Supply IN Demandyour career in supply management

WHO WILL DEVELOP THE BEST LEADERS IN SUPPLY CHAIN?SPARTANS WILL.

INDIRECT PROCUREMENTSPECIALIST, MS SUPPLY

CHAIN MANAGEMENTCLASS OF 2017

XUESI LI

Today’s employers demand innovative supply chain professionals who can boost productivity, lower costs and are a functional asset in all sectors of the company’s supply chain.

Michigan State’s Eli Broad College of Business utilizes a research-based curriculum to provide online students with insights into global SCM trends and contemporary issues many companies face today.

Why learn from anyone but the best? Become an end-to-end supply chain solutions’ provider, enroll in a program from the only university ranked #1 for Supply Chain Management for the past five years.

855-300-1310 | www.MSUBroadOnline.com/SupplyChainMgmt

MCID: 33809Made Available by University Alliance®, a division of Bisk Education, Inc. ©2016

Want more insight into the T-shaped professional Supply Chain managers are seeking today?

Download our free infographic for more details.

#1SCM World Ranked

IN SUPPLY CHAIN TALENT

SCM JournalMOST SCM RESEARCH OUTPUT

US News & World ReportSUPPLY CHAIN PROGRAM

160627-MSU-8.25x11-SCMad - WP_0722.16.indd 1 7/25/2016 11:10:55 AM

1Supply IN Demand

Choosing a Supply Management Career: The Goldilocks ModelThere is no “one size fits all” career, but some new supply management professionals have found the field just right for them.

By Eileen McCulloch

Through the Eyes of the Next GenerationYoung professionals talk about their supply management career experi-ences and the opportunities they see on the horizon.By Lisa Arnseth

The Megawatt Star of 2016’s 30 Under 30The 30 Under 30 program illumi-nates the achievements of young supply management professionals, and this year’s winner demonstrates the power of hard work and interper-sonal skills.By Lisa Arnseth

ISM®’s 2016 Salary SurveyA stronger job market in 2015 helps bump supply management salaries in our latest survey.By Ashley A. Peightal

Directory of Supply Management Schools

Directory of Sustainability Education Schools

Profiles of Supply Management Schools

On the Cover: Michigan State University’s Beaumont Tower, which has been a campus landmark since 1928.

4

2 14

10

21

4146

10

14

P U B L I S H I N G S T A F F

Thomas W. Derry

Chief Executive Officer

Tony Conant

Chief Operating Officer

M.L. Peck

Sr. Vice President, Programs and

Product Development

A D V E R T I S I N G

Kelly Rich

National Event Sales

Suzette Tarantini

National Event Sales

Cami Amadore

Product Sales Coordinator

E D I T O R I A L

John Yuva

Managing Editor

Lisa Arnseth

Publications Coordinator

Sue Doerfler

Publications Coordinator

Dan Zeiger

Publications Coordinator

MARKETING

Riley Conover

Marketing & Public Relations

Specialist

PRODUCTION & DESIGN

James Cain

Design Strategist

Published by Institute for Supply Management®, Inc., 2055 E. Centennial Circle, Tempe, AZ 85284. Telephone: 480/752-6276. Copyright ©2016 by Institute for Supply Management®. All rights reserved. www.institutefor supplymanagement.org . Canadian Institute for Supply Management®, The Exchange Tower, 130 King St. W., Suite 1800, Toronto, ON M5X IE3. The authors of the articles published in Inside Supply Management® and this supplement are solely responsible for their accuracy and content. Opinions expressed in the articles and materials published herein do not reflect the opinions of ISM unless it is expressly stated that such opinions have been formally adopted by ISM. The publication of an advertisement by Publisher is not an endorsement of the advertiser nor the products or services adver-tised. Publisher assumes no responsibility for claims or statements made in an advertisement.

Institute for Supply Management®

2055 E. Centennial CircleTempe, AZ 85284

Phone: 800.888.6276 (U.S. or Canada) or +1 480.752.6276

Fax: 480.752.7890 www.instituteforsupplymanagement.org

Table of Contents Supply IN Demand your career in supply management

4

WHO WILL DEVELOP THE BEST LEADERS IN SUPPLY CHAIN?SPARTANS WILL.

INDIRECT PROCUREMENTSPECIALIST, MS SUPPLY

CHAIN MANAGEMENTCLASS OF 2017

XUESI LI

Today’s employers demand innovative supply chain professionals who can boost productivity, lower costs and are a functional asset in all sectors of the company’s supply chain.

Michigan State’s Eli Broad College of Business utilizes a research-based curriculum to provide online students with insights into global SCM trends and contemporary issues many companies face today.

Why learn from anyone but the best? Become an end-to-end supply chain solutions’ provider, enroll in a program from the only university ranked #1 for Supply Chain Management for the past five years.

855-300-1310 | www.MSUBroadOnline.com/SupplyChainMgmt

MCID: 33809Made Available by University Alliance®, a division of Bisk Education, Inc. ©2016

Want more insight into the T-shaped professional Supply Chain managers are seeking today?

Download our free infographic for more details.

#1SCM World Ranked

IN SUPPLY CHAIN TALENT

SCM JournalMOST SCM RESEARCH OUTPUT

US News & World ReportSUPPLY CHAIN PROGRAM

160627-MSU-8.25x11-SCMad - WP_0722.16.indd 1 7/25/2016 11:10:55 AM

2 Supply IN Demand

Goldilocks got it right. She was hungry when she entered the bears’ cottage, yet, with

three bowls of porridge before her, she rejected one because it was too hot and another because it was too cold. It was only when she found porridge that was “just right” that she ate. Too fussy? Too indecisive? Too picky? I don’t think so.

Goldilocks knew “one size fits all” isn’t true; she wanted food that was “just right” for her. While choosing a career is more of a dilemma than deter-mining the best porridge, the principles are the same. As a career consultant, I’ve coached many people in search of a career, including undergraduates, graduates, and career changers. They chose supply management. But why? While each was a unique individual, they did share many of the same con-cerns. Perhaps you, too, echo some of these fears?

“I want to do something that’s rel-evant — it means something and impacts everyday lives of everyone.”

Supply management is about how things work, whether that is a manu-factured product or a service. Ordering something from Amazon and finding it on your doorstep the same day, or

the next, is not some earth shattering expectation, right? Wrong. It takes a variety of many supply chain profes-sionals to actualize your expectation. Where is the product you want when you order it? Why is it in that partic-ular place? What if it isn’t? How do you know if the product is the quality the customer expects before it’s even picked from the shelf? How is it picked? By humans, by machines, by both? Will it be delivered by hand, by truck, by train, by plane? How is that decided? Consider that T-shirt you ordered. How did the company that makes it deter-mine how it’s made? Was the cotton grown in Europe? Were the fibers sent to India to be dyed, then to China to be cut and sewn? How did you deter-mine all those suppliers, and what do you do to insure they meet your stan-dards?

“I don’t fully know who I am, but I do know that I evolve. I don’t think exactly the same as I did a couple of years ago and I know I’ll continue to evolve. I’m scared of choosing a career I like now, but will become bored with five years from now.”

Supply management is constantly — and very quickly — evolving. Glo-balization, technology, and changing

customer expectations are trans-forming the career on a daily basis. In 1996, many articles focused on cost savings to define supply management. They focused on supplier relationships and how to change the traditional per-spectives to include a concept of total cost of ownership. Now, the focus is on value creation, managing relationships with diverse people in diverse func-tions, industries, global locations, and leveraging technology and data ana-lytics to create the best supply chains. It’s so complex that no supply manage-ment school can teach each person all the skills needed. Fortunately, as you continue to evolve and develop new interests, supply management offers many opportunities for you to pursue your passions and develop them.

“How can I find a career that encom-passes so many responsibilities it ‘guarantees’ opportunities to advance?”

One can be forgiven for thinking you can’t get more encompassing than to include services as well as manufac-turing. Or to include the sourcing and procurement of an idea or material, the production and operations, the storage and delivery of all the products and ser-vices, and the follow through of making

Choosing a Supply Management Career: The Goldilocks Model

“After sifting through a number of potential career paths, I realized what I was yearning to do: I wanted to help people and processes. I wanted to influence and make an impact. The decision to study supply management came easier after I learned how much it encompasses so many moving pieces that ultimately affect day-to-day life, businesses and our world.”

By Eileen McCulloch

3Supply IN Demand

sure your customers are not simply satis-fied, but happy.

There is no “one size fits all” career path in supply management. It’s prob-able your path, should you choose supply management, hasn’t even been created yet. And while many choose to pursue their entire career in supply management, others find it a stepping stone to other functions and leadership positions. Others find it a great training ground for starting their own company.

“I’m a people person. I don’t love math. So I guess that means sales, or mar-keting, but supply management does sound interesting.” And, “I love math, I love data, and I really don’t enjoy people as much as I do numbers.” And, “Technology is my thing, but I don’t want IT.”

All businesses involve numbers. Depending upon what you do in supply management, the depth of your people and number skills vary. Some positions are focused on developing and man-aging relationships, influencing others to persuade them to adopt change, and networking with internal and external stakeholders. Some positions are immersed in data analytics. But even the relationship specialist has to understand data in order to determine immediate and strategic impact. And even the analytical wizards need to be able to communicate what data means to those who are not data wizards.

Processes are important to everyone. You can’t make a difference if you don’t understand what the current processes are and how to make them better. Technology is vital to supply manage-ment. The profession badly needs people who want to pioneer the inter-section of the supply chain with the Internet of Things, social media, the cloud, and data security.

“I’m changing careers” or “I want to change my major.” Or, I don’t think I have the background for supply management.” Without having the

luxury of talking to you about your background and demonstrating the relevancy to supply management, let me introduce you to a former student who came to the profession from very diverse background.

“I was an undergraduate junior in biomedical engineering and switched to supply management because it offers a great balance between my people and analytical skills. I graduated in 2014 and work for a medium-sized medical device company. I forecast customer demand and help ensure manufacturing operations meet the demand. So I work closely with people in marketing, inven-tory and operations, and each day is different.” — Eric Gilmore, analyst, C.D. Bard.

“What do graduates in supply manage-ment think of their decision? What have they done with their degree?”

“Before I attended graduate school at W. P. Carey (School of Business at Ari-zona State University), I was working at a biotech company as a manufacturing technician. After earning my MBA in supply chain management, I began my career at a pharmacy health care provider. In my day-to-day duties, I use what I learned during business school to help integrate and improve processes in the pharmacy operations sector. It is a rewarding experience working for an innovative company and helping this organization achieve its mission and a competitive advantage in the mar-ketplace.” — Pavitraa Shah, manager, government services regulatory affairs, CVS Health.

“I earned my undergraduate and master’s degrees in art history when I moved to China to work for a Chinese company. That led to earning an MBA at Arizona State University in supply chain management and information technology. After the MBA, I worked in strategic sourcing for a global pharma-ceutical company. My responsibilities included optimizing and integrating technology. I accepted an offer from

a technology company and was a con-sultant for internal stakeholders and customers to help drive process optimi-zation. I’m now expanding my expertise by assuming new responsibilities that focus on a more downstream area of the supply chain. In addition to consulting, I look forward to partnering with sales to create new and expanded value added products and services.” — Nila LaVa-naway Charles, director, Open Text.

“I worked at Arizona State while pur-suing my Bachelor of Science degree with majors in management and supply chain management. Upon my 2012 graduation, I joined Dell, where I am now responsible for leading regional planning teams to reduce product manufacturing lead time. This entails identifying factors that slow the manu-facturing process and working on solu-tions to make the process as frictionless as possible.

“I’m happy with my supply manage-ment career. You can work in logistics, factory operations, contract negotia-tions, procurement, planning and more. So far in my career, I have worked in procurement, planning, and operations. Each role in my career has given me fur-ther insight into how each component of supply management feeds into and relies on one another. It is rewarding to see the impact your decisions have, not just on your current function but also on all the other functions within the supply chain.” — David Engle, demand supply senior adviser and global program man-ager, Dell.

Like Goldilocks, each of these unique people chose aspects of a supply man-agement career that appealed to their passions and interests and allowed them the room to evolve. Should you choose to explore this career, you may well find your own bowl of porridge that is just right for you. ISM

Eileen McCulloch is a leadership and

career coach, and co-founder of the Arizona

State Supply Chain Network for Value Chain

Excellence, in Tempe Arizona.

4 Supply IN Demand

Young professionals talk about their supply management career experiences and the opportunities they see on the horizon.

Through the Eyes of the Next Generation

By Lisa Arnseth

5Supply IN Demand

The only constant in supply management is ongoing change. Fortunately, today’s young professionals are up to the challenge and even thrive in dynamic, ever-transforming

environments.Inside Supply Management® asked a group of young

supply management practitioners to share their insights about the career they’ve chosen. Whether just starting out or expanding their responsibilities in manage-rial roles, the participants are excited by the range of opportunities they see in their career paths. They even have suggestions to companies about retaining the best younger talent in the years to come.

PanelistsNick Ammaturo, director, profit improvement and procurement at Hudson’s Bay Company, New YorkMatthew Christiansen, business process specialist intern at DuPont, McKees Rocks, PennsylvaniaKaty Conrad, contracting and procurement category manager at Shell Oil Company, LondonAmy Georgi, program manager at Fluke Corporation, Rock Island, IllinoisStephanie Kessler Thayer, procurement manager at Carr Lane Manufacturing Co., St. LouisMaren Von Platen, sourcing manager at Bayer Healthcare, New York

6 Supply IN Demand

What perceptions do other generations of workers have about young professionals today?

