Cornwall supply chain & logistics report

Cornwall Supply Chain & Logistics Sector:
Next Steps For St. Lawrence College
JANUARY 2015

Prepared by St. Lawrence College Corporate Learning and Performance Improvement
Preface:
Building Capacity for a 21st Century
Workforce in Cornwall: Leveraging
the Supply Chain & Logistics Sector
EasternOntario’shumancapitalistheenvyof
the world. Our workers are highly educated
and highly skilled. Local elementary,
high schools and St. Lawrence College
consistently rank highly in national and
provincial comparisons. Our workforce may
be our strongest competitive advantage.
However, skills gaps have been identified;
their persistance limit our potential for
economic growth and prosperity. Recent
survey results from the Ontario Chamber of
Commerce indicate that some employers
in key sectors, including supply chain &
logistics, manufacturing, and engineering
cannot find workers with the right
qualifications. Paradoxically, too many job
seekers in Eastern Ontario cannot find jobs.
This mismatch between supply and demand
continues to be a significant barrier to our
growth.
Of course, strengthening the workforce is
not the sole responsibility of government.
Too frequently, employers undervalue their
role in skills development and training.
For example, between 1993 and 2013, the
amount that Ontario employers invested
in employee training declined by 40
percent. Ultimately, overcoming Ontario’s
labour-force challenges will require deeper
collaboration among all key stakeholders
in the economy – particulary community
colleges,economicdevelopmentauthorities
and employers. Against this background,
Cornwall’s supply chain and logistics sector
remains a clear source of optimism today
and into the future.

Table of Contents
OVERVIEW
FOUNDATIONS
FINDINGS & HIGHLIGHTS
1
2
4
STRENGTHENINGTHE DOMESTIC AND INTERNATIONAL
RECRUITMENT EFFORTS FOR SLC’S CURRENT PROGRAMMING
LAUNCHING PROGRAM’S ONLINE PROGRAM
ESTABLISHING ATRAINING FACILITY
4
OFFERING CORPORATE LEARNING AND PERFORMANCE
TRAINING OPPORTUNITIES
ATTRACTING PEOPLETHROUGH PARTNERSHIPS AND
AWARENESS
IMPROVING AVAILABILITY AND QUALITY OF LABOUR
MARKET INTELLIGENCE
RECOMMENDATIONS
CAREERS INTHE SUPPLY CHAIN
EXPANDING ON-CAMPUS CAREER SERVICE CENTRE
7
8
9
10
11
12
16
18
Cornwall Supply Chain & Logistics Sector: Next Steps For St. Lawrence College
1
2
3
4
5
6
7

Since Supply Chain & Logistics is the fastest growing
and strongest sector in the Cornwall area, St. Lawrence
College must define opportunities to partner with this
sector and develop learning products and services to
meet the emerging need.
This document provides a summary of the research
findings Corporate Learning and Performance
Improvement (CLPI) conducted over the first three
quarters of the 2014/2015 fiscal year. This report
highlights the insights and directions leaders in the
logistics and warehousing sector in Cornwall provided.
It also provides direction regarding future interactions,
partnerships and learning services capable of building
capacity in this sector. The ultimate goal is to support
the growth of regional companies and expand related
learning services and products for St. Lawrence College.
This report envisions St. Lawrence College Cornwall
campus supporting the Supply Chain & Logistics sector.
Key findings of the plan include:
a. Strengthening the domestic and international
recruitment efforts for St. Lawrence College’s
current programming.
b. Identifying training programs that have been
completed or program in progress:
i. An 18 week – Supply Chain & Logistics
Techniques (Certificate)
ii. An 8 week - Warehouse Worker (Statement
of Achievement)
iii. Launching on-line programs to expand
learning at work products
c. Available to the employee already working in this
sector, but looking for personal advancement.
d. A local Supply Chain and LogisticsTraining Facility,
offering practical training solutions
e. Expanded CLPI program offerings to meet the
needs of the Supply Chain sector
f. A human resource attraction strategy focusing on
the benefits of employment in the Supply Chain
and Logistics sector
g. Improve the quality and availability of Labour
Market Intelligence
h. Enhanced tools to attract talent to the sector
Overview:
Page 1

