...Supply Chain Management Certificate This “practical” interactive certificate series is designed to provide participants with a detailed look at global supply chain management with a focus on Purchasing, Inventory, and Warehousing. This certificate addresses issues in terms of today’s global supply chain and its supply chain streams and flow process, so practitioners can know how to make the most of this powerful tool. You will have the opportunity to explore a variety of global supply chain management areas in depth, extrapolate their logistics meanings, and apply the techniques needed to make it all work for your organization. Mastering the supply chain’s dynamics is no longer extraneous to survival in today's global environment—it's essential. Because logistics affects 30% or more of the value added to your product, it offers abundant areas of opportunity and exciting possibilities for lowering the bottom line. Where you may not be able to control the outside influences, ambiguities, and contradictions of the global economy at large, you can have a profound influence on controlling those internal logistics factors that substantially affect your profitability or cost containment efforts. Course Schedule Global Supply Chain Basics and Technology (Day 1) Global Logistics Basics and Functionality (Day 2) Essential Aspects of Purchasing (Day 3) Inventory ManagementPractices (Day 4) Mastering Warehouse Mechanics (Day 5) WHO SHOULD ATTEND • Logistics, supply chain, procurement...
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...sourcing Global manufacturing Global distribution . dealing with foreign . facility location . local content regulations suppliers . coordinating networks . managing global . managing international of plants distribution logistics . coordinating networks . managing risk . managing risk of R&D facilities . operations in other countries Page intentionally left blank. Class: 2a Type: Lecture Supply Chain Management & Service The goal in this part is to introduce the two main sections of the course, international manufacturing and international service. For manufacturing we start with the simple proposition that decisions about our company’s competitive strategy leads to a supply chain strategy which then leads to a supply chain structure. We provide a strategic framework that can be used to analyze design, planning, and operational decisions in a supply chain. This framework focuses on supply...
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...SUPPLY CHAIN MANAGEMENT DESIGNATION PROGRAM MODULE THREE Logistics and Transportation ©Supply Chain Management Association Supply Chain Management Professional Designation Program Copyright © 2013 by the Supply Chain Management Association No part of this material in this manual may be reproduced without the prior written consent of the Supply Chain Management Association. 777 Bay Street, Suite 2701, P.O. Box 112, Toronto, Ontario M5G 2C8 Tel: (416) 977-7111 Fax: (416) 977-8886 Web Site: www.scmanational.ca. Use of this material is restricted to SCMA and its Provincial/Territorial Institutes for the express purpose of delivering the Supply Chain Management Designation Program. No other use is authorized, expressed, or implied. This material must be used in its entirety. © Supply Chain Management Association Supply Chain Management Professional Designation Program Module Three Logistics and Transportation Information and Overview .................................................................................................... IO – 1 General Information ........................................................................................................ IO – 2 Module Overview ........................................................................................................... IO – 4 Module Readings ............................................................................................................ IO – 7 Session and Reading...
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...MGMT90026 Supply Chain Management Group Assignment Dr. Vikram Bhakoo Class: Tuesday 6:15-9:15 MGMT90026 Supply Chain Management Group Assignment Dr. Vikram Bhakoo Class: Tuesday 6:15-9:15 By: Widad Alharthi 822694 Di Cao Wasinee Phornnarit Yang Chan By: Widad Alharthi 822694 Di Cao Wasinee Phornnarit Yang Chan Table of Contents Introduction: 2 1. Supply Chain Management Practices 4 1.1 Walmart 4 1.1.1 Strategic allignemnt 4 1.1.2 procurement and distribution 5 1.1.3 Logistic and distribution management 5 1.1.4 Inventory management 6 1.2 Amazon 8 2. Strategic Alliances 9 2.1 Walmart 9 2.2 Amazon 10 3. Technologies employed in the SC Network 11 3.1 Walmart 11 3.2 amazon 13 4. Challenges and risks 14 4.1 Walmart 14 4.2 Amazon 15 5. Comparison of sustainable strategies in Supply Chains 16 conclusion 17 References: 18 Appendices: 19 Section A: 19 Section B: 19 Section C: 20 Introduction: Executive summary: This report provides an analysis and evaluation of the current supply chain strategies employed by two leading retail corporates, Walmart and Amazon. The report draws attention to the following aspects; supply chain management practices, strategic alliances, Information Technology, challenges and risks,finally sustainability in the supply chain. Method of the analysis includes reviewing a collection academic journals from different databases, analysing company’s...