Ammaturo: There is certainly a misconception about millennials and work ethic. People tend to think this generation doesn’t like to work hard and expects recognition. In fact, there will always be individuals within that mind-set across every generation, so I think it’s best to stay away from “generalizations.”

Christiansen: Our specified edu-cation and focus on supply chain management is valued. Fifteen years ago, supply chain management was not a major. In our field, we see a lot of marketing, finance, engineering and other personnel in supply chain roles. I believe companies value our focused expertise and technological capabilities and look for value-added work from younger generations.

Conrad: The largest perception I hear about millennials is that they come across as feeling entitled. I have many examples of millennial professionals who don’t fit this ste-reotype; the emerging professionals I see advancing are the ones willing to work hard and earn their progression.

Georgi: This is in a very general sense, of course, but young profes-sionals joining the workforce are excited about their new careers and opportunities. They are willing to work, but they also expect a quick payoff for that hard work. In formal education, one gets acclimated to seeing results and rewards (grades and final scores) approximately every 16 weeks or so. In the workplace, that same timeline is not sustainable for performance reviews, promotions and raises, which can lead to some cross-generational conflict.

Kessler Thayer: There has always been a stigma toward young profes-sionals, regardless of era, and mil-lennials are no different. Millennials,

specifically, face the perception of dis-interest in necessary effort and time — a general unwillingness to work hard. As a career-minded individual active in the community, I see this perception dashed regularly.

Von Platen: Young professionals today have to juggle continuous financial/economic challenges with technology advancements and social media. They are quick learners and have multidisciplinary skills. Young professionals are great team players and optimistic at work. Finally, they have an innate desire to do work that is meaningful to them.

How do you best position yourself and leverage your value in a multigenerational workplace?

Ammaturo: A strong work ethic is key, no matter what you do. Regardless of generation, you need to value and have pride in what you do. I approach every situation like that. Your work ethic will speak for itself.

Christiansen: I look to position myself as someone who can bring new and different viewpoints and experiences to the table as well as add value to existing perspectives. A new and unique point of view is always refreshing and can be a great help.

Conrad: I communicate my interest in the work we’re doing. I’m willing to learn, and I quickly follow this up with delivering for the team. I find this is the best way to use the experience from other generations and gain credibility with the group.

Georgi: You need emotional intelligence and soft skills. Everyone you encounter comes from unique backgrounds with different internal motivations and drivers. Be astute at assessing needs of individuals and the organization and then find ways to address them. You will quickly grow professional credibility and personal relationships. Be willing to do the

hard work because you are at a point in your life where you have the flex-ibility to do so.

Kessler Thayer: I’m fortunate to lead a team with significant institu-tional knowledge. This proved invalu-able when we recently implemented a new ERP system. We were able to translate their invaluable knowledge into the system to better drive pro-curement functions going forward. Asking questions and gentling pro-curement protocol can also inspire process improvement. But remember one must be willing to get the tough work done.

What are the greatest opportunities for young professionals in supply management?

Ammaturo: I think the supply management profession offers great exposure to every facet of the orga-nization. I may be biased, but I feel that supply chain is the backbone of the organization. You will notice that some of the fastest-growing, most successful companies have nimble supply chains. A weak supply chain can ruin a company. This topic is so vast, from risk management to con-tainment driving bottom-line savings, to relationship management, it goes on and on. I think the opportunities are endless.

Christiansen: Companies are realizing the importance of a focused supply chain degree and how it can add value to supply management organizations. Companies are going to try and adapt to become more attractive to younger and more qual-ified talent. Also, trends in supply management are soaring toward data analytics and visibility. Young, tech-savvy individuals will be heavily sought after.

Conrad: Supply management and procurement are becoming a greater focus in many industries, and this

Through the Eyes of the

Next Generation

7Supply IN Demand

creates a huge opportunity for new professionals to make an impact with companies and our discipline as a whole. We have the chance to chal-lenge our teams to dig deeper into current best practices on end-to-end/total cost of ownership models and improve how we link our supply chain practices and metrics to busi-ness results. There’s value to unlock in this space, and we have a growing platform for this kind of development.

Georgi: Supply management is exploding right now. If you have the talent and the drive, you can posi-tion yourself to work in any industry in any country you desire. I think the greatest opportunity for young supply chain professionals is the possibility for rapid career progression. If you can take the critical thinking skills you honed in college and apply them with your new workplace, you have an incredible opportunity to deliver results and provide your business with real savings.

Kessler Thayer: There is a growing need for technically savvy, personable professionals with supply chain knowledge particularly in project management roles. As compa-nies realize cost savings and planning abilities of supply chain professionals, we will see more project teams led by procurement agents.

Von Platen: The supply manage-ment discipline requires a range of skills. The discipline also transcends industries. This gives young profes-sionals the advantage to consider which opportunities fit their career paths/goals and helps them hone their strengths. From working in depart-ments such as planning, sourcing, production and more, to considering if they want to work in cross-func-tional/cross-cultural teams, process improvement projects, strategy or data analytics, the possibilities are endless.

In the next 5-10 years, how do you think the profession will change or evolve, and why?

Ammaturo: In the next several years, I hope we can introduce more students to it and build the talent pipeline. The increase in publications targeted at the rising demographic, programs like ISM and ThomasNet’s Rising Stars Program, and an increase in supply management courses taught at the university level will make this industry more relevant. I think this profession is “sexy” and if demon-strated properly can begin to attract new people. Regarding technology, I think this field will also evolve as well. Increased automation and ana-lytics to support supply chain are very exciting.

Conrad: For the evolution of supply chain itself, it could vary by industry, but I see more companies pulling together a comprehensive approach to supply chain manage-ment as opposed to maintaining dis-crete operations between logistics, procurement and other departments, integrating and imbedding the activi-ties deeper within the business they support.

Georgi: I think there will be additional opportunities for supply management professionals to work remotely. It only makes sense as our supply base becomes more global and varied that the locations of the indi-viduals managing it can also become more varied. There are already so many technological advances that it’s rarely necessary for me to travel to our corporate office to conduct busi-ness. Remote work will become more normalized in the next decade.

Kessler Thayer: Just-in-time will continue to drive inventory manage-ment strategy, and should change dra-matically as drone delivery becomes a reality. This will likely shift lead times and logistics costs as well. As global

integration continues, I expect we’ll see more intellectual property con-formance pressure, and improved trade relations worldwide. Technology will stay at the forefront, and as the procure-to-pay cycle time continues to improve, we’ll see more automated and integrated systems among sup-pliers and buyers.

Von Platen: The rise of new tech-nologies and ways of collecting data, the socio-economic factor as well as the need to procure products and services faster at a lower cost keep forcing the supply chain industry and its professionals to adjust year over year. Professionals must continuously evolve by educating themselves on new systems and processes, on imple-mentable concepts such as sustain-ability and risk mitigation, managing global ecosystems and speaking multidisciplinary languages such as legal, healthcare, compliance and regulatory.

What is one of the biggest challenges you’ve faced in your career, and how did you overcome it?

Ammaturo: A scenario that resonates with me is dealing with an HR function that did not value millennials and did not take notice of performance-based metrics, but relied on tenure. It takes you down a couple notches when someone tells you that you’ve been promoted too quickly. However, I continued to do my job with the same work ethic I’ve always had. I ignored the generaliza-tion of our generation and continued to work hard.

Christiansen: I think some engi-neering-heavy or technical compa-nies may have difficulty transitioning their procurement professionals into supply chain roles that require an understanding of engineering princi-ples. Each of the companies I worked

8 Supply IN Demand

at, especially DuPont, I encountered engineering specifications, chem-ical properties and just day-to-day language when speaking with engi-neers and others at manufacturing plants. Having a non-engineering background, I had to overcome this difficulty through personal research and working collaboratively with my team and the technical individuals at the company to understand and be able to communicate effectively.

Conrad: One of the greatest chal-lenges I’ve faced is something I enjoy most about my new experience with my company — the requirement to quickly understand and deliver in new capacities. I’ve had many roles that required an understanding of dif-ferent businesses and value chains, adapting to new cultures and team structures, and analyzing different suppliers/supply markets quickly. I often have only a short time to get up to speed on everything before I need to deliver sourcing strategies, negotia-tion plans and efficiencies to improve our bottom line. It can be a challenge, but it’s also exciting.

Georgi: The biggest challenge for me was the initial transition into the workplace. I found it challenging to switch from an academic environment where you are constantly encouraged to learn new things with an incredibly flexible schedule to a work environ-ment where learning new skills is really up to you, and your schedule is fairly rigid. I overcame it with time, experience and good co-workers. I realized that I had to seek out online resources and others to mentor me along the way. In hindsight, I wish I’d been involved in my local ISM chapter sooner, which would have put me in contact with a wider base of young professionals.

Kessler Thayer: I work diligently to mitigate risk and develop contingency plans to support large- and small-scale projects. When the Fukushima Daiichi nuclear disaster struck, I was working closely with Japanese

suppliers on a project set to go live 45 days later. However, because of our established contingency plan, our domestic team was able to carefully shift the project, restructure portions of the supply chain and support our colleagues. Ultimately, the project was a success, due in large part to the team’s flexibility.

Organizations are eager to attract and retain young pro-fessionals in supply manage-ment. In your opinion, what factors would encourage you to remain with one company for a number of years?

Ammaturo: Focus on talent sus-tainability and development. Give your people the tools they need to succeed. Training needs to be in the budget, because if you are not engaging your employees continu-ously, you will lose them. There is no need to wait for mid-years and year ends, performance review dialogue should be more frequent.

Christiansen: Along with ver-tical career leaps with companies, horizontal moves within a company would help organizations attract and retain young professionals. Allowing them to move around into different roles and gain new experiences would help young professionals to not feel stagnant or unchallenged with their role at the same company.

Conrad: One of the elements that is important to me is continuous learning and development. I want to be sure the company I work for has opportunities to move between roles or take on new challenges over the course of my career. Whether it’s upward or lateral movement, staying challenged and being able to expe-rience new areas of supply chain or parts of the business to stretch myself is something I value.

Georgi: I’m an anomaly because I’ve been with the same company since college graduation eight years ago. The two things that have kept me

anchored to my current employer are opportunity and flexibility. I’ve had enormous opportunity to travel the world, create supply chain strategy, lead Kaizen activities and so much more. But when I’ve needed it, I also have flexibility. A few years ago I would have said compensation is king; now I say it’s a factor. You absolutely have to competitively compensate your employees. If you are hoping to recruit the best and brightest, they are going to know what they are worth. You don’t necessarily have to be the highest paying, but you must be competitive and have opportunity for growth, flexibility in hours, vacation time or telecommuting policies.

Kessler Thayer: A company’s willingness to innovate and entertain recommendations from young profes-sionals shows genuine interest in the employee and often offers visibility to leadership. Also, companies are seeing improved retention of young talent when they offer flexibility, including the ability to work from home, flexible scheduling, added vacation time and more.

Von Platen: Mentorship and championship are extremely impor-tant to me, and I believe they are the main influencing factors that moti-vate young professionals to invest their careers in a particular organi-zation. Mentors/champions ensure you’re intellectually challenged in your work and different roles, that you gain different perspectives and better understand the dynamics of your organization and how to navi-gate around them. Most important, they are personally invested in you. They dedicate time and resources to help you develop cross-functional skills, to think about which direction you want to take your career, and act on it. They motivate and encourage you to grow. ISM

Lisa Arnseth is a senior writer for Inside

Supply Management®.

Through the Eyes of the

Next Generation

9Supply IN Demand

Free Membership Gets You Outcomes That Matter!

? ??? ?

Interested?Additional information about valu-able member resources is available online at www.instituteforsupply management.org/3348. Here you can join online and gain additional information on member benefits and resources.

CriteriaEducatorsEmployed full-time with an aca-demic appointment as a teacher, research specialist, department head, director or dean of a col-lege, university or other academic institution with an educational responsibility including purchasing, materials management or other related fields.

StudentsEnrolled full-time in an accredited community college or four-year college or university. Full-time is defined as 12 or more credit hours for undergraduate students, and six or more hours for graduate stu-dents. You must indicate your esti-mated date of graduation on your application and submit a copy of your school-issued class schedule for the current semester as docu-mentation of your full-time status.

800.888.6276 www.instituteforsupplymanagement.org

As a full-time student or academic, you are eligible for dues-free membership in Institute for Supply Management® (ISM®). Once your dues-free member-ship is approved, you have exclusive access to all member benefits, including:

• Access to the Members Only section of the ISM website

• Inside Supply Management® magazine — ISM’s award-winning publication

• Networking opportunities — with more than 47,000 professionals worldwide

• Attend ISM conferences at the discounted rate

• Full access to thousands of articles and research on supply management topics

• Career development and significant dis-counts on educational products and seminars

• Discounts on professional certification to advance your career, Certified Professional in Supply Management® (CPSM®)

• Access to ISM’s Online Career Center

If you’re serious about your career in supply management, there is simply no substitute for ISM membership.

Join Us Online Connect with us online at:

10 Supply IN Demand

Amy Georgi, supply chain pro-gram manager for acquisi-tions and integrations at Fluke Corporation, has spent

years working closely with employees at newly-acquired factories and com-panies to bring them up to speed on supply chain processes, efficiencies and key procurement initiatives.

In only eight years, she’s generated a reputation as a relationship-builder, a transformation and kaizen expert, and a mentor serving colleagues and

even young women in her community. Georgi’s hard work earned her a new title: 2016 Megawatt Star for the 30 Under 30 Rising Supply Chain Star list.