In December 2011 a “Draft Concept” was prepared by
SLC’s Foundation Director, Frank Lockington. This project
was led by Director of Business Development Charlie
Mignault, Don Fairweather Campus Dean Cornwall and by
senior faculty member William (Bill) Tennant, with input
from a Supply Chain Advisory Committee which included
leaders from the Cornwall area supply chain sector.
During the process The concept for a “Centre for Supply
Chain Studies” was developed and identified as a “Scope
of Opportunities” (Diagram A). The college continues to
move forward opportunities identified in this project.
The purpose of this document is to summarize the current
state of the Supply Chain & Logistic sector in the Cornwall
area and to clarify both the potentially significant points
of contact and training solutions the college can offer to
increase the capacity and strength of the sector.
Foundations:
Page 2
Centre For
SupplyChain
Studies
HighSchool–
Specialist High
SkillsMajor
College–
GraduateStudies
University–
Articulationto
Degree
Completion
Leadership
Development
Supervisory
Training
JobPlacement
StudentWork
Placementand/or
Co-op
Career Services
Pre-employment
assessment and
placement
International
Education
Contracts/Immigra
tion
IndustryLiaison –
Sector Advisory
Council and
Advocacy
AppliedResearch
– Productand
MethodsTesting
Diagram A

Foundations:
Over the course of 2014, key interviews were conducted
with leaders in the sector.These leaders included general
managers, plant managers and human resources
managers. Interviews were also conducted with local
stakeholders including local distribution centres,
companies hiring/recruiting for the supply chain sector,
conversations with the local Employment Service
Centre, temporary service agencies, the local Ministry
of Training College and University Service Delivery
Manager and the Coordinator of the 1 year post diploma
- Logistics and Supply Chain Management program at St.
Lawrence College. In addition a number of reports and
findings published on the topic by various agencies in
the area were reviewed. Research and some data from
these reports have been included. Findings from these
documents provide the empirical evidence to advance
the vision of a “Centre for Supply Chain & Logistics” at
the St. Lawrence College Cornwall campus.
In Demand Jobs
• As of 2014, there were approximately 820,364 workers in the supply chain
sector labour force within Canada
• Jobs in the supply chain sector will face a vacancy rate of more than 80,000
jobsayearduetoretirementsandturnover.AccordingtotheCanadainSupply
Chain Sector Council there are approximately 40,000 unfilled vacancies in
this sector in Ontario today
• Over 150,000 positions in the supply chain are at the professional or
managerial level requiring supply chain & business management skills
Reference: The Canadian Supply Chain Council Human Resources Update Study
Page 3
KEY SECTOR FACTS

Findings & Highlights:
[ ] Strengthening the domestic and
international recruitment efforts
for SLC’s current programming.
Graduate Certificate– Logistics & Supply
Chain Management (1 year)
The Logistics & Supply Chain Post Diploma Graduate
program has experienced a significant increase in
applications. In the fall of 2014, for instance, there were
52 applications, some from international students. Given
this demand the program began in September of 2014
with 11 students confirmed. Seven students remain in
the program at this time. Local employers have offered
the students part time jobs while they are in school,
with the opportunity for fulltime employment upon
graduation. The challenge regionally is to continue to
attract/recruit applicants to this program sector.
Seeing the need the Canadian Supply Chain Council
established the National Accreditation program
designed to reflect best practices for educators, reflect
industry needs and set a standard. Submission of the
Logistics Graduate Certificate Program, would bring
increased credibility to the program, attract students
and maximize enrollment. Graduates of the – Logistics
& Supply Chain Management (1 year) Program will
find career opportunities such as materials’ managers,
retail and wholesale buyers, purchasing managers,
strategic sourcing analysts, and supervisors in materials
handling as well as other opportunities. Students of
this program may also continue their career path by
working towards among other opportunities a project
management or purchasing professional designation.
Why Have Your Program Accredited?
“The CSCSC National Accreditation Program has provided us with an
independent, third-party assessment of our program against its national
standards. This has helped our business by confirming that our program is
meeting industry standards, and giving our students confidence that our
course offerings are comparable to other accredited education opportunities.
Being a part of the NAP also requires us to remain disciplined in updating
our course material and continuing to adhere to the national standards.
This ensures ongoing quality control and demonstrates we are committed to
program excellence for the long term.”
Page 4
Maureen Sullivan, President
National Education Consulting Inc. (NECI)
KEY SECTOR FACTS

