## I. INTRODUCTION This section provides a brief overview of the application of digital advancements in business practices. Advancements in technology have revolutionised the world. Innovative developments have reshaped the perceptions of work and the operation of industries. This latest revolution in business practices is commonly referred to as Industry 4.0 (Khan & Turowski, 2016). Industry 4.0 combines traditional manufacturing with cyber-physical systems, the Internet, the Internet of Things, and artificial intelligence (AI) to create intelligent production systems (Li, 2022). The impact of Industry 4.0 extends beyond production systems, which is reshaping the skills required by the workforce. Transformation is required in all job fields as more businesses embrace the latest digital revolution. This need is significant for supply chain management (SCM) professionals who are required to reimagine traditional practices and align them with the demands of Industry 4.0 (Karacay, 2018). 'corporate digital factory'. The corporate digital factory is managing the production of digital solutions to Saudi Aramco organisations to have corporate intelligent production systems. These developments are impacting the general skills needed by Saudi Aramco's SCM professionals. Through the corporate digital factory, the SCM organisation is currently in the process of introducing Industry 4.0 solutions that can enhance the SCM operations. A study on the future work skills needed by Saudi Aramco SCM professional in response to Industry 4.0 changes is highly needed. This study provides an analysis of the existing review of the skills required by SCM professionals. It further highlights the skills honed and employed by the professionals in Saudi Aramco and the future work skills required to meet the demands of Industry 4.0. ## II. LITERATURE REVIEW Several journals and websites were reviewed for information Industry 4.0, with emphasis on publications post COVID-19. The keywords utilised in the google scholar search engine were 'Industry 4.0', 'future of work skills', and 'SCM skills'. Other search engines did not produce relevant results. ### a) Impact of Industry 4.0 This section investigates the skill transformation owing to various industrial revolutions, which significantly impacted people's jobs and how their work was performed. In the first industrial revolution in the 1700s, production was revolutionised with the use of steam power; thus, manual labour was replaced with machinery. During this time, production capacity improved from a single worker producing 20 pins a day to a factory producing as many as 4,800 pins per day. The second industrial revolution marked the advent of assembly lines. During this period, Henry Ford reduced the manufacturing time for magneto flywheels from 20 min to 5 min (Hannan and Kranzberg, 2023). The Third Industrial Revolution witnessed a shift from analogue and mechanical systems to digital systems driven by computers. This era saw the rise of automation and the dominance of machinery in job performance (Kumar and Kumar, 2020). The innovations during each industrial revolution changed the skills needed for the workforce at that time. The Fourth Industrial Revolution was driven by four technological innovations: high-speed mobile Internet, AI and automation, big data analytics, and cloud technology. These advancements will affect all industries and make half of jobs vulnerable to automation. For example, multiple manufacturing and agricultural roles are already being phased out owing to increased automation (World Economic Forum Boston Consulting Group, 2018). Industry 4.0 presents many challenges and opportunities simultaneously. One challenge is intensifying competition among businesses, as technological innovations help companies improve their productivity and efficiency. As these technologies are increasingly adopted by the businesses, it is significant for them to retrain their employees to acquire the necessary skills to leverage new technologies. Reskilling and upskilling are being implemented across businesses to adapt to the demands of technological innovation (Müller et al., 2018). ### b) Future of Work Skills The evolution of digital technologies is expected to disrupt the current skillsets required by the workforce. Businesses are developing and designing training programmes to improve their skills and reskill their workforce to adapt to current and future job demands. Upskilling is the acquisition of advanced skills through education and training (Merriam Webster, n. d.). Reskilling is defined as learning new skills to perform a different job (Cambridge Business English Dictionary, n. d.). It is estimated that six out of 10 workers will require additional training to meet future job demands by 2027. The businesses will have an opportunity to overcome the challenges of Industry 4.0 as they begin to invest in developing the skills of the workforce (Di Battistaet al., 2023). The World Economic Forum (WEF, 2023) reports that 26 skills (Table I) are required to succeed in the future job market. These skills are divided into eight categories: technological skills, cognitive skills, engagement skills, management skills, physical abilities, self-efficacy, working with others, and ethics. Additionally, the WEF report highlights that technological literacy, leadership and social influence, analytical thinking, AI, and big data are prioritised by companies in the supply chain and transportation industry and in their reskilling