Although competence management is often seen as a soft topic, the best results are gained with systematic analysis and actions that support the realities of the business. A good way to start is to think of competences as any other resource that requires well-defined processes such as strategic planning and development, acquisition, share and transfer, and maintenance. In addition to these one should consider managing the talent pool and the exit of competences. The strengths and pitfalls of a business can be spotted more easily through a process map. Organizations often tend to pay much more attention to acquiring competences than for instance exit management even if this holds the biggest risks the organization is facing. Still, even the parts of competence management that receive most of the organization’s attention are done with traditional methods that might not support learning in the most efficient manner.Therefore, there is an increasing need for manufacturing companies in Europe, especially in medium enterprises, to put in place and further develop systematic management.