Outlook for Supply Chain Talent in Agriculture, Consumer Goods, and Manufacturing

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As we reflect on the past 12 months and look ahead to 2025, the supply chain landscape in Australia across agriculture, consumer goods, and manufacturing has undergone a significant transformation. An evident increase in supply chain investment has sparked an uplift in critical projects—network optimisation, advanced planning systems (APS), third-party logistics (3PL) partner changes, and enhancements in warehouse and transport systems. This surge in activity is reshaping the demand for senior supply chain talent, creating both opportunities and challenges for organisations aiming to stay competitive in an increasingly complex and dynamic environment. In this co-authored article, we explore the outlook for senior supply chain professionals in these key industries and the skills they’ll need to lead through this evolution.

A Surge in Supply Chain Investment

Over the last year, businesses in agriculture, consumer goods, and manufacturing have doubled down on supply chain investments to address rising costs, fluctuating demand, and the need for greater resilience. At Trace Consultants, we’ve observed a marked uptick in projects focused on network optimisation—redesigning supply chain networks to streamline warehouse locations, transport routes, and inventory flows. This is particularly critical in agriculture, where perishable goods demand precise logistics, and in manufacturing, where just-in-time production relies on efficient supply chains. Similarly, consumer goods companies are leveraging these investments to balance cost pressures with consumer expectations for faster, more sustainable delivery.

Advanced planning systems have also gained traction, enabling organisations to improve demand forecasting and inventory management. For instance, in consumer goods, APS is helping synchronise production with retailer demand, reducing excess stock and enhancing service levels. Meanwhile, agriculture and manufacturing firms are using these tools to navigate seasonal variability and global supply chain disruptions. Alongside this, we’ve seen a wave of 3PL partner reviews as companies seek providers that can offer flexibility, scalability, and advanced technology integration. Warehouse and transport system upgrades—often incorporating automation and real-time tracking—are further evidence of this investment boom, driving efficiency and visibility across all three sectors.

The Impact on Senior Supply Chain Talent

This investment surge is reshaping the talent landscape, particularly for senior supply chain professionals. At Reimagine Talent, we’ve noted a growing demand for leaders who can not only manage these sophisticated projects but also align them with broader business strategies. The days of supply chain management being a purely operational role are gone—today’s senior talent must be strategic thinkers, capable of driving innovation and delivering measurable outcomes.

In agriculture, senior supply chain leaders are increasingly tasked with overseeing network optimisation to ensure fresh produce reaches markets efficiently while minimising waste. This requires a deep understanding of both logistics and the unique challenges of seasonal production. In consumer goods, the focus is on agility—leaders need to implement APS and manage 3PL partnerships to keep pace with e-commerce growth and shifting consumer preferences. Manufacturing, meanwhile, demands expertise in integrating advanced warehouse and transport systems to support lean operations and global trade complexities.

Across all three industries, there’s a clear shift toward multi-skilled professionals. The rapid adoption of technology—think AI-driven analytics, automation, and digital twins—means senior leaders must be comfortable with data-driven decision-making and digital transformation. At the same time, they need soft skills like change management and stakeholder collaboration to navigate organisational shifts and align cross-functional teams.

Key Challenges and Opportunities

The outlook for 2025 brings both challenges and opportunities for senior supply chain talent. One key challenge is the skills gap. While investments in technology are accelerating, the pool of professionals with the requisite technical and strategic expertise remains limited. Agriculture, for example, faces a long-standing talent shortage, exacerbated by an ageing workforce, competition from urban industries and a reliance on an increasingly unreliable overseas seasonal workforce. Consumer goods and manufacturing are not immune either, with many organisations struggling to find leaders who can bridge traditional supply chain knowledge with modern digital capabilities.

Yet, this gap presents an opportunity. Senior professionals who upskill in areas like data analytics, sustainability, and advanced logistics will find themselves in high demand. At Trace Consultants, we’re seeing companies prioritise candidates who can optimise networks and manage 3PL relationships while embedding environmental, social, and governance (ESG) principles into their strategies—a growing priority across all sectors. For instance, in consumer goods, leaders who can reduce carbon footprints through efficient transport systems or sustainable sourcing are becoming invaluable.

