Strategising Logistics And Supply Chain Management (full-time)

HRODC Postgraduate Training Institute
Em Central London (Reino Unido)


Informação importante

  • Curso
  • Central london (Reino Unido)
  • Duração:
    3 Months
  • Quando:
    à escolha

Limited Objectives: By the conclusion of the specified learning and development activities, delegates will be able to: Identify and explain Logistics definitions and concepts that are relevant to Managing the Supply Chain. Identify how Supply Chains complete in terms of time, cost, quality and sustainability. Also, how there are supportive capabilities and soft objectives. Show how different Supply Chains may adopt different and distinctive strategies for competing in the marketplace.
Suitable for: This course is designed for: Supply Chain and Logistics Managers and Professionals, Operations Managers, Logistics Professionals, Logistic Providers, Logistic Administrators, Logistics Planning and Inventory Managers, Purchasing and Procurement Managers, Retailers, Transportation and Distribution Managers, Inventory and Warehouse Control Professionals, Freight Forwarders and Linear Specialists, Production Managers, Production Planners, Financial Managers, Project Managers, Distribution Centre Supervisors, Manufacturers and Industries

Informação importante

Requisitos: Degree or Work Experience


Instalações e datas

Início Localização
à escolha
Central London
Carburton Street, W1W 5EE, London, Reino Unido
Ver mapa

O que se aprende nesse curso?

Operations Management
Risk Management
Cash Flow
IT Project Management
Customer Service
Supply Chain Management
Logistics Management
Inventory Management
Full Time
Project Management
IT risk
Time management
Quality management
Quality Training
Network Training
IT Development
IT Management
Supply and Chain Management
Sales Training
Competitive Advantages


Modules' Title

Module 1: Logistics and Supply Chain Management: Incorporating Competitive Strategy, Strategic Lead-Time Management, Global Pipeline and Risk Management and Supply Chain Integration
Global Pipeline and Risk Management, and Supply Chain Integration
Module 2: Advanced Procurement Management
Module 3: Comprehensive Production and Operations Management Part 1

Module1: Logistics and Supply Chain Management: Incorporating Competitive Strategy, Strategic Lead-Time Management, Global Pipeline and Risk Management, and Supply Chain Integration

Contents, Concepts and Issues:

Introduction to Logistics, the Supply Chain and Competitive Strategy

  • Logistics and the Bottom Line
  • The Supply Chain Network
  • Competitive Advantage
  • Competitive Advantage and the ‘ Three C’s’
  • The Experience Curve
  • Logistics and Competitive Advantage
  • Value Advantage
  • Cost Advantage
  • Seeking the High Ground
  • Logistics and Competitive Advantage
  • The Challenge to Logistics and Supply Chain Management
  • Gaining Competitive Advantage
  • Supply Chain Becomes the Value Chain
  • Mission of Logistics Management
  • Logistics Management Process
  • Supply Chain and Competitive Performance
  • Achieving an Integrated Supply Chain
  • Changing Competitive Environment
  • The New Rules of Competition
  • Investing in Process Excellence Yields Greater Benefits
  • Product Excellence
  • Process Excellence
  • Globalisation of Industry
  • Downward Pressure on Price
  • Price Deflation in Consumer Electronics (UK High Street Prices)
  • Inventory Profile of the Automotive Supply Chain
  • The Customers Take Control
  • Managing the ‘ 4Rs’
  • Responsiveness
  • Reliability
  • Resilience
  • Relationships

