The application of supply chain management best practices to ensure continuous supply chain of Officers for Malaysian Armed Forces

The integration of human resources management (HRM) and supply chain management (SCM) will ias a strategic approach to derive organization towards globalization. Both management concepts required a dynamic process with effective resources within the organization and external entities collaboration as a structured team to ensure the continuity of mutual support and lifecycle achieve. The main concern on the implementation of HRM and SCM is to retain the expert employees for a maximum period to carry the organization mission and goals. The continued supply the potential human resource in the organization is important factor to running the organizational operation with a high performance and increased the satisfaction to the customers. In Malaysian Armed forces (MAF), the continues of supply Officer’s is a crucial element to ensure the safety and security level of Malaysia land, sea and aerospace are maintaining high peak. The several approaches have been taken to fulfil the critical appointment especially in military operation area by conduct recruitment through graduate scheme and cadets training. The Military Training Academy (MTA) was established to develop training cadets program until commission as a MAF Officer’s and deploy for military operational tasking. Therefore, the HRM and SCM approaches have been considered to ensure the supply Officer’s in MAF is continuity. The MTA responsibility is to
ensure the Cadet Officer’s retention rate is high and develop training program to produce quality Officer’s in MAF. The collaboration with MAF as a stakeholder and National Defence University (NDUM) as shareholder in developing attractive training program was the factor
of retention and attraction among the Cadet Officer’s to stay until commissioning. The HRM practices was using as indicator to measuring the level of supply Officer’s (Attraction and retention) including, training and development, benefit and compensation, communication,
socialization and organization commitment. The ability of organization to increased HRM capabilities will encourage SCM to develop valuable inter-firm relationships and to create knowledge-sharing. The qualitative and quantitative method was using in developing the tools to measure supply Officer’s in MTA. The result shows the moderate relationship between Supply Officer’s and HRM factors which benefit and compensation have a high correlation with supply officer’s, follow by training and development and socialization. However, this study identifies the most significant factor of Supply Officer’s in MTA are Training and Development and Benefit and Compensation. As the military organization, the training and development is a main concern in developing the military characteristic and ethos with attractive salary and allowance along the study among the Cadet Officer’s. Both factors were significant with attraction and retention of the Cadet Officer’s to stay in MTA until finished their and become a quality MAF Officer’s.