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Table of Contents
00
00
Table of Contents
01
Introduction
02
Executive summary
Acknowledgements
03
3.1
10
3.2
12
04
14
21
4.1
22
4.2
24
28
31
05
5.1
33
35
Table of
Contents
5.2
5.3
Certifications
Interview Supply Chain Council Bringing a world class supply chain organization to North Africa & Middle East
40
44
51
54
5.4
59
5.5
Corporate Trainings
61
06
63
67
6.1
68
6.2
69
6.3
72
73
07
Conclusion
77
08
Appendix
80
1. Introduction
01
A
Introduction
key differentiator between competitors, the edu 2011 B2G Copyright - Middle East Series
2. Executive Summary
02
A
warehousing or IT.
Executive
Summary
chain operations.
According to our estimates, the supply chain function will count more than 700,000 professionals in
the GCC countries by 2013. At management level,
about 1,500 new supply chain managers will be
needed on a yearly basis until 2013. Meanwhile in
reality, only 600 students (40% of requirement)
with a specialization in Supply Chain Management
are entering the market each year.
Acknowledgments
Acknowledgments
B2G Consulting Research team would like to thank all of the companies, academics and individuals who
shared their experiences and insights with us through focus interviews and on-line survey. Your contributions are invaluable to the analysis of the survey results and the ideas expressed in this report. We also
would like to thank each one of the following persons which contribution have been critical to this study:
03
Current outlook of Supply
Chain Management
in the Middle East
03
Supply Chain Performance in the GCC Countries
What is the performance of GCC Countries in term of Supply Chain?
profession is currently facing. Benchmarking supply chain management practices currently applied
near term.
cation
training
people
and
of
who
will have to
manage companies supply chains is
becoming the
Current outlook of
Supply Chain
Management in the
Middle East
4.11
4.09
Germany Singapore
3.86
United
States
3.63
United
Arab
Emirates
3.37
Bahrain
3.28
Kuwait
3.22
Saudi
Arabia
2.95
2.84
Qatar
Oman
Exhibit 3.1: 2009 Logistics Performance Index: Logistics Performance Index overall score reflects perceptions of a country's logistics based on efficiency of customs clearance process, quality of trade- and
transport-related infrastructure, ease of arranging competitively priced shipments, quality of logistics
services, ability to track and trace consignments, and frequency with which shipments reach the consignee within the scheduled time. The index ranges from 1 to 5, with a higher score representing better
performance. Data are from Logistics Performance Index surveys conducted by the World Bank in partnership with academic and international institutions and private companies and individuals engaged in
international logistics. Source: World Bank
4.14
4.12
3.92
3.53
3.36
3.33
3.11
2.57
Germany Singapore
United
States
United
Arab
Emirates
Bahrain
Saudi
Arabia
Kuwait
Qatar
2.37
Oman
Exhibit 3.2: 2009 Logistics Performance Index: Competence and Quality of Logistics Services. Source:
World Bank
index focuses on the competence and the efficiency of logistics services providers such as
transport operators or customs brokers. The ranking of GCC Countries is more or less similar to the one obtained with the overall index that encompasses other aspects of Supply
Chain performance. One noticeable aspect is that according to the surveys conducted by the
2011 B2G Copyright - Middle East Series
11
World Bank, a very high percentage (85% to 100%) of respondents agreed to say that private logistics services had improved since 2005 in almost all GCC countries except for Saudi Arabia (only 25% of respondents
noticed improvements of private logistics services).
This review of Supply Chain performance across GCC countries shows that there is still room for improvement if this performance is benchmarked with European countries or with the US. However the Logistics
Performance Index and its components only gives an broad view of the supply chain performance in any
given country. It focuses mainly on factors of the supply chain which largely depend on government decisions (customs procedures, regulations, infrastructures) and on the performance of logistics operators.
Other aspects of Supply Chain which relate to demand forecasting, inventory management, procurement,
green logistics are not taken into account. In order to have another point of view on the current state of
Supply Chain Management in the Middle East, the main results of a survey conducted in 2010 by B2G Consulting amongst 225 Supply Chain professionals is presented in the next section. The complete survey
State of Supply Chain Management: Middle East is available on B2G website.
managers.
74%
63%
58%
42%
41%
next biggest
challenge, in
a
region
where most
Governments
have strongly
d e m o n strated their
Current outlook of
Supply Chain
Management in the
Middle East
initiative that Supply Chain professionals will conduct in the coming 12 months. Reducing logistics
costs (37%), delivery lead times (34%) and inventory levels (32%) will also be key initiatives that
supply chain managers plan to implement in the
near future.
