Can an Engineering Project Manager successfully run a Supply Chain project and can a Supply Chain project manager run an engineering project?

These are two seperate skills with a much different knowledge requirement. I would not support it.

Good corporate governance emphasis on segregation of duties. This is done in an effort to ensure transparency in all transactions, maintain social responsibility, and ensure shareholder profit maximisation and stakeholder satisfaction. The stakeholders are customers, shareholders, suppliers, legal authorities, government entities like Min of Environment and others).

In answering the above question, I would argue that the Engineer should not handle the Supply Chain responsibilities. Let the engineers remain technical in their field and be an advisory chair to supply chain in terms of clear specification by drafting clear bill of quantities (BOQ), and advice on a change in the BOQ.

When engineers became more interested in supply chain management (Procurement, logistics, distribution, materials management, contracting, administration among other SCM duties) the ultimate result will be corruption and nepotism. In addition to that, possibilities of poor governance are high and this will lead to shareholders and stakeholders dissatisfaction.

Another point to note is that, the engineers may not be well versed with the set policies and procedures, which the company will be audited upon. In an event when the set guidelines are by passed, during audit time, when auditors assess the financial statements, and all transactions, if the company fails the audit, it will be easy to highlight the organisation as a risky company due to non-segregation of duties. Meaning to say, as much as the project is completed, in terms of future projects, the organisation is affected negatively as a risky organisation.

Also during the transaction period, certain crucial stages may be ignored which in the long run will affect the project. For example, if in a big project, performance bonds are not secured, any failure by one line activity will affect other activities and time frames are affected also. This may lead to project failure. Engineers, do not have time to scrutinise all the set rules, policies and procedures. The expertise required in supply chain management activities is not in the engineers and vice versa.

In conclusion therefore, I would suggest and recommend that let the two, engineers and supply chain managers collaborate effectively in an effort to achieve the common project goals. This will ensure good corporate governance and effective project management.

I think, functional experience becomes an important need for succeeding as a managers. Functional skills of a Supply chain manager and Engg project manager are totally different.  A mere managerial skills alone cant help to achieve what we are set for the functions.

As a Manager, we need to know the key critical stages to monitor for and this comes with functional knowledge. Just managing cant bring out best from the teams.