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...Chapter 6 E-Supply Chains, Collaborative Commerce, and Corporate Portals Learning Objectives Upon completion of this chapter, you will be able to: 1. Define the e-supply chain and describe its characteristics and components. 2. List supply chain problems and their causes. 3. List solutions provided by e-commerce (EC) for supply chain problems. 4. Describe RFID supply chain applications. 5. Define c-commerce and list the major types. 6. Describe collaborative planning and collaboration, planning, forecasting, and replenishing (CPFR) and list the benefits of each. 7. Discuss integration along the supply chain. 8. Understand corporate portals and their types and roles. 9. Describe e-collaboration tools such as workflow software and groupware. 10. Describe Collaboration 2.0 technology and tools. Content Opening Case: Boeing’s Global Supply Chain for the Dreamliner 787 6.1 E-Supply Chains 6.2 Supply Chain Problems and Solutions 6.3 RFID as a Key Enabler in Supply Chain Management 6.4 Collaborative Commerce 6.5 Collaborative Planning, CPFR, APS, and PLM 6.6 Supply Chain Integration 6.7 Corporate (Enterprise) Portals 6.8 Collaboration-Enabling Environments and Tools Managerial Issues Closing Case: How Wal-Mart Uses EC in Its Supply Chain Answers to Section Review Questions Section 6.1 Review Questions 1. Define the e-supply chain and list its three major parts. It is...
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...Chapter 8 E-Supply Chain, Collaborative Commerce, and Intrabusiness EC Learning Objectives Upon completion of this chapter, you will be able to: 1. Define e-supply chain and describe its characteristics and components. 2. List supply chain problems and their causes. 3. List solutions to supply chain problems provided by EC. 4. Define c-commerce and list its major types. 5. Describe collaborative planning and Collaboration, Planning, Forecasting and Replenishing (CPFR), and list their benefits. 6. Define intrabusiness EC and describe its major activities. 7. Discuss integration along the supply chain. 8. Understand corporate portals and their types and roles. 9. Describe e-collaboration tools such as workflow and groupware. Content How General Motors Is Collaborating Online 1. E-Supply Chains 2. Supply Chain Problems and Solutions 3. Collaborative Commerce 4. Collaborative Planning, CPFR, and Collaborative Design 5. Internal Supply Chain Solutions, Intrabusiness, and B2E 6. Integration Along the Supply Chain 7. Corporate (Enterprise) Portals 8. Collaboration-Enabling Tools: From Workflow to Groupware Managerial Issues Real-World Case: Portal Speeds Product R&D at Amway Appendix 8a: Intranets Answers to Pause/Break Section Review Questions Section 8.1 Review Questions 1. Define the e-supply chain and list its three major parts. A supply chain that is managed electronically, usually using Web technologies...
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...covered in the supply chain management course. The task also requires showing the understanding of the different supplies needed for delivering the product and how these supplies could be made sustainable. This analysis will enhance the student’s understanding of the issues often experienced when managing the internal and external supply chain which often fails to deliver the customers supply needs. As part of the assessment, students will need to draw a detailed computerised process map/model which takes into perspective the various interactions between the organisation, the customers and the suppliers. The headings that need to be covered in the report are: 1. Describe the product and its key characteristics with relation to the objective and perceived sources of quality explained in the textbook. How to answer the question: Students will need to research and find information about the product in addition to reflecting on the quality explanation from chapter 2 of the textbook. 2. Explain why it is important for organisations to continue innovating this product, how this innovation impacts the supply chain and the type(s) of product innovation categories this product went through during its lifecycle. This will need to be explained in relation to the chapters covered in the textbook. 1 How to answer the question: Students will need to research and explain why it is important to continue innovating this product and how this innovation will impact the supply chain. Students will...
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...INTEGRATION OF SUPPLY CHAIN MANAGEMENT IN PUBLIC HEALTH: A case study of USAID SCMS Project, Nigeria. NAME: Ogbolu', B, Emeka Supply Chain Operation Department, John Snow Inc. Abuja, Nigeria ORGANIZATION: USAID Supply chain management system project, Nigeria PROBLEM OR ISSUE TO BE ADDRESSED “The more integration, the better the performance of the supply chain” (Bagchi et al., 2005). SCM concept is defined as “integration of business processes” (Cooper et al., 1997). According to Lee (2000) the integration of supply chain does not only reduce costs, but it also worth full for the company, and all its shareholders. The ideal condition is that the whole process across the supply chain is designed, managed and unified as a unit. However, different peoples have different opinions, some are disagree with that integration and close cooperation with suppliers and customers is the best resolution in every case. Bask and Juga (2001) think that we have to to reevaluate the dominant vision of integrated supply chain management and propose that polarization of strategies in supply chains can lead to separation and give rise to semi-integration rather than full integration. For others intensive integration might not be in every area of SCM but it can be in some special areas such as quality management and performance measurement while in other areas it is valuable to have limited integration. Bagchi and Skjoett Larsen 2002 suggest a contingency approach to supply chain integration...