“I’m both excited and humbled to have been named this year’s MegaWatt winner,” says Georgi, who lives in York, Pennsylvania. At the ISM2015 Conference in Phoenix this past May, Georgi met several of last year’s 30 Under 30 winners in person and was highly impressed by their range of experiences and skills. “They are truly

outstanding leaders in the supply chain field, and I feel honored to be consid-ered a peer.”

Launched in 2015 by Institute for Supply Management® (ISM®) and ThomasNet, the 30 Under 30 Rising Supply Chain Stars list is compiled annually to recognize young supply management professionals making significant impacts and achievements in the profession. To qualify, nomi-nees must be age 30 or younger by the close of the nomination period.

The Megawatt Star of 2016’s 30 Under 30

The 30 Under 30 program illuminates the achievements

of young supply management professionals, and this

year’s winner demonstrates the power of hard work and

interpersonal skills.

Amy Georgi

By Lisa Arnseth

Kyle Alcorn, Zimmer Biomet (Warsaw, Indiana). Nominated by: Andrea Grable, Zimmer Biomet

Danielle Amico, Princeton University (Princeton, New Jersey). Nominated by: Michael Karl, Princeton University

Seth Blaustein, B-Stock Solutions (Redwood City, California). Nominated by: Melissa Gieringer, B-Stock Solutions

Michael Croasdale, Source One Management Services, LLC (Willow Grove, Pennsylvania). Nominated by: Carole Boyle, Source One Management Services, LLC

Robert Dennis, Princeton University (Princeton, New Jersey). Nominated by: Michael Karl, Princeton University

Megan Donoghue, FXI Inc. (Media, Pennsylvania). Nominated by: Christopher Robert, FXI Inc.

Leah Elders, ConAgra Foods (St. Louis, Missouri). Nominated by: Natalie Andrasko, ConAgra Foods

Logan Ferguson, DuPont (Wilmington, Delaware). Nominated by: Ann Farrell, DuPont

Amy Georgi, Fluke Electronics, a Danaher Company (York, Pennsylvania). Nominated by: Jami Bliss, Teva Pharmaceuticals

Christian Goehring, Avnet, Inc. (Chandler, Arizona). Nominated by: Marianne McDonald, Avnet, Inc.

30 Under 30 List A listing of all 30 Under 30 winners and nominators, in alphabetical order:

11Supply IN Demand

They can be nominated by profes-sional colleagues, mentors or them-selves. Hundreds of applications were received, and the selection committee determined winners by weighing testimonies, recommendations and descriptions of each nominee’s pro-fessional skills and strengths, accom-plishments and contributions.

Celebrating Hard Work and Talent

Not only is the 30 Under 30 pro-gram a great way to promote supply management as a viable career option, winners have already ben-efited from the recognition. Several of last year’s winners have climbed further up their own career ladders through additional opportunities and high-profile projects within their orga-nizations. “The 30 Under 30 program gives us a chance to showcase the interesting and varied careers that are available in the supply manage-ment field,” says Jami Bliss, Georgi’s nominating mentor. “It also demon-strates that hard work can result in a meaningful career.”

The 2016 winner is no stranger to hard work and achievement. Georgi has been promoted a number of times at Fluke, and handles a variety of responsibilities, depending on what

the organization needs when it under-goes a strategic acquisition. At times, Georgi is involved in the due-diligence phase of acquisitions, interviewing key contacts and suppliers to ensure Fluke is making an informed pur-chase. In other cases, her job begins after an acquisition, as she gets to know the supply chain personnel and thoroughly teaches and trains them to work seamlessly with Fluke and its parent company Danaher. “I essentially serve as the face of Fluke’s supply chain to our acquired compa-nies, and am responsible for working with these companies to capture and report savings and other key met-rics,” she explains. “I host sourcing workshops for both direct and indi-rect commodities, and demonstrate how to gain more optimal payment terms from suppliers and imple-ment tracking systems to document successes.”

Georgi says that some of her proudest career moments thus far have been advancement opportuni-ties and being selected for special projects. She’s accomplished per-sonal and professional goals that have been particularly rewarding, such as the time she was Fluke’s first and only master scheduler, managing orders from two geographic locations.

“When I received (one of the facto-ries), the on-time delivery rate was just 28 percent. But six months later, after partnering with a key supplier and getting to know the technicians who built the product and their abili-ties, I was able to schedule customer orders with an on-time delivery rate of more than 95 percent,” she says.

As her job is very focused on training and tracking performance, Georgi has developed a true affinity for getting to know people at newly-acquired facilities and figuring out what individuals need in order to succeed. “I really love cultivating interpersonal relationships with new coworkers and watching their ideas about supply chain grow and blossom as we work through various phases of training and integration,” she says.

Bliss first mentored Georgi through the R. Gene Richter Scholarship Program and has since been impressed with her skills and willingness to work hard. “Amy has developed a keen ability to work with a wide variety of stakeholders and cross-functional partners. Ultimately, the work we do is done through rela-tionships, and Amy is exceptional at developing and leveraging relation-ships,” says Bliss.

Georgi has “a high level of

Sarah Harse, Johnson & Johnson (Raritan, New Jersey). Nominated by: John Perez, Johnson & Johnson

Daniel Kelly, Iowa State University (Ames, Iowa). Nominated by: Paul Wedemeyer, Iowa State University

Aisha Khan, Johnson & Johnson (New Brunswick, New Jersey). Nominated by: Stuart Sueltman, Johnson & Johnson

Amrish Lobo, Baker Hughes Inc. (Houston). Nominated by: Lynn Fox, Baker Hughes Inc.

Leonardo Lopez, Johnson Controls Inc. (Norman, Oklahoma). Nominated by: Raul Gerhardus, Johnson Controls Inc.

Jessica Mayhew, Parker Hannifan (Cleveland). Nominated by: Alan Miner, Parker Hannifan

Grayson Mitchell, Fiat Chrysler Automobiles (Auburn Hills, Michigan). Nominated by: Shelley Stewart, DuPont

Jeff Monroe, Masters candidate at TCU (Fort Worth, Texas). Nominated by: Mary Buenrostro, self-employed

Cara Navarre, Northrop Grumman (McLean, Virginia). Nominated by: John Jordan, Northrop Grumman

Chinedum Nweze, John Deere (Davenport, Iowa). Nominated by: Larry Anderson, John Deere

Caitlin O’Toole, Stryker (San Jose, California). Nominated by: Danielle Hansen, Stryker

12 Supply IN Demand

personal accountability,” according to Bliss. When her husband’s job neces-sitated a geographic move, Fluke’s cor-porate procurement leaders worked with human resources to change the company’s remote working policy to retain Georgi. Three years later, Georgi has excelled at quick and cre-ative problem solving, addressing concerns across different time zones and working with a network of con-tacts around the globe to meet the needs of new acquisitions without incurring high travel expenses.

For instance, Georgi recently found a way to convince a newly-acquired Swedish company to host a standard work kaizen designed to help generate shared cost savings. The Swedish company was concerned about the cost of lost time during a kaizen event and hesitated to under-take the activity. Without flying to Sweden herself, Georgi arranged a meeting at a United Kingdom facility where the Swedish supplier could see firsthand that the Danaher manu-facturing style and processes were efficient and achieved cost savings without sacrificing quality — and the Swedish supplier is now planning a kaizen event at its own facility.

Bliss praises Georgi’s strong passion for mentoring. “She consis-tently takes time to mentor new Fluke hires and procurement individuals

at acquired sites,” says Bliss. “She takes personal interest in people, and she’s a sounding board and trusted resource. In fact, several employees have gone on to apply for and receive promotions thanks to Amy’s encour-agement and coaching.”

Georgi extends her talents out-side of work as well, providing men-toring for girls ages 12-18. “I help these girls appreciate the value of a degree or marketable trade skill, as it’s impor-tant to have fiscal self-reliance,” says Georgi. “It’s an honor to encourage them and help them create positions for themselves where they too will be able to give back to the community.”

Elevating the ProfessionThe road to Georgi’s current 30

Under 30 achievement began as a stu-dent in the Supply Chain Management degree program at the W. P. Carey School of Business at Arizona State University. While in college, Georgi applied for and received supply chain scholarships through ISM and the R. Gene Richter Scholarship Program. Upon graduation in 2007, she began working at Fluke following suc-cessful internships at Goodrich and Walgreens. While she was humbled to earn scholarships and awards while in school, Georgi feels the designation of MegaWatt Star represents an entirely different achievement. “This award

is based on real work experience and results achieved through my profes-sional career as recognized by my nominator Jami Bliss,” says Georgi. In fact, she was quite honored when Bliss approached her about the award nomination, as she considers Bliss “a standout in the field of supply chain management.”

Georgi is happy that the profes-sion has adopted the 30 Under 30 list, and says it is a tremendous way to elevate the profession of supply management and the wide range of possibilities inherent in the field. “The 30 Under 30 list can also be a great recruitment tool for the profession, and a rallying call for those who are just starting out,” says Georgi. “I hope the list inspires the next generation of supply chain professionals.”

Bliss agrees that the 30 Under 30 list shines a spotlight on the different industries and organizations depen-dent on supply management, and the diverse careers of its winners. “It was the various avenues and direc-tions you could pursue that attracted me to supply management,” she says. “With a supply management career, you can have a wide variety of experi-ences and opportunities.” ISM

Lisa Arnseth is a publications coordinator

for Inside Supply Management®.

Max Pike, Haven (San Francisco). Nominated by: Renee Diresta, Haven

Michael Raezler, U.S. Postal Service (Washington, DC). Nominated by: Mark Guilfoil, U.S. Postal Service

Ross Scott, Sandvik (Auburn Hills, Michigan). Nominated by: Jeff Green, Sandvik

Kayla Six, Anthem, Inc. (Thousand Oaks, California). Nominated by: Greg Antoniono, Anthem, Inc.

Conrad Smith, Northrop Grumman Aerospace Systems (Redondo Beach, California). Nominated by: Christopher Herbers, Northrop Grumman Systems Corporation

Andrew Tasselmyer, DuPont (Wilmington, Delaware). Nominated by: Ann Farrell, DuPont

Leandra Taylor, Shell Offshore Inc. (Houston). Nominated by: Kathryn Maynor, Shell Chemical Company

Michael Tomaro, Halliburton (Oklahoma City, Oklahoma). Nominated by: Robert Cassin, Ingredion

Debbi Wan, Cisco Systems, Inc. (San Jose, California). Nominated by: Akwasi Peprah, LevaData Inc.

30 Under 30 List (continued)

51Supply IN Demand

NOW ACCEPTING NOMINATIONS FORTHE 2ND ANNUAL 30 UNDER 30 RISING SUPPLY CHAIN STARS

RECOGNITION PROGRAM

Nominate a young purchasing/supply chain management

professional who deserves to be recognized for their

contributions and making a difference for their organizations.

For more information visit thomasnet.com/30under30

ThomasNet and the Institute for Supply Management (ISM) are proud sponsors of the

30 Under 30 Rising Supply Chain Stars Recognition Program created to further advance

the future of the supply chain profession.Official Media Partner: Inbound Logistics

Supply In Demand 7_15.indd 51 8/27/15 3:31 PM

13Supply IN Demand

51Supply IN Demand

NOW ACCEPTING NOMINATIONS FORTHE 2ND ANNUAL 30 UNDER 30 RISING SUPPLY CHAIN STARS

RECOGNITION PROGRAM

Nominate a young purchasing/supply chain management

professional who deserves to be recognized for their

contributions and making a difference for their organizations.

For more information visit thomasnet.com/30under30

ThomasNet and the Institute for Supply Management (ISM) are proud sponsors of the

30 Under 30 Rising Supply Chain Stars Recognition Program created to further advance

the future of the supply chain profession.Official Media Partner: Inbound Logistics

Supply In Demand 7_15.indd 51 8/27/15 3:31 PM

14 Supply IN Demand

In 2015, supply management professionals reported that salaries grew strongly as compared to 2014. This may be due in part to a stronger job market in 2015 after

softness in 2014. Generally, both salaries and overall compensation took a healthy step for-ward in 2015 compared to 2014. This year, as was the case last year, base pay is a key factor when evaluating employment opportunities.

Institute for Supply Management®’s Eleventh Annual Salary Survey finds that, in 2015, the average compensation for all par-ticipating supply management professionals was US$109,961, an increase of 7.9 percent compared to the average found for calendar year 2014 ($101,944).

The median compensation in 2015 increased 6.9 percent to $93,000, versus $87,000 in 2014. The average compensation of the top 10 percentile of earners was $266,166, up 8.2 percent compared to $246,108 in 2014. The average base salary of the top 5 per-centile of earners in 2015 was $331,604, up almost 1 percent compared to $329,225 the year before. Finally, the proportion of supply management professionals earning $100,000 or more increased to 44 percent, as compared to 38 percent in 2014.

In 2015, as in previous years, ISM asked

participants about their gross salary, and then, separately, how much their salary changed between 2015 and 2014.* The change in base compensation received by supply chain professionals was reported up 4.1 per-cent, the same as in 2014. Also, 85 percent of respondents reported that their base salaries increased, the same as in 2014. Only 5 percent reported salary reductions (matching 2014). Those who experienced an increase in salary reported an improvement of 5.3 percent on average — up slightly from 5.2 percent in 2014. Those reporting a salary decrease in 2015 saw it shrink by 6.6 percent, a notable difference from the reported average decline of 5.4 per-cent for that group in 2014.

