Global Supply Chain Operations Training Course

Participants can assess network choices against service, cost, risk and market requirements.

• Network design decisions covering plants, suppliers, warehouses and distribution channels
• Centralised and decentralised inventory positioning for regional customer service
• Make-buy analysis using capacity, capability, cost and supply risk
• Postponement strategies separating standard production from final product configuration
• Total landed cost compared across sourcing locations and transport options
• Country risk factors assessed before establishing supply and distribution routes

Participants can create a practical demand forecast and identify forecast error drivers.

• Demand history cleaned for outliers, promotions, returns and stock-outs
• Moving average and exponential smoothing forecasts for stable demand
• Seasonality indices calculated from monthly or weekly sales patterns
• Forecast accuracy measured using MAD, MAPE and forecast bias
• Sales intelligence incorporated through structured demand review assumptions
• Demand segmentation distinguishes predictable, intermittent and highly variable items

Participants can prepare an S&OP input pack that exposes demand, supply and financial gaps.

• S&OP cycle connects product, demand, supply and executive reviews
• Aggregate demand plans reconciled with capacity and inventory constraints
• Supply scenarios compare overtime, subcontracting, allocation and backlog options
• Pre-S&OP decisions framed with risks, assumptions and financial impacts
• Executive S&OP meetings resolve exceptions requiring cross-functional decisions
• Action logs assign owners, dates and escalation requirements after reviews

Participants can set inventory policies and replenishment parameters for different demand profiles.

• ABC-XYZ analysis segments items by value and demand variability
• Safety stock calculated from demand variability, lead time and service targets
• Reorder points combine expected lead-time demand with safety stock
• Economic order quantity tested against holding, ordering and transport costs
• Min-max parameters established for routine replenishment control
• Inventory turns, days on hand and ageing monitored routinely

Participants can translate demand plans into feasible material and production requirements.

• Bill of materials structures link finished goods to component demand
• Master production schedules convert demand into time-phased production requirements
• MRP explosions calculate planned order releases for dependent demand
• Lead-time offsets distinguish purchasing, production, inspection and transport durations
• Capacity requirements planning identifies overloaded work centres and bottlenecks
• Frozen, slushy and liquid planning horizons control schedule changes

Participants can align sourcing approaches and supplier controls with supply importance and risk.

• Kraljic matrix classifies purchases by profit impact and supply risk
• Supplier segmentation differentiates strategic, preferred, approved and transactional suppliers
• Request-for-quotation specifications define quality, quantities, delivery and acceptance criteria
• Purchase order controls prevent unauthorised commitments and specification errors
• Three-way matching connects purchase orders, receipts and supplier invoices
• Supplier onboarding verifies capability, compliance, documentation and master data

Participants can measure supplier performance and manage corrective action for recurring failures.

• Supplier scorecards track quality, delivery, responsiveness, cost and compliance
• On-time in-full measures distinguish shipment punctuality from order completeness
• Defect rates calculated using accepted quantities, rejections and returns
• Root cause analysis applies five whys and fishbone diagrams
• Corrective action requests specify containment, causes, actions and verification
• Quarterly business reviews address trends, risks, improvement commitments and governance

Participants can establish quality controls across suppliers, operations, storage and distribution.

• Critical-to-quality requirements translated into supplier and operating specifications
• Incoming inspection plans use sampling levels and acceptance criteria
• Process control points identify where defects can be prevented
• Traceability records link lots, batches, serial numbers and customers
• Nonconformance procedures control segregation, disposition, rework and release
• Cost of quality separates prevention, appraisal, failure and warranty costs

Participants can design core warehouse controls that protect accuracy, throughput and stock integrity.

• Receiving procedures verify quantities, condition, documentation and purchase order status
• Put-away rules assign locations using velocity, size, hazard and compatibility
• Slotting analysis reduces travel time and picking congestion
• Pick-face replenishment prevents shortages during order fulfilment waves
• Cycle counting plans target high-value, high-movement and discrepancy-prone inventory
• Inventory accuracy investigated through transaction, location and process controls

Participants can control order fulfilment from customer promise through delivery confirmation.