and upskilling strategies (Table II). It is expected that $60\%$ of the skills required by the SCM workforce will remain consistent by 2027 (Di Battista et al., 2023). Table I: The World Economic Forum Report on2023 future skills <table><tr><td colspan="2">Reskilling focus (2023-2027)</td></tr><tr><td>1. Analytical thinking</td><td>14. Resource management and operations</td></tr><tr><td>2. Creative thinking</td><td>15. Marketing and media</td></tr><tr><td>3. AI and big data</td><td>16. Quality control</td></tr><tr><td>4. Leadership and social influence</td><td>17. Networks and cybersecurity</td></tr><tr><td>5. Resilience, flexibility and agility</td><td>18. Dependability and attention to detail</td></tr><tr><td>6. Curiosity and lifelong learning</td><td>19. Systems thinking</td></tr><tr><td>7. Technological literacy</td><td>20. Programming</td></tr><tr><td>8. Design and user experience</td><td>21. Teaching and mentoring</td></tr><tr><td>9. Motivation and self-awareness</td><td>22. Multi-lingualism</td></tr><tr><td>10. Empathy and active listening</td><td>23. Manual dexterity, endurance and precision</td></tr><tr><td>11. Talent management</td><td>24. Global citizenship</td></tr><tr><td>12. Service orientation and customer service</td><td>25. Reading, writing and mathematics</td></tr><tr><td>13. Environmental stewardship</td><td>26. Sensory-processing abilities</td></tr></table> Table II: Prioritised SCM Reskilling Focus Report <table><tr><td>Prioritised SCM Reskilling Focus for 2023 – 2027</td></tr><tr><td>• Technological literacy</td></tr><tr><td>• Leadership and social influence</td></tr><tr><td>• Analytical thinking</td></tr><tr><td>• AI and big data</td></tr><tr><td>• Service orientation and customer service</td></tr><tr><td>• Creative thinking</td></tr><tr><td>• Resilience, flexibility and agility</td></tr><tr><td>• Motivation and self-awareness</td></tr><tr><td>• Curiosity and lifelong learning</td></tr><tr><td>• Empathy and active listening</td></tr></table> The research by McKinsey Global Institute investigates the impact of automation, AI, and robotics on the skills needed for the future. The results show that the demand for certain high-level skills is predicted to increase, whereas it will gradually diminish for others. McKinsey identified 56 foundational skills that professionals need to succeed in the evolving job market as their future employability depends on them (Table III). An evaluation on proficiency across skills showed lowest scores for digital skills of 'software use & development' and 'understanding digital systems' (Dondiet al., 2021). Table III: Mckinsey Report on Citizens'future Work Skills <table><tr><td colspan="3">Interpersonal</td></tr><tr><td colspan="2">Mobilizing system</td><td>Developing Relationships</td></tr><tr><td colspan="2">Role modeling</td><td>Empathy</td></tr><tr><td colspan="2">Win-win negotiations</td><td>Inspiring trust</td></tr><tr><td colspan="2">Crafting an inspiring vision</td><td>Humility</td></tr><tr><td colspan="2">Organisational awareness</td><td>Sociability</td></tr><tr><td colspan="3">Teamwork Effectiveness</td></tr><tr><td colspan="2">Fostering inclusiveness</td><td></td></tr><tr><td colspan="2">Motivating different personalities</td><td></td></tr><tr><td colspan="2">Resolving conflicts</td><td></td></tr><tr><td colspan="2">Collaboration</td><td></td></tr><tr><td colspan="2">Coaching</td><td></td></tr><tr><td colspan="2">Empowering</td><td></td></tr><tr><td colspan="3">Cognitive</td></tr><tr><td colspan="2">Critical Thinking</td><td>Mental Flexibility</td></tr><tr><td colspan="2">Structured problem solving</td><td>Creativity and imagination</td></tr><tr><td colspan="2">Logical reasoning</td><td>Ability to learn</td></tr><tr><td colspan="2">Understanding biases</td><td>Translating knowledge to different contexts</td></tr><tr><td colspan="2">Seeking relevant information</td><td>Adopting a different perspective</td></tr><tr><td colspan="2"></td><td>Adaptability</td></tr><tr><td colspan="2">Communication</td><td>Planning and Ways of Working</td></tr><tr><td colspan="2">Storytelling and public speaking</td><td>Work-plan development</td></tr><tr><td colspan="2">Asking the right questions</td><td>Time management and prioritization</td></tr><tr><td colspan="2">Self-Leadership</td></tr><tr><td colspan="2">Self-Awareness and Self-Management</td></tr><tr><td colspan="2">- Understanding own emotions and triggers</td></tr><tr><td colspan="2">- Integrity</td></tr><tr><td colspan="2">- Self-motivation and wellness</td></tr><tr><td colspan="2">- Self-control and regulation</td></tr><tr><td colspan="2">- Understanding own strengths</td></tr><tr><td colspan="2">- Self-confidence</td></tr><tr><td colspan="2">Entrepreneurship</td></tr><tr><td colspan="2">- Courage and risk-taking</td></tr><tr><td colspan="2">- Driving change and innovation</td></tr><tr><td colspan="2">- Energy, passion, and optimism</td></tr><tr><td colspan="2">- Breaking orthodoxies</td></tr><tr><td colspan="2">Goals Achievement</td></tr><tr><td colspan="2">- Ownership and decisiveness</td></tr><tr><td colspan="2">- Achievement orientation</td></tr><tr><td colspan="2">- Grit and persistence</td></tr><tr><td colspan="2">- Coping with uncertainty</td></tr><tr><td colspan="2">- Self-development</td></tr><tr><td colspan="2">Digital</td></tr><tr><td colspan="2">Digital Fluency and Citizenship</td></tr><tr><td colspan="2">- Digital literacy</td></tr><tr><td colspan="2">- Digital learning</td></tr><tr><td colspan="2">- Digital collaboration</td></tr><tr><td