Supply Chain Optimisation and Logistics Training Course

Participants can map material, information and financial flows to identify operational constraints.

• SIPOC diagrams define suppliers, inputs, processes, outputs and customers
• Value stream mapping exposes queues, delays, rework and handoffs
• Material flows traced from source through delivery and returns
• Information flows mapped across ERP, planning and execution systems
• Lead-time ladders distinguish processing, waiting, transport and inspection time
• Constraint points prioritised using throughput, variability and service impact

Participants can establish a reliable operational baseline from supply chain data.

• Data quality checks test completeness, timeliness, consistency and master-data accuracy
• Baseline service performance using OTIF, fill rate and perfect order
• Inventory measures include turns, days on hand and ageing
• Cost-to-serve separates product, customer, channel and location costs
• Capacity utilisation calculated for plants, warehouses and transport assets
• Pareto analysis identifies dominant costs, failures and demand patterns

Participants can segment products and customers to set differentiated supply chain policies.

• ABC analysis ranks stock keeping units by annual consumption value
• XYZ classification groups items by demand variability and predictability
• Service segmentation distinguishes strategic, standard and economy fulfilment offers
• Customer profitability analysis identifies costly order and delivery requirements
• Product lifecycle stages inform stocking, sourcing and obsolescence policies
• Segmentation matrix assigns planning rules to ABC-XYZ combinations

Participants can prepare demand forecasts and assess their accuracy using standard measures.

• Demand history cleaned for stockouts, promotions, returns and outliers
• Moving averages forecast stable demand with transparent calculation assumptions
• Exponential smoothing weights recent demand observations for short-term planning
• Seasonal indices separate recurring patterns from underlying demand levels
• MAPE, MAD and bias quantify forecast accuracy and direction
• Forecast value added identifies planning inputs that improve predictions

Participants can structure an S&OP cycle that reconciles demand, supply and financial plans.

• S&OP cycle aligns demand review, supply review and executive decisions
• Planning horizons connect monthly aggregate plans with weekly execution
• Demand review challenges assumptions, opportunities, risks and forecast changes
• Supply review tests capacity, materials, inventory and supplier constraints
• Scenario planning quantifies service, revenue, cost and working-capital trade-offs
• Executive S&OP decisions record owners, dates, assumptions and escalation triggers

Participants can set inventory policies appropriate to demand, lead time and service targets.

• Cycle stock, safety stock, pipeline stock and anticipation stock distinguished
• Economic order quantity balances ordering costs against holding costs
• Reorder point combines expected lead-time demand with safety stock
• Periodic review systems set order-up-to levels and review intervals
• Service-level targets converted into inventory availability requirements
• Inventory policies differentiated by ABC-XYZ segment and supply risk

Participants can calculate safety stock and replenishment parameters from demand and lead-time variability.

• Safety stock calculations use demand variability, lead-time variability and service factors
• Standard deviation measures demand dispersion around the planning forecast
• Lead-time demand calculated from average demand and replenishment duration
• Z-values selected from target cycle-service-level assumptions
• Min-max settings established for operational replenishment control
• Parameter reviews triggered by forecast, lead-time or service changes

Participants can evaluate sourcing strategies using spend, risk, market and supplier information.

• Spend analysis classifies expenditure by category, supplier and business unit
• Kraljic portfolio positions categories by profit impact and supply risk
• Should-cost analysis separates materials, labour, overhead and supplier margin
• Sourcing strategies compare single, dual, local and global supply
• Request-for-proposal criteria weight quality, service, risk and commercial terms
• Negotiation preparation defines BATNA, target price and concession limits

Participants can manage supplier performance through scorecards, reviews and corrective actions.

• Supplier scorecards track quality, delivery, responsiveness, cost and compliance
• OTIF supplier measurement distinguishes quantity, timing and documentation failures
• Root cause analysis uses five whys and fishbone diagrams
• Corrective action plans define containment, cause, owner and due date
• Supplier business reviews focus on trends, risks and improvement commitments
• Supplier development priorities selected using performance and criticality matrices

Participants can assess supply chain risks and prepare proportionate continuity controls.

