International Supply Chain Management Training Course

Participants can build a demand plan and align it with supply decisions.

• Forecast accuracy measured using MAPE, bias and tracking signal
• Demand history cleaned for outliers, promotions and exceptional orders
• Consensus forecasting integrates sales intelligence, market data and operational constraints
• S&OP cycle aligns demand, supply, inventory and financial decisions
• Scenario plans compare baseline, upside and constrained demand assumptions
• Planning horizons matched to replenishment lead times and decision cadence

Participants can set inventory policies using demand, lead-time and service data.

• ABC-XYZ analysis separates value, volume and demand variability profiles
• Safety stock calculated from demand variability, lead time and service targets
• Reorder points combine average demand, lead-time demand and safety stock
• Economic order quantity tested against storage, ordering and transport costs
• Multi-echelon inventory positioning reduces duplicated buffers across network stages
• Cycle stock, pipeline stock and obsolete stock reported separately

Participants can develop a category strategy for internationally sourced goods and services.

• Kraljic matrix classifies spend by profit impact and supply risk
• Category profiles define demand, specifications, markets and stakeholder requirements
• Make-buy analysis compares capability, capacity, cost and control implications
• Sourcing strategies distinguish single, dual, multiple and local supply options
• Supplier prequalification screens financial, operational, ethical and technical criteria
• Category roadmaps sequence sourcing events, negotiations and contract actions

Participants can compare international supplier options using total cost and risk criteria.

• Total cost of ownership includes price, freight, duty, quality and holding costs
• Should-cost models separate materials, labour, overheads, margin and logistics assumptions
• Weighted scorecards evaluate supplier capability, quality, delivery and compliance evidence
• Request for quotation packs specify commercial, technical and logistics requirements
• Currency assumptions tested through sensitivity analysis and quotation comparison
• Supplier due diligence reviews ownership, financial health and capacity indicators

Participants can select appropriate delivery terms and define contractual supply responsibilities.

• Incoterms 2020 rules allocate delivery, risk, cost and clearance responsibilities
• EXW, FCA, FOB, CIF, DAP and DDP compared by transaction conditions
• Named places specified precisely to prevent transfer-of-risk disputes
• Purchase contracts define specifications, acceptance, remedies and change control
• Force majeure clauses reviewed against disruption, notice and mitigation requirements
• Payment terms aligned with supplier risk, cash flow and documentary requirements

Participants can select transport modes and manage international freight performance.

• Mode selection balances cost, transit time, reliability, security and emissions
• Air, ocean, road, rail and multimodal options compared systematically
• Freight rate structures separate base rates, surcharges and accessorial charges
• Carrier scorecards track on-time performance, claims, capacity and communication
• Consolidation opportunities reduce shipment frequency, handling and transport cost
• Route guides define approved carriers, service levels and escalation procedures

Participants can establish essential customs and shipping-document controls.

• Commodity classification applies Harmonized System codes and supporting product evidence
• Customs valuation distinguishes transaction value, additions, deductions and related-party considerations
• Certificates of origin support preferential tariff claims and origin verification
• Commercial invoices, packing lists and bills of lading checked systematically
• Export controls screen restricted parties, destinations, end uses and goods
• Customs broker instructions define classification, valuation and document responsibilities

Participants can improve warehouse flow, stock accuracy and outbound service control.

• Warehouse process maps cover receiving, put-away, picking, packing and dispatch
• Slotting rules position fast-moving stock for travel-time reduction
• Cycle counting plans target ABC classes, variances and root causes
• First-expiry-first-out controls protect shelf-life and regulated product integrity
• Picking accuracy measured through order errors, rework and customer claims
• Distribution centre capacity assessed using throughput, labour and space constraints

Participants can identify data controls needed for reliable supply chain planning.

• Item master records govern units, dimensions, lead times and planning parameters
• Bill of materials accuracy supports material planning and availability commitments
• Supplier master data records approved sources, terms and performance history
• MRP logic converts demand signals into planned orders and rescheduling messages
• Data governance assigns owners, validation rules and correction procedures
• Exception reports prioritise shortages, late orders and parameter errors

Participants can manage supplier performance using quality, delivery and corrective-action controls.