colspan="2">- Digital ethics</td></tr><tr><td colspan="2">Software use and Development</td></tr><tr><td colspan="2">- Programming literacy</td></tr><tr><td colspan="2">- Data analytics and statistics</td></tr><tr><td colspan="2">- Computational and algorithmic thinking</td></tr><tr><td colspan="2">Understanding Digital Systems</td></tr><tr><td colspan="2">- Data literacy</td></tr><tr><td colspan="2">- Smart systems</td></tr><tr><td colspan="2">- Cybersecurity literacy</td></tr><tr><td colspan="2">- Tech translation and enablement</td></tr><tr><td colspan="2">(Source: Dondi et al. 2021, P. 3)</td></tr></table> ### c) Saudi Aramco's SCM Professional Development SCM professionals' skills at Saudi Aramco were cultivated through a structured development program. The program was built around an internally developed set of SCM competencies. Competencies are routinely revised and updated to align workforce competencies with emerging business needs. More than 280 competencies exist for SCM and SCM-support functions in Saudi Aramco. The program is developed by a partnership between the SCM organisation and Saudi Aramco's professional development organisation. Through this program an advisor from professional development would facilitate the development of SCM competencies by working with SCM subject matter experts. Table IV presents a simplified list of competencies utilised by Saudi Aramco's SCM professionals in their job roles. These roles vary across the SCM functions of procurement, logistics, and strategic sourcing. These skills are built into competency maps to develop targeted plans for different roles because SCM roles vary in complexity, with different proficiency levels (ordered from least to highest) as awareness, fundamental applications, skilled applications, and mastery. Table IV: Saudi Aramco SCM Development Competencies <table><tr><td></td><td>Hard Skills</td><td>Soft Skills</td></tr><tr><td>-</td><td>Budgeting</td><td>- Business Writing</td></tr><tr><td>-</td><td>Compliance &amp; Ethics</td><td>- Change Management</td></tr><tr><td>-</td><td>Customer Relationship Management</td><td>- Communication</td></tr><tr><td>-</td><td>Data Analysis</td><td>- Critical Thinking</td></tr><tr><td>-</td><td>Enterprise Resources Planning (ERP)</td><td>- Negotiation</td></tr><tr><td>-</td><td>Forecasting</td><td>- Problem Solving</td></tr><tr><td>-</td><td>Health, Safety, Environment (HSE)</td><td>- Time Management</td></tr><tr><td>-</td><td>Logistics Management</td><td>-</td></tr><tr><td>-</td><td>Market Analysis</td><td>-</td></tr><tr><td>-</td><td>Materials &amp; Services Management</td><td>-</td></tr><tr><td>-</td><td>Planning</td><td>-</td></tr><tr><td>-</td><td>Policies &amp; Procedures</td><td>-</td></tr><tr><td>-</td><td>Reporting</td><td>-</td></tr><tr><td>-</td><td>Strategy</td><td>-</td></tr><tr><td>-</td><td>Supplier Relationship Management</td><td>-</td></tr><tr><td>-</td><td>Supply Chain Optimization</td><td>-</td></tr><tr><td>-</td><td>Value Stream Mapping</td><td>-</td></tr><tr><td>-</td><td>Warehouse Management</td><td>-</td></tr></table> The SCM development program successfully developed the competencies required by the Saudi Aramco workforce. SCM professionals have individualised development plans to gain competencies needed for their growth in current and future roles. They are empowered by a comprehensive list of development methods for acquiring these skills. Development methods vary from formal to informal training, task and job assignments, professional certification, and so on. The outcome is a capable workforce that performs the tasks required of SCM professionals. ## III. DISCUSSION An analysis of the literature on the future work skills of SCM professionals demonstrates the necessity for upskilling and reskilling programmes to focus on certain skills. Technological literacy and digital skills are the key skills required for SCM professionals and must be included in upskilling programs. Incorporating the development of these skills can vary between organisations. It is significant for organisations to determine the competency level required of their professionals in these skills and develop their programs accordingly. According to WEF report the major reskilling focus will be on cognitive skills for future jobs. This indicates the importance of certain skills for the future workforce. These cognitive skills include leadership and interpersonal skills, which are important for supervisory and managerial roles in organisations. As organisations move forward in developing programs for upskilling and reskilling, it is imperative for them to analyse the future skills required by their workforce. Organisations that fail to accurately assess their workforce skills to meet the market demands will likely fall behind the competition. ## IV. CONCLUSION In conclusion, for organisations to stay competitive in the future Industry 4.0 landscape, a review of their workforce skills is necessary. By focusing on the skills needed by SCM professionals, this study provides a foundation for the assessment of organisational upskilling and reskilling programs. This study did not cover the available training and development opportunities for SCM professionals. A future research work can focus on the availability and efficacy of training and development programs for upskilling and reskilling SCM professionals. This study also informs the established SCM development program in Saudi Aramco.

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