• Risk registers record likelihood, impact, controls, owners and review dates
• Supplier concentration assessed through spend share and substitution difficulty
• Failure mode and effects analysis ranks operational failure priorities
• Business continuity plans identify alternatives, buffers and recovery responsibilities
• Geopolitical, climate and financial exposures evaluated by supply lane
• Risk appetite statements define acceptable service and cost exposure

Participants can compare distribution network options using service, cost and capacity criteria.

• Network design balances customer proximity, inventory pooling and transport cost
• Centre-of-gravity method estimates candidate distribution centre locations
• Fixed and variable costs compared across network alternatives
• Facility capacity assessed against throughput, peak demand and growth
• Cross-docking suitability tested for velocity, handling and consolidation opportunities
• Make-or-buy decisions compare internal capacity with third-party logistics options

Participants can diagnose warehouse performance and specify operational improvement actions.

• Warehouse process maps cover receiving, put-away, picking, packing and dispatch
• Slotting analysis positions fast-moving items near picking locations
• Pick-path design reduces travel distance, congestion and handling time
• Cycle counting programmes improve inventory-record accuracy by item criticality
• Labour standards measure receiving, picking and packing productivity
• Warehouse KPIs track dock-to-stock, accuracy, throughput and damage

Participants can plan transport operations and evaluate carrier performance using cost and service data.

• Transport mode selection compares cost, speed, reliability and emissions
• Route planning consolidates orders by geography, capacity and delivery windows
• Load planning improves vehicle utilisation through cube and weight analysis
• Freight rate structures distinguish linehaul, fuel, accessorial and detention charges
• Carrier scorecards measure on-time delivery, claims and invoice accuracy
• Incoterms 2020 allocate transport responsibilities, costs and risk transfer

Participants can plan international movements with appropriate trade, customs and documentation controls.

• Harmonized System codes determine customs classification and duty treatment
• Customs valuation methods establish declared value for imported goods
• Rules of origin affect preferential tariffs and sourcing decisions
• Commercial invoices, packing lists and bills of lading checked
• Import lead times include clearance, inspection and border-delay contingencies
• Trade compliance controls screen restricted parties and controlled goods

Participants can calculate total landed cost and identify cost-to-serve improvement opportunities.

• Total landed cost includes purchase price, freight, duty and handling
• Currency exposure assessed using exchange-rate assumptions and payment terms
• Activity-based costing assigns warehouse and transport costs to demand
• Cost-to-serve models reveal unprofitable customers, products and delivery patterns
• Trade-off analysis compares inventory carrying cost with transport frequency
• Savings cases separate recurring benefits, one-off costs and implementation investment

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

• GHG Protocol Scope 3 categories identify supply chain emissions sources
• Transport emissions estimated using distance, mode, weight and fuel factors
• Supplier sustainability questionnaires assess labour, environmental and governance controls
• Circular economy options include repair, reuse, remanufacture and recycling
• Packaging redesign evaluates material reduction, protection and transport efficiency
• Sustainable procurement criteria balance price, performance, risk and emissions

Participants can specify data and system requirements for better supply chain visibility and control.

• ERP master data governs item, supplier, location and planning accuracy
• Warehouse management systems direct receiving, replenishment, picking and inventory control
• Transport management systems support tendering, routing, freight audit and settlement
• Control towers combine alerts, milestones, exceptions and decision workflows
• Dashboard design links operational KPIs with management decision thresholds
• Data governance assigns ownership, validation rules and change-control procedures

Participants can build a KPI framework and governance routine for sustained performance improvement.

• Balanced KPI sets connect service, cost, cash, quality and risk
• Leading indicators identify emerging shortages, delays and capacity constraints
• KPI definitions specify formula, source, owner, frequency and threshold
• Tiered daily management escalates issues from operations to leadership
• A3 problem solving structures evidence, analysis, countermeasures and follow-up
• Benefits tracking validates realised savings against approved business cases

Participants can build, review and present a complete supply chain optimisation plan supported by data, assumptions and implementation actions.

• Current-state diagnosis integrates demand, inventory, sourcing, warehouse and transport evidence
• Improvement priorities selected through quantified service, cost, cash and risk impacts
• Optimisation scenarios test policy changes against operational constraints
• Implementation roadmap sequences quick wins, capability needs and investment decisions
• Risk controls assign owners, milestones, contingencies and escalation arrangements
• Executive presentation communicates recommendations, assumptions, benefits and decision requests