Logistics and Supply Chain Management: Incorporating Competitive Strategy, Strategic Lead-Time Management, Global Pipeline and Risk Management, and Supply Chain Integration (Diploma-Postgraduate)
Training
In Al Farwānīyah (Kuwait)
*Indicative price
Original amount in GBP:
£ 24,000
Description
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Type
Training
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Location
Al farwānīyah (Kuwait)
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Duration
30 Days
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Start date
Different dates available
Suitable for: Logistics and Supply Chain Management: Incorporating Competitive Strategy, Strategic Lead-Time Management, Global Pipeline and Risk Management, and Supply Chain Integration, (Diploma-Postgraduate)
Facilities
Location
Start date
Start date
Reviews
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
Logistics and Supply Chain Management: Incorporating Competitive Strategy, Strategic Lead-Time Management, Global Pipeline and Risk Management, and Supply Chain Integration (Diploma-Postgraduate)
*Indicative price
Original amount in GBP:
£ 24,000