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...the Supply Chain SCM 309 Fall 2014 INTRODUCTION Supply and supply chain risk refers to the probability of an uncertain or unpredictable event occurring that affects one or more of the parties within a supply chain. These events can negatively influence the achievement of business objectives. Risk has been present in supply chains as long as there has been someone looking to purchase goods and services and someone willing to sell them. Furthermore, it is widely accepted that risk will likely increase in most supply chains as businesses continue to expand globally. In fact, we could easily argue that many of the supply chain initiatives that are pursued today actually introduce risk. Lean manufacturing, just-in-time and reduced inventory, international purchasing, and increased outsourcing all can increase an organization’s exposure to risk. We should make no mistake about it: the complexity and relentless cost and performance pressures of today’s business environment only serve to remind supply managers that managing risk in the supply chain must be at the forefront of their agenda. ASSIGNMENT OBJECTIVES At the conclusion of this assignment, participants should recognize the importance of: * Understanding the concept of risk and its implications for supply strategies...
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...Contents Beximco Pharmaceuticals Ltd: 3 Historical background of Beximco Pharmaceuticals Ltd. 4 Mission: 4 Vision: 5 Our Services: 5 Beximco Pharma’s Contribution: 5 Beximco Pharma products: 5 Blockbuster Products of BPL: 6 Other products: 6 Supply Chain: 7 Supply Chain strategy: 7 Supply Chain Management: 8 Implementation of Supply Chain Management: 9 SCM life cycle of Beximco Pharma: 9 1. PLAN: 9 Functions of Production planning 10 2. SOURCE 11 3. MAKE 11 List of Machineries used in liquid Section in Beximco Pharma: 12 Machineries Used in BPL: 13 4. DELIVER 14 QUALITY ASSURANCE: 14 QUALITY ASSURANCE IN INFUSION UNIT: 14 Departments of Beximco Pharmaceuticals Ltd: 15 Major Operational Departments of Beximco Pharma: 16 Types of organizational structure: 17 SCM Integrated solution of Beximco Pharma Ltd: 17 Organizational Structure: 18 Supply Chain Diagram in BPL: 19 Some of the Software’s of BPL: 20 SCM Functional Process of BPL: 22 Warehouse Operation in BPL: 22 Portion of a warehouse: 23 Inventory management: 24 Labeling: 24 Transportation & Shipment: 26 Production logistics: 27 Quality Control 28 Working Division of Quality Control Department 29 Recommendation: 31 Conclusion: 32 References: 33 Beximco Pharmaceuticals Ltd: Beximco Pharmaceuticals Ltd. belongs to Beximco Group...
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...of global apparel brands within its ethical purchasing and supply chain management functions have been critically analysed to evaluate their effectiveness and value they add throughout their supply chain and in overall organisational operation. This report has emphasised on three key areas such as general sourcing model and its components in the context of global buyer’s perspective i.e. Transnational Corporations, a clear scenario about current ethical situation of Bangladesh’s apparel sector, and relevant supply chain theories and its implications related to ethical purchasing in apparel industries. At the end, a proper conclusion has been given by evaluating all the three sections critically based on the theoretical lens of purchasing and supply chain management. Table of Contents Executive Summary 1 Introduction 3 Section-1: General Discussion on Sourcing and its Components 4 Sourcing and its Role in Supply Chain 4 Sourcing Needs of the Companies and its Impact on Supply Chain 4 Steps of Making Sourcing Decisions by Transnational Corporations 5 Ethical Sourcing 6 Ethical Sourcing by TNCs in Apparel Sector 6 Importance of being Ethical in Sourcing 8 Section-2: Current Situation of Bangladeshi Apparel Sector and its Ethical Perspectives 9 Section-3: Supply Chain Theories and its Implications Related to Ethical Purchasing in Apparel Industries 11 Theory of Value Chain and Global Value Chain 11 Corporate Social Responsibility Perspective 14 Overall...
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...TOWARDS REAL-TIME CUSTOMIZED MANAGEMENT OF SUPPLY AND DEMAND CHAINS James M. TIEN Ananth KRISHNAMURTHY Ali YASAR Department of Decision Sciences and Engineering Systems Rensselaer Polytechnic Institute, 110 Eighth St. Troy, New York 12180 USA Abstract Our focus herein is on developing an effective taxonomy for the simultaneous and real-time management of supply and demand chains. More specifically, the taxonomy is developed in terms of its underpinning components and its research foci. From a components perspective, we first consider the value chain of supplier, manufacturer, assembler, retailer, and customer, and then develop a consistent set of definitions for supply and demand chains based on the location of the customer order penetration point. From a research perspective, we classify the methods that are employed in the management of these chains, based on whether supply and/or demand are flexible or fixed. Interestingly, our taxonomy highlights a very critical research area at which both supply and demand are flexible, thus manageable. Simultaneous management of supply and demand chains sets the stage for mass customization which is concerned with meeting the needs of an individualized customer market. Simultaneous and real-time management of supply and demand chains set the stage for real-time mass customization (e.g., wherein a tailor first laser scans an individual’s upper torso and then delivers a uniquely fitted jacket within a reasonable...
