Sustainable Supply Chain Operations Training Course

Participants can align supply chain design choices with sustainability and resilience objectives.

• Customer promise translated into service levels, lead times and fulfilment policies
• Supply chain segmentation differentiates products by demand, margin, risk and volatility
• Decoupling points determine inventory positioning, postponement opportunities and responsiveness
• Make-buy decisions assess total cost, capability, risk and external impacts
• Network design compares centralised, regional and local fulfilment configurations
• Governance defines decision rights across procurement, planning, logistics and sustainability

Participants can map supply flows, dependencies, constraints and priority impact points.

• Value stream mapping captures material, information, cash and waste flows
• Tiered supplier maps reveal source locations, intermediaries and dependency concentrations
• Process mapping identifies handovers, bottlenecks, rework loops and control failures
• Bill of materials analysis links products to critical inputs
• Baseline dashboards combine service, cost, inventory, risk and emissions measures
• Data-quality assessment tests completeness, consistency, traceability and update frequency

Participants can improve inventory decisions using demand, service, waste and risk data.

• Demand segmentation separates stable, seasonal, intermittent and promotional demand patterns
• Forecast error measured through bias, MAD, MAPE and tracking signal
• ABC-XYZ analysis sets differentiated planning and stock control policies
• Safety stock calculations balance demand variability, lead time and target service
• Slow-moving inventory reviews identify obsolescence, expiry, redistribution and disposal actions
• Sales and operations planning reconciles demand, supply, capacity and financial assumptions

Participants can embed responsible procurement criteria into sourcing and buying decisions.

• ISO 20400 principles applied to procurement policy, process and governance
• Category strategies incorporate environmental, social, ethical and continuity requirements
• Total cost of ownership captures acquisition, operation, failure and disposal costs
• Specification reviews remove unnecessary material, packaging and energy requirements
• Tender evaluation models weight price, quality, risk and sustainability evidence
• Contract clauses define reporting, audit, remediation and improvement obligations

Participants can prioritise supplier oversight using value, risk and impact criteria.

• Kraljic portfolio analysis categorises spend by profit impact and supply risk
• Supplier segmentation combines criticality, expenditure, substitutability and sustainability exposure
• Prequalification questionnaires test policy, certifications, controls and incident history
• Due diligence examines ownership, sanctions, labour practices and environmental compliance
• Supplier scorecards track delivery, quality, cost, risk and sustainability performance
• Escalation thresholds trigger corrective action, executive review or supplier exit

Participants can develop suppliers through evidence-based improvement plans and governance.

• Root cause analysis uses five whys and fishbone diagrams
• Corrective action plans assign actions, owners, dates, evidence and verification
• Supplier development prioritises capability gaps, improvement potential and business criticality
• Joint business plans align volume commitments, performance targets and investment
• Audit findings converted into remediation milestones and follow-up controls
• Supplier meetings use agenda discipline, scorecards, decisions and action logs

Participants can identify and control social and ethical risks within supply chains.

• Human rights risk assessment considers labour, land, safety and community impacts
• Modern slavery indicators identify recruitment fees, document retention and restricted movement
• Worker grievance channels assess accessibility, confidentiality, remedy and retaliation safeguards
• Social audit limitations examined through sampling bias, coaching and disclosure gaps
• Responsible recruitment requirements flow through labour providers and subcontractors
• Remediation protocols distinguish immediate protection, corrective action and supplier disengagement

Participants can identify, estimate and manage material supply chain emissions sources.

• Greenhouse Gas Protocol categories distinguish purchased goods, transport and waste
• Activity-based calculations combine fuel, distance, mass and emission factors
• Spend-based estimates provide screening data where primary supplier data lacks
• Primary data requests define boundaries, units, evidence and reporting cadence
• Emission hotspots prioritise materials, suppliers, lanes, facilities and product designs
• Avoided emissions claims require baselines, methods, evidence and cautious communication

Participants can identify warehouse changes that reduce energy, waste and handling losses.

• Warehouse process mapping tracks receiving, put-away, picking, packing and dispatch
• Slotting analysis reduces travel distance, congestion, damage and handling energy
• 5S controls improve workplace organisation, visual management and waste detection
• Energy reviews assess lighting, refrigeration, charging, heating and equipment utilisation
• Packaging standards reduce void fill, material use, damage and returns
• Cycle counting improves inventory accuracy, expiry control and replenishment reliability

Participants can select transport improvements using service, cost, capacity and emissions criteria.

