Logistics And Supply Chain Management Video Enhanced On-Line

HRODC Postgraduate Training Institute

Más de $ 90.000.000

Información importante

  • Seminario
  • Online
  • 180 horas de estudio
  • Duración:
    60 Days
  • Cuándo:
    A definir

Limited Objectives: By the conclusion of the specified learning and development activities, delegates will be able to: Identify and explain Logistics definitions and concepts that are relevant to Managing the Supply Chain. Identify how Supply Chains complete in terms of time, cost, quality and sustainability. Also, how there are supportive capabilities and soft objectives. Show how different Supply Chains may adopt different and distinctive strategies for. competing in the marketplace.
Suitable for: This course is designed 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 Spec

Información importante

Requisitos: Degree or Work Experience


Dónde se imparte y en qué fechas

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¿Qué aprendes en este curso?

Cash Flow
Customer Service
Supply Chain Management
Logistics Management
IT risk
Time management
Quality Training
Network Training
IT Development
IT Management
Supply and Chain Management
Sales Training
Customer Value

Programa académico

Course Contents:

Module 1: Logistics, Customer Value and Supply Chain Competitive Strategy
Introduction to Logistics, the Supply Chain and Competitive Strategy

  • 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
  • Value Advantage
  • Cost 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
  • Investing in Process Excellence Yields Greater Benefits
  • Product Excellence
  • Process Excellence
  • Globalisation of Industry
  • Downward Pressure on Price
  • Price Deflation in Consumer Electronics (UK High Street Prices)
  • Inventory Profile of the Automotive Supply Chain
  • The Customers Take Control
  • Managing the ‘4Rs’
  • Responsiveness
  • Reliability
  • Resilience
  • Relationships

Logistics and Customer Value

  • The Marketing and Logistics Interface
  • Delivering Customer Value
  • Total Cost of Ownership
  • Acquisition Cost
  • Management Cost
  • Operating Cost
  • Maintenance Cost
  • Inventory Cost
  • Training Cost
  • Disposal Cost
  • Technical Support Cost
  • What is Customer Service
  • The Components of Customer Service
  • Pre-Transaction Elements
  • Written Customer Service Policy
  • Accessibility
  • Organisation Structure
  • System Flexibility
  • Transaction Elements
  • Order Cycle Time
  • Inventory Availability
  • Order Fill Rate
  • Order Status Information
  • Post-Transaction Elements
  • Availability of Spares
  • Call-Out Time
  • Product Tracing/Warranty
  • Customer Complains, Claims, etc.
  • The Impact of Out-of-Stock
  • Shopper Behaviour when Faced with a Stock-Out
  • The Impact of Logistics and Customer Service on Marketing
  • Customer Service and Customer Retention
  • Using Service to Augment the Core Product
  • Customer Retention Indicators
  • Market-Driven Supply Chains
  • Linking Supply Chain Processes to the Value Proposition
  • Linking Customer Value to Supply Chain Strategy
  • Customer’s Service Needs
  • Identify the Key Components of Customer Service
  • Establish the Relative Importance of those Service Components to Customers
  • Identify ‘Clusters’ of Customers according to Similarity of Service Preferences
  • Customer Service Objectives
  • The Cost Benefit of Customer Service
  • The Costs of Service
  • Probability of Level of Sales
  • Service Levels and the Normal Distribution
  • Shifting the Costs of Service
  • Setting Customer Service Priorities
  • The ‘Pareto’ or 80/20 Rule
  • Managing Product Service Level
  • Seek Cost Reduction
  • Provide High Availability
  • Review
  • Centralised Inventory
  • Customer Service and the 80/20 Rule
  • Critical Value Analysis
  • Setting Service Standards
  • Probability of a Complete Order
  • Pre-transaction
  • Stock Availability
  • Target Delivery Dates
  • Response Times to Queries
  • Transaction
  • Order Fill Rate
  • On-Time Delivery
  • Back Orders by Age
  • Shipment Delays
  • Product Substitutions
  • Post-transaction
  • First Call Fix Rate
  • Customer Complaints
  • Returns/Claims
  • Invoice Errors
  • Service Parts Availability
  • Composite Service Index