Improving relationships with suppliers (21%) was
also part of the initiatives that will be conducted
within supply chain organizations. Various strategies can be implemented: Increasing the numbers
42%
37%
34%
32%
21%
Exhibit 3.4: Top Supply Chain Initiatives to be implemented in the next 12 months according to Supply
Chain Managers
Logistics
29%
Manufacturing
Warehousing
R&D
18%
16%
13%
this survey is the difficulty for supply chain professionals to recruit in the region. 84% of respondents declared that it is relatively difficult to re-
4%
cruit Supply Chain professionals. This main concern is leading to a lack of skills within the supply
11%
Relatively difficult
Normal
12%
Relatively easy
chain function and can be related to the other issues that were presented in Exhibit 3.3. The challenge for supply chain organization to attract and
84%
activity?
of year.
14
Industry
Insights
Mr. Sebastian Thomas
Senior VP Supply Chain
U.A.E.
experienced profession-
- Cost efficiency
tomers
- Inventory management
We have taken all measures to ensure a perfect and performing supply chain division
which is best in class. Zafco supply chain is sec 2011 B2G Copyright - Middle East Series
15
chain at ZAFCO?
ment.
In the global competitive envi- My objective was then to to establish SOPs (Standard
ronment where the company break the silos between Operating Procedures) to deis evolving, the supply chain
fine the roles, responsibilities,
departments
department needed to reach a
tasks and timeframe of each
more professional level, to provide higher ser-
16
Industry
Insights
Mr. Sebastian Thomas
Senior VP Supply Chain
We established a talent tion, position or departduring the recruitment processes have yet some experiretention program that ment. Someone who has
ence and exposure in supply
been highly proficient in cusmeasures
the
performance
chain management but do
tomer service, for example,
not hold any degrees or recognized qualifica-
There are four main areas where I have identified some clear areas of improvements:
17
casting are integral parts Very rarely we find procurement stock into cash is very
of procurement, and professionals who have got some important. At Zafco, we
therefore these core elerealized this truth and
recognized
qualification
ments need careful attook various effective
tention as we cant afford these areas to go
wrong.
3. Stock management
The stock management is basically the responsibility of the Warehouse and encompasses the
management of bin accuracy, picking accuracy,
18
Industry
Insights
Mr. Sebastian Thomas
Senior VP Supply Chain
most searched?
cilities.
vice
level.
curement, inventory man- Ensuring product availability crucial, and retaining the
agement and stock manageis a major challenge for talents and focus on delivment, companies have to
ering excellent service level
supply
chain
department
keep their focus on continuis of paramount imporous improvement in customer service, which is
perform well.
Dubai?
qualified supply chain professionals in the region, and the reason lies in the fact that there
are not many universities that propose supply
19
Industry
Insights
Mr. Sebastian Thomas
Senior VP Supply Chain
cipline.
tics.
lenges.
20
04
Supply Chain Challenges in
the Middle East: A Focus on
Manpower
21
04
A
s it has been pointed out in the end of the previous chapter, recruiting qualified manpower is one of
the main concerns for Supply Chain executives, as 84% of respondents of B2G survey indicated that
recruitment of Supply Chain professionals was relatively difficult. This chapter deals with this specific challenge: after reviewing the main job positions that are currently encountered in most supply chain organization, this study presents the current trends of the Supply Chain job market based on the job vacancies
which were advertized on three of the most visited recruitment websites of the region.
organizations.
be doing the job that would be done by the procurement team in another company.
22
willingness to
empower the
local
work-
force.
How
do organiza-
Job Title
Chief
Procurement
Officer
man-
power
chal-
Sourcing
Manager
with
Skills
Category
Manager
cope
Key Roles
Buyer
tions
23
Job Title
Chief Supply Chain
Officer
Supply
Chain
Manager
Warehouse Operations
Manager
Key Roles
Skills
Supply
Chain Analyst
Demand
Planner /
Forecaster
Distribution Manager
S&OP
Manager
24
lenges? What
are the current
supply
chain educational
pro-
grams available?
How
many special-
rine infrastructures.
eral consequences on the Supply Chain job market. Job search which was very challenging in 2008
skilled professionals.
25
13%
Kuwait
1%
Oman
40%
15%
Qatar
Saudi Arabia
United Arab
Emirates
32%
Civil Engineering
2011.