• Supplier KPIs measure quality, delivery, responsiveness, cost and compliance
• On-time-in-full measures separate quantity, timing and documentation failures
• Eight disciplines corrective action structures containment, cause analysis and prevention
• Root causes tested using five whys and fishbone diagrams
• Supplier audits examine process control, traceability, competence and records
• Quality agreements define inspection, nonconformance, notification and disposition responsibilities

Participants can assess supply risks and prepare proportionate continuity responses.

• Risk registers document causes, events, impacts, controls and accountable owners
• Probability-impact matrices rank operational, geopolitical, financial and environmental exposures
• Supply risk heat maps combine supplier criticality with vulnerability indicators
• Scenario analysis tests port closure, supplier failure and demand surge responses
• Business continuity plans define triggers, alternatives, communications and recovery actions
• ISO 31000 principles guide risk treatment, monitoring and stakeholder reporting

Participants can incorporate environmental and social requirements into supply chain decisions.

• Supplier codes address labour, safety, ethics and environmental requirements
• Scope 3 transport emissions estimated from distance, mode and shipment weight
• Lifecycle thinking compares product, packaging, transport and end-of-life impacts
• Responsible sourcing checks identify labour rights, minerals and deforestation risks
• Supplier improvement plans set corrective actions, milestones and verification evidence
• Sustainability criteria incorporated into tenders, evaluations and contract reviews

Participants can assess supply chain decisions through cash-flow and working-capital effects.

• Cash-to-cash cycle links receivables, inventory days and payable days
• Landed cost calculations combine purchase price, freight, duty and handling
• Inventory carrying cost quantifies capital, storage, insurance and obsolescence exposure
• Payment-term changes assessed for supplier viability and cash-flow consequences
• Letters of credit allocate documentary conditions, bank roles and payment risk
• Trade finance options compared for cost, liquidity and counterparty exposure

Participants can design performance measures that support supply chain decisions.

• KPI trees connect service, cost, inventory, quality and risk outcomes
• Perfect order rate combines complete, accurate, damage-free and timely delivery
• OTIF dashboards identify customer, supplier, route and product failure patterns
• Pareto analysis prioritises recurring defects, delays and excess-cost drivers
• Control charts distinguish common-cause variation from special-cause signals
• Monthly reviews assign actions, owners, due dates and benefit measures

Participants can define practical visibility and traceability requirements for supply chains.

• Control towers consolidate order, shipment, inventory and exception status data
• Track-and-trace requirements specify events, timestamps, locations and accountable parties
• Barcodes, RFID and serialisation compared for identification and data capture
• Electronic data interchange standardises purchase orders, acknowledgements and shipment notices
• Data quality checks test completeness, timeliness, consistency and duplication
• Technology business cases quantify adoption costs, service gains and control benefits

Participants can assess network options using cost, service, risk and capacity criteria.

• Network maps show suppliers, plants, ports, warehouses and customer locations
• Location screening compares demand access, infrastructure, labour and regulatory conditions
• Centralised and regional distribution models tested against service and inventory trade-offs
• Capacity models assess volume, utilisation, contingency and expansion requirements
• Country risk indicators inform sourcing and distribution location decisions
• Network scenarios compare landed cost, lead time and disruption exposure

Participants can plan and govern a supply chain improvement initiative.

• Problem statements define scope, baseline, target and business consequences
• A3 reports structure background, analysis, countermeasures, actions and follow-up
• Stakeholder maps identify decision makers, users, blockers and communication needs
• RACI matrices assign accountable owners for cross-functional implementation tasks
• Benefits registers quantify savings, service gains, risk reduction and timing
• Implementation plans sequence pilots, approvals, training and performance reviews

Participants can combine planning, sourcing, logistics and risk findings into a prioritised diagnosis.

• Current-state maps connect demand, suppliers, inventory, transport and customer service
• Diagnostic evidence reconciles financial data with operational performance measures
• Constraint analysis distinguishes capacity, policy, data and supplier limitations
• Root-cause chains link symptoms to process failures and decision rules
• Prioritisation matrices compare impact, effort, urgency and implementation risk
• Improvement portfolios balance quick wins with structural supply chain changes

Participants can build, review and present a complete international supply chain improvement plan.

• Capstone scope defines products, routes, suppliers, customers and business objectives
• SCOR process map identifies priority failures and cross-functional ownership
• Demand, inventory and sourcing analyses support quantified improvement recommendations
• Transport, customs and warehouse controls address delivery and compliance gaps
• Risk register and continuity plan define exposure, actions and escalation triggers
• KPI dashboard measures benefits, service outcomes, costs and implementation progress