The Professional Development Program For SUPERVALU

The Professional Development Program (PDP) was a proposal set to recruit college graduates and proximate to offer job placement after training. The establishment was approved to attract and prepare potential graduates for successful management careers in the distribution, retail, and corporate activities within SUPERVALU. The initiative consisted of five new hires whereby four individuals selected Tech Buyers as their commencement and one as a Warehouse Supervisor. The plan was affected by the low numbers of participants and deficit of proficient leadership that piloted Cimmerer, the General Director, to survey the demands from the regional distribution centers and retail stores. The valuation was concerned with the rise of a substantial number of participants in the industry’s PDP program. Cimmerer’s function was to ensure that SUPERVALU had a new structure and discipline, which led to high productivity and the increment of an experienced workforce. I liked the plan because it manifests the importance of experts’ ideas in the ventures and the anticipation of future challenges.

SUPERVALU was an ultimate food distribution company in the United States based in Prairie, Minnesota. The corporation was estimated to have about 4,400 independent retail food stores in 48 states in America. The establishment also supplied nutrition commodities to corporate-owned stores and other food merchants. The firm’s mission was to be a world-class distributor and retail food, medications, and inventory through a grocery-driven business. The company aimed to offer education to the graduates on how to retain customer satisfaction by delivering quality services. The administration’s devotion to the project led to the transformation in the chronology of wholesaling. Consolidating new business systems that involve pricing, category management, and vendor relation in the enterprise leads to changes in businesses operations.

The program’s purpose was to recruit highly talented candidates and provide them with broad exposure to the corporation through job experiences and training. The firm experienced losses that contributed to new changes in the entry-level of the company’s setting. The enterprise task force agreed on various requirements that the candidates should hold to minimize losses. The provisions included a college degree, minimum GPA of 3.0-grade point average, two-year experience in the food industry, excellent communication, and interpersonal skills, and robust analytical and leadership expertise. The utilization of PDP in the company proposed distinctive welfare such as building a centralized leadership capability, assisting in the firm’s diversity, and saving cost, which impacted both the graduates and the institution. In my stand regarding the emergence of PDP, I might have chosen experienced personnel over the graduates since experts can offer new business concepts. The generation of ideas from proficient individuals leads to an increment of production and opportunities for the employees.

In 1999, Cimmerer should have ensured that all the PDP trainees get a premier training and development experience through the firm’s support. The organization should have facilitated the education by furnishing experienced mentors, coaches, and program sponsors who are responsible for coordinating the people and resources required for the triumph of SUPERVALU. The production level in SUPERVALU needed a substantial number of participants for the business to thrive effectively. The Participants needed the determination to create business ideas to help the company compete effectively despite the accumulating objections.

Some of the future challenges that Cimmerer needs to anticipate in his professional development include the demand for advanced technologies, deficit in financial support, and shortage of professional training, which will affect the staff and employees. According to (Fleming, 2022), commitment and sustainability is a strategic approach used to develop and implement crisis

mobility plans to support an organization’s mission. Cimmerer should organize a reliable leadership that is innovative and inclusive to achieve organizational resilience and stability when crises invade. Anticipation help businesses to overcome challenges and develop new strategies which promote exhibition while decreasing failures. It is crucial to hire skillful personnel in the SUPERVALU industry to help in the decision-making procedures and execute risk management tactics for the businesses.


Fleming, R. S. (2022). Crisis Preparedness as a Sustainability Strategy. In Innovative Leadership in Times of Compelling Changes, 251-264. Springer, Cham.