20%
In Qatar, which came third for the number of Supply Chain job vacancies, additional professionals
are needed in industries such as Catering, Services
and Restaurants as well as in the Oil & Gas industry.
2%
10%
5%
2%
6%
7%
7%
8%
14%
Education / Training /
Library
Healthcare /
Pharmaceutical
Hospitality / Tourism /
Travel
Information Technology
Manufacturing /
Production
Petroleum / Energy
Retail / Wholesale
Transportation /
Shipping
Warehousing /
Distribution / Logistics
Other
ized
profes-
sionals
be
will
required
in the coming
years? These
are the questions
that
B2G Consult-
2%
7%
Entry Level
31%
Management
recruiters to Supply Chain professionals are presented below. They concern in most cases knowledge of basic supply chain functions such as Transportation, Shipping, Distribution, Warehousing
Operations (Receiving, Issuing and Return) and
Procurement.
60%
Transport / Shipping /
Distribution
52%
28%
Warehousing Operations
24%
Procurement
19%
ERP Applications
12%
Inventory Management
10%
Demand Forecasting
Contract Management
9%
Transportation professionals of 6.4% in 2010 compared to a 5.6% increase of average SCM salaries
in 2009. According to the same study this sector is
Production Planning
Project Management
7%
5%
amongst those with the largest increases in salaries in 2010. This confirms the fact that companies
try to keep and attract supply chain skills within
their organization.
2011 B2G Copyright - Middle East Series
3%
activity?
customers.
28
Industry
Insights
Mr. Ahmed Al Janahi,
General Manager Media Relations
ply Chain.
nities for its staff through the Companys Training Centre, which ensures
manpower
in
sional life.
place a strong emphasis on telecom and information technology education to help our staff
29
Industry
Insights
Mr. Ahmed Al Janahi,
General Manager Media Relations
company?
tion etc.
30
05
Overview of Educational
Programs in the
SCM Sector
31
05
T
32
ing
dressed
the
adin
re-
port:State of
Supply Chain
Education in
Middle East
2011.
Oman
marketing.
Kuwait
Qatar
33
05
year.
Universities now benefit from financial and administrative autonomy. The first educational institu-
health sciences.
Saudi Arabia
universities are encouraged to revise their pro 2011 B2G Copyright - Middle East Series
34
Industry
Insights
Dr. Cedwyn Fernandes, MBA Program Leader
tics start?
35
Logistics.
search articles.
The program is unique in
the sense that in addition
36
Industry
Insights
Dr. Cedwyn Fernandes, MBA Program Leader
Shanghai.
demanding?
program develops your The enquiries we get relate process of signing up one of
managerial competencies to MBA related programs
the prominent supply chain
and at the same time gives
industry
representative
rather
than
just
a
specialized
you an advanced knowledge
group as an Industry Partner
of operations & logistics.
for the program.
program in Logistics.
The program is designed for managers who
wish to have a complete overview of the sup-
fessionals?
37
cess results?
expect that your stu3PL suppliers. Most comdents will be employed after the program?
38
Industry
Insights
Dr. Cedwyn Fernandes, MBA Program Leader
search for their MBA project under the umbrella of the center of supply chain and excel-
lence.
strong?
professionals to con-
chain
ber companies.
and
Logistics
industry. It is one of
the major drivers of
growth in Dubai. The
ships?
Chain professionals.
39
05
University Supply Chain Programs
Overview of Supply Chain programs offered by local universities
dents estimate that there is a lack of suitable Supply Chain courses in the Middle East. Moreover,
regions.
Chain professionals.
dustry professionals.
sex University).
40
Name
Location
% of
SCM
Content
Program Length
MSc in Logistics
Dubai, UAE
86%
16 Months
Bahrain Polytechnic
50%
4 years
Dubai, UAE
NA
Dubai, UAE
NA
Dubai, UAE /
Singapore
20%
Heriot-Watt University
Dubai Campus
Middlesex University
Dubai
BA in Business Management
MSc in Supply Chain Management
Master in Supply Chain and Logistics Management
BBA in Supply Chain & Logistics
Management
MBA Program in Logistics & Operations Management
MBA Program
BA in Business Management /
Business Administration
Ras Al Kaimah,
UAE
Ras Al Kaimah,
UAE
Bahrain, Oman,
UAE
12 Months (Full
time) 24 Months
(Part Time)
9 Months (Full
time) - 21 Months
(Part Time)
1 year (6 Months in
Dubai / 6 Months
in Singapore)
NA
3 years
NA
1 year
60%
Dubai, UAE
21%
4 years
Dubai, UAE
38%
1 year
Dubai, UAE
13%
2 years
Dubai, UAE
NA
3 years
Exhibit 5.1: Main Supply Chain University Programs in the Middle East
41
05
studies, master project). The program can be com-
cat).
