Lean Logistics and Supply Chain Training Course

Participants can describe how material, information and decision flows interact across logistics operations.

• Material, information and cash flows traced across supply chain nodes
• Push and pull systems compared through replenishment decision points
• Process boundaries defined from supplier release through customer receipt
• Order cycle components separated into processing, waiting, movement and inspection
• Handoffs and functional silos assessed for delay and accountability
• Customer demand patterns connected to upstream logistics response requirements

Participants can create a current-state value stream map for a selected logistics process.

• Map end-to-end material and information flow using current-state value stream mapping
• Select product families using demand, volume and process-route criteria
• Capture cycle time, changeover, uptime, inventory and staffing data
• Calculate total lead time and process time from map data
• Document scheduling signals, information routes and release decision rules
• Mark queues, rework loops, expediting and unplanned process interruptions

Participants can calculate demand-driven operating requirements and identify capacity constraints.

• Takt time calculated from available time and customer demand
• Demand profiles analysed for volume, mix, seasonality and variability
• Capacity requirements compared with labour, equipment and operating hours
• Bottlenecks identified using process time, queue data and utilisation
• Heijunka principles applied to level loading and release stability
• Plan buffer capacity for predictable peaks and operational disruption

Participants can identify logistics waste and collect evidence for improvement priorities.

• Apply the eight wastes to receiving, storage, picking and dispatch
• Spaghetti diagrams expose travel distance, crossing paths and congestion
• Time observation separates touch time from waiting and searching
• Pareto charts rank error types, delay causes and workload drivers
• Photographic evidence and observation sheets support factual process discussions
• Prioritise waste using customer impact, frequency and improvement feasibility

Participants can design a future-state logistics flow with clear control points and improvement priorities.

• Future-state value stream maps specify flow, pull and scheduling design
• Continuous-flow opportunities assessed through product, volume and layout conditions
• Define pacemaker processes and release points for flow control
• Supermarket locations selected to decouple unstable or distant processes
• Kaizen bursts record improvement actions, owners and expected benefits
• Sequence implementation around stability, flow and pull dependencies

Participants can design pull replenishment controls for internal and external supply flows.

• Kanban rules define authorised production, movement and replenishment signals
• Calculate Kanban quantities using demand, lead time and safety factors
• Two-bin systems applied to low-value, repeat-use inventory items
• Supermarkets control replenishment between disconnected process stages
• Electronic Kanban requirements assessed against physical signal reliability
• Escalation rules manage stockouts, damaged cards and abnormal demand

Participants can set differentiated inventory policies using demand and value segmentation.

• ABC analysis classifies stock by annual consumption value
• XYZ analysis classifies demand by variability and forecastability
• ABC-XYZ matrices assign review frequency, service targets and controls
• Reorder points calculated from demand, lead time and safety stock
• Safety stock assumptions tested against variability and service requirements
• Obsolete, excess and slow-moving inventory analysed for disposition action

Participants can improve warehouse flow through layout, slotting and work design decisions.

• Warehouse process maps cover receiving, put-away, picking, packing and dispatch
• Slotting rules align item velocity, dimensions and pick frequency
• U-shaped flow layouts reduce travel, handoffs and supervision distance
• Point-of-use storage reduces replenishment travel and searching time
• Batch size decisions balance travel efficiency, responsiveness and accuracy
• Cross-docking criteria assessed for suitable products and demand patterns

Participants can establish standardised logistics processes and visual operating controls.

• Standard work combines task sequence, timing and inventory limits
• Create work instructions using critical steps, controls and escalation points
• Visual management boards display plan, actual, abnormalities and actions
• 5S audits maintain location discipline, workplace safety and search reduction
• Andon signals define response responsibilities for operational abnormalities
• Daily management routines connect frontline issues with corrective action

Participants can improve transport flow, loading efficiency and distribution reliability.

• Milk-run design consolidates collection and delivery into repeatable routes
• Route density analysis balances distance, service windows and vehicle utilisation
• Load planning improves cube utilisation, weight compliance and handling sequence
• Dock scheduling reduces vehicle waiting, congestion and loading variability
• Carrier scorecards monitor on-time delivery, damage and documentation accuracy
• Transport waste assessed through empty running, expedites and avoidable handling

Participants can improve inbound logistics through supplier collaboration and delivery controls.