Another opportunity lies in the strategic elevation of supply chain roles. As investments in projects like APS and warehouse automation deliver tangible results—lower costs, improved resilience, higher customer satisfaction—senior leaders are gaining a stronger voice at the executive table. This is particularly evident in manufacturing, where supply chain efficiency directly impacts profitability, and in agriculture, where it ensures food security and market competitiveness.

Preparing for the Future

For senior supply chain professionals in agriculture, consumer goods, and manufacturing, 2025 will be a pivotal year. To thrive, they’ll need to embrace continuous learning and adaptability. Partnering with specialists like Trace Consultants can help organisations implement cutting-edge solutions—whether it’s optimising a network or selecting the right 3PL—while Reimagine Talent can connect them with leaders who bring the right mix of experience and vision.

Organisations, too, must play their part by investing in talent development. Upskilling programs focused on digital tools, sustainability, and strategic planning will be essential to close the skills gap and build a resilient workforce. Moreover, fostering a culture of innovation and collaboration will empower senior leaders to turn investment-driven projects into long-term competitive advantages.

The outlook for senior supply chain talent in Australia’s agriculture, consumer goods, and manufacturing sectors is one of transformation and opportunity. The past 12 months of heightened investment in network optimisation, advanced planning systems, 3PL changes, and warehouse and transport upgrades have set the stage for a dynamic 2025. Senior leaders who can navigate this complexity—balancing technology, strategy, and people—will be the linchpins of success. As partners in this journey, Trace Consultants and Reimagine Talent are committed to supporting organisations and professionals alike in building supply chains that are not just efficient, but future-ready.

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Shanaka Jayasinghe is a Partner at Trace Consultants (www.traceconsultants.com.au), specialising in supply chain strategy and optimisation. Tabitha West is the Founder & Principal of Reimagine Talent (www.reimaginetalent.com.au), a recruitment agency focused on supply chain, manufacturing, and logistics talent across Australia.

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The Workforce Challenge in Aged Care

Australia and New Zealand’s aged care sector is under immense pressure—rising demand, staff shortages, and regulatory scrutiny are stretching resources thin. For ANZ CEOs and CFOs, workforce optimisation is no longer optional; it’s a strategic necessity. At Trace Consultants, we view workforce management as a supply chain of human resources, where rostering and scheduling tools are the linchpin to delivering quality care efficiently. This article explores how these tools can transform aged care operations, with a special focus on the distinct rostering and scheduling needs for assessments versus care.

From ensuring compliance with funding models to meeting resident needs, effective workforce planning drives both operational success and financial health. Let’s dive into why optimisation matters, how rostering tools fit into the aged care supply chain, and the steps to implement them effectively.

Why Workforce Optimisation Matters in Aged Care

Aged care is a labour-intensive industry. Staff costs can account for up to 70% of operational budgets in ANZ facilities, making workforce efficiency a top priority. Rostering and scheduling tools optimise this human supply chain by aligning staff availability with resident demand, much like inventory aligns with sales in retail. The stakes are high:

• Quality Care: Understaffing risks resident wellbeing; overstaffing erodes margins.
• Compliance: Strict regulations, like Australia’s Aged Care Quality Standards, demand precise staffing levels.
• Staff Retention: Poor schedules lead to burnout, exacerbating shortages.

Tools designed for aged care rostering and scheduling address these challenges, offering data-driven precision to a sector where every shift counts.

The ANZ Aged Care Landscape: Workforce Supply Chain Dynamics

Aged care workforce management mirrors a supply chain—staff are the resources, schedules are the logistics, and care delivery is the end product. ANZ facilities face unique dynamics:

• Geographic Spread: Urban centres like Melbourne and rural regions like Tasmania need tailored staffing.
• Ageing Population: Demand for care is surging, with over 1.2 million Australians in aged care services by 2030 projected.
• Staff Shortages: A shrinking pool of nurses and carers strains capacity.
• Funding Constraints: Government models like AN-ACC (Australian National Aged Care Classification) tie revenue to documented care hours.

Optimising this workforce supply chain ensures resources flow where they’re needed most, balancing cost, compliance, and care quality.

The Strategic Role of CEOs and CFOs in Workforce Optimisation

For ANZ CEOs and CFOs, rostering and scheduling tools are strategic levers. CEOs set the vision—ensuring staffing supports resident outcomes and organisational growth. CFOs focus on financial viability, aligning labour costs with funding and revenue. Together, you turn workforce management into a competitive strength.