Management.
cializations.
Logistics and Transportation (Freight and Warehouse Operations, Fleet Management, Transport
Future of Transportation.
designed to prepare students for entry-level position in Logistics. They also have a 1 year MBA pro-
Contract Management
Production Planning
Project Management
Supply Chain IT
(ERP, WMS)
Demand Forecasting
Middlesex
University
Dubai
University of
Dubai
Strathclyde
Business
School
University of
Bolton RAK
Heriot-Watt
University
Dubai
Inventory Management
Bahrain
Polytechnic
Procurement
University of
Wollongong
Dubai
43
44
Industry
Insights
Mr. John Webb, Project Manager
Bahrain Polytechnic
Transport Security
Logistics
2011.
45
reers.
As
University,
the
international
46
Industry
Insights
Mr. John Webb, Project Manager
Bahrain Polytechnic
ner awards.
try.
logistics sector to
working careers.
47
fessionals?
study.
48
Industry
Insights
Mr. John Webb, Project Manager
Bahrain Polytechnic
hubs.
49
Industry
Insights
Mr. John Webb, Project Manager
Bahrain Polytechnic
employability skills.
As mentioned above
extremely supportive
organizations.
50
sionals.
51
Origin
Middle
East
Location
Chartered Institute
of Logistic and Transport (CILT)
UK
Dubai
(UAE)
US
None
UK
None
UK
Dubai
(UAE)
US
None
US
Cairo
(Egypt)
US
None
Chartered Institute
of Purchasing and
Supply (CIPS)
Professional Certifications
52
based in the UK but proposes international certifications and has a subsidiary in Dubai. Their claim
Professionals
The Council of Supply Chain Management Profes-
across companies.
Supply
bia.
Zealand, South East Asia, Brazil and Southern Af 2011 B2G Copyright - Middle East Series
53
Bringing a world class supply chain organization to North Africa & Middle East
54
Industry
Insights
Mr. Mohamed Shalaby
Chairman of North Africa & Middle East Chapter
rapidly overcome the first difficult step in supply chain improvement: determining what
improve them.
Chain
Council
55
Bringing a world class supply chain organization to North Africa & Middle East
dergraduates. We noticed
region.
rent challenges.
56
Industry
Insights
Mr. Mohamed Shalaby
Chairman of North Africa & Middle East Chapter
The Supply Chain is still at like ineffectiveness in planing that the Supply Chain
Council Globally sponsors in its infancy stage, except for ning, complexity of inadeall its chapters to allow
quate information systems,
a
handful
of
multinationals
member companies to deinability to conceptualize
fine where they stand today on their Key Sup-
etc
region?
infancy stage, except for a handful of multinationals such as P&G, Master Foods or Unilever,
which are recognized as best-in-class organiza-
57
Bringing a world class supply chain organization to North Africa & Middle East
Industry
Insights
Mr. Mohamed Shalaby
Chairman of North Africa & Middle East Chapter
58
in Logistics.
Website
http://www.blueoceanacademy.org
http://www.iirme.com
http://www.itiinstitute.org
http://www.meirc.com/
http://www.meli.edu.sa/en/main.aspx
http://www.phoenixuae.org/
59
MEIRC
Training &
Consulting
Middle East
Logistics
Intitute
(MELI)
Phoenix
Educational
Institute
Dubai
Abu Dhabi,
Doha, Dubai, Riyadh
Dubai
Abu Dhabi,
Beirut, Doha,
Dubai, Istanbul, Jeddah
Riyadh
Dammam
Dubai
Transport &
Logistics
Warehousing
Operations
Procurement
Inventory
Management
Organization
Training Locations
T
r
a
i
n
i
n
g
C
o
n
t
e
n
t
Blue
Ocean
Academy
IRR
Middle
East
Demand
Forecasting
Contract
Management
Production
Planning
Project
Management
Supply Chain
Strategy
Supply Chain
IT
Exhibit 5.4: Overview of Supply Chain Training Programs in the Middle East. Supply Chain content can change over
time.