Supply Chain & Logistics Technique
Certificate (18 weeks)
The Supply Chain & Logistics Techniques Program is
locally approved by SLC’s Board of Governors, providing
a St. Lawrence College Certificate upon graduation. This
CLPI program is designed specifically to meet the needs
of employers in the Cornwall area. Graduates of the
program working towards a supervisory or team leader
position can expect to find career opportunities in the
supply chain and logistics sector. This 18 week program
includes 15 weeks in-class instruction followed by a 3
week experiential learning opportunity. The program
ran in the winter of 2013 with 10 students of 8 of whom
graduated with a 100% employment rate. The February
2014 winter intake was cancelled due to insufficient
enrollment. This is a locally approved program, and is
therefore not eligible for Ontario Student Assistance
Program (OSAP) which has impacted the number of
applicants. Barriers to enrollment, such as this, is an
obstacle to the program’s success.
To that end, CLPI successfully submitted a proposal
to the Ministry of Economic Development, Trade and
Employment, Youth Skills Connections program. This
proposal provides the funding to support tuition for 28
studentsinthelocallyapproved,SupplyChain&Logistics
Techniques program which began on February 1st,
2015. The history of this successful program illustrates
not only the obstacle of cost to be overcome but also the
need for funding partners in this market.
Supply Chain & Logistics
Technique Certificate
“This course really allowed me to under-
stand the theories and practices that are
involved with running a supply chain, and
also the logistic factors associated with it.
The program culminated with a three-week
placement where I was placed at a major
distribution centre where all the theory and
practice really came together to give me a
hands-on understanding of all that I was
taught. Without the college developing this
program to address the growing need for
workers in this field, I would never have
been able to apply and win a position with
one of the largest distribution and logistics
companies in North America.”
Matthieu Saunders,
2013 Graduate
Page 5
KEY SECTOR FACTS

Warehouse Worker (8 weeks)
CLPI designed the Warehouse Worker Program to train
students for entry level positions in the Supply Chain and
Logistics sector, particularly in distribution centres. This
240 hour program includes a number of certifications
including forklift, CPR/first aid, and transportation of
dangerous goods, safety training, employability skills,
and math and computer technology. Since 2012, this
program has had 7 intakes with over 100 graduates.
Program participants have been funded through Service
Canada’s Skills Link - Individual Skills Employment
Programs (ISE) or the Akwesasne Area Management
Board. Outcomes of this program, such as the high rate
of employment have been encouraging. Employers
in the Cornwall area are now consistently contacting
the college requesting Warehouse Worker graduates.
Positioning SLC as the key provider of talent in this sector
is a critical factor in the program’s success.
Dual Credit Programs
The Dual Credit program allows senior secondary school
students to have the opportunity to register in part-time
studies at St. Lawrence College through their high school
guidance department. Upon completion of a college
course, students are granted both a college credit and
a high school credit. Supply Chain was offered as a
dual credit program through the Upper Canada School
Board in the 2013-14 academic year. Unfortunately, at
this point the Supply Chain course will not be offered
in 2014-15 due to lack of student interest. Developing
improved communication with guidance councellors,
teachers and parents regarding career opportunities in
the sector is a key next step.
What types of skills are required in a
career in supply chain management?
• Because there are so many roles in the
supply chain field, some skills/attri-
butes and traits are universal, while
others are position specific. Universal
skills and attributes include:
• Analytical skills (math)
• Communication skills (verbal, written
and interpersonal)
• Computer skills
• Flexibility
• Desire/motivation/interest
• Ability to work as a member of a team
• Project management
Is a university/college degree
essential for a career in the supply
chain?
For individuals interested in entering the
supply chain sector without a degree, there
are many options. Many of today’s supply
chain professionals started out in entry-level
positions and advanced to their current status
over many years. It is advantageous to obtain
a certificate, diploma or degree should you
want to progress and develop a “career” in the
supply chain.
www.careersinsupplychain.ca
Page 6
KEY SECTOR FACTS