Your leadership drives adoption. A CEO’s push for real-time scheduling can prevent gaps, while a CFO’s cost analysis can justify tech investments. At Trace Consultants, we’ve crafted solutions to empower executives, blending operational efficiency with fiscal discipline.

Key Features of Rostering and Scheduling Tools

Effective tools streamline the aged care workforce supply chain. Here’s how they work:

1. Demand Forecasting

Predict staffing needs based on resident acuity, care plans, and seasonal trends—like flu season surges. Tools use data to match staff to workload.

2. Automated Rostering

Generate schedules that balance skills, availability, and compliance. Automation reduces manual errors and ensures fair shift distribution.

3. Real-Time Adjustments

Handle last-minute changes—sick leave or sudden resident needs—with dynamic rescheduling, keeping care uninterrupted.

4. Compliance Tracking

Log hours and qualifications against regulatory requirements, simplifying audits and funding claims.

5. Staff Communication

Integrate mobile apps for shift updates, reducing no-shows and boosting engagement.

6. Analytics and Reporting

Provide insights on labour costs, overtime, and staffing gaps—critical for CFO oversight.

Rostering and Scheduling: Assessments vs Care

Aged care involves two distinct workforce streams—assessments and care—each with unique rostering and scheduling needs. Here’s how they differ:

Assessments

• Purpose: Evaluate resident needs (e.g., AN-ACC assessments) to determine care levels and funding.
• Staffing: Requires specialised roles like registered nurses (RNs) or assessors with specific training.
• Scheduling Needs:
  • Short, Focused Sessions: Assessments are time-bound (e.g., 1-2 hours per resident), needing precise slots.
  • Flexibility: Often scheduled around resident availability or external deadlines (e.g., funding reviews).
  • Low Volume, High Skill: Fewer staff, but with advanced expertise, making availability critical.
• Rostering Priority: Assign RNs strategically, avoiding overlap with care duties.

Care

• Purpose: Deliver ongoing support—personal care, medication, mobility assistance.
• Staffing: Involves a broader mix—personal carers, enrolled nurses, and aides—often in higher numbers.
• Scheduling Needs:
  • Continuous Coverage: 24/7 shifts, with peak loads at mornings and evenings (e.g., meal times).
  • Consistency: Residents benefit from familiar carers, requiring stable rotations.
  • High Volume, Varied Skill: More staff, with roles tiered by task complexity.
• Rostering Priority: Ensure adequate headcount and skill mix across all shifts.

Key Differences

• Duration: Assessments are episodic; care is ongoing.
• Skill Level: Assessments demand higher qualifications; care needs a broader team.
• Frequency: Assessments occur periodically; care is daily.
• Tool Requirements: Assessments need precise allocation; care needs shift-pattern automation.

Rostering tools must differentiate these streams, allocating resources efficiently without compromising either function.

Benefits of Workforce Optimisation Tools in Aged Care

Optimising with rostering and scheduling tools delivers:

• Improved Care Quality: Right staff at the right time enhances resident outcomes.
• Cost Savings: Reduce overtime and agency staffing reliance.
• Compliance Assurance: Meet regulatory and funding standards effortlessly.
• Staff Satisfaction: Fair, predictable schedules lower turnover.
• Operational Agility: Adapt to unexpected demand spikes or absences.

These gains strengthen both resident experience and financial performance—priorities for ANZ leaders.

Common Workforce Challenges and Solutions

Aged care workforce optimisation faces hurdles. Here’s how tools address them:

• Staff Shortages: Gaps disrupt care. Solution: Predictive tools prioritise critical shifts.
• Manual Rostering Errors: Missteps cause over- or understaffing. Solution: Automation ensures accuracy.
• Compliance Risks: Missed standards threaten funding. Solution: Built-in tracking aligns with regulations.
• Burnout: Poor schedules exhaust staff. Solution: Balanced rostering reduces strain.
• Visibility Gaps: Lack of data hinders planning. Solution: Analytics provide actionable insights.

Trace Consultants designs tools to tackle these issues, tailored to ANZ aged care realities.

