Connected Supply Chain Management Training Course

Participants can map priority supply chain flows and identify points requiring connected data.

• Value-stream maps showing order, material, document and payment movement
• SIPOC boundaries defined for priority supply chain process segments
• Order-to-delivery milestones mapped from customer request through proof-of-delivery
• Procure-to-pay flows connected with supplier confirmation and inbound receipt
• Production handoffs examined for constraints, queues, rework and schedule changes
• Inventory ownership identified across suppliers, plants, warehouses and customers
• Information latency measured between operational event and decision response

Participants can segment products and flows to set differentiated visibility and response requirements.

• ABC-XYZ segmentation combines value, demand variability and planning treatment
• Customer-service segments differentiated by availability, speed and order characteristics
• Product lifecycle stages linked to replenishment and inventory policy choices
• Critical materials classified using supply risk and business impact
• Lane segmentation identifies strategic, volatile, regulated and high-cost transport flows
• Service-level agreements translated into measurable operational commitments
• Response priorities aligned with customer impact and margin exposure

Participants can define critical events, milestones and alerts for priority supply chain flows.

• Critical event management identifies events requiring operational intervention
• Milestone plans define expected timestamps, locations and responsible parties
• Estimated time of arrival compared against committed delivery windows
• Event granularity selected for orders, pallets, containers and individual assets
• Alert thresholds set using customer commitments, lead times and risk tolerance
• Event-to-action matrices assign response owners for common deviations
• Visibility requirements prioritised by decision value rather than data availability

Participants can assess the data required to support timely and trusted supply chain decisions.

• Master data domains include items, locations, partners, lanes and units
• Data-quality dimensions measure completeness, accuracy, timeliness, consistency and validity
• Unique identifiers prevent duplicate products, locations, shipments and trading partners
• Data lineage traces dashboard measures back to operational source records
• Reference-data governance controls codes, hierarchies, ownership and change requests
• Timestamp standards distinguish planned, actual, estimated and received event times
• Data-quality scorecards expose records requiring correction before operational use

Participants can specify event data structures and integration requirements across supply chain partners.

• GS1 EPCIS 2.0 captures what, when, where and why events
• Event vocabularies standardise shipment status, handling actions and business steps
• API integration patterns support request-response, polling, webhooks and batch exchange
• Electronic data interchange messages compared with API-based partner connectivity
• Canonical data models reduce repeated point-to-point interface transformations
• Data-sharing agreements define permitted use, retention and access controls
• Partner onboarding requirements cover identifiers, formats, frequencies and validation rules

Participants can evaluate operational uses and limitations of sensor and telematics data.

• GPS telemetry provides location, speed, route deviation and dwell-time signals
• Temperature sensors protect cold-chain products through threshold breach alerts
• Condition monitoring tracks shock, humidity, light exposure and door openings
• Geofencing identifies arrivals, departures and unauthorised route deviations automatically
• Battery life, connectivity and calibration affect sensor-data reliability
• Signal filtering separates actionable exceptions from normal operational variation
• Chain-of-custody records support claims, compliance and quality investigations

Participants can convert transport and warehouse events into logistics decisions and response priorities.

• Transport visibility combines carrier events, telematics, milestones and ETA predictions
• Arrival predictions updated using congestion, dwell, weather and route conditions
• Warehouse execution events expose receiving delays, picking backlogs and loading constraints
• Dwell-time analysis identifies avoidable waiting at ports, yards and warehouses
• Exception severity ranks customer impact, recovery options and financial exposure
• Recovery playbooks cover rerouting, mode changes, allocation and customer communication
• Freight spend analysis links disruption events with premium transport costs

Participants can use near-real-time signals to improve short-term demand and supply decisions.

• Demand sensing combines orders, point-of-sale, promotions and market signals
• Forecast-value-added analysis separates useful adjustments from forecast noise
• Short-interval control monitors demand changes against current supply commitments
• Demand alerts distinguish temporary spikes from sustained consumption shifts
• Available-to-promise logic connects inventory, production and inbound supply status
• Allocation rules protect priority customers during constrained supply conditions
• Response horizons distinguish immediate execution actions from planning cycle changes

Participants can design inventory response rules using live supply, demand and service signals.

• Safety-stock policies reflect demand variability, lead-time variability and service targets
• Reorder-point parameters updated using current demand and inbound supply signals
• Days-of-supply measures expose stockout and overstock risks by location
• Multi-echelon inventory views reveal upstream causes of downstream shortages
• Inventory ageing identifies slow-moving, obsolete and at-risk stock positions
• Exception-based replenishment prioritises items approaching service-risk thresholds
• Cycle-count discrepancies escalated when inventory accuracy affects customer promises

Participants can establish supplier information-sharing and collaborative response arrangements.

• Supplier confirmation measures compare committed dates, quantities and actual receipts
• CPFR principles align forecasting, replenishment and exception management with partners
• Supplier capacity signals identify constraints before purchase-order due dates
• Vendor-managed inventory arrangements define ownership, replenishment triggers and reporting
• Supplier scorecards combine quality, delivery, responsiveness and data reliability
• Collaboration cadences distinguish operational exceptions from strategic performance reviews
• Escalation protocols specify recovery commitments for late or incomplete deliveries

Participants can design a control-tower workflow linking signals, decisions, owners and outcomes.