[ ] Launching Program’s On-line
Programs
The Logistics & Supply Chain Graduate certificate
program offers a graduate certificate program to
those applying with a two/three year college diploma
or a university degree.
The locally approved Supply Chain & Logistics
Techniques certificate program offers full time
academic programming, with no entrance
requirement such as a high school diploma.
Unfortunately neither of the current programs offer
a flexible delivery schedule. Students from outside
the area or country are not accommodated. People
already employed in this sector are, for the most
part, are engaged in shift work which makes evening
classes a poor fit for them. Consequently, as it stands
potential students cannot advance their skill set
or work towards a certificate on a part-time basis.
Only on-line programs offer the built-in flexibility for
further student participation.
The recently announced “Canada Ontario Job Grant”,
(COJG) is an employer driven program making grants
available to employers to invest in their workforce.
Employers who apply for funding may receive up
to $10,000 per employee; they can train/invest their
employees for 1/3 of the cost. Training costs eligible
for this funding include tuition, student and exam fees,
textbooks,software,andotherrequiredmaterials. Online
training options focusing on the needs of this sector are
in demand. This grant would support a lunch and learn
series, the most often requested learning solution by
regional human resources professionals.
See the following link for additional information:
http://www.tcu.gov.on.ca/eng/eopg/cojg/index.html
Page 7

[ ] Establishing a Training Facility
ACentreforSupplyChain&LogisticStudies,localtraining
facility in Cornwall, would provide an opportunity for
hands-on learning (a learning labratory), to develop and
demonstrate the required skill sets and competencies. A
local training centre would see demand in the following
programs: forklift training, loading/packing, shipping
techniques, and software application management.
Forklift training is currently offered by SLC through the
Online and Continuing Education department; this
one day training provides in-class instruction followed
by practical hands on forklift operation. With limited
access to forklifts and no inside training facility, this
training makes use of the campus’s one forklift, and the
training takes place outside. This training does provide a
certificate but lends itself to very limited practical hands-
on experience and cannot be offered during the winter
months.
CLPI offers forklift certification in its Service Canada Skills
Link programs, Following the in-class portion held on
the SLC Cornwall campus, on the second day students
travel to Brockville for the full day practical portion in the
Hansler’s forklift training facility where they have access
to 4 different types of forklifts and have an increased
number of practical training hours.
Many local employers require forklift training
certification as a prerequisite, but to meet health and
safety compliance, employers retrain with their own
forklifts. By providing hands on learning environment,
SLC would prepare job ready students for employment
in the sector, with an increased opportunity for job
success. The training facility would also be a useful
recruitment tool allowing tours to secondary schools,
and educating career seekers in this growing sector.
Page 8

[ ] Expanding On-Campus Career
Service Centre
Key employers in the Supply Chain & Logistic sector
in the Cornwall area have indicated the need for a
centralized Career Centre and Job Board.
Employers in this sector recruit through a number of
temporary service agencies in the Cornwall area, such
as Kensington Park Recruitment, Kelly Services, Staffing
Solutions, Drake and Manpower Temporary Services.
Many have contracts with recruitment agencies that
in turn recruit workers for entry level positions with
local distribution centres as well as other businesses.
Temporary service agencies not only recruit, but
also provide employment testing, criminal reference
checks, as well as orientation and mandatory safety
training free of charge. Many employers hire through
temporary agencies to take advantage of those free
services. Employers have the opportunity to try out the
worker before offering permanent employment. Also,
temporary agencies meet the need of some businesses
that hire short term during busy times or are seasonal in
nature.
Many employers require new hires to successfully
complete approximately 520 hours, before being offered
ongoing employment. In this scenario, temporary
agencies who normally pay the entry level worker at a
lower rate (also covering WSIB) but invoice the employer
at a higher rate. One consequence of this practice is that
some job seekers have not had positive experiences
working for these types of agencies and therefore
choose not to apply for jobs in this thriving sector.
Employers advertise and recruit on their company
websites and in the Cornwall area, they tend to use the
following websites:
a. ChooseCornwall
b. Kijiji
c. Indeed
d. Eluta
e. Job Bank
f. LinkedIn
The majority of employers interviewed echoed the
need for a Job Board where they could post jobs and
recruit locally, particularly our students. Employers also
indicated they were interested in providing part time
jobs to SLC students and those interested in a career in
the supply chain industry. This could lead to students
being offered ongoing employment upon graduation.
Employers such as Matrix “Shoppers Drug Mart
distribution centre” expressed interest in participating
in SLC Career fairs on all three of our college campuses.
Currently they are heavily involved in a number college
and university recruitment programs throughout New
Brunswick and Ontario.
The development of Career Services on all three of
SLC’s campuses, along with the launch of SLC Career
Centre Job Board, would meet a strongly articulated
need in the Cornwall area. This would enhance student
employment opportunities and student placement
services by coordinating the delivery of student career
recruitment, placement/co-op coordination and career
services development for students and graduates.
Page 9