• Order promising checks available-to-promise inventory, capacity and allocation rules
• Perfect order measures complete, accurate, damage-free and timely delivery
• Order prioritisation applies customer tiers, contractual commitments and product criticality
• Backorder management communicates realistic dates and recovery actions promptly
• Returns processes capture disposition, credit, inspection and root-cause information
• Customer service dashboards highlight exceptions requiring immediate operational intervention

Participants can select transport arrangements and manage carrier performance against service requirements.

• Mode selection compares road, rail, air, ocean and multimodal options
• Route planning balances transit time, cost, security and capacity
• Freight consolidation reduces cost through shipment grouping and scheduling
• Carrier scorecards measure collection, delivery, damage, claims and responsiveness
• Tender evaluation compares rates, surcharges, capacity commitments and service terms
• Proof-of-delivery controls support invoicing, claims management and customer confirmation

Participants can allocate international shipment responsibilities using Incoterms 2020 and trade documentation.

• Incoterms 2020 allocate costs, risks, carriage and export obligations
• EXW, FCA, FOB, CIF, DAP and DDP compared carefully
• Commercial invoices state goods, values, currencies and transaction details
• Packing lists support customs clearance, receiving and freight verification
• Certificates of origin establish eligibility for tariff preferences
• Customs brokers, freight forwarders and importers define documented responsibilities

Participants can calculate landed cost and explain logistics decisions in financial terms.

• Landed cost includes purchase price, freight, duty, insurance and handling
• Currency exposure assessed between purchase commitment and supplier payment
• Duty drawback and tariff classification affect import cost calculations
• Freight invoices audited against contracted rates, weights and accessorial charges
• Working capital links inventory days, payable terms and cash conversion
• Cost-to-serve analysis identifies unprofitable customers, channels and order patterns

Participants can assess supply chain risks and define proportionate continuity measures.

• Risk registers capture threat, cause, consequence, owner and treatment
• FMEA prioritises failure modes using severity, occurrence and detection
• Single-source exposure assessed through supplier, site and component dependency
• Business continuity plans define triggers, alternatives, communications and recovery priorities
• Scenario planning tests port closures, supplier failures and demand surges
• Risk appetite guides acceptable inventory, capacity and sourcing exposure

Participants can define data controls and visibility measures for timely operational decisions.

• Master data governance controls item, supplier, location and lead-time records
• ERP transaction discipline maintains accurate inventory, orders and financial commitments
• Control towers consolidate exception signals from suppliers, carriers and warehouses
• Event milestones track order confirmation, dispatch, arrival and delivery
• Data quality measures monitor completeness, accuracy, timeliness and consistency
• Exception management prioritises operational issues by customer and financial impact

Participants can build a balanced KPI set and operating review rhythm for supply chain control.

• SCOR metrics connect reliability, responsiveness, agility, cost and asset management
• KPI trees link strategic goals to controllable operational measures
• OTIF, fill rate and backlog reveal customer service performance
• Inventory turns, forecast accuracy and schedule adherence expose planning quality
• Transport cost per unit and warehouse productivity guide logistics control
• Tiered daily management escalates exceptions from teams to leadership

Participants can incorporate environmental, ethical and compliance considerations into operating decisions.

• Scope 3 screening identifies material upstream and downstream emissions sources
• Transport emissions compared using mode, distance, load factor and fuel
• Supplier codes address labour, ethics, safety and environmental requirements
• Packaging reduction considers product protection, cube utilisation and recovery options
• Reverse logistics manages returns, repair, reuse, recycling and disposal
• Responsible sourcing controls address conflict minerals, sanctions and forced labour

Participants can convert supply chain improvements into governed implementation plans.

• RACI matrices clarify accountability for cross-functional supply chain decisions
• Implementation roadmaps sequence quick wins, pilots, rollouts and stabilisation
• Standard operating procedures document controls, inputs, outputs and exceptions
• Change impact assessments identify affected roles, systems and measures
• Training plans address new processes, data requirements and escalation routes
• Benefits tracking compares realised results with approved baseline assumptions

Participants can build, review and present a complete global supply chain operating plan with controls, metrics and risk responses.

• Supply chain scope defines products, markets, partners and service commitments
• Demand, inventory and capacity assumptions consolidated into one operating plan
• Sourcing, warehouse and transport decisions tested against landed-cost scenarios
• Supplier scorecards and service KPIs aligned with governance cadence
• Risk register links disruption triggers to contingency and recovery actions
• Peer review challenges assumptions, trade-offs, ownership and implementation priorities