As a supply management leader this section asks you to look at the supply management people from a HR point of view for the entire life cycle of the employee. Start at recruiting and here the right recruit can really do the trick. If you can find a good fit with the person and your teams' aims and the organizational priorities - you have a winning situation. But then the world is changing so rapidly that everyone needs training to deal with globalization, green issues, technology,recession to just name a few. So how do you decide training needs for each person? Keeping in view the training budget and employee/organization needs.Do you have the right mechanisms to share and implement what the colleague brings back from training? Do you consider in-house training so that the team moves together and develops a similar world view?
Developing a climate for energizing and keeping effective people is the retaining piece. Loosing your best people can be disastrous even when you can find a good replacement. The replacement might take months to understand the informal organization, for example.
Finally, the rather difficult and work of disciplining and dismissal of employees who do not come around after training,feedback etc. This should be rare and infrequent as disciplining one employee that is perceived as unfair- can really bring everyone down. Also following legal processes is important to avoid litigation in the future.
In short this section wants you to wear the HR hat as a supply manager.