Objectives:

On completion of this course you should be able to:

• Disseminate knowledge and understanding of logistics in an easy-to-read way.
• Explain with great clarity the theoretical concepts; as well as get close to business life through the use of concrete examples and well-chosen case studies.
• Explore logistical concepts in operational detail.
• Examine logistics knowledge and understanding in depth while at the same time remaining not only very accessible but really pleasant to read.
• Explore the continued development on the theme of sustainable logistics and discuss the nature of logistics today
• Gain an understanding of supply chain planning and control, and agility

Course Outlines

COMPETING THROUGH LOGISTICS

Logistics and the supply chain

• Definitions and concepts
• Material flow and information flow
• Competing through logistics
• Logistics strategy

Putting the end-customer first

• The marketing perspective

• Rising customer expectations
• The information revolution
• Segmentation
• Quality of service
• Setting priorities for logistics strategy

Value and logistics costs

• Where does value come from?

• Return on investment (ROI)
• Financial ratios and ROI drivers

• How can logistics costs be represented?
• Activity-based costing (ABC)
• A balanced measurement portfolio

LEVERAGING LOGISTICS OPERATIONS

Managing logistics internationally

• Drivers and logistics implications of internationalization
• The tendency towards internationalization
• The challenges of international logistics and location
• Organizing for international logistics
• Reverse logistics
• Managing for risk readiness

Managing the lead-time frontier

The role of time in competitive advantage

• Time-based competition: definition and concepts
• P:D ratios and differences
• Using time to measure supply pipeline performance
• Time-based process mapping

• Stage 1: Create a task force
• Stage 2: Select the process to map
• Stage 3: Collect data
• Stage 4: Flow chart the process
• Stage 5: Distinguish between value-adding and non-value-adding time
• Stage 6: Construct the time-based process map
• Stage 7: Solution generation

Managing timeliness in the logistics pipeline

• Strategies & practices to cope when P-time is greater than D-time
• A method for implementing time-based practices

• Step 1: Understand your need to change
• Step 2: Understand your processes
• Step 3: Identify unnecessary process steps and large amounts of wasted time
• Step 4: Understand the causes of waste
• Step 5: Change the process
• Step 6: Review changes

• Results
• When, where and how?

Supply chain planning and control

• The supply chain ‘game plan’

• Planning and control within the focal firm
• Managing inventory in the supply chain
• Inter-firm planning and control

• Just-in-time (JIT)

• The just-in-time system
• JIT and material requirements planning (MRP)

• Lean thinking

• Application of lean thinking to business processes 195
• Role of lean practices
• Design strategies
• Lean product design

The agile supply chain

• The concept of agility

• Demand characteristics and supply capabilities
• Classifying operating environments
• Preconditions for successful agile practice

• Agile drivers and practices

• Joint decision making to improve external network integration
• Developing measures to put the end-customer first
• Shared goals to improve virtual integration
• Boundary-spanning SOP to improve process integration

WORKING TOGETHER

Integrating the supply chain

• Integration in the supply chain
• Efficient consumer response (ECR)
• Collaborative planning, forecasting and replenishment (CPFR)
• Vendor-managed inventory (VMI)
• Quick response (QR)
• Managing supply chain relationships

Purchasing and supply relationships

• Choosing the right supply relationships
• Partnerships in the supply chain

• Supply base rationalization
• Supplier networks
• Supplier development
• Implementing strategic partnerships

CHANGING THE FUTURE

Logistics future challenges and opportunities

• Internal alignment
• Selecting collaborative opportunities upstream and downstream
• Managing with cost-to-serve to support growth and profitability
• The supply chain manager of the future