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Supply Chain Manager: A Promising Career

In the ever evolving world of business, supply chain managers play a huge role in a company. They’re like the captain of a ship, making sure everything they bring on the ship is in a good condition and reaches its destination efficiently. The career of supply chain manager is indeed a promising career, especially in this millenia. But what is a supply chain manager actually?

What is a supply chain manager?

Supply chain manager is a professional who controls, oversees, and manages every movement and stage of production of a product or service. They coordinate the purchasing of raw materials, manufacturing, distributing, and delivery of the final product.

They have a goal to make sure that every product or service is delivered safely to the customers’ hands. Their job involves strategic planning, coordination with different departments and suppliers, and continuous optimization of the supply chain to meet business goals.

What does a supply chain manager do?

As a professional, surely supply chain managers have their own responsibilities. This is what a supply chain manager does on daily basis:

  • Correspondence with other division to buy the right raw materials
  • Negotiate contracts and develop a good relationship with suppliers and buyers
  • Oversee manufacture and delivery process of a product as well as product storage
  • Plan and implement logistical strategy, making sure targets are met
  • Manage the costs that is involved in producing a product while maintaining quality
  • Manage and minimize the risks
  • Work on forecasts and inventories, keeping an accurate record of the process and analysing performance

How to become a supply chain manager?

In order to become a supply chain manager, you have to graduate college first. Initially supply chain jobs are open to all graduates, but there are some fields that are typically more common to work in, namely supply chain management, business management, logistics management, transport management, finance, computing, and information systems.

Not only degrees, you also need certain skills to become a supply chain manager. You have to have an excellent skill in time, relationship, business, and risk management. Other skills that you have to consider are planning, problem solving, negotiation, influencing, thinking analytically, communication, leadership, and IT literacy skills.

How much do supply chain managers make?

How much do supply chain managers make might be different in each country. The salary might depend on several factors such as your education, certifications, additional skills, experience, location, the sector you work in, the size and type of company you work for, your professional qualifications, and the number of years you have spent in your profession.

In the UK as of 2021, the average salary for all supply and procurement professionals is £47,435. At entry level, the average salaries are around £27,519. For supply chain executives, they can earn around £30,420 on average. Supply chain analysts and supply chain planners can earn £35,380 and £30,291 on average respectively. For the supply chain director level, the average salary is around £102,411. In the US, as of July 25 2023, the average supply chain manager salary is $122,265. It ranges from $95,146 for the lowest and $153,273 for the highest.

Is supply chain management a good career?

The world of supply chain management indeed needs broad skills of managing many things, ranging from managing the production to managing the risk. Not only that, the responsibilities that they bear are also arduous. They are not only responsible for the production, but also responsible for the distribution and delivery. However, considering their great responsibilities, the salary that they earn is also as big as it. The career path of supply chain management also has prosperity. The demand in this field is also huge because every company needs a supply chain manager. Hence it’s safe to say that supply chain management is a good career.

Now that you become a supply chain manager, you need suppliers to step up your business. Join Hi-Fella now, a platform where your suppliers and buyers meet in one place. With only creating an account and downloading the apps, you can find you desired and preferred suppliers in just one click. Join now!

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Nadhifa Syafiera

Nadhifa Syafiera

Weaving realism and surrealism in a piece of paper with her quill.