Module 2: Logistics Cost, Supply, Demand and Performance Management

Determining Logistics Costs and Performance

  • Logistics and the Bottom Line
  • The Impact of Margin and Asset Turn on ROI
  • Logistics Impact on ROI
  • Logistics Management and the Balance Sheet
  • Cash Receivables
  • Inventories
  • Property, Plant and Equipment
  • Current Liabilities
  • Debt/Equity
  • Logistics and Shareholder Value
  • The Drivers of Shareholder Value
  • Revenue Growth
  • Operating Cost Reduction
  • Fixed Capital Efficiency
  • Working Capital Efficiency
  • Tax Minimisation
  • The Role of Cash Flow in Creating Shareholder Value
  • Changing the Cash Flow Profile
  • Accelerating Cash Flow
  • Enhancing Cash Flow
  • Logistics Cost Analysis
  • The Concept of Total Cost Analysis
  • Stages in the Order-to-Collection Cycle
  • Order Placement and Communication
  • Order Entry
  • Credit Check
  • Documentation
  • Order Picking
  • Delivery
  • Invoicing and Collection
  • The Total Cost of a Distribution Network
  • Trunking Costs
  • Inventory Costs
  • Outlet Costs
  • Local Delivery Costs
  • Order Processing Costs
  • The True Cost of Inventory
  • Cost of Capital
  • Storage and Handling
  • Obsolescence
  • Damage and Deterioration
  • Pilferage/Shrinkage
  • Insurance
  • Managements Cost
  • Principles of Logistics Costing
  • Missions that Cut Across Functional Boundaries
  • The Programme Budget
  • Customer Profitability Analysis
  • The Customer Profit and Loss Account
  • Analysis of Revenue and Cost for a Specific Customer
  • Customer Profitability Analysis: A Basic Model
  • Customer Profitability Matrix
  • Build
  • Danger Zone
  • Cost Engineer
  • Protect
  • Direct Product Profitability
  • Direct Product Profit (DPP)
  • Cost Drivers and Activity-Based Costing
  • Customer Service Segment
  • Factors that Produce Variations in the Cost of Service
  • Specific Resource Used to Support Customer Segment
  • Activity Costs by Customer Type or Segment

Matching Supply and Demand

  • The Lead-Time Gap
  • Forecast Error and Planning Horizons
  • The Lead-Time Gap
  • Closing the Lead-Time Gap
  • Improving the Visibility of Demand
  • Demand Penetration Points and Strategic Inventory
  • The Information Iceberg
  • The Supply Chain Fulcrum
  • Velocity and Visibility Drive Responsiveness
  • Forecast for Capacity, Execute Against Demand
  • Demand Management and Planning
  • The Sales and Operations Planning Process
  • Generate Aggregate Demand Forecast
  • Modify the Forecast with Demand Intelligence
  • Create a Consensus Forecast
  • Create ‘Rough Cut’ Capacity Plan
  • The Focus of Demand Management and Planning
  • Execute at SKU Levels Against Demand
  • Measure Performance
  • Collaborative Planning, Forecasting and Replenishment
  • VICS-ECR Nine-Step CPFR Model
  • Benefits of CPFR
  • Reduce Capital Investment
  • Decrease Cost of Goods Sold
  • Increase Sales Revenue

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

Creating the Responsive Supply Chain

  • Product ‘Push’ versus Demand ‘Pull’
  • Agile or Lean?
  • Generic Supply Chain Strategies
  • The De-Coupling Point
  • The Agile Supply Chain
  • ‘Push’ versus ‘Pull’ in the Logistics Chain
  • The Reorder Point Method of Stock Control
  • The Review Period Method of Stock Control
  • Order Point and Dependent Demand
  • Causes of Uneven Demand at the Plant
  • Determining the Economic Order Quantity
  • The Japanese Philosophy
  • Inventory Hides the Problem
  • Volatile Demand
  • Inaccurate Forecasts
  • Unreliable Suppliers
  • Quality Problems
  • Bottlenecks
  • Reducing Set-Up Costs/Ordering Costs
  • Reducing the Economic Batch/Order Quantity
  • The Foundations of Agility
  • Synchronise Activities through Shared Information
  • Work Smarter, Not Harder
  • Partner with Suppliers to Reduce In-bound Lead Times
  • Seek to Reduce Complexity
  • Postpone the final Configuration/Assembly/Distribution of Products
  • Manage Process not just Functions
  • Utilise appropriate Performance Metrics
  • A Route Map to Responsiveness
  • Route map to the Responsive Business