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...San Jose State University SJSU ScholarWorks Faculty Publications Management School 1-1-2009 Commonalities and differences between service and manufacturing supply chains: Combining operations management studies with supply chain management Ming Zhou San Jose State University, ming.zhou@sjsu.edu J. Yi. Saint Joseph's University, Philadelphia, PA T. Park San Jose State University Follow this and additional works at: http://scholarworks.sjsu.edu/org_mgmt_pub Part of the Business Administration, Management, and Operations Commons, and the Organizational Behavior and Theory Commons Recommended Citation Ming Zhou, J. Yi., and T. Park. "Commonalities and differences between service and manufacturing supply chains: Combining operations management studies with supply chain management" California Journal of Operations Management (2009): 136-143. This Article is brought to you for free and open access by the Management School at SJSU ScholarWorks. It has been accepted for inclusion in Faculty Publications by an authorized administrator of SJSU ScholarWorks. For more information, please contact scholarworks@sjsu.edu. Commonalities and Differences between Service and Manufacturing Supply Chains: Combining Operations Management Studies with Supply Chain Management Ming Zhou • Taeho Park San Jose State University, San Jose, CA John Yi Saint Joseph's University, Philadelphia, PA The service sector of the US economy has been gaining importance...
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...INSTITUTE OF APPLIED MANAGEMENT SCIENCES Aruna Chandra Hall (Near Post Office), Panjab University, Sector 14, Chandigarh-160 014 (India) Telefax: 0172-2701403 Phone: 0172-2534889 Email: uiams@pu.ac.in Website: uiams.puchd.ac.in SYLLABUS OF THE 1ST YEAR TRIMESTER – I CODE MBA-011 MBA-021 MBA-031 MBA-041 MBA-051 MBA-061a MBA-061b PAPER Principles and Practices of Management Quantitative Techniques for Managerial Decision Making. Managerial Economics Human Resource Management Accounting for Management Seminar on Executive Communication Workshop on Information Technology for Management CREDITS 4 4 4 4 4 2 2 MARKS 100 100 100 100 100 50 50 TRIMESTER – II CODE MBA-072 MBA-082 MBA-092 MBA-102 MBA-112a MBA-112b PAPER CREDITS Quantitative Methods and Operations Research 4 Economic Environment for Business 4 Production and Operations Management 4 Financial Management 4 Seminar on Negotiation Skills 2 Workshop on Management Information Systems 2 o Introduction to Retail Management (R. Mgt.)* 4 SECTORAL SUBJECT – 1 MARKS 100 100 100 100 50 50 100 o Principles of Banking and Insurance (B & I)* o Introduction to IT and Telecommunications (IT & Tel)* o Introduction to Infrastructure (Infra. Mgt.)* o Industrial Pharmacy and Pharmaceutical Technology (Pharma. Mgt.)* o Hospital Planning and Organization (Hosp. Mgt.)* MBA-122 *R. Mgt= Retail Management; B&I= Banking & Insurance; IT & Tel.= IT & Telecommunication; Infra. Mgt.=Infrastructural Management; Pharma. Mgt.=Pharmaceutical...
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...DOM05 Supply Chain Management Assignment – I Assignment Code: 2014DOM05B1 Last Date of Submission: 15th November 2014 Maximum Marks: 100 Section-A Each question carries 25 Marks. Q1. Discuss in detail few methods of Cost Control in Supply Chain Management. Q2. Discuss in detail few challenges faced by Supply Chain Managers today with few examples. Section – B Case Study (50 Marks) ABC Company is electronics, aerospace, electrical machinery, semi-conductors, and computer products Company. Its annual sales are nearly Rs. 1000 crore. It has manufacturing plants in 5 states and 4 foreign countries. It employs 120000 people worldwide. While its operations had expanded, its purchasing, warehousing and shipping functions had lagged behind its other business units in effectiveness. Although a JIT system had been installed, problems with materials remained because no one seemed to be accountable when difficulties arose. For example, a recent order from a supplier arrived late at ABC Company’s Jamshedpur plant. Purchasing blamed the warehouse and shipping. The warehouse blamed production control. Production control blamed warehousing and purchasing. Shipping claimed that the motor carrier lost the order for several days in Patna, thus delaying delivery. Each function pointed an accusing finger at the other functions. Discuss: How the problems faced by ABC Company could be solved by the use of Supply...
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