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Managing Supply Chains for Risk & Competitive Advantage

A Required Session of the Materials Supply Chain and Logistics Management Certificate Program

Who Should Attend
Supervisors, Managers, Directors, and Executives who are responsible for their company’s physical supply, physical distribution, materials operations, supply chain, and logistics functions – currently or in the future. This multi-day workshop will also be of benefit to Chief Operating Officers, Chief Financial Officers, Chief Logistics or Supply Officers and other Senior Managers, Directors, and Executives involved in operations. For maximum effectiveness, consider sending a team!

About This Program
In the high cost and competitive environment of the 21st century, a new managerial focus will emerge: Supply Chain Management. It is characterized by a recognition that the typical distribution channel contains redundant and unnecessary functions and inventories. To eliminate these non value adding activities and assets, manufacturers must take a channel wide perspective – i.e., they need to manage inventory flows regardless of ownership. Only then can costs be contained and customer service be enhanced.
This course will focus on integrating the output of a firm’s logistics effort (customer service) with other components of the marketing mix, so that customer satisfaction can be maximized and differential, competitive advantage is achieved at all levels in the supply chain.
Managing supply chain activities requires a “total systems” approach by manufacturers, wholesalers and retailers. Instruction includes an in-depth analysis of all of the activities and processes involved in managing the flow of inventories from raw materials to finished goods – from suppliers to end users and/or consumers. These activities include creating customer value, the integrated logistics concept, supply chain concepts, managing orders in the supply chain, “Just-in-Time” inventory management, deploying inventories to field locations, replenishing retailers’ inventories, outsourcing supply chain activities and measuring supply chain performance.


  • Create value for your company and your customers.
  • Integrate the supply chain to reduce time to market.
  • Identify duplicate and non-value-adding activities throughout the supply chain.
  • Utilize a supply chain philosophy and discover why it will result in a competitive advantage.
  • Understand why a state-of-the-art order management system can facilitate integration of the supply chain.

The Program Outline

  1. Integrating the Supply Chain to Create Customer Value: Doing business in the 21st century: some propositions. The driving forces of corporate survival; time-based competition; supply chain management; and outsourcing (third-party logistics). How to integrate these three key concepts. 
  2. Integrated Logistics: Concepts and Principles: Understanding the underlying principles of integrated logistics: the systems approach trade-offs and least total cost analysis. Quantifying the output of an integrated operation-customer service, time and place utilities, inventory velocity and differential advantage. 
  3. Supply Chain Management: Concepts and Principles: Integrating the chain, from suppliers to delivery to final consumers/end users, including facilitators. How to minimize and compress the supply chain. Identifying relevant costs. Eight strategies to drive supply chain improvements. Anticipatory vs. demand driven supply chains. 
  4. Order Management in a Supply Chain Environment: Re-engineering the order flow process. Why automated OM systems reduce yours and the customer’s inventories. Principles for improving order management. “Leading Edge” OM benefits and case studies. The “Perfect Order” concept. 
  5. Managing Supply Chain Inventories: “Just-in-Time”: “MRP” vs. “JIT” inventory management systems. “JIT” concepts and objectives. The key tasks required to implement JIT. The benefits and capabilities you can expect. How to combine JIT and MRP. JIT implications for logistics managers. “MRP” vs. “JIT” inventory management systems. “JIT” concepts and objectives. The key tasks required to implement JIT. The benefits and capabilities you can expect. How to combine JIT and MRP. JIT implications for logistics managers. 
  6. Managing Supply Chain Inventories: Managing Field Inventories: Managing inventories with “DRP”. Why multiple warehouse locations increase inventories (The “Square Root” law). “Push” vs. “Pull” replenishment policies; which is best? Developing the data to replenish field warehouse locations while minimizing safety stocks. 
  7. Managing Supply Chain Inventories: Managing Customer Inventories: Exploring Efficient Consumer Response (ECR) concepts; Quick Response (QR); Vendor Managed Inventories (VMI) and Continuous Replenishment Process (CRP). Developing the information technologies and analytical tools required to obtain customer data and calculate replenishment needs. 
  8. Outsourcing Supply Chain Activities: Identifying activities to be outsourced. Selecting the best third party logistics (3PL) provider. Managing the relationship. Examining the key success factors required to build a true “partnership” environment; trust, open communication and shared risk. Developing a “Gain Sharing” philosophy.
  9. Outsourcing Time Sensitive Supply Chains; Case Studies: Participants will examine several third-party logistics relationships that have revolutionized the industries involved: Whirlpool’s “Quality Express” delivery of appliances to retailers and job sites; Mark VII’s management of raw potatoes from growing fields to Frito-Lay manufacturing plants; Purchased Parts Group’s management of “C” item inventories for manufacturers in several industries.
  10. Measuring Supply Chain Performance: Evaluating lead-times, fill rates and on-time deliveries by customer, product and channel. Developing “Perfect Order” composite measurements. Performing “ABC/80-20” analysis of customers and products. Identifying transportation inefficiencies.