Page 10
[ ] Offering Corporate Learning and
Performance Improvement Training
Opportunities
CLPI currently offers very successful learning and
training @ work solutions including the “Leadership
for Managers Program” in the city of Cornwall. This fast
track professional development program is offered
throughout the year in various formats, both public
and customized. Each course is offered as a stand-
alone module, or as part of a five-day program. Local
employers in the supply chain and logistic sectors have
not as of yet participated in this program. Many of the
large distribution centres tend to hire entry level workers
and promote to supervisory positions from within.
Training provided is internal or on the job. Supervisory
training for various companies across the sector is a
strong opportunity that has been requested by general
managers.
A common training need identified was a supervisory
program, which, to name a few, would include
communication skills, people management, dispute
and conflict resolution, coaching, health & safety, work
refusal, and diversity in the workforce. This program is
to be developed and offered in a format similar to the
Leadership for Managers program.
Other training general managers suggested included:
computer training (particularly Excel training up to the
advanced level), communication skills, train the trainer
and safety and compliance.
Employers also identified a lack of literacy and essential
skills in new workers they recruited as well as those in
their current work force. A deficit in the essential skills
such as reading, document use, communication, writing,
numeracy, computer use, critical thinking and teamwork
were cited. All occupations require varying levels of
these transferable skills. Although there are currently
already a number of literacy programs available in the
area, CLPIwillexploreotherprogrammingopportunities
to support the need for improved Literacy and Essential
Skills in the workplace.

Page 11
[ ] Attracting People Through
Partnerships and Awareness
Many job seekers do not have a clear understanding of
the vast opportunities available in this thriving sector.
Education and promotion are keys to getting the word
out and attracting career seekers to this industry which
currently has a shortage of workers. This is not just a
local challenge but one that is Canada wide.
SLC’s Logistics and Supply Chain post-diploma program
is currently running for the first year (2014) on the
Cornwall campus. The program received 52 applications
(27 of which were international). Employers are ready
to hire these graduates and have already offered these
students part time jobs in a local distribution centre
while they complete the program. With the increased
number of international applications, an on-line format
would be an attractive option to gain more market share,
growth and build the program’s reputation.
SLC promotesfulltimeprogrammingthroughtheannual
career guide, our website and through college recruiters.
However, local sector employers recruit independently
and in silos. Spearheading a joint effort including the
sector employers, developing a“Supply Chain & Logistic
Career Promoter” would be a critical next step. Perhaps
this asset could work with the college, industry partners,
municipalitiesandothereducationalpartners.Theroleof
the Promoter would include educating the public on the
many careers in the industry, its growth opportunities,
educational programs and pathways. This involves
visiting secondary schools, alternative schools, meeting
with students, teachers and guidance counsellors,
college classes, employment service agencies, etc.,
as well as organizing job fairs and career awareness
events in communities, and on all three campuses.
A significant initiative SLC could spearhead is an
application for funding to support the appointment
of a Supply Chain and Logistic Career Promoter to
our staff.
What exactly is Supply
Chain Management?
The Canadian Supply Chain Management
Sector Council is the first to admit that one of
the biggest challenges to the sector is defining
what is meant by Supply Chain Management.
A supply chain can have a very broad global
scope or can be a simple as a goods producer
selling directly to a customer. As they state on
their website, a “supply chain” encompasses:
1. Supply of materials to a manufacturer;
2. The manufacturing process,
3. The distribution of finished goods through
a network of distributors and retailer to a
final customer.
Companies involved in various stages of this
process are linked to each other through a
supplychain. Tofacilitatetheflowofproducts,
information is shared up and down the supply
chain between suppliers and clients.
Eastern Ontario Training Board,
Supply Chain Management Career
Opportunities
KEY SECTOR FACTS