Steps to Implement Rostering and Scheduling Tools

Ready to optimise? Here’s a roadmap for ANZ CEOs and CFOs:

1. Assess Current Practices: Review existing rostering—where are the inefficiencies?
2. Set Goals: Aim for outcomes like 10% cost reduction or 100% compliance.
3. Select a Tool: Choose software with aged care-specific features, like assessment vs care differentiation.
4. Engage Teams: Train managers and staff on the system’s benefits.
5. Pilot the Solution: Test in one facility, refining for assessments and care.
6. Scale and Monitor: Roll out broadly, tracking KPIs like staff utilisation.

Trace Consultants guides you through implementation, ensuring seamless adoption.

The Future of Workforce Optimisation in Aged Care

Technology is reshaping aged care workforce management. AI will refine demand forecasts, wearable tech could track staff efficiency, and integration with resident care systems will tighten scheduling precision. ANZ facilities adopting these tools now will lead in efficiency and care quality.

Optimise Your Aged Care Workforce

Workforce optimisation in aged care—powered by rostering and scheduling tools—is a game-changer for ANZ CEOs and CFOs. By addressing the unique needs of assessments versus care, these tools align your human supply chain with resident and financial goals. At Trace Consultants, we’re here to help. Visit www.traceconsultants.com.au to explore how we can elevate your aged care operations.

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In aged care, effective rostering and scheduling are critical to ensuring quality care, meeting regulatory standards, and controlling costs. Yet, these functions are also among the most complex, influenced by numerous upstream and downstream factors like demand forecasting, capacity planning, and real-time workforce availability. To deliver exceptional care consistently, aged care providers need to adopt best practices in rostering and scheduling. These practices must be deeply integrated into broader workforce planning, recruitment strategies, and technological enablement.

At the heart of these efforts lies a philosophy of continuous improvement, supported by data, robust processes, and the right technological tools. Trace Consultants offers a structured approach to workforce management, borrowing best practices from industries as diverse as retail, healthcare, pharmaceutical, aviation, defence, food and beverage (F&B), and hospitality to deliver highly effective solutions for the aged care sector.

This article will unpack how aged care providers can significantly enhance service reliability and reduce operational costs by adopting best practice rostering and scheduling. We will also delve into how the government’s increased focus on funding home services introduces added complexity, especially in terms of route optimisation and managing agency use.

The Role of Rostering and Scheduling in Aged Care

Rostering and scheduling in aged care are subject to both upstream and downstream activities. These include demand forecasting, recruitment, capacity planning, and daily management—all elements that must be aligned to ensure an optimised workforce. Rostering and scheduling are not isolated activities; they are integral to a provider’s overall strategy and design. When done correctly, they become the "heartbeat" of service organisations, enabling seamless service delivery and operational efficiency.

The process of rostering and scheduling can be challenging due to its nuanced nature. It involves not just the allocation of staff but balancing three essential elements—Availability, Affability, and Ability. Staff need to be in the right place at the right time, possess the appropriate skills, and must also be affable to clients to ensure a positive care experience.

A Holistic Approach to Workforce Optimisation

To achieve excellence in rostering and scheduling, aged care providers must adopt a holistic approach that integrates workforce planning, recruitment, and scheduling into a seamless operating rhythm. This requires investment in three key enablers—people, processes, and data—supported by robust technology solutions.

1. People: Skilled workforce planners, schedulers, and managers are critical to the success of rostering systems. They must possess the expertise to use data-driven insights to anticipate demand, forecast capacity, and adjust schedules in real-time. Investing in ongoing training and development ensures staff are equipped to handle the complexity of modern scheduling systems.
2. Processes: Optimising rostering and scheduling requires well-defined processes that align with broader organisational objectives. Providers should establish policies and incentives that encourage efficient scheduling and reward staff who consistently meet service and care standards. Regular reviews of these processes ensure they remain responsive to changing client needs and regulatory requirements.
3. Data: Data is the lifeblood of modern rostering and scheduling systems. Accurate, real-time data enables better decision-making, from forecasting future workforce needs to adjusting schedules based on daily changes in demand. By investing in data management tools and analytics, aged care providers can significantly improve the accuracy of their workforce planning efforts.
4. Technology: Technology plays a crucial role in streamlining workforce management. From automated scheduling tools to AI-driven analytics, modern technology solutions help providers optimise their workforce by reducing manual effort and ensuring more accurate rostering. Trace Consultants works with aged care providers to implement advanced technologies that allow for real-time adjustments, predictive scheduling, and seamless integration with other workforce management systems.

