Strategic Supply Chain Management Certificate Course

Introduction

In the breakthrough course, delegates will experience everything that corporate decision-makers need to know to create value and competitive advantage from their supply chains.

On completion of this course you should be able to:

• Define the main configuration components and apply the criteria of a good supply chain strategy
• Align supply chain with business strategy, customer need, and the power position
• Describe the five processes for End-to-End supply chain management and discuss the next generation processes
• Apply the tools and techniques in order to collaborate with suppliers and calculate the costs effectively
•  Determine the principles for organisational design and develop the skills required to improve the organisation's performance
• Build the right collaborative model, define the appropriate degrees of collaboration, and apply the latest technology to support the Collaborative Relationships

Course Outline

Module 1: View Your Supply Chain as a Strategic Asset

• Five key configuration components
• Operations Strategy
• Channel Strategy
• Outsourcing Strategy
• Customer Service Strategy
• Asset Network
• Four criteria of a good Supply Chain Strategy
• Align with Your Business Strategy
• Align with Your Customers’ Needs
• Align with Your Power Position
• Become Adaptive

Applying Rocket Science to the Supply Chain

• ACTUALLY, IT IS ROCKET SCIENCE
• Chopping up the assembly lines
• The upstream impact on supply
• From one tier to another
• IT WORKS, BUT IT’S NOT EASY

Module 2: Develop an End-to-End Process Architecture

• Four tests of supply chain architecture
• Strategic Fit
• End-to-End Focus
• Simplicity
• Integrity
• Toolkits
• The top three levels of the SCOR model
• Five processes for End-to-End supply chain management
• Plan
• Source
• Make
• Deliver
• Return

Calling on Customer Cost-Effectively

• A growing business —and growing problems
• Making the business case and moving forward
• Rethinking the Supply Chain
• End-To-End Visibility
• Collaborating with suppliers
• Building on success: Collaborative design

Module 3: Design Your Organization for Performance

• Organizational Change is an ongoing process
• Evolution of the supply chain organization
• What’s in a Name?
• Guiding principles for organizational design
• Form Follows Function
• Every Process Requires Accountability
• Know and Grow Your Core
• Gaining respect from the supply chain discipline
• Focus on the Skills You Need

Reorganizing for “a Bright Future”

• The technology solution wasn't enough
• Organizational changes
• The vision thing
• From product to market focus
• The mechanics of transformation
• Greater collaboration with suppliers
• Horizontal integration

Module 4: Build the Right Collaborative Model

• Collaboration is a spectrum
  • Transactional Collaboration
  • Cooperative Collaboration
  • Coordinated Collaboration
  • Synchronised Collaboration
• Finding the right place on the spectrum
• The path to successful collaboration
• Master Internal Collaboration First
• Define the Appropriate Degrees of Collaboration (i.e., Segment)
• Share Benefits, Gains, and Losses
• Trust Your Partners, but Protect Your Interests
• Use Technology to Support Your Collaborative Relationships
• Don’t Forget to Compromise

Making the Tail Smaller and the Tooth Stronger

• When push comes to pull
• The blueprint for change
• Transformation at the DLA
• Through the looking glass: life cycle management
• The Integrated Enterprise Initiative: From Excess to Access with Information Technology (IT)
• Application of IT Principles at the DLA
• The End-To-End Initiative: Creating Principles for Change
• The critical role of performance-based agreements

Module 5: Use Metrics to Drive Business Success

• Why measure?
• Managing performance with metrics
• Link Your Metrics to Your Business Strategy
• Make Sure Your Metrics Are Balanced and Comprehensive
• Base Performance Targets on Both Internal and External Metrics
• Set Aggressive but Achievable Targets—and Tie Them to Actions
• Make Your Metrics Highly Visible and Monitor Them at All Levels
• Use Your Metrics to Drive Continuous Improvement
• Develop an Implementation Plan
• Which metrics?
• Choose Metrics That Support Your Strategy
• Measure Yourself as Your Customers Measure You

Driving Customer Satisfaction

• The impetus for change
• The new mandate: sense and respond
• A new organization
• Rethinking logistics
• A focus on business results
• The information technology challenge
• The next frontier

A Roadmap to Change

• Advanced systems aren't enough
• Characteristics of the next generation
• Transparency
• Flexibility
• Simultaneity
• Developing a roadmap

Real-Time Response to Demand

• Key business challenges
• Real-time demand fulfillments
• End-to-End connectivity
• Visibility – The Holy Grail
• Vertical integration
• Change-management challenges
• New reward system
• An evolving supply chain