• Control-tower use cases prioritised by frequency, impact and intervention feasibility
• Exception queues group alerts by severity, ownership and response deadline
• Case-management workflows record investigation, action, approval and closure evidence
• Decision rights distinguish local resolution from cross-functional escalation authority
• Operational huddles review open exceptions, commitments and unresolved blockers
• Root-cause codes support recurring-issue analysis and corrective action tracking
• Closed-loop learning updates thresholds and playbooks from response performance

Participants can prioritise supply chain exceptions and identify corrective actions using structured analysis.

• Exception taxonomies classify demand, supply, inventory, logistics and quality deviations
• Pareto analysis identifies exception categories creating disproportionate business impact
• Five Whys analysis distinguishes symptoms from underlying process causes
• Fishbone diagrams structure causes across people, process, equipment and data
• FMEA scores failure modes using severity, occurrence and detection ratings
• Corrective-action plans assign owners, due dates, controls and effectiveness checks
• Escalation triggers reflect financial exposure, customer criticality and recovery time

Participants can integrate risk signals and continuity actions into connected supply chain operations.

• Supply risk registers capture likelihood, impact, triggers, owners and mitigations
• Supplier dependency analysis identifies single-source and concentration exposure
• Scenario planning tests disruptions affecting capacity, routes, materials and demand
• Business continuity plans define alternate sources, inventory buffers and communications
• ISO 28000 security principles address supply chain security management controls
• Early-warning indicators monitor financial distress, geopolitical events and weather disruption
• Recovery-time objectives set acceptable restoration targets for critical supply flows

Participants can build a connected performance framework linking operational events with business outcomes.

• SCOR performance attributes organise reliability, responsiveness, agility, cost and assets
• Perfect-order measurement combines delivery, quantity, condition and documentation accuracy
• On-time-in-full metrics defined with consistent tolerances and ownership rules
• Cash-to-cash cycle links inventory, receivables and payables to supply decisions
• Cost-to-serve analysis distinguishes profitable and loss-making customer fulfilment patterns
• Leading indicators measure event quality, confirmation speed and exception ageing
• Dashboard hierarchies connect executive measures with operational root-cause metrics

Participants can specify dashboards and analytical views that support actionable supply chain decisions.

• Decision-centric dashboard design starts with users, decisions, triggers and actions
• KPI definitions document formulas, sources, refresh rates and accountable owners
• Drill-down paths connect network summaries with order and shipment detail
• Heat maps highlight geographic, supplier and product concentration of exceptions
• Trend analysis separates seasonal patterns from deterioration requiring intervention
• Data visualisation choices match comparisons, distributions, flows and time-series analysis
• Alert fatigue reduced through relevance tests, suppression rules and notification preferences

Participants can assess technology options against connected supply chain business requirements.

• Architecture layers separate source systems, integration, data platforms and applications
• ERP, WMS, TMS and planning systems mapped to operational decision processes
• Control-tower platform requirements cover events, workflows, analytics and collaboration
• Vendor evaluation criteria assess interoperability, configurability, security and implementation support
• Build-versus-buy decisions consider strategic differentiation, cost and internal capability
• Proof-of-concept scope tests priority decisions rather than generic platform features
• Cybersecurity requirements address identity, access, encryption and incident response

Participants can establish governance and adoption measures for connected supply chain ways of working.

• RACI matrices assign accountability for data, decisions, exceptions and improvements
• Data stewardship roles maintain master data, event quality and issue resolution
• Standard operating procedures document exception intake, triage and closure requirements
• Change-impact assessments identify altered roles, decisions, measures and behaviours
• Training plans target planners, buyers, logistics teams and partner users
• Adoption measures track workflow usage, response time and action completion
• Governance forums coordinate technology releases, policy changes and performance reviews

Participants can prepare a phased implementation roadmap with measurable benefits and delivery controls.

• Maturity assessments benchmark current visibility, data, process and governance capabilities
• Use-case prioritisation scores value, feasibility, urgency and dependency factors
• Phased roadmaps sequence quick wins, foundational work and scaled deployment
• Benefits hypotheses link interventions with service, cost, inventory and risk measures
• Baseline measures established before implementation to support benefit tracking
• Implementation risks assessed across data, partners, process, technology and adoption
• Stage-gate reviews confirm readiness before progressing investment and deployment

Participants can build, review and present a complete connected supply chain operating model for a priority business flow.

• Priority flow scope defines customers, products, nodes, partners and constraints
• Critical-event map specifies milestones, data sources, timestamps and event owners
• Exception workflow assigns thresholds, actions, escalation paths and closure evidence
• Dashboard specification links SCOR measures with operational decision requirements
• Risk-response plan addresses disruption triggers, alternatives and communication responsibilities
• Implementation roadmap sequences governance, data, process and technology deliverables
• Business case quantifies expected service, inventory, cost and risk improvements
• Peer review tests feasibility, accountability, data readiness and decision usefulness