Page 12
[ ] Improving Availability and Quality of Labour Market Intelligence
Cornwall is experiencing a labour shortage/skills mismatch as outlined below. To view the complete
Eastern Ontario Training Board TOP report see:
http://www.eotb-cfeo.on.ca/_uploads/media/50fdo9vdx.pdf
Eastern Ontario Training Board TOP
Report - October 2014
(Stormont, Dundas and Glengarry and
Prescott-Russell)
Three drivers of regional labour market imbalance have
been identified. Drivers of Labour Market Imbalance in
Stormont, Dundas and Glengarry and Prescott-Russell
1. Low levels of labour participation in Stormont,
Dundas and Glengarry and eastern Prescott-
Russell Labour force participation rates as low as
52 per cent mean that skilled, knowledgeable and
experienced workers have voluntarily removed
themselves from the labour force. Strategies
include marketing Employment Ontario Services
to encourage these workers to return to the labour
force as well as working with employers to explore
flexible work environments.
2. An aging workforce - The impact of the aging
workforce was particularly evident in managerial
occupations where one in three managers in SD&G
and one in four in P-R are over age 55. Succession
planning strategies are highlighted as well as
communicating future opportunities to students.
3. Skills Mismatch or “People without Jobs – Jobs
withoutPeople.”1
Thelabourmarketdatahighlights
incidences of labour market shortages within an
occupational group at the same time as surplus
workers are evident in a related occupation. In
some cases, short-term skills development or
upskilling may transition workers to meet the
labour market demand. In other cases, longer-
term training is required.
1
A phrase made popular by Dr. R. Miner in his examination of
labour market imbalances, People without Jobs, Jobs without
People, R. Miner Ph.D., 2010
People withoutJobs...JobswithoutPeople
Canada’s LabourMarketFuture,March2010
RickMiner,Ph.D.
The Search for Solutions: Growing our Skilled
Workforce
When asked, employers provide explanations. They
fear poaching by other firms. They cite the lack of
government assistance, and they claim to be aware of
training options. The list goes on: lack of time; difficulty
in calculating the return on investment in training; the
high cost of customized training; a belief that training
is not the responsibility of business; and a claim that
employees are not really interested (Hughes and Grant,
2007).
Employees also share responsibility for the low

Page 13
investment in training. Even when given the opportunity
to take advantage of further education or training,
employees often take a pass. They indicate further
training is not needed. They claim they were not aware
of their options. They say the costs are too high. They
also claim they do not have enough time. They lack
confidence in their abilities, and they sometimes claim
that training is not a priority for them or they simply are
not interested.
We also have a large group of young people who will
remain unemployed or at best fill occasional, unskilled
jobs because they have chosen to terminate their
learning too soon. They are mostly male. They dropped
out of school before graduation. They are from lower
socio-economic families. They are not sure of the
benefits of further schooling and, indeed, they are
uncertain about their own future. And they often lack
good models.
Here we confront one of the two fundamental problems
that we have to address and resolve if we are to grow
the skill level of our labour force. We have to change
the attitudes of many in our society, both employers
and employees. Indeed, this is a challenge that has
to be taken up by all sectors of society: government,
business, unions and non-unionized employees, and
our educational institutions. The challenge is to move
the proportion of skilled workers from the existing level
of 60% to at least 77%. And we have to accomplish this
by 2031or so. This will take planning, hard work and
cooperation. And it has to start now.
There is a second problem that we will also have to
overcome. We have an appalling rate of illiteracy in
this country. Using Statistics Canada data, ABC Canada
estimates that four out of 10 Canadians aged 16 to 65
struggle with low literacy rates to the point that their
ability to advance their skills training is inhibited. The
illiteracy rate among immigrants is six in 10 (ABC, 2009).
So we have to add illiteracy to the list of barriers to our
ability to upgrade our workforce. Yet only 2.2% of our
workplace training expenditures are devoted to basic
skills training.
EasternOntarioTrainingBoardEmployer
Survey2013-2014KeyFindings
A third of the employers in SD&G and in P-R surveyed
experienced recruitment difficulties.
In SD&G, three quarters of businesses in Household and
Personal Services and Information and Communication
Services experienced difficulty filling positions. Over
half of the Transportation and Warehousing and half
of Manufacturing companies experienced the same
challenge.
In P-R, nearly three quarters of Transportation and
Warehousing businesses encountered hiring difficulties.
Over half of Wholesale and Retail Trade and Health
Care and Social Assistance companies also experienced
recruitment challenges.
Employers across both regions selected the following
reasons for the difficulties): 1. applicants not meeting
motivation, attitude or interpersonal abilities 2.
applicants not meeting skills requirements 3. applicants
not possessing work experience