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The Intersection of Religion and International Business: Understanding Pope Leo's Influence
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Pope Leo’s Emphasis on Social Justice: Implications for Corporate Governance and ESG Reporting Pope Leo XIII might not be the first name that comes to mind when thinking about supply chains, board structures, or ESG metrics—but perhaps he should be. In 1891, with the encyclical Rerum Novarum, Pope Leo XIII became one of the earliest modern figures to articulate a systematic philosophy of social justice grounded in dignity, fairness, and responsibility within economic life. Over a century later, his message is finding surprising resonance in boardrooms, compliance frameworks, and ESG reports. As global businesses, particularly those operating across borders in the export-import arena, face mounting scrutiny over how they treat workers, engage communities, and protect the environment, the principles championed by Pope Leo offer more than ethical guidance. They offer a blueprint for long-term, resilient corporate governance. Revisiting Rerum Novarum: The Origins of Modern Social Doctrine Issued in response to the harsh conditions of the industrial revolution, Rerum Novarum—Latin for “Of New Things”—was Pope Leo XIII’s response to capitalism’s rapid evolution. The encyclical didn’t condemn free markets outright but warned against the dehumanisation of labour and unchecked industrial power. Its key tenets included: The right to private property, balanced by the obligation to use it responsibly. The dignity of labour and the necessity of a living wage. The importance of trade unions and collective bargaining. The role of the state in protecting vulnerable populations. A critique of both unregulated capitalism and radical socialism. In effect, Leo XIII laid out a social framework that prioritised human dignity over profit maximisation. And while this doctrine was originally written for a 19th-century Europe grappling with mechanisation and urban poverty, its philosophical architecture is highly relevant to today’s conversations on Environmental, Social, and Governance (ESG) standards. From Papal Doctrine to ESG Standards: The Bridge ESG has become the de facto language for expressing how corporations manage risks and opportunities beyond traditional financial metrics. But at its core, ESG is about values translated into systems: how we treat people, how we steward resources, and how we design institutions to be accountable. In this context, Pope Leo’s teachings become not only compatible with ESG but foundational to it. Consider the thematic overlap: Social justice aligns with Social (S) in ESG, covering labour conditions, employee wellbeing, and equitable supply chains. Ethical use of property aligns with Governance (G), touching on shareholder responsibility, executive accountability, and ethical decision-making. Concern for the common good parallels Environmental (E) imperatives, especially the long-term view of sustainability and stewardship. This is particularly relevant for multinational export-import players who straddle jurisdictions, labour regimes, and supply chains that often include both highly regulated markets and vulnerable geographies. Corporate Governance: A New Moral Imperative Corporate governance is no longer just about fiduciary responsibility and compliance checklists. Boards are now expected to think critically about systemic risks—climate, inequality, supply chain fragility—and to embed values into business models. This is where Pope Leo’s influence becomes strategically significant. His emphasis on subsidiarity, a principle later elaborated in Catholic social teaching, holds that decisions should be made at the lowest competent level. Applied to corporate governance, this suggests empowering local suppliers, decentralising certain ESG strategies, and trusting community-rooted partners rather than imposing top-down mandates. For export-import firms, especially those operating in developing economies, this governance model encourages: Partnering with local stakeholders on environmental and social policies. Ensuring board diversity includes voices with on-the-ground operational or social insight. Establishing ethical trade committees that go beyond legal compliance into moral accountability. A good example comes from Unilever, which embedded sustainability goals directly into board oversight mechanisms, giving ESG performance equal weight to traditional financial KPIs. This approach reflects not just smart governance but the moral sensibility that Leo XIII envisioned—a business accountable not only to shareholders but to society at large. Social Justice in Supply Chains: From Ethics to Action One of Pope Leo’s most striking contributions was his insistence on a “living wage”—a concept that remains radical in many parts of the world. Today, the globalised supply chain continues to struggle with this legacy. From textile factories in Bangladesh to cobalt mines in the Democratic Republic of Congo, millions of workers form the backbone of export-import networks, yet live on precarious wages with minimal protections. ESG reporting frameworks such as the Global Reporting Initiative (GRI) and Sustainability Accounting Standards Board (SASB) now require disclosure of workforce conditions, safety, gender pay gaps, and forced labour risk. These aren’t just regulatory pressures—they're extensions of the same ethical imperative Leo XIII articulated: the dignity of work and the rights of workers. For global firms, this means: Auditing suppliers for not only compliance but dignity—ensuring workers have safe conditions, fair pay, and voice mechanisms. Moving from reactive CSR donations to proactive value-chain transformation. Embracing long-term contracts with suppliers that reward ethical practices over lowest-cost bids. Apple, for instance, began publishing annual supply chain responsibility reports in the 2010s, and while not perfect, the move to public accountability mirrors the moral transparency that Pope Leo would consider essential in any economic structure. ESG Reporting: The Shift From Optics to Substance Pope Leo XIII warned against philanthropy as a substitute for justice. Today, businesses are often accused of “greenwashing” or “social-washing”—presenting ESG initiatives as branding exercises rather than embedded values. This is where his legacy offers a potent corrective. True ESG alignment demands that social impact is not confined to a side office in marketing, but woven into procurement strategies, capital allocation, and product development. To do this effectively, companies must move beyond disclosure to deliberation: What ethical lens do we use when selecting markets or partners? How are decisions about automation, relocation, or workforce reduction made—and who benefits? Does our ESG data reflect lived realities, or merely pass the materiality test? The EU’s Corporate Sustainability Reporting Directive (CSRD), set to impact over 50,000 companies by 2026, moves toward this deeper integration by requiring not just narrative sustainability reports, but auditable, standardised ESG data. Firms that fail to build internal ESG data systems now will face reputational and regulatory penalties soon. Investor Sentiment and Catholic Social Ethics Interestingly, investor behaviour is also converging with Leo XIII’s ethics. Impact investing, faith-based investing, and ESG screening are no longer niche. According to the Global Sustainable Investment Review, global sustainable investment reached $35.3 trillion in 2020, accounting for more than a third of total assets under management. Faith-aligned investment groups, including Catholic institutions managing multi-billion-dollar endowments, increasingly exclude companies that violate labour rights, degrade ecosystems, or operate in high-conflict zones. Pope Leo’s social vision now directly influences capital flows. Export-import players hoping to attract institutional investors must demonstrate more than quarterly earnings—they must articulate how their operations align with justice, stewardship, and human dignity. These are not soft values; they are becoming capital differentiators. The Strategic Advantage of Moral Clarity It’s tempting to see ESG as a chore, an imposition from regulators and activist investors. But Leo XIII saw something deeper: that systems built without moral clarity eventually become unstable. Whether it’s collapsing supply chains during a pandemic, extreme weather disrupting logistics, or social unrest in response to inequality, businesses today are paying the price for ignoring the societal context in which they operate. For those in export-import—where interdependence, visibility, and velocity define competitive advantage—moral clarity is not just a compass. It’s a risk management tool. Embracing the social justice principles articulated by Pope Leo XIII is not about religious observance. It’s about recognising that every contract, every shipment, and every business decision takes place in a moral landscape. Companies that map that terrain wisely will build trust, attract capital, and sustain value in a turbulent century. Final Thought: The Long View Matters Pope Leo XIII understood that economic systems shape souls, not just markets. As ESG matures from a trend to a global standard, his insistence on dignity, justice, and moral economy becomes increasingly relevant. Businesses that embrace this long view—treating social responsibility as governance, not charity—will not only report better metrics. They’ll build more enduring, ethical, and ultimately profitable operations. Join Hi-Fella Today! As Pope Leo’s enduring emphasis on social justice gains renewed relevance in today’s ESG-driven business landscape, export-import companies must rise to the challenge of aligning profit with purpose. Hi-Fella supports this shift by connecting you with ethically aligned partners, offering transparency tools to enhance ESG reporting, and enabling responsible sourcing across global markets. Whether you're aiming to meet new governance standards or build a supply chain that reflects your values, Hi-Fella empowers you to trade responsibly while staying competitive in a world where ethics and economics go hand in hand.
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