Strategic Lead-Time Management

  • Time-Based Competition
  • Shortening Life Cycles
  • The Product Life Cycle
  • Shorter Life Cycles make Timing Crucial
  • Customers Drive for Reduced Inventories
  • Breaking Free of the Classic Service/Cost Trade-Off
  • Volatile Markets make Reliance on Forecasts Dangerous
  • Lead Time Concepts
  • The Order-to-Delivery Cycle
  • The Order Cycle
  • Total Order Cycle with Variability
  • The Cash-to-Cash Cycle
  • Lead-time Components
  • Strategic Lead-time Management
  •  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 isactivated
  • 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 Sources of Supply Chain Complexity
  • Network Complexity
  • Process Complexity
  • Range Complexity
  • Product Complexity
  • Customer Complexity
  • Supplier Complexity
  • Organisational Complexity
  • Information Complexity
  • 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
  • Gaining Visibility in the Global Pipeline
  • End-to-End Lead-Time Variability (days)
  • The Progression to Supply Chain Event Management
  • Organizing for Global Logistics
  • Structure and Control
  • Customer Service Management
  • Outsourcing and Partnership
  • 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
  • Prioritise Earnings Drivers
  • Identify Critical Infrastructure
  • Locate Vulnerabilities
  • Model Scenarios
  • Develop Responses
  • Monitor the Risk Environment
  • Managing Supply Chain Risk
  • Understand the Supply Chain
  • Improve the Supply Chain
  • Identify the Critical Paths
  • Manage the Critical Paths
  • Improve Network Visibility
  • Establish a Supply Chain Continuity Team
  • Work with Suppliers and Customers
  • Achieving Supply Chain Resilience
  • Creating the Resilient Supply Chain
  • Stages of Excellence in Supply Chain Risk Management

The Era of Network Competition

  • The New Organisational Paradigm
  • The Need for New Business Models
  • Collaboration in the Supply Chain
  • The Prisoner’s Dilemma: Penalty Options (year in jail)
  • The Impact of Suppliers Logistics Cost on the Costs of a Car
  • 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
  • Change Leader
  • Decision Makers
  • Information Nervous System
  • Assets

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
  • Pipeline Cost are not Transparent
  • Alternative Cost Concepts
  • Functional Boundaries Impede Process Management
  • Conventional Organisations Present many Faces to the Customer
  • Managing the Order
  • 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 the Logistics Scorecard

Creating a Sustainablle Supply Chain

  • The Triple Bottom Line
  • Planet
  • People
  • Profit
  • 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
  • Peak Oil
  • Focused Factories and Centralised Distribution
  • Global Sourcing and Offshore Manufacturing
  • Just-in-Time Deliveries
  • Beyond the Carbon Footprint
  • Design
  • Source
  • Make
  • Deliver
  • Return
  • Reduce, Reuse, Recycle
  • The Impact of Congestion
  • Increased Global Trade
  • Lack of Capacity
  • Just-in-Time Practices

The Supply Chain of the Future

  • Emerging Mega-Trends
  • Shifting Centres of Gravity
  • Shifting Centres of Economic Activity
  • The Multi-Channel Revolution
  • The Need for Adaptability
  • The Supply Chain of the Future
  • 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

Información adicional

Logistics And Supply Chain Management: Incorporating Competitive Strategy, Strategic Lead-time Management, Global Pipeline And Risk Management, And Supply Chain Integration - Leading to Diploma-postgraduate, Accumulating to Postgraduate Diploma, Progressing to Ma, Mba, Msc (london, Uk)