• Supplier delivery performance measured using quantity, timing and quality metrics
• Inbound appointment systems stabilise receiving workloads and dock capacity
• Supplier Kanban arrangements align replenishment with actual consumption signals
• Packaging standards reduce handling, damage, waste and replenishment time
• Vendor-managed inventory roles, data requirements and controls evaluated
• Escalate recurring supplier disruptions through structured corrective action requests

Participants can investigate recurring logistics problems and define verified corrective actions.

• A3 problem solving structures background, condition, analysis and countermeasures
• Five Whys tests causal chains beyond immediate operational symptoms
• Fishbone diagrams organise possible causes across people, methods and materials
• Check sheets collect consistent evidence at the point of occurrence
• PDCA cycles test countermeasures before full-scale standardisation decisions
• Confirm root causes using data, observation and stakeholder verification

Participants can reduce logistics errors using prevention, detection and control methods.

• Poka-yoke methods prevent picking, labelling and shipment confirmation errors
• First-pass yield measures right-first-time performance in warehouse processes
• Failure mode and effects analysis prioritises logistics process risks
• Control plans specify checks, frequencies, owners and reaction actions
• Traceability requirements linked to batch control, recalls and customer claims
• Error escalation paths distinguish containment, correction and preventive action

Participants can build a balanced KPI system and daily management routine for logistics operations.

• KPI trees connect operational measures with service, cost and cash
• On-time in-full performance defined with clear measurement rules
• Inventory turns, days on hand and stock accuracy interpreted
• Lead-time measures separate order, processing, transit and waiting time
• Visual dashboards compare plan, actual, trend and countermeasure status
• Tiered daily meetings escalate issues through defined management levels

Participants can plan adoption of lean logistics changes with stakeholder ownership and controls.

• Stakeholder analysis identifies process owners, users, sponsors and affected partners
• RACI matrices clarify accountability for improvement actions and operating controls
• Pilot selection balances impact, feasibility, learning value and sponsorship
• Communication plans address role changes, measures and expected behaviours
• Training within industry principles support skill transfer at workstations
• Sustainment audits verify standard work, visual controls and KPI discipline

Participants can use operational data and digital systems to support lean logistics decisions.

• Warehouse management system data extracts support flow and error analysis
• ERP transaction discipline improves inventory accuracy and replenishment signals
• Barcode scanning controls verify movement, location and shipment confirmation
• Exception reports identify overdue orders, stockouts and capacity constraints
• Data quality checks test completeness, timing, duplication and master data
• Digital tools selected only where process standards are already stable

Participants can quantify the financial and service case for a lean logistics initiative.

• Baseline costs separate labour, transport, storage, expediting and error costs
• Working capital effects calculated from inventory reductions and payment timing
• Benefit assumptions documented with volume, rate and implementation evidence
• Cost-to-serve analysis identifies unprofitable service and delivery patterns
• Investment appraisal compares equipment, systems, training and recurring benefits
• Benefits tracking assigns owners, measurement periods and validation methods

Participants can prioritise lean logistics initiatives and prepare a controlled implementation roadmap.

• Improvement ideas grouped into quick wins, projects and strategic changes
• Impact-effort matrices rank initiatives using evidence and delivery constraints
• Roadmaps sequence dependencies across process, people, systems and suppliers
• Milestones define deliverables, owners, dates and decision gates
• Risk registers record assumptions, threats, mitigations and contingency actions
• Governance cadence reviews benefits, obstacles and corrective decisions

Participants can build, review and present a complete lean logistics improvement plan for a selected supply chain process.

• Current-state evidence assembled into a concise logistics performance diagnosis
• Future-state flow design integrates pull, inventory and operating controls
• Improvement priorities quantified through service, cost, lead-time and inventory measures
• Implementation roadmap assigns ownership, milestones, risks and governance routines
• Peer review tests assumptions, calculations, practicality and stakeholder readiness
• Present the completed lean logistics improvement plan for management approval