Like last year, many respondents saw 2015 as a year to focus on opportunities to improve their wages. Respondents were asked to indicate and rank 14 factors that are commonly considered when evaluating employment opportunities. For this question, a ranking of “1” was highest and “14” lowest. By both measures, the most important con-sideration was wages paid (an average rank of 3.0, and indicated as important by 92 per-cent of respondents). Job satisfaction was again the second-most important factor, with an average rank of 4.2 and mentioned by 89

A stronger job market in 2015 helps bump supply management salaries in our latest survey.

By Ashley A. Peightal

May

COVER STORY

ISM®

’s 2016Salary Survey

15Supply IN Demand

16 Supply IN Demand

percent of respondents.The next five most important

factors, by average rank and per-centage mentioning, were: prospect of improved work/life balance (5.2, 86 percent); benefits package (medical/dental/vision) (5.7, 86 percent); financial stability of the organization (6.3, 82 per-cent); organizational culture/work envi-ronment (6.4, 82 percent); and pension/retirement plan/401(k) or similar plan (6.4, 84 percent).

The least important factors were: organizational commitment to sustain-ability/social responsibility programs (11.8, 67 percent); health and wellness programs (11.0, 70 percent); and educa-tional opportunities (10.6, 70 percent).

Bonuses, Stock Options and Benefits

As is typically the case for most professions, respondents report that bonuses and stock options can provide a notable boost to base pay. Sixty-four percent of respondents received a bonus this past year (up from 60.7 per-cent in 2014). Their average bonus was $21,513, or 20 percent of average base salary (down from 21 percent in 2014). The median bonus in 2015 was $10,000, up 11 percent from 2014.

On average, bonuses depended on a combination of company results (34 percent), department results (17 per-cent), individual results (23 percent) and other results (26 percent). At the upper end of the scale, the average of the top 10 percentile of bonuses paid was $165,910, up 45 percent from $114,412 the previous year. The average of the highest 5 percentile of bonuses paid was $201,923 — up 22 percent compared to $165,253 in 2014.

In 2015, 11.5 percent of respondents

9-14 years5-8 years 15-19 years 20 years or more

1-4 years

$89,

706

$93,

752

$79,

691

$100

,355

$106

,589

$89,

428

$114

,099

$122

,933

$100

,494

$124

,493

$135

,070

$104

,867

$81,

619

$69,

980

$77,

758

Key to Charts

Average Salary by Years of Work

Experience

Chief, Procurement/Supply Management/

Sourcing

Vice President, Procurement/Supply

Management/Sourcing

Director, Procurement/Supply Management/

Sourcing

Manager, Procurement/Supply Management/

Sourcing

Emerging Procurement/Supply Management

Practitioner

NOTE: Caution should be taken when examining the various breakdowns, as response rates vary and may make the information less reliable.

Experienced Procurement/

Supply Management Practitioner

Average Salary by Position

$251,427

$228,358

$241,902

$157,432

$141,085

$155,103

$112,768

$101,968

$109,817

$80,811

$91,608$86,337

$74,879

$68,931

$74,977

$205,974

$156,801

$199,583

Tota

l

Men

Wom

en

2016ISM®’sSalary Survey

17Supply IN Demand

earned stock options, which is 0.5 per-centage point higher than in 2014. The average dollar value of stock options awarded was $38,748. The median value of stock options awarded was $12,500. Both the average value and median value of stock options increased com-pared to 2014 — up 35 percent for the average (from $28,705) and up 4.2 per-cent for the median (from $12,000). The average value of the top 10 percentile of stock options granted was $297,863, up 94 percent compared to $153,897 in 2014. The top 5 percentile of options granted was $364,344 — up 68 percent compared to $216,533 in 2014.

Employers continue to offer a wide range of fringe benefits, including: health insurance (offered by 92 percent of respondents’ employers); pension/retirement plan/401(k) or similar plan (88 percent); dental insurance (84 per-cent); life insurance (81 percent); vision insurance (77 percent); short term dis-ability (70 percent); long term disability (68 percent); tuition reimbursement (65 percent); wellness programs (62 percent); paid training/professional certification (55 percent); personal com-munication device (53 percent); paid maternity/family leave (50 percent); performance bonuses (47 percent); association membership (38 percent); long term care insurance (36 percent); health club membership (24 percent); personal legal services (18 percent); stock options (18 percent); legal services (17 percent); vehicle/vehicle allowance (10 percent); childcare (7 percent); iden-tity theft protection (7 percent); sabbat-ical (5 percent); accounting/tax services (4 percent); elder care (4 percent); and other fringe benefits (3 percent).

Position and ExperienceMany factors influence the com-

pensation package offered to an employee. These factors may include position and level of responsibility, work location, size of the organization, and industry and market served. Elements more under the control of an employee include experience, work history, edu-cational level and credentials.

Due to the variety of job titles

$85,

505

$88,

507

$83,

082

$85,

882

$100

,848

$74,

175

$123

,999

$129

,117

$111

,277

$157

,593

$173

,908

$121

,905

$92,

717

$72,

864

$79,

782

$103

,366

$110

,256

$92,

063

High-school graduate

Some college

Associate’s degree

Bachelor’s degree

Master’s degree

Doctorate degree

Accommodation and food services (hotels, food and drinking places)

Agriculture, forestry, fishing and hunting

Arts, entertainment and recreation (performing arts, museums,

amusement industries)

Construction

Educational services

Finance and insurance

Government/public administration

Health care and social assistance

Information (publishing, entertainment and service-provider industries)

Management and administrative services

Manufacturing

Mining (includes oil and gas extraction and other mining)

Professional, scientific and technical services

Retail trade

Real estate, including rental and leasing

Transportation and warehousing

Utilities

Wholesale trade

Other services

$127,925

$131,392

$109,055

$123,777

$97,738

$121,019

$84,171

$116,305

$133,958

$105,435

$113,074

$111,811

$107,452

$108,754

$148,286

$96,087

$100,392

$100,546

$106,664

Average Salary by Highest

Level of Education Completed

Average Salary by Industry

NOTE: The above table covers only the overall industry sectors as defined by 2012 NAICS. For more information regarding the 36 industries reported, see the article text or request a copy of the detailed report.

18 Supply IN Demand

2016ISM®’sSalary Survey

among supply management practi-tioners, this year the survey asked respondents to construct a title from four separate components. To facili-tate comparisons to previous years, this title information was coded into the nine positions utilized in previous years. Respondents who are classified as emerging profes-sionals (practitioners with eight or fewer years of experience in the pro-fession) earned an average salary of $74,977. Those indicating that they are experienced professionals (nine or more years of experience) earned on average $86,337. On average, managers earned $109,817. Those

classifying themselves as direc-tors earned on average $155,103. Responding vice presidents earned on average $199,583 and chiefs or heads of supply management earned $241,902. The average salary of respondents classified as a chief increased 5 percent compared to 2014 ($229,588).

As in past ISM salary surveys, and as is generally observed in most professional fields, longer tenure within the field is closely related with higher rates of pay. Supply manage-ment professionals working in the field for 15 or more years can expect to earn 55.6 percent more than those

with four or fewer years of experi-ence. The average salary for supply management professionals with 15 or more years of experience was $120,978, while the average salary for those with eight or fewer years of experience was $85,066.

Supply management profes-sionals with 5-8 years of experi-ence earned on average $89,706. Professionals with 9-14 years of experience earned an average of $100,355, those with 15-19 years of experience were compensated $114,099 on average and those with 20 or more years of experi-ence enjoyed an average salary of $124,493.

Salaries varied between indus-tries as well. Respondents classified themselves into one of 36 industry sectors. Professionals working in the apparel, leather and allied prod-ucts industry enjoyed the highest average salary: $164,600, 29 per-cent more than the average pay of $127,980 reported by the most lucra-tive industry in 2014, petroleum and coal products.

Industries rounding out the top five included: petroleum and coal production ($150,165); real estate, rental and leasing ($148,286); information (publishing, enter-tainment, and service provider industries) ($133,958); and agricul-ture, forestry, fishing and hunting ($131,392). The industry reporting the lowest average salary was furniture and related products at $73,327 per annum. The second- and third-lowest paying industries this year were printing and related sup-port activities ($73,684) and public administration ($84,171).

Industries with the largest posi-tive change in salary compared to 2014 included apparel, leather and allied products (up 106 percent) and real estate, rental and leasing (up 75 percent). Those with the largest decline in salary included furniture

HI

AK

Average Salary by Geographic Region

19Supply IN Demand

and related products (down 21 per-cent) and printing and related support activities (down 6 percent). These substantial swings in average com-pensation are most likely due more to differences in the sample at the industry level, year-over-year, rather than sharp increases or decreases in compensation paid within those industries.

Among the 36 industry sectors, 18 reported average salaries higher than the overall survey average of $109,961.

Pay Rises with EducationEducation is an important factor

that may influence the salary earned by a supply management profes-sional. Supply management pro-fessionals with a bachelor’s degree earn 30 percent more ($103,366) than those with only a high school educa-tion ($79,782), and 20 percent more than those with an associate’s degree ($85,882).

Completing education beyond a bachelor’s degree also positively affects average salary. Supply man-agement professionals with a mas-ter’s degree ($123,999) earned 20 percent more than their counterparts with only a bachelor’s degree. In 2015, respondents with a doctorate degree earned on average $157,593. This is 27 percent more than those with a mas-ter’s degree and 52 percent more than those with a bachelor’s degree.

In addition to educational attain-ment, fields of study also influenced average earnings. In 2015, respon-dents with degrees in engineering or technology reported the highest average salary ($122,012) while pro-fessionals who studied supply man-agement reported an average salary of $111,035. Respondents with a degree in a business field other than supply management reported an average salary of $115,487, while a practitioner with a liberal arts degree earned an average of $98,894.

As was the case from 2014, in 2015 individuals who studied supply chain in college earned less on average than professionals who studied another business field. Again, this may be explained by the relative youth of supply chain as a field of study. Additionally, while 51 percent of supply chain majors have worked eight or fewer years on the job, 62 per-cent of other business majors have 20 or more years in the profession.

ISM Certifications Pay OutEarning an ISM certification

continues to elicit long-term ben-efits with regards to salary. Whether it’s the Certified Professional in Supply Management® (CPSM®), Certified Professional in Supplier Diversity ® (CPSD™), Cer tif ied Purchasing Manager (C.P.M.) or Accredited Purchasing Practitioner (A.P.P.), average salaries for certified

professionals exceed those of non-credentialed practitioners. In 2015, holding one or more ISM certifica-tions translated to a 10-percent pre-mium above the average salary for supply management professionals without professional certification ($113,379 versus $102,652).

ISM’s CPSM® certification con-tinues its positive impact on average salaries. Respondents with a CPSM® earned $111,661 on average in 2015, 9 percent more than those who lack any designation. Likewise, the CPSD™ made a strong showing in its sixth annual appearance in the survey. The average salary for respondents with a CPSD™ was $123,465. The C.P.M. recertification-only program remains valuable for ISM members and supply management profes-sionals. This year’s survey found that the average salary for respondents holding a C.P.M. was $117,665.

One or More Certifications

Not Certified

Certified Professional in Supply Management®

(CPSM®)

Certified Professional in Supplier Diversity®

(CPSD™ )

Certified Purchasing Manager (C.P.M.)

Accredited Purchasing Practitioner (A.P.P.)

Average Salary by Certification Status

$100,199

$88,363

$120,582

$112,722

$113,832

$102,652

$136,739

$99,128

$123,465

$126,076

$102,885

$117,648

$88,517

$117,724

$105,528

$115,953

$102,793

$111,661

20 Supply IN Demand

2016ISM®’sSalary Survey

Gender and SalaryISM believes, and is committed

to, moving the profession in a direction that exemplifies equality, especially regarding salary. ISM’s position statement on compensation and opportunity worldwide is, “all equally qualified supply manage-ment professionals performing at a similar level should be given equal compensation and opportunity in the workplace without discrimina-tion based on age, disability, eth-nicity, gender, national origin, race, religion or sexual orientation.” To help the profession achieve this ideal, ISM compares and contrasts

the salaries of men and women in these annual reports.

The average salary among men in this year’s survey was $117,101, about 9 percent above what was reported in 2014 ($107,144). For women, the average salary decreased 3 percent, from $96,787 in 2014 to $94,220 in 2015. Last year, men earned an average of 24 percent more than their female counterparts, a substantial increase from the 11 percent differential in 2014.

In 2015, women earned less than men in most segments of organiza-tional position. However, the average base compensation for women chiefs (senior vice president level or executive vice president level) exceeded that of men by 10 percent ($251,427 as compared to $228,358). At the vice president, procurement/

supply management or sourcing level, men’s reported salaries were 24 percent larger than women’s. At the director level, the gap between men and women registered at 10 percent ($157,432 versus $141,085 for women). In 2015, regardless of experience level, men earned more than women, with the most extreme difference being 29 percent among those with 20 years or more expe-rience. When segmented by edu-cational attainment, men also had the advantage, most notably at the doctoral level with a difference of 43 percent ($121,905 for women as compared with $173,908 for men).

Transitioning Into Supply Management

ISM asked respondents if they had come to the discipline of supply management from another career or vocation. More than five out of 10 respondents (51 percent) indi-cated that they moved into supply chain from another field. Among those emerging professionals who changed vocations, a majority of them (62 percent) left after only eight or fewer years in their pre-vious profession. Only 16 percent of career-changing emerging profes-sionals came to supply chain after logging 15 or more years of experi-ence in their previous profession.