60
Corporate Trainings
How Middle Eastern companies train their own employees?
are conducted in order to develop training programs in the Middle East. Large organizations such
as Sabic or Schlumberger are building dedicated
4%
28%
Between 5 to 10
times a year
68%
61
Agility
Logistics
Agility Logistics recently partnered with a training and consulting organization, Rasmussen &
Simonsen International for its company Logistics University. Employees from the supply
chain solutions provider will benefit from training programs delivered by Rasmussen & Simonsen International consultants in order to enhance their logistic skills.
Aramex recently launched the ARAMEX Center of Excellence for Logistics with the German
Jordan University. The center, where academic staff will work closely with Aramex experts,
will play a role in designing the Supply Chain related university programs and allow professionals to learn latest logistics techniques. It will also contribute to raise logistics standards
in the region.
The oilfield services company has built along with Abu Dhabi National Oil company the
Schlumberger Middle East and Asia Learning Center in Abu Dhabi. The training facilities
include meeting rooms, workshops, laboratories as well as oil field equipments to train petroleum engineers and operators. Both Adnoc and Schlumberger employees will be able to benefit from this new training center in Abu Dhabi. It is now the fourth that the company possesses after the ones which were built in the United States, in the United Kingdom and in
France.
Sabic is constructing a 10,000, sq. meter building in Riyadh to train its employees. The new
facility should open in 2011 and will be able to host up to 500 employees at the same time in
26 meeting rooms. This project called the Learning and Development Center is part of Sabic
2020 strategic plan to become a learning organization.
The petrochemical company is also developing a Learning Management system that will be
common across all Sabic affiliates. The system will enable employees and their managers to
set some objectives and to follow up on the development of required competencies.
The company is also working on the standardization of training courses in order to have the
same offerings in all regions. The goal is to enable employees to better work together and
understand each other.
Saudi Aramco sponsors a selected number of employees each year to study a bachelor degree
in one technical field chosen according to the company current needs. The company also offers a 4 week program to about 60 selected students each year.
Saudi Aramco provides the possibility for its Saudi engineers and technicians to work for an
international company for a few years in order to increase their professional experience.
Saudi Aramco regularly organizes The Saudi Aramco Leadership Forum that allows middle
and senior management executives to discuss one topic of importance for the company.
Aramex
Schlumberger
Sabic
Saudi Aramco
Exhibit 5.6: Some example of corporate training initiatives in the Middle East
62
Industry
Insights
Mr. Subbs Mukherjee, General Manager
Bahrain Water Bottling & Beverage Company
activity?
63
Empowering a supply chain organization by transforming each employee into a general manager
tling and Beverage Com- we could have leaner operations ers supply chain. In this
pany BSC, Kuwait Bahhighly competitive marthat would be resulting in
rain Dairy Co. WLL, Al
ket, we have understood
significant
cost
savings
Qataria Bahraini Food
that it is really important
Trade Company, and Bahrain Live Stock Com-
pany WLL.
chain at BWBB?
ity:
64
Industry
Insights
Mr. Subbs Mukherjee, General Manager
Bahrain Water Bottling & Beverage Company
1. Cost containment
4. Supply visibility
2. Risk management
fluctuation. In our
which
forces companies to
synchronize better
their
information
tween them.
65
Empowering a supply chain organization by transforming each employee into a general manager
Industry
Insights
Mr. Subbs Mukherjee, General Manager
Bahrain Water Bottling & Beverage Company
in any nation.
and final validation but The governments focus is now competitors such as Cocathe course of actions is on achieving better professional cola, Nestle or Pepsi Cola,
proposed by them and
we have to differentiate
education
in
Bahrain.
the decision is made acourselves with innovative
cordingly. I am very proud to see that I have
your company?
product development.
66
06
Future outlook for the
Supply Chain Workforce
67
06
T
he chapters 3 and 4 of the present document revealed that Supply Chain organizations are currently
facing many challenges. A review of educational programs available in the region (Chapter 5) showed
that there are a lot of training opportunities for Supply Chain professionals willing to improve thei skills as
well as for students willing to start their career in the logistics field. One question remains however unanswered: Will the efforts made to develop more Supply Chain programs and to educate young skilled professionals enough to overcome the issues that Supply Chain organizations will be facing in the Middle East?
This section attempts to answer this question and to provide insights on the future equilibrium of the Supply Chain job market in the Middle East.
