line, certification should also be extended to the course level.

• Allows homologation of skills • Easier to detect properly trained professionals by companies CONS

Courses are quite often not aligned with practical knowledge needed by companies.

• Courses with international certifications to increase visibility and recognition for professionals • Local certification involving industry and professional associations to link education with access to jobs and promotion

• Overcome negative image, i.e. idea that “you can buy a certification, so they do not have any value” (Egypt)

38

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

OFFER – NON-ACADEMIC

CODE

ACTION

2.1

PROMOTE CREATION AND DEVELOPMENT OF SPECIALIZED TRAINING COMPANIES PROS

DESCRIPTION

CURRENT SITUATION

VISION

Consulting

Complement current professional training courses (for continuous education of professionals in all levels) with new education service companies aligned with current and future demand.

• Limited offer of courses • Existing courses are not structured according to industry needs

• Offer aligned with companies needs in terms of content, location and capacity • Courses linked to access to new jobs and promotion

• Possibility to externalize part of what is now done as in-house training • Increase alignment with company needs CONS

• Disconformity of current operating companies (“unfair competition”)

39

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

OFFER – NON-ACADEMIC

CODE

ACTION

2.2

DEVELOP CERTIFICATION SCHEMES FOR COMPANIES AND COURSES PROS

DESCRIPTION

CURRENT SITUATION

VISION

Consulting

Create mechanisms to improve visibility and recognition of courses by the industry and, in general, by the society.

• Limited recognition of existing local certificates • Limited implementation of internationally recognized certificates

Existing set of certificates recognized by both industry and professionals, aligned with international common practices.

• Allows homologation of skills • Easier to detect properly trained professionals by companies CONS

• Overcome negative image, i.e. idea that “you can buy a certification, so they do not have any value” (Egypt)

40

Going forward: main strategic lines

Actions to improve demand differentiate between those aimed at professionals and those others aimed at companies Awareness actions

By Professionals

Funding support

Increase value of course and certification for career development Improve Demand

Awareness on logistics competitiveness

Promote courses adapted to local demand

By Companies Funding support

Promote collaboration in courses for SMEs

Consulting

41

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

DEMAND - PROFESSIONALS

CODE

ACTION

3.1

AWARENESS ACTIONS PROS

DESCRIPTION

Promote awareness on the logistics profession among new or existing professionals.

These could include actions to promote knowledge of the profession among students in secondary education or in initial TVET courses, as well as actions among existing professional, either already working or seeking a job.

CURRENT SITUATION

Young professional at all levels do not have enough knowledge about the concept of supply chain and logistics to choose this career.

• Increase perceived prestige of a career in logistics, hence more talented will be willing to pursue it CONS • Difficulty to change an established perception

VISION

Consulting

Supply chain and logistics regarded as an attractive career path.

• Long-term impact

42

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

DEMAND - PROFESSIONALS

CODE

ACTION

3.2

FUNDING SUPPORT PROS

DESCRIPTION

CURRENT SITUATION

VISION

Consulting

Remove barriers to education due to the cost of the courses. The cost can be due to the intrinsic cost of delivering the education or the distance and location of the offering.

Existing offer is in many cases by private institutions, companies and academic, limiting access to many professionals.

• Public offer aligned with companies needs in terms of content, location and capacity.

• Grants system in place to facilitate access to private education.

• Facilitate access to education of the population who otherwise could not afford a private education option CONS • Might be perceived as a distortion of education market • Risk of increasing prices in amount equivalent to grant

43

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

DEMAND - PROFESSIONALS

CODE

ACTION

3.3

INCREASE VALUE OF COURSE AND CERTIFICATION FOR CAREER DEVELOPMENT PROS

DESCRIPTION

Increase value perception of courses and certification. Actions in this area should be linked to actions in offer improvement.

• Improve training of professionals • Allows homologation of skills • Easier to identify well trained professionals

CURRENT SITUATION

VISION

Consulting

CONS Insufficient offer of well structured and industry-recognized courses.

• Competition from other well established career options • Offer aligned with companies needs in terms of content, location and capacity • Courses and certification linked to access to new jobs and promotion

• Established negative perception on certification (Egypt)

44

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

DEMAND - COMPANIES

CODE

ACTION

4.1

AWARENESS ON LOGISTICS COMPETITIVENESS PROS

DESCRIPTION

Promote awareness on logistics issues and value as a key driver of improvement for companies, to increase resource allocation by companies to logistics education.