Average incomes of those with experience in a previous profes-sion ($108,537) was 1 percent less than the overall average. This was

reflected in the average incomes of men ($116,976, lower by 0.1 percent as compared to the overall average for men) and women ($93,194, 1 per-cent less than the overall average for women) who joined the supply chain profession.

Changing to supply manage-ment from another profession does not negatively impact the overall earning power of experienced professionals at the highest level. Respondents at the chief or senior vice president/executive vice presi-dent level report average salaries more than 4.3 percent above chief or senior vice president/executive vice

president who do not have experi-ence in another field of business. On the other hand, vice presidents who came from another profession report salaries that are 9.2 percent lower, on average. Director, man-ager and experienced practitioner respondents who came to supply chain after working in another field earned 0.4 percent more, 0.3 percent more, and 3.7 percent more, respec-tively, when compared to peers who have always worked in supply chain. Even the emerging practi-tioner segment (those with eight or fewer years of experience) saw a positive difference (3.6 percent) in average base pay as compared to peers without work experience in a different field.

Supply chain professionals who were previously scientists/

In 2015, women earned less than men in most segments of organizational position. However, the average base compensation for women chiefs (senior vice president level or executive vice president level) exceeded that of men by 10 percent.

21Supply IN Demand

© Institute for Supply Management®. All rights reserved. Reprinted with permission from the publisher, the Institute for Supply Management®.

engineers or in the military reported the highest base salaries on average. Former scientists or engineers earned $137,288, and former military professionals earned $131,528. The lowest average salary for supply management converts was $73,721 for those professionals who were previously municipal workers.

The Future’s BrightThis year, ISM reports a strong

increase in overall average salary, year over year (7.9 percent). This year’s survey continues to suggest that while organizations strive to balance direct and indirect support and administrative expenses, they are also focused on employee reten-tion and recruitment. As the profes-sion of supply management grows, it dynamically changes, shaped by external forces such as competition; the drive for enhanced efficiency; an increasingly interdependent global economy; political unrest; and geo-political and natural risks. These pressures affect the value organiza-tions place on supply management

and will hopefully continue to raise the importance of supply managers in the future — translating into higher salaries and employment opportunities.

This article contains just a sample of what’s included in ISM’s comprehensive Eleventh Annual Salary Survey. A more detailed report is available on the ISM web-site at www.instituteforsupply management.org. ISM

Ashley A. Peightal is research analyst

for ISM.

*Note: In 2015, as in previous years,

ISM asked participants about their gross

salary, and then, separately, how much

their salary changed between 2015 and

2014. Asking two questions (rather than

computing one from the other) allows ISM to

analyze both separately. However, this can

sometimes yield apparently inconsistent

results when the average of the gross salary

variable changes at a rate different from

the average change in salary as reported

by respondents, as was the case this year

and last year.

For the eleventh straight year, ISM collected salary and job information from supply management pro-fessionals. The survey was administered in late

February and early March.A random sample of customers (including both

members and nonmembers) was pulled from ISM’s data-base. An email invitation requesting participation in the survey was then sent to these customers. As many as five reminders were sent to individuals this survey cycle. As an incentive to participate, individuals were offered the opportunity to enter a drawing for 20 $50 gift cards.

Respondents were asked to report compensation information for the 2015 calendar year. Compensation included (reported separately) wages, bonuses and stock options received before taxes and deductions.

In all, a total of 3,405 usable responses were received, representing a response rate of 4.2 percent. For the fifth time, respondents were asked if they were employed for the full year. One hundred and forty-four, or 4.2 percent, of the respondents indicated they were not employed for the full year (compared to 4.3 percent in 2014). The results posted exclude those not employed for the full calendar year of 2015.

Graphical and tabular reports on the results of this survey are available on the ISM website. A brief summary of the results is available to the general public, while a detailed report is available at no charge to ISM mem-bers. Nonmembers may purchase the detailed report for US$299. The reports can be accessed in the ISM Career Center at www.instituteforsupplymanagement.org.

How the Survey Was Conducted

Professionals working in the

apparel, leather

and allied products

industry enjoyed

the highest average salary.

Be In DemandThe University of San Diego’s Master’s in Supply Chain Management program is ranked in the top 10 by U.S. News & World Report and in the top 25 by Gartner. This means when you graduate, you’ll be even more value-added to your current employer, as well as in demand from some of the top employers worldwide looking for seasoned professionals who excel in:

• Sourcing and Procurement • Global Transportation Management

• Supply and Demand Planning • Logistics Network Design

• Production Planning and Scheduling • Inventory Management

The first program to be approved by the Institute of Supply Management, you can earn this degree part-time over two years, combining online learning with visits to USD — ranked as one of the most beautiful campuses in the United States.

For More Informationsandiego.edu/msscm msscm@sandiego.edu (619) 260-4860

ToP RaNkeD PRoGRaM

Master’s in Supply Chain Management

Supply In Demand 7_15.indd 2 8/20/15 12:48 PM

23Supply IN Demand

The listing on the following pages is composed of institu-tions offering supply management-related degree programs, certificate programs and distance-learning opportunities.• Courses may be in supply management, materials

management, logistics, purchasing, operations man-agement or related areas.

• Degrees may be a business degree with emphasis in one of these areas.

• Distance-learning opportunities can include courses offered through the internet, video, satellite or other means.

This list is not all-inclusive but may serve as a starting point for identifying training and development opportunities. As a testament to the growth of the profession and its prominence in business, this list (first published by ISM in 1990) continues to grow.

Directory of Supply Management Schools

School listing compiled by INSTITUTE FOR SUPPLY MANAGEMENT®

Be In DemandThe University of San Diego’s Master’s in Supply Chain Management program is ranked in the top 10 by U.S. News & World Report and in the top 25 by Gartner. This means when you graduate, you’ll be even more value-added to your current employer, as well as in demand from some of the top employers worldwide looking for seasoned professionals who excel in:

• Sourcing and Procurement • Global Transportation Management

• Supply and Demand Planning • Logistics Network Design

• Production Planning and Scheduling • Inventory Management

The first program to be approved by the Institute of Supply Management, you can earn this degree part-time over two years, combining online learning with visits to USD — ranked as one of the most beautiful campuses in the United States.

For More Informationsandiego.edu/msscm msscm@sandiego.edu (619) 260-4860

ToP RaNkeD PRoGRaM

Master’s in Supply Chain Management

Supply In Demand 7_15.indd 2 8/20/15 12:48 PM

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

Supply Management Education

24 Supply IN Demand

AlabamaAlabama A&M University n n

College of Business and Public AffairsHuntsville, Alabama | +1 256/372-5000 | www.aamu.edu

Auburn University n n

Raymond J. Harbert College of BusinessAuburn, Alabama | +1 334/844-4835 | www.auburn.edu

Tuskegee University n

Department of Management & MarketingTuskegee, Alabama | +1 334/727-8116www.tuskegee.edu/academics/colleges/cbis.aspx

University of Alabama n n n n n

Culverhouse College of CommerceTuscaloosa, Alabama | 800/828-2622 | www.ua.edu

AlaskaUniversity of Alaska — Anchorage n n n n

College of Business and Public PolicyAnchorage, Alaska | +1 907/786-4100 | http://logistics.alaska.edu

ArizonaArizona State University n n n n n

W. P. Carey School of BusinessTempe, Arizona | +1 480/965-6044 | http://wpcarey.asu.edu

Thunderbird School of Global Management n n n

Glendale, Arizona | 800/848-9084 www.thunderbird.edu

University of Phoenix n n

Business ManagementPhoenix, Arizona | 800/660-6846 | www.phoenix.edu

ArkansasArkansas State University n n

College of BusinessState University, Arkansas | +1 870/972-3515 http://supplychain.uark.edu/undergraduate-program.php

University of Arkansas n n n

Sam M. Walton College of BusinessDepartment of Supply Chain ManagementFayetteville, Arkansas | +1 479/575-7674 | http://supplychain.uark.edu/undergraduateprogram.php

CaliforniaAmerican Graduate University n n n

Covina, California | 877/351-9060www.agu.edu

SCHOOL DIRECTORY

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

25Supply IN Demand

California Maritime Academy n

Vallejo, California | +1 707/654-1000www.csum.edu

California State Polytechnic University — Pomona n n

Technology and Operations Management DepartmentPomona, California | + 1 909/869-2453 | http://cba.csupomona.edu/tom

California State University — Chico n n n

College of BusinessChico, California | +1 530/898-6271 | www.cob.csuchico.edu

California State University — Dominguez Hills n n

College of Extended and International EducationCarson, California | +1 310/243-3730 | www.csudh.edu/supplychainmanagement

California State University — East Bay n n n

College of Business and EconomicsHayward, California | +1 510/885-3323 | www20.csueastbay.edu/academic

California State University — Fullerton n

University Extended EducationFullerton, California | +1 657/278-2611 http://extension.fullerton.edu/ProfessionalDevelopment/Certificates/Supply-Chain

California State University — Long Beach n n n

College of Business AdministrationLong Beach, California | +1 562/985-5590 | http://web.csulb.edu/colleges/cba/msscm

California State University — Los Angeles n n

Department of ManagementLos Angeles, California | +1 323/343-2890 | www.calstatela.edu

California State University — Sacramento n n

College of Business AdministrationSacramento, California | +1 916/278-6578 | www.cba.csus.edu

California State University — San Bernardino n n n

Department of Information and Decison SciencesSan Bernardino, California | +1 909/537-5723 | http://ids.csusb.edu

California State University — San Marcos n n

College of Business AdministrationSan Marcos, California | + 1 760/750-4267 | www.csusm.edu/coba

Golden Gate University n n n n

San Francisco, California | 800/448-4968 | www.ggu.edu

Naval Postgraduate School n n

Graduate School of Business and Public PolicyMonterey, California | +1 831/656-2471 | www.nps.edu

University of California — Irvine n n

UCI ExtensionIrvine, California | +1 949/824-4598 | www.extension.uci.edu

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

Supply Management Education

26 Supply IN Demand

University of California — Los Angeles n n

UCLA ExtensionLos Angeles, California | +1 310/206-1548www.uclaextension.edu/techmanagement

University of California — Riverside n

UC Riverside ExtensionRiverside, California | +1 951/827-4105 | www.extension.ucr.edu

University of California — San Diego n n

UCSD ExtensionSan Diego, California | +1 858/534-3400 | www.extension.ucsd.edu

University of San Diego ISM Approved n n n

Supply Chain Management Institute San Diego, California | +1 619/260-7901 www.sandiego.edu/msscm see profile on page 49

University of San Francisco n n

University of San Francisco OnlineSan Francisco, California | 800/300-1476 | www.usanfranonline.com/ism

University of Southern California n n n

Marshall School of BusinessLos Angeles, California | +1 213/740-5033 | www.marshall.usc.edu

ColoradoColorado State University n College of BusinessFort Collins, Colorado | +1 970/491-6471www.biz.colostate.edu

Colorado Technical University n n n

Colorado Springs, Colorado | +1 855/230-0555http://cs.coloradotech.edu

University of Denver n n

Daniels College of Business Denver, Colorado | +1 303/871-3416 | http://daniels.du.edu

ConnecticutQuinnipiac University see profile on page 48 n n

School of BusinessHamden, Connecticut | 877/403-4277 | www.quinnipiac.edu/qu-online

District of ColumbiaHoward University n n

School of Business Washington, D.C. | +1 202/806-1674 http://sbweb1.bschool.howard.edu/department/center-for-excellence-in-supply- chain-management

SCHOOL OF BUSINESSADMINISTRATIONMaster of Science in

Supply Chain Management

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

27Supply IN Demand

University of the District of Columbia n

School of Business and Public AdministrationWashington, D.C. | +1 202/274-7000 | www.udc.edu

FloridaEmbry-Riddle Aeronautical University n n

Worldwide CampusDaytona Bearch, Florida | 800/522-6787 | http://worldwide.erau.edu

Florida A&M University n

School of Business and Industry Tallahassee, Florida | +1 850/599-3565 | www.famu.edu

Florida Atlantic University n n n

Executive EducationBoca Raton, Florida | +1 561/297-2709 | www.business.fau.edu/cpsm

Florida Institute of Technolgy n n n

Extended StudiesMelbourne, Florida | +1 321/674-8000 | www.fit.edu

Florida International University n n

Ryder Center for Supply Chain Management Miami, Florida | +1 305/348-2571 | http://business.fiu.edu/ryder/index.cfm

Florida State University n n

Department of MarketingTallahassee, Florida | +1 850/644-4094 | http://business.fsu.edu/

Nova Southeastern University n n

Huizenga Business SchoolFort Lauderdale-Davie, Florida | +1 954/262-5067www.huizenga.nova.edu

University of Florida n n

MBA ProgramsGainesville, Florida | +1 352/392-2397 | www.floridamba.ufl.edu

University of North Florida n n n

Coggin College of BusinessJacksonville, Florida | +1 904/620-1961 | www.unf.edu/coggin/trans_logist

GeorgiaClark Atlanta University n n

The School of BusinessAtlanta, Georgia | +1 404/880-8454 | www.cau.edu

Clayton State University n n

College of BusinessMorrow, Georgia | +1 678/466-4500 | http://business.clayton.edu

Dalton State College n

School of BusinessDalton, Georgia | +1 706/272-4507 | www.daltonstate.edu

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

Supply Management Education

28 Supply IN Demand

Georgia College and State University n

J. Whitney Bunting College of BusinessMilledgville, Georgia | +1 478/327-7376 | www.gcsu.edu/business/mlscm.htm

Georgia Institute of Technology n n n n n

The Supply Chain & Logistics Institute Atlanta, Georgia | +1 404/894-2343 | www.scl.gatech.edu