• Transport mode selection compares cost, speed, reliability, capacity and carbon
• Route optimisation reduces empty running, distance, waiting time and fuel
• Load consolidation improves vehicle fill, shipment frequency and handling efficiency
• Carrier procurement evaluates fleet standards, fuel data and subcontractor controls
• Incoterms allocation clarifies transport responsibilities, risk transfer and cost ownership
• Last-mile delivery options assess density, failed drops, access and emissions

Participants can design reverse flows that recover value and reduce disposal impacts.

• Circular economy strategies apply refuse, reduce, reuse, repair and recycle
• Return reason codes distinguish defects, damage, surplus, misuse and preference
• Reverse logistics networks assess collection, sorting, recovery and disposal routes
• Product recovery options compare resale, refurbishment, remanufacture, recycling and disposal
• Closed-loop packaging systems define assets, deposits, tracking and return responsibilities
• Waste hierarchy decisions prioritise prevention before recovery and final disposal

Participants can assess supply chain threats and prioritise proportionate risk treatments.

• Risk registers document causes, events, consequences, controls and accountable owners
• Probability-impact matrices prioritise threats using defined scoring criteria
• Bow-tie analysis links preventive controls, events, recovery controls and consequences
• Supply risk indicators monitor financial distress, capacity, quality and geopolitical exposure
• Single-source dependencies assessed through substitutability, tooling, knowledge and lead-time
• Risk appetite statements define tolerances for disruption, cost, safety and compliance

Participants can prepare continuity arrangements for critical supply chain disruptions.

• ISO 22301 concepts connect business impact analysis and continuity arrangements
• Business impact analysis identifies critical activities, recovery times and dependencies
• Continuity strategies compare dual sourcing, buffers, substitutions and capacity reservation
• Supplier contingency plans specify triggers, contacts, alternatives and communication protocols
• Crisis response structures assign incident roles, authority, escalation and reporting
• Recovery playbooks sequence stabilisation, allocation, restoration and post-incident learning

Participants can build aligned performance measures for sustainable supply chain operations.

• SCOR Digital Standard processes structure plan, source, make, deliver and return
• Balanced scorecards link strategic objectives to operational measures and initiatives
• KPI trees connect leading indicators, process measures and outcome measures
• Perfect order measurement combines delivery, completeness, accuracy and documentation criteria
• Cash-to-cash cycle analysis links inventory, receivables, payables and working capital
• Metric governance defines owners, sources, formulas, thresholds and review frequency

Participants can define data controls for traceability, reporting and operational decisions.

• Master data governance controls supplier, material, location and transport records
• Traceability requirements define lot, batch, serial and chain-of-custody information
• Data lineage documents source systems, transformations, approvals and reporting outputs
• Supplier data validation tests units, boundaries, methodology and supporting evidence
• Exception reporting highlights missing certificates, overdue actions and threshold breaches
• Management reports distinguish operational decisions from external disclosure requirements

Participants can evaluate improvement proposals using financial, operational and risk evidence.

• Business cases quantify baseline cost, benefits, investment, risks and assumptions
• Cost-benefit analysis compares operating savings, avoided losses and implementation expenditure
• Payback period calculates investment recovery from annual net cash benefits
• Sensitivity analysis tests fuel price, demand, volume and savings assumptions
• Marginal abatement cost curves rank emissions reductions by cost effectiveness
• Benefits realisation plans assign measures, owners, milestones and review dates

Participants can organise sustainable supply chain initiatives for accountable delivery.

• RACI matrices clarify responsibility, accountability, consultation and information requirements
• Roadmaps sequence quick wins, capability building, investment and policy changes
• Stakeholder mapping identifies influence, interest, concerns and engagement approaches
• Change impact assessments address processes, roles, systems, suppliers and customers
• Training needs analysis identifies knowledge, skill and behavioural requirements
• Steering group packs report progress, decisions, risks, benefits and exceptions

Participants can integrate sourcing, logistics, carbon, continuity and performance actions into one plan.

• Baseline findings converted into material priorities, targets and improvement opportunities
• Initiatives selected using impact, feasibility, cost, risk and stakeholder criteria
• Supplier actions aligned with category strategy, contracts and development plans
• Operational changes connect inventory, warehouse, transport and reverse-flow decisions
• Governance cadence integrates scorecards, risk reviews, carbon data and escalation
• Implementation roadmap assigns milestones, dependencies, resources and benefit measures

Participants can build, review and present a complete sustainable supply chain operations plan for a defined business context.

• Problem statement defines supply scope, stakeholders, constraints and desired outcomes
• Current-state map presents flows, dependencies, performance gaps and material impacts
• Prioritised risk assessment identifies critical exposures, controls and residual risks
• Improvement portfolio combines sourcing, inventory, logistics, carbon and circular actions
• Implementation plan specifies governance, budget, milestones, owners and decision gates
• Executive presentation communicates business case, measures, risks and requested approvals