Page 14
EOTB - Employer Survey Conclusion
Our survey results highlight emerging patterns
evident in both SD&G and P-R. Throughout the region,
there is considerable labour market churn across all
industries with people regularly being hired and leaving
employment. Contributing factors include employers’
tendency to:
• Utilize part-time, contracted employees
• Prioritize skills and work experience rather than
education when hiring
• Rely on local talent and word of mouth as the
primary recruitment tool
Employers are hesitant about hiring new graduates
concerned with their lack of skills and experience or they
consider them over-qualified and likely to leave if other
opportunities arise. Employees demonstrating strong
Essential Skills remain in demand with companies
increasingly emphasizing computer literacy, customer
service,creativity/entrepreneurialskillsandawillingness
to learn. Employers expressed particular concern about
the attitude and skills of younger workers and their
ability to communicate across generations.

Labour Market Demand -
We’reHiring!ASamplingofAdvertised
JobOpportunities(Novemeber2014)
SigmaPoint Technologies - Controller, Engineer,
Hand Solderers, Quality Analyst/Engineering, SMT
Opvverators, Strategic Account Managers, Supply Chain
Management Procurement, Procurement Specialist
(Buyer), Supply Chain Manager, Project Manager, Test
Technician, Product Leader/Engineer
Walmart Logistics Canada – Team Members (75
positions), HR Administrator, Quality Assurance Team
Member, Area Operations Manager, Team Leader
Operations, Team Leader in Training
Olymel – Job Fair November 15th, 2015 - General
labourers, Operating Engineer, Industrial Mechanic,
Industrial Electrician, Millwright, Production
Superintendent, Quality Insurance Technician,
Mechanic, 3rd class Operating Engineer
Ross Video – Shipper and Scheduler, Demonstrations,
Training & Commissioning
Manpower Canada (Cornwall) – Warehouse Workers
Kraft – Production Supervisor and Production Workers
Parmalat Canada – Warehouse Personal & General
Labourers
Page 15
UAP/Napa – Warehouse Worker (6 positions)
Les Fondations Brisson Inc. – Project Manager/
Dispatcher
Excel – Operations Supervisor
LKQ Headline Auto – Dispatcher
Clean All Environmental – Team Leader
Premier Tech Home & Garden – Shipping Clerk
ATS Healthcare – Warehouse Dock Worker
Matrix – Full case order selectors, Warehouse Workers
Villeneuve Tank Lines – Truck Drivers
Canada Drayage Inc – Truck Drivers
Robert Transport – Truck Drivers
Tallman Truck Centre – Truck & Coach Technician
Benson – Tire Technicians
MacEwan Petrolium – Fuel Truck Drivers
Transportation Sector
The transportation sector has not been included as part
of this report, yet employers in this sector have expressed
there is a shortage of skilled workers and educational
training that meet their needs. There is a shortage of truck
drivers, with a clean drivers abstract with at least 2 years
of driving experience. Also, the industry is experiencing a
shortage of tire technicians, truck and coach technicians
and parts technicians.