Georgia Southern University n n

College of Business AdministrationStatesboro, Georgia | +1 912/478-2622 | http://coba.georgiasouthern.edu

Kennesaw State University n n

College of Engineering and Engineering TechnologyMarietta, Georgia | +1 678/915-7243 | http://www.kennesaw.edu/engineering

IdahoBoise State University n

College of Business and EconomicsBoise, Idaho | +1 208/426-1125 | http://cobe.boisestate.edu/itscm

IllinoisDePaul University n n n

Driehaus College of Business/Management Development CenterChicago, Illinois | +1 312/362-5358 | www.cpe.depaul.edu

Elmhurst College n n

Center for Business and EconomicsElmhurst, Illinois | +1 630/279-4100 | http://elmhurst.edu

Governors State University n n n

College of Business and Public AdministrationUniversity Park, Illinois | +1 708/235-7485 | www.govst.edu

Loyola University Chicago n n n

Quinlan School of BusinessChicago, Illinois | +1 312/915-6113 | www.luc.edu

Northern Illinois University n

College of BusinessDeKalb, Illinois | +1 815/753-5000 | www.niu.edu

Northwestern University n n n

The Transportation CenterEvanston, Illinois | +1 847/491-7287 | http://transportation.northwestern.edu

University of Illinois n College of BusinessUrbana-Champaign, Illinois | +1 217/333-4240https://business.illinois.edu/ba/programs/ugrad/supply-chain

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

29Supply IN Demand

Western Illinois University n n n n

College of Business and TechnologyMacomb, Illinois | +1 309/298-1535 | www.wiu.edu/SCMNOW

IndianaIndiana State University n n

Scott College of BusinessTerre Haute, Indiana | +1 812/237-2000 | www.indstate.edu/business

Indiana University — Bloomington n n n n n

Kelley School of BusinessBloomington, Indiana | +1 812/855-8100 | www.iub.edu

Purdue University n n n

Krannert School of ManagementWest Lafayette, Indiana | +1 765/494-9700 | www.mgmt.purdue.edu

University of Indianapolis n n n

School of BusinessIndianapolis, Indiana | +1 317/788-3378 | www.uindy.edu

Vincennes University n n n

Logistics Training and Education Center (LTEC)Vincennes, Indiana | +1 317/381-6099 | www.VUlogistics.com

IowaAshford University n n n

Forbes School of BusinessClinton, Iowa | 866/711-1700 | www.ashford.edu/online

Iowa State University see profile on page 48 n n n

College of BusinessAmes, Iowa | +1 515/294-3659 | www.business.iastate.edu

University of Northern Iowa n

College of Business AdministrationCedar Falls, Iowa | +1 319/273-6240 | www.cba.uni.edu

KansasKansas State University n n n

Department of ManagementManhattan, Kansas | +1 785/532-6296 | www.cba.k-state.edu

Southwestern College n n

Professional StudiesWichita, Kansas | +1 316/684-5335 | www.southwesterncollege.org

University of Kansas n n

FEDS (Finance, Economics and Decision Sciences) School of Business Lawrence, Kansas | +1 785/864-7500 | www.business.ku.edu

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

Supply Management Education

30 Supply IN Demand

KentuckyEastern Kentucky University see profile on page 46 n n

College of Business and TechnologyRichmond, Kentucky | +1 859/622-1409 | http://business.eku.edu

Louisiana Louisiana State University n n

E.J. Ourso College of BusinessBaton Rouge, Louisiana | +1 225/578-3211 | www.bus.lsu.edu

Southeastern Louisiana University n

Department of Marketing and Supply Chain ManagementHammond, Louisiana | 800/222-7358 | www.southeastern.edu

Southern University and A&M College n n

College of BusinessBaton Rouge, Louisiana | +1 225/771-5640 | www.subr.edu

MaineMaine Maritime Academy n n

Department of International Business and Logistics Castine, Maine | +1 207/326-2212 | http://ibl.mainemaritime.edu

MarylandTowson University n n

College of Business and Economics Towson, Maryland | +1 410/704-2000 http://grad.towson.edu/program/master/scmg-ms/

University of Maryland — College Park n n n

Robert H. Smith School of BusinessCollege Park, Maryland | +1 301/405-2286 | www.rhsmith.umd.edu

University of Maryland — University College n n

Department of ManagementAdelphi, Maryland | 800/888-8682 | www.umuc.edu/grad/gradprograms

MassachusettsMassachusetts Institute of Technology n n n

Center for Transportation and LogisticsCambridge, Massachusetts | +1 617/253-5320 | www.mit.edu

Northeastern University n n n n

D’Amore-McKim School of BusinessBoston, Massachusetts | +1 617/373-3232 | http://damore-mckim.northeastern.edu

Suffolk University n

Sawyer Business School Boston, Massachusetts | +1 617/573-8302 | www.suffolk.edu/business

MichiganCentral Michigan University n

College of Business AdministrationMount Pleasant, Michigan | +1 989/774-4000 | www.cba.cmich.edu

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

31Supply IN Demand

Eastern Michigan University n n n

College of BusinessYpsilanti, Michigan | +1 734/487-4140 | www.scm.emich.edu/cob

Ferris State University n n

College of BusinessBig Rapids, Michigan | +1 231/591-2420 | www.ferris.edu/ business

Grand Valley State University n

Seidman College of BusinessAllendale, Michigan | +1 616/331-7490 | www.gvsu.edu/ business

Michigan State University see profile on page 48 n n n n n

Broad College of BusinessEast Lansing, Michigan | +1 517/432-6458 | http://broad.msu.edu

University of Michigan n n n

Ross School of BusinessAnn Arbor, Michigan | +1 734/647-1396 | https://michiganross.umich.edu/mscm

Wayne State University n n n

School of Business AdministrationDetroit, Michigan | +1 313/577-4501 | www.business.wayne.edu/gscm

Western Michigan University n

Haworth College of BusinessKalamazoo, Michigan | +1 269/387-5860 | www.wmich.edu/supplychain

MinnesotaCapella University n n n School of Business and TechnologyMinneapolis, Minnesota | 888/CAPELLA (227-3552) | www.capella.edu

Metropolitan State University n n

College of ManagementMinneapolis, Minnesota | +1 651/793-1302 | www.metrostate.edu

University of Minnesota n n n n

Carlson School of ManagementMinneapolis, Minnesota | +1 612/625-0027 | www.csom.umn.edu

University of St. Thomas n

Opus College of BusinessMinneapolis, Minnesota | +1 651/962-5544 | www.stthomas.edu/business

Walden University n n n

Online ProgramsMinneapolis, Minnesota | 866/492-5336| www.waldenu.edu

MississippiUniversity of Southern Mississippi n n

College of Science and TechnologyHattiesburg, Mississippi | +1 601/266-4883 | www.usm.edu/academics

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

Supply Management Education

32 Supply IN Demand

MissouriFontbonne University n n

Saint Louis, Missouri | +1 314/889-4672 | www.fontbonne.edu

Missouri State University n n

College of BusinessSpringfield, Missouri | +1 417/836-5646 | http://business.missouristate.edu

Park University n n n

School of BusinessParkville, Missouri | +1 816/584-6345 | www.park.edu

Saint Louis University n n

John Cook School of BusinessSt. Louis, Missouri | +1 314/977-3800 | www.slu.edu

University of Missouri — St. Louis n n n n n

College of Business AdministrationSt. Louis, Missouri | +1 314/516-6125 | www.umsl.edu

Washington University in St. Louis n n n n

Olin Business SchoolSt. Louis, Missouri | 888/622-5115 | www.olin.wustl.edu

Webster University n n n

George Herbert Walker Bush School of Business and TechnologySt. Louis, Missouri | +1 314/968-5950 | www.websteruniv.edu

NebraskaBellevue University n n n

College of BusinessBellevue, Nebraska | +1 402/293-2000 | www.bellevue.edu/degrees

University of Nebraska at Kearney n College of Business and TechnologyKearney, Nebraska | +1 308/865-8342 | www.unk.edu/scm

New HampshireSouthern New Hampshire University n n

School of BusinessManchester, New Hampshire | +1 603/644-3102 | www.snhu.edu

New JerseyBloomfield College n

Business AdministrationBloomfield, New Jersey | 800/668-1249 | www.bloomfield.edu

Rider University n

College of Business AdministrationLawrenceville, New Jersey | +1 609/895-5517www.rider.edu/cba

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

33Supply IN Demand

Rutgers University n n n n

Rutgers Business SchoolNewark and New Brunswick, New Jersey | +1 973/353-5205 www.business.rutgers.edu/scmms

Seton Hall University n n

Stillman School of Business South Orange, New Jersey | +1 973/761-9262 | www.shu.edu

Stevens Institute of Technology n n n

Howe School of Technology Management Hoboken, New Jersey | +1 201/216-5550 | www.stevens.edu/howe

Thomas Edison State College n n Trenton, New Jersey | 888/442-8372www.tesc.edu

New YorkBinghampton University n n School of ManagementBinghamton, New York | +1 607/777-2000www.binghamton.edu/som

Clarkson University n n n n

School of BusinessPotsdam, New York | +1 315/268-2300 | www.clarkson.edu/business

Columbia University n n n

Columbia Business SchoolNew York, New York | +1 212/854-5553 | www8.gsb.columbia.edu

Niagara University n n n

Department of ManagementNiagara University, New York | +1 716/285-1212 | www.niagara.edu/supplychain

State University of New York — Plattsburgh n

Plattsburgh, New York | +1 518/564-4188www.plattsburgh.edu/academics/gscm

Syracuse University n n n n

Whitman School of ManagementSyracuse, New York | +1 315/443-3751 | http://whitman.syr.edu

University at Buffalo n n School of ManagementBuffalo, New York | +1 716/645-3500 | http://mgt.buffalo.edu

University of Rochester n n

Simon Graduate School of Business Rochester, New York | +1 585/275-3533 | www.simon.rochester.edu

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

Supply Management Education

34 Supply IN Demand

North CarolinaAppalachian State University n

Walker College of BusinessBoone, North Carolina | +1 828/262-2057 | www.appstate.edu

Duke University n

Fuqua School of BusinessDurham, North Carolina | +1 919/660-7700 | www.fuqua.duke.edu

East Carolina University n n n

College of BusinessGreenville, North Carolina | +1 252/328-6368 | www.ecu.edu/business

Lenoir Community College n n

Kinston, North Carolina | +1 252/527-6223 www.lenoircc.edu

North Carolina A&T State University n n n

School of Business and EconomicsGreensboro, North Carolina | +1 336/334-7229 | http://scm.ncsu.edu

North Carolina State University n n

Poole College of ManagementRaleigh, North Carolina | +1 919/513-7100 | www.poole.ncsu.edu

The University of North Carolina at Greensboro see profile on page 47 n n n

Department of Information Systems and Supply Chain ManagementGreensboro, North Carolina | +1 336/334-5687 | http://bae.uncg.edu/isscm

University of North Carolina at Chapel Hill n

Kenan-Flagler Business SchoolChapel Hill, North Carolina | +1 919/962-3236 | www.kenan-flagler.unc.edu

University of North Carolina at Wilmington n n

Cameron School of BusinessWilmington, North Carolina | +1 910/962-3777 | www.csb.uncw.edu

OhioAir Force Institute of Technology n n Graduate School of Engineering & ManagementWright-Patterson AFB, Ohio | +1 937/255-6565 | www.afit.edu

Ashland University n Dauch College of Business and EconomicsAshland, Ohio | +1 419/289-4142www.ashland.edu/cobe/majors/supply-chain-management

Bowling Green State University n

College of BusinessBowling Green, Ohio | +1 419/372-3411 | www.bgsu.edu/business/management.html

Case Western Reserve University n

Weatherhead School of ManagementCleveland, Ohio | +1 216/368-2030 | http://weatherhead.case.edu

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

35Supply IN Demand

Cleveland State University n n n n

Monte Ahuja College of BusinessCleveland, Ohio | +1 216/687-4741 | www.csuohio.edu/business/osm

John Carroll University n

Boler School of BusinessUniversity Heights, Ohio | +1 216/397-1886 | http://bsob.jcu.edu

Miami University n

Farmer School of BusinessOxford, Ohio | +1 513/529-1712 | www.fsb.muohio.edu/scm

The Ohio State University n n n

Fisher College of BusinessColumbus, Ohio | +1 614/292-2715 http://fisher.osu.edu/ftmba/academics/majors/operations-and-logistics

University of Akron n n

College of Business AdministrationAkron, Ohio | +1 330/972-7041 | www.uakron.edu/cba

University of Cincinnati n n n

Department of Operations, Business Analytics and Information SystemsCincinnati, Ohio | +1 513/556-7002 | www.business.uc.edu

University of Dayton n n School of Business AdministrationDayton, Ohio | +1 937/229-1000 | www.udayton.edu/business

University of Toledo n n n

College of Business and InnovationToledo, Ohio | +1 419/530-2087 | www.utoledo.edu/business

Wright State University n n

Raj Soin College of BusinessDayton, Ohio | 877/466-2231 | www.wright.edu/business

OklahomaLangston University n

School of Business Langston, Oklahoma | +1 405/466-3207 | www.langston.edu

Northeastern State University n

College of Business and TechnologyTahlequah, Oklahoma | +1 918/444-2900 | www.cbt.nsuok.edu