CURRENT SITUATION

Companies, particularly SMEs, do not recognize logistics and education, for logistics as a key driver for improving business.

• Increase perceived prestige of a career in logistics, hence more talented will be willing to pursue it CONS

• Impact only in the long-term VISION

Consulting

Awareness by all types of companies about the value of logistics as a key sector in itself and as a driver of other areas of business.

45

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

DEMAND - COMPANIES

CODE

ACTION

4.2

PROMOTE COURSES ADAPTED TO LOCAL DEMANDS PROS

DESCRIPTION

CURRENT SITUATION

Support academic and non-academic institutions to adapt their education offering to industry demands.

Courses are mostly not close to logistics activity poles, limiting access to professionals of the company or increasing the cost.

• Improve proximity to companies • Improve alignment with company needs CONS

• Complexity to develop a high reaching network in geographical terms VISION

Consulting

Logistics education institutions physically close to logistics platforms, to allow close interaction in course development and delivery.

46

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

DEMAND - COMPANIES

CODE

ACTION

4.3

FUNDING SUPPORT PROS

DESCRIPTION

CURRENT SITUATION

VISION

Consulting

Remove barriers to education due to the cost of the courses. The cost can be due to the intrinsic cost of delivering the education or the distance and location of the offering.

• Facilitate access to education of the population who otherwise could not afford a private education option CONS

Training cost can be a entry barrier for SMEs. • Might be perceived as a distortion of education market Existence of support programs for SMEs.

• Risk of increasing prices in amount equivalent to grant

47

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

DEMAND - COMPANIES

CODE

ACTION

4.4

PROMOTE COLLABORATION FOR COURSES FOR SME OR SPECIALIZED COURSES

DESCRIPTION

CURRENT SITUATION

The limited size of SME companies increase the cost of education. Promoting collaboration strategies between companies to organize course preparation and delivery can overcome this situation. This can also be applied for larger companies when seeking very specialized education.

SMEs demands are fragmented with little or no collaboration to organize courses which increases costs.

PROS • Facilitate access to courses to SMEs • Contribute to internationalization CONS • Generic courses, i.e. not always tailored to specific needs of SMEs

VISION

Consulting

• Collaboration mechanisms through clusters and associations to generate demand for collective courses

48

Going forward: main strategic lines

It is also important to seek support from the local administration in each beneficiary MPC

Build awareness Improve Administration Support Funding support

Consulting

49

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

ADMINISTRATION

CODE

ACTION

5.1

BUILD AWARENESS PROS

DESCRIPTION

CURRENT SITUATION

VISION

Consulting

Promote awareness on logistics issues and the value of logistics as a key driver for overall economic growth across key people in the local administration.

• Improved support from administration • Improved alignment with private sector needs CONS

Limited understanding of the impact of logistics as a driver for overall growth.

• If not properly executed, lobbying efforts might lead to effects contrary to the desired one • Key administration professionals understand the importance of logistics.

• They are aware of the main issues and how to target them.

50

Going forward: main strategic lines

Action lines need to be ranked and prioritized CATEGORY

ACTION LINES

ADMINISTRATION

CODE

ACTION

5.2

FUNDING SUPPORT PROS

DESCRIPTION

CURRENT SITUATION

VISION

Consulting

Raise funding support from local administration to training and education programs for logistics.

• Facilitate access to courses to SMEs CONS

No specific or limited support to training and education programs for logistics.

• Limited resources in an environment of global crisis Sustained financial support to training and education programs for logistics.

51

Going forward: main strategic lines

Again, a survey will be passed to you, which we ask you to fulfil You have 100 points to split across the different proposed action lines • You can decide how to split these points according to the importance that you give to each action line, but the sum of the assigned points has to add up to 100. • For instance, you may: o Assign your 100 points to just one action line if you think that this one is the only important one. o Split them evenly across 10 action lines (i.e. 10 points to each action line) o Split them unevenly across a few action lines, i.e.

40 points to Action A; 30 to points to Action B; 15 points to Action C; 10 points to Action D; and 5 points to Action E. o Etc.

Consulting

52