Digital Supply Chain Strategy Training Course

Participants can assess current-state digital capability and identify transformation readiness gaps.

• Digital maturity dimensions cover process, data, technology, people and governance
• Capability assessment scores planning, sourcing, fulfilment and returns processes
• Current-state evidence gathered through interviews, process data and system inventories
• Maturity heat maps distinguish foundational gaps from advanced capability opportunities
• Technology debt assessed across interfaces, customisation, obsolescence and supportability
• Change readiness considers sponsorship, skills, incentives and local adoption barriers
• Gap statements converted into specific improvement requirements and ownership

Participants can select digital use cases using consistent value, feasibility and risk criteria.

• Use-case discovery starts with recurring decisions, bottlenecks and control failures
• Demand sensing compared with conventional statistical forecasting and planner judgement
• Inventory optimisation targets safety stock, service levels and working capital
• Control tower use cases connect exception management with decision authority
• Warehouse automation options assessed against volume, variability and labour economics
• Value-feasibility matrix ranks benefits, data availability, complexity and risk
• Business cases separate direct savings, avoided losses and strategic benefits

Participants can define data requirements and governance controls for digital supply chain decisions.

• Master data domains include products, locations, suppliers, customers and assets
• Data quality dimensions measure accuracy, completeness, timeliness, consistency and uniqueness
• GS1 identifiers support product, location and logistics-unit data exchange
• Data lineage traces planning outputs back to source systems and assumptions
• Data ownership assigns stewardship, approval rights and correction responsibilities
• Descriptive, predictive and prescriptive analytics matched to decision types
• Model monitoring detects forecast drift, bias and deteriorating data quality

Participants can evaluate connected technologies and automation options against operational requirements.

• IoT architecture connects sensors, gateways, platforms, applications and users
• RFID, barcode and computer vision compared for identification accuracy
• Digital twins model assets, flows, constraints and alternative operating scenarios
• Robotic process automation targets repetitive rules-based supply chain transactions
• Autonomous mobile robots assessed for warehouse travel, safety and throughput
• AI applications examined for forecasting, allocation, maintenance and exception triage
• Distributed ledger applications tested against trust, traceability and governance requirements

Participants can design digitally supported planning and execution-control processes.

• Integrated business planning aligns demand, supply, finance and executive decisions
• Demand planning workflows combine baseline forecasts, market intelligence and overrides
• Multi-echelon inventory optimisation positions stock across network stages
• Real-time visibility events track orders, shipments, inventory and asset status
• Exception-based management defines thresholds, alerts, escalation paths and response actions
• Scenario planning tests supplier disruption, capacity loss and demand shocks
• Control tower governance specifies decisions, roles, data feeds and service levels

Participants can specify digital approaches for supplier collaboration, traceability and procurement integration.

• Supplier segmentation links collaboration intensity to risk, value and dependency
• Supplier portals standardise onboarding, documentation, confirmations and performance communication
• Electronic data interchange connects purchase orders, acknowledgements, invoices and advance notices
• Source-to-pay integration reconciles contracts, requisitions, orders, receipts and invoices
• Supplier risk monitoring combines financial, geopolitical, quality and delivery indicators
• Traceability records support provenance, chain-of-custody and regulatory evidence requirements
• Collaboration agreements define data sharing, confidentiality and dispute-resolution responsibilities

Participants can incorporate cyber, continuity and third-party risk controls into digital supply chain plans.

• Threat modelling identifies attack paths across systems, devices and partners
• ISA/IEC 62443 principles separate industrial zones, conduits and access rights
• Identity and access management applies least privilege and role segregation
• Third-party assessments test supplier controls, incident reporting and recovery arrangements
• Business continuity plans define manual workarounds for critical supply chain processes
• Cyber incident playbooks assign containment, communication, recovery and evidence tasks
• Resilience metrics track recovery time, alternate capacity and information availability

Participants can define the roles, governance and adoption measures required for digital operating models.

• Target operating model defines processes, people, technology, governance and locations
• RACI matrices clarify decision rights for data, exceptions and investments
• Process redesign removes non-value work before applying digital automation
• Workforce impact assessment identifies role changes, skills gaps and training needs
• Change impact analysis maps affected groups, behaviours and resistance sources
• Adoption measures track active usage, decision compliance and process outcomes
• Product teams align business owners, data specialists and technology delivery roles

Participants can produce a phased implementation roadmap and benefits governance approach.

• Roadmap sequencing identifies foundations, pilots, scale-up stages and dependencies
• Portfolio governance balances quick wins, enabling platforms and strategic programmes
• Total cost of ownership includes implementation, integration, licences, support and training
• Benefits realisation plans assign baselines, owners, milestones and verification methods
• KPI trees connect digital initiatives with service, cost, cash and resilience
• Stage-gate reviews test readiness before funding subsequent implementation phases
• Ninety-day application plans assign priorities, sponsors, actions and success measures