5.64%
4.77%
5.64%
5.12%
5.64%
4.96%
Qatar
6.61%
5.47%
5.49%
2011
2012
Oman
5.82%
5.62%
Kuwait
5.85%
5.93%
Bahrain
5.51%
5.80%
5.62%
2013
6.02%
5.99%
Exhibit 4.1 & 4.2) revealed that there is still potential for improvement and that this sector has not
2011 B2G Copyright - Middle East Series
Exhibit 6.1: IMF Forecasted Growth in the GCC Countries. Percentage Growth of GDP constant prices.
68
25.0
20.0
15.0
4.3
4.0
10.0
Road Transport
3.0
Sea Freight
5.7
Freight Forwarding
5.0
2.8
Warehousing (Third
Party Logistics)
2.7
2.5
3.0
2.0
4.9
4.6
2.2
3.4
4.0
4.8
4.9
5.4
6.0
6.6
7.3
2008
2009
2010
2011
2012
6.4.
69
06
Function
Senior Management
Position Title
Senior Managers
Warehouse Managers
Warehousing
9,329
Material Handlers
74,029
Store Keepers
41,645
7,790
29,357
5,886
Transportation Schedulers
4,291
2,522
119,477
15,091
23,280
43,420
Purchasing Managers
10,171
Purchasing Agents
31,480
24,925
3,521
10,379
16,439
Database Administrators
Computer Analysts
Website Developers
Total
187,985
Purchasing
27,599
5,234
Transportation Managers
Inventory Management
7,436
Longshore Workers
Transportation
343
10,576
747
712,952
Exhibit 6.3: Requirements for Supply Chain Professionals Estimations based on current number of Supply chain professionals in the Middle East. Sources: International Labor Office, Statistical Offices of GCC countries, B2G Consulting
2011 B2G Copyright - Middle East Series
70
3,500
3,000
2,500
2,000
1,500
ingly, Senior management positions should represent only 1% of total job positions in 2011.
If we take into account forecasted growth in the
GCC countries and the personal that will retire in
the coming years, additional 17,800 Supply Chain
professionals are needed in 2011, and about
18,700 should be needed in 2012 and 19,600 in
Oman
Kuwait
Bahrain
Qatar
1,000
UAE
500
KSA
2011
2012
2013
Exhibit 6.4: Requirements for Supply Chain Professionals Estimations based on level of education of current Supply chain professionals. Sources: International
Labor Office, Statistical Offices of GCC countries, IMF
Forecasts, B2G Industry Benchmarks
71
350,000
300,000
250,000
200,000
150,000
Saudi Arabia
Qatar
Oman
100,000
Kuwait
50,000
Bahrain
United Arab
Emirates
2011
2012
2013
Exhibit 6.5: Number of students with Tertiary Education available on the job market. Scope: GCC Countries.
Estimations based on current number of students in
Tertiary Education programs. Sources: Unesco, Statistical Offices of GCC countries
United Arab
Emirates
20,000
Saudi Arabia
15,000
Qatar
10,000
Oman
5,000
Kuwait
Bahrain
2011
2012
2013
72
Industry
Insights
Mr. Khwaja Moinuddin, Head of Excellence
Gulf Aluminium Rolling Mill Co.
activity?
73
for.
of 165,000 tonnes.
chain at GARMCO?
74
Industry
Insights
Mr. Khwaja Moinuddin, Head of Excellence
Gulf Aluminium Rolling Mill Co.
this challenge?
and tools.
75
Industry
Insights
Mr. Khwaja Moinuddin, Head of Excellence
Gulf Aluminium Rolling Mill Co.
information.
76
07
Conclusion
77
7. Conclusion
07
T
fied people, succession planning is essential in ensuring the continuity and growth of these profes-
78
Conclusion
debate.
and universities. The launch of a Masters pro 2011 B2G Copyright - Middle East Series
79
08
Appendix
B2G Consulting currently operates in Eastern Europe, Middle East & Africa, Asia Pacific and China, the organization is embarking on an ambitious expansion plan with
the goal of reaching 25 emerging markets
by 2020
Authors:
Frederic Gomer
Partner
B2G Consulting
Thibauld de Sazilly
Senior Consultant
B2G Consulting
frederic.gomer@b2g-consulting.com
thibauld.desazilly@b2g-consulting.com
2011 B2G Consulting .This document is the result of primary research performed by B2G Consulting. B2G Consulting methodologies
provide
for independent
2011
B2G Copyright
- Middleand
Eastobjective
Series fact-based research and represent the best analysis available at the time of publication.
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Unless otherwise noted, the entire contents of this publication are copyrighted by B2G Consulting and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by B2G Consulting.
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