University of Central Oklahoma n

Information Systems and Operations ManagementEdmond, Oklahoma | +1 405/974-2828 | http://busn.uco.edu/isom/oscm

University of Oklahoma n n n

Price College of BusinessNorman, Oklahoma | +1 405/325-3611 | http://price.ou.edu

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

Supply Management Education

36 Supply IN Demand

Oregon

Portland State University ISM Approved n n

School of Business AdministrationPortland, Oregon | +1 503/725-3721 www.sba.pdx.edu

PennsylvaniaDrexel University n

LeBow College of BusinessPhiladelphia, Pennsylvania | +1 215/895-2000 http://catalog.drexel.edu

Duquesne University n n

Palumbo Donahue School of Business AdministrationPittsburgh, Pennsylvania | +1 412/396-6277 www.duq.edu/academics/schools/business

Lehigh University n n n n

College of Business and EconomicsBethlehem, Pennsylvania | +1 610/758-3400 | www.lehigh.edu

Pennsylvania State University n n n n n

Smeal College of BusinessUniversity Park, Pennsylvania | +1 814/863-1947 | www.smeal.psu.edu/sc

Saint Joseph’s University n n n n

University CollegePhiladelphia, Pennsylvania | +1 610/660-2250 | www.sju.edu/uc

Shippensburg University n n n John L. Grove College of BusinessShippensburg, Pennsylvania | +1 717/477-1502 | www.ship.edu/business

University of Pennsylvania n n n

Wharton SchoolPhiladelphia, Pennsylvania | +1 215/898-5872 | www.wharton.upenn.edu

University of Scranton n n n n

Kania School of ManagementScranton, Pennsylvania | +1 570/941-4208 www.scranton.edu/academics/ksom/oim

Rhode IslandBryant University n n

College of BusinessSmithfield, Rhode Island | +1 401/232-6000 | www.bryant.edu

University of Rhode Island n n

Kingston, Rhode Island | +1 401/874-1000http://web.uri.edu/catalog/supply-chain-management

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

37Supply IN Demand

South CarolinaClemson University n n n

Department of ManagementClemson, South Carolina | +1 864/656-2624 | www.clemson.edu

College of Charleston n n

Department of Supply Chain and Information ManagementCharleston, South Carolina | +1 843/953-5627 http://sb.cofc.edu/undergraduate/minors/globallogistics/index.php

The Citadel n

School of BusinessCharleston, South Carolina | +1 843/953-5056 | www.citadel.edu/root/csb

University of South Carolina n n n n

Darla Moore School of BusinessColumbia, South Carolina | +1 803/777-3176 | www.mooreschool.sc.edu

TennesseeMiddle Tennessee State University n

Department of Management and MarketingMurfreesboro, Tennessee | +1 615/898-2736 | www.mtsu.edu/business

Tennessee State University n n

College of BusinessNashville, Tennessee | +1 615/963-7124 | www.tnstate.edu/business

University of Memphis n

Department of Marketing and Supply Chain ManagementMemphis, Tennessee | +1 901/678-2667 | www.memphis.edu

University of Tennessee n n n

Haslam College of BusinessKnoxville, Tennessee | +1 865/974-4116 http://haslam.utk.edu

Vanderbilt University n

Owen Graduate School of ManagementNashville, Tennessee | +1 615/322-6469 | www.owen.vanderbilt.edu

TexasBaylor University n

Hankamer School of BusinessWaco, Texas | +1 254/710-1611 | www.baylor.edu

Sam Houston State University n

Department of Management and MarketingHuntsville, Texas | +1 936/294-1254 | www.shsu.edu

St. Edward’s University n

Graduate School of ManagementAustin, Texas | +1 512/448-8400 | www.stedwards.edu

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

Supply Management Education

38 Supply IN Demand

Stephen F. Austin State University n

Department of Management, Marketing and International BusinessNacogdoches, Texas | +1 936/468-4103 | www.sfasu.edu

Texas A&M International University n

A.R. Sanchez, Jr. School of BusinessLaredo, Texas | +1 956/326-2480 | www.tamiu.edu/coba

Texas A&M University n n n

Mays Business SchoolCollege Station, Texas | +1 979/845-4711 | http://mays.tamu.edu

Texas Christian University n n

M.J. Neeley School of BusinessFort Worth, Texas | +1 817/257-7225 | www.neeley.tcu.edu

University of Dallas n

Graduate School of ManagementIrving, Texas | +1 972/721-5000 | www.udallas.edu

University of Houston n n n

C.T. Bauer College of BusinessHouston, Texas | +1 713/743-4900 | www.bauer.uh.edu

University of Houston — Clear Lake n

Center for Advanced Management ProgramsHouston, Texas | +1 281/283-7600 | www.uhcl.edu/camp

University of Houston — Downtown n n n

College of BusinessHouston, Texas+1 713/221-8000www.uhd.edu

University of North Texas n n

Department of ManagementDenton, Texas | +1 940/565-3140 | www.coba.unt.edu/mgmt

University of Texas — Austin n n n

McCombs School of BusinessAustin, Texas | +1 512/471-5921 | www.mccombs.utexas.edu

University of Texas — Dallas ISM Approved n n n n n

Naveen Jindal School of ManagementRichardson, Texas | +1 972/883-5901 http://som.utdallas.edu see profile on page 48

University of Texas — El Paso n n

College of Business AdministrationEl Paso, Texas | +1 915/747-5241 | http://business.utep.edu

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

39Supply IN Demand

UtahBrigham Young University n n

Marriott SchoolProvo, Utah | +1 801/422-2444 | http://marriottschool.byu.edu

Weber State University n n n

Goddard School of Business and EconomicsOgden, Utah | +1 801/626-7307 | www.weber.edu/sbe

VirginiaAmerican Public University System n n n n

Department of Transportation and Logistics ManagementManassas, Virginia | 877/755-2787 | www.apu.apus.edu

Hampton University n n

School of Business Hampton, Virginia | +1 757/727-5361 | www.hamptonu.edu

Old Dominion University n n n

College of Business and Public AdministrationNorfolk, Virginia | +1 757/683-3520 | www.odu.edu/bpa

University of Virginia n n n

School of Continuing and Professional StudiesCharlottesville, Virginia | 800/346-3882 | www.scps.virginia.edu

Virginia Tech n

Pamplin College of BusinessBlacksburg, Virginia | +1 540/231-6596 | www.bit.vt.edu

WashingtonCentral Washington University n n

College of BusinessEllensburg, Washington | +1 425/640-1574 | www.cwu.edu

University of Washington n n n

Michael G.Foster School of Business Seattle, Washington | +1 206/543-6849 | www.foster.uw.edu

Western Washington University n

Department of Decision SciencesBellingham, Washington | +1 360/650-3902http://cbe/wwu.edu/dsci

West VirginiaWest Virginia University n n

College of Business and EconomicsMorgantown, West Virginia | +1 304/293-3011 | www.be.wvu.edu

WisconsinMarquette University — Milwaukee n n

Center for Supply Chain ManagementMilwaukee, Wisconsin | +1 414/288-6386 | www.marquette.edu/supplychain

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

Supply Management Education

40 Supply IN Demand

University of Wisconsin — Eau Claire n

Department of Management and MarketingEau Claire, Wisconsin | +1 715/836-3677 | www.uwec.edu/cob

University of Wisconsin — Madison n n n

Grainger Center for Supply Chain ManagementMadison, Wisconsin | +1 608/262-1941 | www.bus.wisc.edu/grainger

University of Wisconsin — Milwaukee n n n

Lubar School of BusinessMilwaukee, Wisconsin | +1 414/229-4235 http://uwm.edu/business/academics

University of Wisconsin — Platteville n n n

School of Business Platteville, Wisconsin | +1 608/342-1468www.uwplatt.edu/business/academic-programs-school-business

University of Wisconsin — Stout n n

College of Management Menomonie, Wisconsin | +1 715/232-1111 | www.uwstout.edu

University of Wisconsin — Superior see profile on page 49 n n

Transportation and Logistics ManagementSuperior, Wisconsin | +1 715/394-8230 www.uwsuper.edu/acaddept/dbe/trans/index.cfm

University of Wisconsin — Whitewater n n

College of Business and EconomicsWhitewater, Wisconsin | +1 262/472-1343 | www.uww.edu/cobe

International Universities Australia Curtin University n n

Curtin Business SchoolPerth | 61-8-9266-9266 | http://business.cbs.curtin.edu.au

Southern Cross University n n n

Business School Lismore | 61-2-1800-659-460 | http://.scu.edu.au/business

University of South Australia n n n n

School of ManagementAdelaide | 61-8-8302-2376 | www.unisa.edu.au

CanadaConestoga n n n

School of BusinessKitchener, Ontario | +1 519/748-5220 | www.conestogac.on.ca

Ryerson University n

Yates School of Graduate Studies Toronto, Ontario | +1 416/979-5000 | www.ryerson.ca

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

41Supply IN Demand

Seneca College n

College of Business AdministrationToronto, Ontario | +1 416/491-5050 ext. 22840 | www.seneca.on.ca

University of Manitoba n n

Asper School of BusinessWinnipeg, Manitoba | +1 204/474-9353 | http://umanitoba.ca/asper

Wilfrid Laurier University n n n

School of Business and EconomicsWaterloo, Ontario | +1 519/884-1970 | www.wlu.ca

ChinaFudan University n n n

School of Management Shanghai | 86-21-55664888 | www.fdsm.fudan.edu.cn/en

Jiao Tong University n

Antai College of Economics and ManagementShanghai | 86-21-54740000 | http://en.sjtu.edu.cn

FranceAudencia Nantes n n

School of ManagementNantes | 33-2-40-37-34-34 | www.audencia.com/

EESEC Business School n

Operation Management DepartmentCergy-Pontoise Cedex | 33-1-34-43-30-00 | www.essec.edu

GermanyEBS Business School n n n

Institute for Supply Chain Management (ISCM)Wiesbaden | 49-611-7102-2100 | www.ebs.edu/iscm

University of Stuttgart n n

Department of Business Administration Baden-Wurttemberg | 49-711-685-6000 | www.bwi.uni-stuttgart.de

WHU-Otto Beisheim School of Management n n n

Vallendar | 49-261-6509-0 | www.whu.edu

ItalyPolitecneco di Milano n n n

MIP School of ManagementMilan | 39-02-2399-2820 | www.mip.polimi.it

TurkeyDogus University n

Institute of Science & TechnologyIstanbul | 90-216-4447997 | www.dogus.edu.tr/en

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

Supply Management Education

42 Supply IN Demand

United KingdomCranfield University n n n

School of ManagementBedfordshire, England | 44-0-1234-751122 | www.som.cranfield.ac.uk

Heriot-Watt University n

School of Management & LanguagesEdinburgh, Scotland | 44-131-4513284 | www.sml.hw.ac.uk

Kingston University n

School of Business Kingston Upon Thames, England | 44-020-8417-5203 | www.kingston.ac.uk

The Robert Gordon University n n

Aberdeen Business SchoolAberdeen, Scotland | 44-1224-262000 | www.rgu.ac.uk

University of Birmingham n

Birmingham Business SchoolBirmingham, England | 44-121-414-4378 | www.mba.bham.ac.uk

University of Huddersfield n n n n

School of Applied SciencesHuddersfield, England | 44-1484-422288 | www.hud.ac.uk

University of Hull n n n

Hull University Business SchoolHull, England | 44-0-1482-346311 | www2.hull.ac.uk

University of Liverpool n n

School of Management Liverpool, England | 877/256-1937 | www.university-liverpool-online.com

University of Manchester n

Manchester Business SchoolManchester, England | 44-161-820-8344www.mbs.ac.uk/programmes

University of Roehampton, London Online n

Business School - Online ProgrammesLondon, England | 31-20-719-2555 | http://roehampton-online.com

University of Salford n

Salford Business SchoolSalford, England | 44-161-2955000 | www.business.salford.ac.uk

University of Strathclyde n

Strathclyde Business School Glasgow, Scotland | 44-1415-5524400 | www.strath.ac.uk

43Supply IN Demand

As a supply management professional, you may find that all eyes are on you to carry the banner for sustainability and social respon-sibility as your projects reach out to every function within the organization. If you work in manufacturing, the components that go into your product will be scrutinized for green aspects as well as any labor issues that may relate to ethics and social responsibility. As you strive to maintain a socially responsible supply chain, knowledge and best practices within the sustainability arena will be a necessary part of your supply management toolkit.

Sustainability and social responsibility are no longer endeavors that only touch public entities and boutique enterprises. These are strategies that are woven into every area of the organization. Turn the page for a listing of universities and colleges that offer programs in sustainability education.

A Sustainable Career Advantage

ISM DefinitionsSustainability is the ability to meet current needs without hindering the ability to meet the needs of future generations in terms of eco-nomic, environmental and social challenges.

Social Responsibility is a framework of mea-surable corporate policies and procedures and resulting behavior designed to benefit the workplace and, by extension, the indi-vidual, the organization and the community in the following areas: community, diversity and inclusiveness — supply base; diversity and inclusiveness — workforce; environment; ethics; financial responsibility; human rights; health and safety; and sustainability.

