Logistics and Supply Chain Management: Incorporating Competitive Strategy, Strategic Lead-Time Management, Global Pipeline and Risk Management, and Supply Chain Integration - (Diploma-Postgraduate)

HRODC Postgraduate Training Institute
In Milano (Italy), Paris 01 Louvre (France) and Amsterdam (Netherlands)

£ 30,000 - (Rs 25,63,961)
+ VAT
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Important information

Description


Suitable for: Supply Chain and Logistics Managers and Professionals. Operations Managers. Logistics Professionals. Logistic Providers. Logistic Administrators. Logistics Planning and Inventory Managers. Purchasing and Procurement Managers. Retailers. Transportation and Distribution Managers. Inventory and Warehouse Control Professionals. Freight Forwarders and Linear Specialists. Production Managers. Production Planners. Financial Managers. Project Managers. Distribution Centre Supervisors. Manufacturers and Industries. Academicians, Researchers, NGOs and Practitioners

Important information
Venues

Where and when

Starts Location
Flexible
Amsterdam
Damrak 1-5, 1012, Noord Holland, Netherlands
See map
Flexible
Flexible
Milano
Via Washington, 66 Milan, 20146, Milano, Italy
See map
Flexible
Paris 01 Louvre
(75) Paris, France
See map

Course programme

Course Contents, Concepts and Issues

Logistics and the Bottom Line

The Supply Chain Network

Competitive Advantage

Competitive Advantage and the ‘Three C’s’

The Experience Curve

Logistics and Competitive Advantage

Seeking the High Ground

Logistics and Competitive Advantage

The Challenge to Logistics and Supply Chain Management

Gaining Competitive Advantage

Supply Chain Becomes the Value Chain

Mission of Logistics Management

Logistics Management Process

Supply Chain and Competitive Performance

Achieving an Integrated Supply Chain

Changing Competitive Environment

The New Rules of Competition

Globalisation of Industry

Downward Pressure on Price

The Customers Take Control

Managing the ‘4Rs’

Logistics and Customer Value

The Marketing and Logistics Interface

Delivering Customer Value

What is Customer Service

The Components of Customer Service

Transaction Elements

Post-Transaction Elements

Setting Customer Service Priorities

The ‘Pareto’ or 80/20 Rule

Managing Product Service Level

Customer Service and the 80/20 Rule

Critical Value Analysis

Setting Service Standards

Probability of a Complete Order

Logistics and the Bottom Line

The Impact of Margin and Asset Turn on ROI

Logistics Impact on ROI

Logistics Management and the Balance Sheet

Logistics and Shareholder Value

The Drivers of Shareholder Value

The Role of Cash Flow in Creating Shareholder Value

Changing the Cash Flow Profile

Logistics Cost Analysis

Forecast for Capacity, Execute Against Demand

Demand Management and Planning

The Sales and Operations Planning Process

The Focus of Demand Management and Planning

Collaborative Planning, Forecasting and Replenishment

VICS-ECR Nine-Step CPFR Model

Benefits of CPFR

Module 3: Strategic Lead-Time Management and Supply Chain Response

Creating the Responsive Supply Chain

Product ‘Push’ versus Demand ‘Pull’

Agile or Lean?

The Cash-to-Cash Cycle

Logistics Pipeline Management

Which activities Add Cost and which Add Value?

Value Added through Time

Variety Through Time

Cost-added versus Value-added Time

Reducing Non-value-Adding Time Improves Service and Reduces Cost

Reducing Logistics Lead Time

Supply Chain Mapping

Bottleneck Management

Module 4: Synchronous Supply Chain: Addressing Supply Chain Complexity

Analysing the Synchronous Supply Chain

The Extended Enterprise and the Virtual Supply Chain

The Role of Information in the Virtual Supply Chain

Internet Applications and the Supply Chain

Functions of a Logistics Information System

Laying the Foundations for Synchronisation

An Integrated Logistics Information System

Daily Sales Data Drives the Replenishment Order System

‘Quick Response’ Logistics

Acting on this Information a Consolidated Pick-up and Store Delivery Sequence is

activated

Quick Response System can Trigger a ‘Virtuous Circle’ in Logistics

Production Strategies for Quick Response

Logistics Systems Dynamics

The Impact of Promotional Activity upon Production Requirement

Grocery Industry Delivery System Order Cycle

Grocery Industry Product Flow

Complexity and Supply Chain

The Cost of Complexity

Product Design and Supply Chain Complexity

Time-to-Market and Time-to-Volume

Added Complexity through Lack of Commonality

Increased Replenishment Lead Times

Supply Chain Vulnerability

After Sales Support

Late Stage Customisation

Mastering Complexity

Complexity Management

Module 5: Pipeline Supply Management: Supply Chain Risk Management

Global Pipeline Management

The Trend towards Globalization in the Supply Chain

Focused Factories

Centralisation of Inventories

Postponement and Localisation

Logistics Information

Thinking Global, Acting Local

Global Co-ordination and Local Management

The Future of Global Sourcing

Risk Management in the Supply Chain

The Vulnerability of Supply Chain

A Focus on Efficiency rather than Effectiveness

The Globalisation of Supply Chains

Focused Factories and Centralised Distribution

The Trend to Outsourcing

Reduction of the Supplier Base

Supply Chain Risk Profile

Supply Chain Risk

Demand Risk

Process Risk

Control Risk

Environment Risk

Sources of Risk in the Supply Chain

Risk Profile Mapping

The New Organisational Paradigm

The Need for New Business Models

Collaboration in the Supply Chain

The Prisoner’s Dilemma: Penalty Options (year in jail)

Managing the Supply Chain as a Network

Collective Strategy Development

Win-win Thinking

Open Communication

Seven Major Business Transformations

From Supplier-Centric to Customer-Centric

From Push to Pull

From Inventory to Information

From Transactions to Relationships

From ‘Trucks and Sheds’ to ‘End-to-End’ Pipeline Management

From Functions to Processes

From Stand-Alone Competition to Network Rivalry

The Implications for Tomorrow’s Logistics Managers

The Key Business Transformations and the Implications for Management Skills

Creating a T-Shapes Skills Profile

Supply Chain Orchestration

From 3PL to 4PL ™

The 4PL ™ Concept

Four Key Components a 4PL must Assemble

Module 6: Supply Chain Sustainability: Overcoming Barriers to Supply Chain

Overcoming the Barriers to Supply Chain Integration

Developing Logistics Vision

The Problems with Conventional Organisations

The Functional Organisation

Inventory Builds Up at Function Boundaries

Developing the Logistics Organisation

Vertical Organisations Focus

Horizontal Organisational Focus

Order Fulfilment Groups

Logistics as the Vehicle for Change

Benchmarking

What to Benchmark

Identifying Logistics Performance Indicators

creating a Sustainable Supply Chain

The Triple Bottom Line

Greenhouse and Gases and the Supply Chain

Reducing the Transport-Intensity of Supply Chains

Review Product Design and Bill of Materials

Review Sourcing Strategy

Review Transport Options

Improve Transport Utilisation

Use Postponement Strategies

Emerging Mega-Trends

Shifting Centres of Gravity

Shifting Centres of Economic Activity

The Multi-Channel Revolution

The Need for Adaptability

Seeking Structural Flexibility

Visibility and Information Sharing

Access to Capacity

Access to Knowledge and Talent

Inter-Operability of Processes and Information Systems

Network Orchestration

2020 Vision

Rapid Manufacturing


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