Recommendations:
Page 16
“The Supply Chain and Logistics sector is the fastest growing
sector in the region’s economy and continues to have significant
positiveimpactsontheregionaltransportationandwarehousing
sectors, creating hundreds of new local jobs”1
Area employers require motivated and skilled workers to fit
their needs and continue to grow and prosper. St. Lawrence
College has developed and delivered educational programs
and courses, designed with input from local employers
through advisory boards. Graduates from SLC programs have
enjoyed strong employment outcomes, with many employed
upon graduation in their field. Through interviews with local
employers and a thorough review of local labour market
intelligence, the following recommendations are suggested:
1. The development of a Supply Chain & Logistic Career
Promoter to educate/promote the sector, “What is a
Supply Chain”. Promoting jobs/careers, employment
opportunities and educational opportunities. This
initiative would include promoting the sector
throughout Eastern Ontario to secondary school
students/teachers/guidance counsellors, career
seekers, employment agency staff/participants, post-
secondary students/alumni, attending career fairs,
organizing career fairs, etc. This position would be
most effective as a joint venture, working in partnership
with local agencies, employers and local economic
development. Submissions for funding could be
made to the Cornwall and Counties Community
Futures Development Corporation – Eastern Ontario
Development fund (providing funding up to 50%).
2. • Explore alternative program delivery methods - The
Online Logistics and Supply Chain Post Diploma (1
year) program is being developed by the Online and
Continuing Education department with the program
launchexpectedin2015.Marketingthenewflexibleon-
line program locally and through the local distribution
centres will strengthen enrollment by providing the
opportunity for those already working in the industry to
further their skills and education. Strategic marketing
and business to business sales is an essential element
to this recommendation’s success.
3. In addition, move forward a submission for National
Accreditation for the Logistics and Supply Chain Post
Diploma program, which validates the program meets
the standard set by the Canadian Supply Chain Sector
Council.
4. Explore funding opportunities to support the
development of the locally approved Supply Chain
and Logistics Techniques Certificate (18 week) program
Online. Providing flexible delivery expanding learning
opportunities for those already employed. Employers
may also support employee training by applying for
funding through the Canada Ontario Job Grant.
The CLPI proposal to the Ministry of Economic
Development, Trade and Employment, Youth Skills
Connections program has been approved. This
program will provide the funding to support tuition
for 28 students in the locally approved, Supply Chain
& Logistics Techniques program and is an excellent
example of critical training brought forward by creative
grant writing and exploring other sources of funding.
1
http://www.choosecornwall.ca/eng/news/474/57/St-Lawrence-College-Launches-New-Program-in-Cornwall/

Recommendations:
Page 17
5. Launch Career Services on the St. Lawrence College
Cornwall campus
o Market Job Board and post jobs, link with
Choose Cornwall website
o Organize annual sector Career Fairs
o Work in partnership with the“Supply Chain &
Logistic Career Promoter”
o Develop a communication strategy that will
highlight the sector and jobs available in the
region.
o Develop a data base with employers/job
seekers managing opportunities with our CRM
platform.
6. SLC – CLPI
o Develop a Supervisory Training program,
customized to meet the needs of the supply
chain sector.
o Expand and advertise custom and public
computer training offerings (particularly excel
at all levels)
o Explore other offerings such as Train the Train-
er and courses leading to Professional Supply
Chain Management designation (CSCMP) and
Certified Logistics Professional (CCLP).

7. Training Facility (long term) - Explore funding
opportunities to invest in a Training Facility to
provide an opportunity for hands on learning in the
Cornwall community, which would include forklift
training, loading/shipping, etc.
8. Cornwall’s annual family income is significantly
below the Ontario average. As such, the cost of
learning and training is a critical obstacle. Finding
alternative funding sources through government
philanthrophic or otherwise is an essential element
to success
9. Develop a community strategy, in partnership with
Akwesasne and the Supply chain Sector which will
increase labour force readiness in the Cornwall area.
Aboriginals are the fastest growing segment of
Ontario’s population, which, on the whole, is aging.
Akwesanaeis clustered around one of Eastern
Ontarios most promising economic opportunities
– the regional Supply Chain & Logistics Hub in
Cornwall. However, there are significant training
gaps that inhibit this community from properly
participating in these opportunities. A steering
committee of sector partners and St. Lawrence
College will build upon the growing trend of
engaging in local training partnerships, while
the provincial government should strengthen its
support for Aboriginal people seeking education
and training off-reserve. The federal government
(Service Canada) should also actively engage
Aboriginal communities and representative
organizations, in order to formulate a fully
collaborative plan that addresses structural and
funding flaws in the on-reserve educational system.

Cornwall supply chain & logistics report

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