School listing compiled by INSTITUTE FOR SUPPLY MANAGEMENT®

44 Supply IN Demand

Arizona Arizona State University n n n n

School of SustainabilityTempe, Arizona | +1 480/727-6963 | http://schoolofsustainability.asu.edu

CaliforniaDominican University of California n

San Rafael, California | +1 415/485-3204www.greenmba.com

Humboldt State University n

School of BusinessArcata, California | +1 707/826-3224http://www2.humboldt.edu/business

Pepperdine University n

Graziadio School of Business and Management Malibu, California | +1 310/568-5787 http://bschool.pepperdine.edu/programs/executive-education/certificate-csr

Presidio Graduate School n n

San Francisco, California | +1 415/655-8914 http://www.presidioedu.org/academics/sustainable-management

San Francisco State University n

San Francisco, California | +1 415/817-4300http://cob.sfsu.edu/cob/sustainable-center/mba-emphasis

University of California, Berkeley n

Haas School of BusinessBerkeley, California | +1 510/642-1405http://mba.haas.berkeley.edu

University of California — Irvine n n

Irvine, California | +1 949/824-5990 http://unex.uci.edu/areas/sustainability/solutions

University of California — Los Angeles n

Anderson School of ManagementLos Angeles, California | +1 310/825-5008 www.environment.ucla.edu/lis

University of California — San Diego n n

San Diego, California | +1 858/534-8139http://extension.ucsd.edu

ColoradoColorado State University n

Fort Collins, Colorado | +1 970/491-6937www.biz.colostate.edu/gsse

University of Colorado, Boulder n

Sustainable Practices ProgramBoulder, Colorado | +1 866/604-7790 | http://sustainable.colorado.edu

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

SCHOOL DIRECTORYSustainability Education

45Supply IN Demand

Connecticut Yale University n

School of ManagementNew Haven, Connecticut | +1 203/432-6035http://som.yale.edu

District of ColumbiaAmerican University n

Washington, D.C. | +1 200/885-1000www.american.edu/kogod/graduate/mssm_degree_requirements.cfm

FloridaSt. Petersburg College n

St. Petersburg, Florida | +1 727/341-4772www.spcollege.edu/sustainabilityBAS

University of South Florida n

Tampa, Florida | +1 813/974-9694http://patel.usf.edu

IllinoisIllinois Institute of Technology n

Chicago, Illinois | +1 312/906-6500http://stuart.iit.edu/programs/master-business-administration-mba

University of Chicago n

Chicago, Illinois | +1 773/702-1729https://grahamschool.uchicago.edu/noncredit/certificates

Iowa Maharishi University of Management n

Fairfield, Iowa | 800/369-6480http://www.mum.edu/mba/welcome.html

LouisianaLouisiana Tech University n n n

Ruston, Louisiana | +1 318/257-4526www.business.latech.edu/mgmt/index.htm

MaineUniversity of Maine n

Orono, Maine | +1 207/581-1968www.umaine.edu/business/degrees-and-programs/mba/graduate-programs

MassachusettsBrandeis University n

Waltham, Massachusetts | +1 781/736-2753http://heller.brandeis.edu/mba/sustainable-development.html

MIT n n

Sloan School of Management Cambridge, Massachusetts | +1 617/258-5434http://mitsloan.mit.edu/mba/program-components

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

Sustainability Education

46 Supply IN Demand

MichiganAquinas College n n n

Grand Rapids, Michigan | +1 616/632-2191www.aquinas.edu/sb

University of Michigan n

Ross School of BusinessAnn Arbor, Michigan | +1 734/615-5002http://michiganross.umich.edu/full-time-mba

New HampshireAntioch University New England n n

Keene, New Hampshire | +1 603/283-2127www.antiochne.edu/om/mba

Dartmouth College n

Tuck School of BusinessHanover, New Hampshire | +1 603/646-8825www.tuck.dartmouth.edu

New YorkBard College n

Annandale-on-Hudson, New York | +1 845/758-7388www.bard.edu/mba/program

Columbia University n

School of Continuing EducationNew York, New York | +1 212/854-9666http://ce.columbia.edu/sustainability-management

Cornell University n

Johnson School of BusinessIthaca, New York | +1 607/255-4526www.johnson.cornell.edu/Two-Year-MBA

Ithaca College n Ithaca, New York | +1 607/274-3143www.ithaca.edu/hs/depts/envstudies

North CarolinaAppalachian State University n

Boone, North Carolina | +1 828/262-2922 http://mba.appstate.edu

University of North Carolina at Chapel Hill n

Chapel Hill, North Carolina | +1 919/962-3236www.kenan-flagler.unc.edu/sustainable-enterprise/education/mba-concentration

OregonMarylhurst University n n n n

Marylhurst, Oregon | 800/634-9982www.marylhurst.edu/greenmba

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

Sustainability Education

47Supply IN Demand

Portland State University n n n n

Institute for Sustainable SolutionsPortland, Oregon | +1 503/725-8556 | www.pdx.edu/sustainability

University of Oregon n n

Lundquist College of BusinessEugene, Oregon | +1 541/346-3356 | https://business.uoregon.edu/centers/csbp

PennsylvaniaDuquesne University n

Pittsburgh, Pennsylvania | +1 412/396-5357http://mba.sustainability.duq.edu

South CarolinaFurman University n

Greenville, South Carolina | +1 864/294-3136 | www.fusbp.com

VermontGreen Mountain College n n

Poultney, Vermont | +1 802/287-8338 | http://greenmba.greenmtn.edu

Marlboro College Graduate School n n

Brattleboro, Vermont | 888/258-5665, extension 209http://gradschool.marlboro.edu/academics/mba

WashingtonBainbridge Graduate Institute n n

Bainbridge Island, Washington | +1 206/855-9559www.bgi.edu/academics/sustainable-business

City University of Seattle n

Seattle, Washington | 888/422-4898http://www.cityu.edu/programs/som/mba.aspx

WisconsinUniversity of Wisconsin — Extension n n n

877/895-3276 | http://sustain.wisconsin.edu

Mas

ter’s

Ass

ocia

te’s

Ph.D

.

Bach

elor

’s

Cer

tifica

te P

rogr

amD

ista

nce

Lear

ning

Sustainability Education

ADVERTISERS INDEX

Michigan State University ............................................................................................................................... IFC

ISM Student Membership .................................................................................................................................. 9

Eastern Kentucky University ............................................................................................................................ 13

University of San Diego ................................................................................................................................... 22

Cleveland State University ............................................................................................................................... 49

48 Supply IN Demand

Contact: Dr. Thomas L. Erekson Dean, College of Business and Technology

+1 859/622.1409

+1 859/622.1413

521 Lancaster Ave., BTC 214 Richmond, KY 40475 U.S.

ekubusiness@eku.edu

http://business.eku.edu

Our vision is to be known for graduating the most coveted business students in the region.

Housed in the Business & Technology Center, EKU’s School of Business undergraduate and graduate degree programs have produced global leaders and innovators. Are you the next great business leader?

AACSB accreditation means that EKU’s School of Business is one of the best business schools in the world. AACSB-accredited schools have better programs, better faculty, better students with higher overall GPAs, more international students, more employers that recruit from them, and graduates that receive better salaries.

Start YOUR path to leadership success with EKU’s School of Business!

Eastern Kentucky University’s School of Business

f

a

e

w

Contact: Dr. Jackie Rees Ulmer

+1 515/294.3659

+1 515/294.2534

Department of Supply Chain & Information Systems 2167 Union Dr., Gerdin Business Building Ames, IA 50011-2 027 U.S.

jrulmer@iastate.edu

www.business.iastate.edu

The supply chain management program in the College of Business at Iowa State University is recognized among the top programs of its kind, providing students with the knowledge to manage labor, equip-ment, materials and the information systems infrastructure required to satisfy demanding customers. Students learn from world-renowned faculty and industry experts on topics ranging from transportation, production and inventory control, to customer service, warehousing and distribution.

Our department offers undergraduate, MBA and doctoral degree programs and collaborates with other departments in the university to offer customized programs. Our graduates are highly sought-after by many Fortune 500 firms. We help prepare our students for the adventure of business, no matter where it takes them, from a step away to a world away. Iowa State University’s College of Business is accredited by AACSB.

Iowa State University

f

a

e

w

Contact: Nancy M. Taylor

+1 517/432.6458

+1 517/432.1112

632 Bogue St. Room 370 East Lansing, MI 48824 U.S.

taylor@broad.msu.edu

http://broad.msu.edu

Michigan State University has been ranked the #1 U.S. Supply Chain School for five consecutive years and named the best source of SCM talent by SCM World. This world-class reputation for providing supply chain solutions has been extended to individuals across the globe. Through a Master’s degree or certificate program, you can explore SCM global trends and contemporary issues with some of the top SCM researchers in the country. With 100% online certifi-cates and a blended Master’s program combining online courses with campus visits, you can boost your career and advance your education with an option that best fits you.

Develop your skills in the key areas top employers are looking for:• End-to-End Strategic SCM• Strategic Sourcing & Procurement• Operations, Planning & Scheduling• Global Supply Chain Management• Logistics, Distribution & Channel Management

f

a

e

w

Michigan State University’s Broad College Department of Supply Chain Management Contact: Admissions

+1 877/403.4277

275 Mount Carmel Avenue Hamden, CT 06518 U.S.

quonlineadmissions@quinnipiac.edu

https://quonline.quinnipiac.edu/

Quinnipiac University was an early adopter of online learning. Founded in 2001, Quinnipiac University Online has developed a high level of expertise in the design and delivery of online learning.

Offered through the School of Business, the online Master of Busi-ness Administration (MBA) – Supply Chain Management track pre-pares students to effectively lead an efficient corporate supply chain. Graduates of the program will be able to spot logistical complica-tions and generate effective solutions to keep business running smoothly. This program can be completed entirely online and is taught by the same experienced faculty who teach on-campus.

In addition, the School of Business at Quinnipiac University is AACSB accredited, and Quinnipiac’s online MBA program has been ranked as a top program in 2016 by U.S .News & World Report.

Quinnipiac University Online

a

e

w

49Supply IN Demand

Contact: Malinda Spencer

+1 336/334.5687

+1 336/334.5580

479 Bryan School of Business and Economics P.O. Box 26170 Greensboro, NC 27402-6170 U.S.

sconline@uncg.edu

http://bae.uncg.edu/isscm

Today’s global economy requires linking multiple entities into a well-knit unit, with skilled managers needed to make the connections. The Bryan School of Business and Economics prepares professionals to take up these challenges with confidence. After taking flexible online courses, whether at the undergraduate level (Bachelor of Science in information systems and supply chain management) or graduate level (graduate certificate in supply chain, logistics and transportation management), individuals will emerge prepared for careers or career advancement in helping multinational corporations source, procure, produce and distribute goods and services more efficiently and effectively.

f

a

e

w

University of North Carolina at Greensboro, Department of Information Systems and Supply

Chain Management Contact: Kate Mickle

+1 619/260.4860

5998 Alcala Park Durango, Suite A San Diego, CA 92110 U.S.

msscminfo@sandiego.edu

www.sandiego.edu/msscm

Founded in 1972 with the belief that global partnerships were the key to the future of business, the University of San Diego School of Busi-ness is dedicated to creating a learning environment that prioritizes entrepreneurship and innovation, global business and leadership.

Accredited by the Association to Advance Collegiate Schools of Busi-ness (AACSB), the School of Business is home to more than 1,700 stu-dents every year and offers eight majors, 11 minors, seven specialty master’s programs and three MBA programs. The school also houses five centers of excellence that enhance the student experience and build practitioner relationships with the business community.

Our leadership among business schools is internationally recog-nized—U.S. News & World Report ranks our Master’s in Supply Chain Management number nine in the United States for best online grad-uate business programs. As it has for many decades, the University of San Diego School of Business creates and prepares future business leaders who are prepared for the 21st century marketplace; who can navigate business across the globe; who embrace innovation and entrepreneurship as cornerstones for building commerce; and who prioritize sustainability, ethics and social responsibility.

a

e

w

University of San Diego

SCHOOL OF BUSINESSADMINISTRATIONMaster of Science in

Supply Chain Management

Contact: Admissions

+1 715/394.8230

+1 715/394.8407

Yellowjacket Union 230, Belknap and Catlin P.O. Box 2000 Superior, WI 54880 U.S.

admissions@uwsuper.edu

www.uwsuper.edu/acadept/dbe/trans/index.cfm

THE FIVE MODES OF TRANSPORTATION … WE HAVE THAT!The transportation and logistics management major is one of a limited number of American Society of Transportation and Logis-tics accredited programs in the United States. Students enjoy the benefits of UW – Superior’s personal attention and its quality busi-ness programs, as well as Superior – Duluth’s role as a Midwest transportation hub for all five modes.

Program highlights:• The only transportation and logistics undergraduate major in

Wisconsin or Minnesota• Highly successful placement programs• Nationally accredited program• Internationally focused program• Dynamic six- to 15-week internship• Extensive scholarship opportunities• Student research positions available

f

a

e

w

University of Wisconsin – Superior

Leading the Education of Supply Chain Professionals

The Operations & Supply Chain Management Department at Cleveland State University’s Monte Ahuja College of Business offers AACSB-accredited undergraduate, graduate and doctoral programs that can add momentum to your career in supply chain and logistics. In addition, our flexible programs prepare you for APICS certification and have strong ties to industry, leading to internship and job opportunities.

For more information, visit csuohio.edu/business/osm

2055 E. Centennial CircleTempe, AZ 85284

800.888.6276 +1 480.752.6276

www.instituteforsupplymanagement.org

JC SC 057 8/16 1.5M

ISM’s mission is to enhance the value and

performance of procurement and supply chain

management practitioners and their organizations

worldwide.

INSTITUTE FOR SUPPLY MANAGEMENT® 2016

“

”

Supply IN Demandyour career in supply management