Understanding the Upstream and Downstream Influence on Rostering

Rostering and scheduling are not standalone activities—they are influenced by both upstream and downstream factors, as shown in the diagram. These include:

Upstream Activities:

• Forecasting and Demand Planning: Understanding the future demand for care services is crucial to ensuring that there is adequate staffing. This involves analysing historical data, client care plans, and external factors like seasonality or public holidays that may impact care needs.
• Recruitment and External Agency Planning: Workforce availability is often constrained by recruitment efforts and the use of external agencies. Effective recruitment ensures a steady supply of skilled staff, while strategic use of agencies helps fill any temporary gaps in the workforce.
• Capacity Planning: This involves anticipating how many staff members will be needed at various times and locations. Capacity planning must take into account not only client needs but also staff availability, skill sets, and preferences.

Downstream Activities:

• Roster, Schedule & Route Optimisation: Once staffing levels are determined, rostering systems assign workers to shifts and locations, ensuring that care needs are met efficiently. In home care, this also involves route optimisation to minimise travel time and maximise time spent with clients.
• Daily Management: Even the best schedules require daily adjustments. As client needs change, staff may need to be reassigned or shifts altered to ensure care continuity. Real-time data enables these adjustments to be made seamlessly.

The Challenge of Scheduling: Balancing Art and Science

Scheduling in aged care is a delicate balance of both art and science. While technology and data play a significant role in optimising rosters, human judgement remains critical. For instance, ensuring that the "right person" is assigned to each client often requires an understanding of both the staff member's skill set and the client's preferences.

Staff must be available at the right times and in the right regions, be affable to ensure a positive client experience, and have the ability or appropriate grade level to perform the tasks required. Balancing these three factors—availability, affability, and ability—is a challenging but essential aspect of workforce management in aged care.

Rostering as the 'Heartbeat' of Service Organisations

Effective rostering and scheduling form the foundation upon which service delivery is built. In aged care, this is especially true, as the quality of care provided depends heavily on having the right staff in place at the right time.

As shown in the diagram, rostering connects various elements of the workforce planning ecosystem, from demand and capacity planning to program management and delivery. This integrated approach ensures that every aspect of care delivery is aligned with the provider’s overall strategy.

Applying Supply Chain Best Practices to Aged Care Workforce Management

Trace Consultants leverages best practices from industries like retail, healthcare, and aviation, where demand and supply balancing is critical to operational efficiency. In these industries, workforce management is treated as a key driver of business success. By applying these same principles to aged care, Trace Consultants helps providers optimise their workforce to deliver higher-quality care at a lower cost.

For instance, in retail, demand forecasting is used to predict customer behaviour and ensure that staffing levels are aligned with expected demand. Similarly, in aged care, demand forecasting helps providers anticipate client needs and schedule staff accordingly.

In aviation, route optimisation is used to minimise travel time and reduce costs. This same approach can be applied to home care services, where staff must travel between clients. By optimising routes, aged care providers can reduce travel time and improve service delivery.

Managing the Complexity of Home Care: Route Optimisation and Agency Use

The shift towards home care services, driven by government funding, has introduced added complexity to workforce management. In home care, staff must travel between clients, making route optimisation a critical aspect of scheduling.

Route Optimisation
By leveraging technology used in logistics and F&B industries, aged care providers can optimise travel routes to reduce time spent in transit and maximise time spent with clients. Route optimisation tools allow providers to assign staff to clients based on geographical proximity, ensuring that care is delivered efficiently.

Managing Agency Use
As demand for home care services grows, many providers rely on agency staff to fill gaps in their workforce. However, over-reliance on agencies can lead to higher costs and inconsistent care quality. By investing in better workforce planning and predictive scheduling systems, aged care providers can reduce their reliance on agencies and ensure a more stable, permanent workforce.

For aged care providers in Australia and New Zealand, the future of workforce management lies in adopting best practice rostering and scheduling techniques. By investing in process and technology redesign, providers can significantly improve service reliability, reduce costs, and ensure that the right staff are in the right place at the right time.

Trace Consultants offers a unique approach to workforce optimisation, drawing on best practices from industries like retail, aviation, and healthcare to deliver tailored solutions for the aged care sector. As the complexity of home care services continues to grow, now is the time for providers to invest in workforce management strategies that will drive operational excellence and improve client outcomes.