Logistics and Customer Value

  • The Marketing and Logistics Interface
  • Delivering Customer Value
  • Total Cost of Ownership
  • Acquisition Cost
  • Management Cost
  • Operating Cost
  • Maintenance Cost
  • Inventory Cost
  • Training Cost
  • Disposal Cost
  • Technical Support Cost
  • What is Customer Service
  • The Components of Customer Service
  • Pre-Transaction Elements
  • Written Customer Service Policy
  • Accessibility
  • Organisation Structure
  • System Flexibility
  • Transaction Elements
  • Order Cycle Time
  • Inventory Availability
  • Order Fill Rate
  • Order Status Information
  • Post-Transaction Elements
  • Availability of Spares
  •  Call-Out Time
  • Product Tracing/Warranty
  • Customer Complains, Claims, etc.
  • The Impact of Out-of-Stock
  • Shopper Behaviour when Faced with a Stock-Out
  • The Impact of Logistics and Customer Service on Marketing
  • Customer Service and Customer Retention
  • Using Service to Augment the Core Product
  • Customer Retention Indicators
  • Market-Driven Supply Chains
  • Linking Supply Chain Processes to the Value Proposition
  • Linking Customer Value to Supply Chain Strategy
  • Customer’s Service Needs
  • Identify the Key Components of Customer Service
  • Establish the Relative Importance of those Service Components to Customers
  • Identify ‘ Clusters’  of Customers according to Similarity of Service Preferences
  • Customer Service Objectives
  • The Cost Benefit of Customer Service
  • The Costs of Service
  • Probability of Level of Sales
  • Service Levels and the Normal Distribution
  • Shifting the Costs of Service
  • Setting Customer Service Priorities
  • The ‘ Pareto’  or 80/20 Rule
  • Managing Product Service Level
  • Seek Cost Reduction
  • Provide High Availability
  • Review
  • Centralised Inventory
  • Customer Service and the 80/20 Rule
  • Critical Value Analysis
  • Setting Service Standards
  • Probability of a Complete Order
  • Pre-transaction
  • Stock Availability
  • Target Delivery Dates
  • Response Times to Queries
  • Transaction
  • Order Fill Rate
  • On-Time Delivery
  • Back Orders by Age
  • Shipment Delays
  • Product Substitutions
  • Post-transaction
  • First Call Fix Rate
  • Customer Complaints
  • Returns/Claims
  • Invoice Errors
  • Service Parts Availability
  • Composite Service Index

Determining Logistics Costs and Performance

  • Logistics and the Bottom Line
  • The Impact of Margin and Asset Turn on ROI
  • Logistics Impact on ROI
  • Logistics Management and the Balance Sheet
  • Cash Receivables
  • Inventories
  • Property, Plant and Equipment
  • Current Liabilities
  • Debt/Equity
  • Logistics and Shareholder Value
  • The Drivers of Shareholder Value
  • Revenue Growth
  • Operating Cost Reduction
  • Fixed Capital Efficiency
  • Working Capital Efficiency
  • Tax Minimisation
  • The Role of Cash Flow in Creating Shareholder Value
  • Changing the Cash Flow Profile
  • Accelerating Cash Flow
  • Enhancing Cash Flow
  • Logistics Cost Analysis
  • The Concept of Total Cost Analysis
  • Stages in the Order-to-Collection Cycle
  • Order Placement and Communication
  • Order Entry
  • Credit Check
  • Documentation
  • Order Picking
  • Delivery
  • Invoicing and Collection
  • The Total Cost of a Distribution Network
  • Trunking Costs
  • Inventory Costs
  • Outlet Costs
  • Local Delivery Costs
  • Order Processing Costs
  • The True Cost of Inventory
  • Cost of Capital
  • Storage and Handling
  • Obsolescence
  • Damage and Deterioration
  • Pilferage/Shrinkage
  • Insurance
  • Managements Cost
  • Principles of Logistics Costing
  • Missions that Cut Across Functional Boundaries
  • The Programme Budget
  • Customer Profitability Analysis
  • The Customer Profit and Loss Account
  • Analysis of Revenue and Cost for a Specific Customer
  • Customer Profitability Analysis: A Basic Model
  • Customer Profitability Matrix
  • Build
  • Danger Zone
  • Cost Engineer
  • Protect
  • Direct Product Profitability
  • Direct Product Profit (DPP)
  • Cost Drivers and Activity-Based Costing
  • Customer Service Segment
  • Factors that Produce Variations in the Cost of Service
  • Specific Resource Used to Support Customer Segment
  • Activity Costs by Customer Type or Segment

Matching Supply and Demand

  • The Lead-Time Gap
  • Forecast Error and Planning Horizons
  • The Lead-Time Gap
  • Closing the Lead-Time Gap
  • Improving the Visibility of Demand
  • Demand Penetration Points and Strategic Inventory
  • The Information Iceberg
  • The Supply Chain Fulcrum
  • Velocity and Visibility Drive Responsiveness
  • Forecast for Capacity, Execute Against Demand
  • Demand Management and Planning
  • The Sales and Operations Planning Process
  • Generate Aggregate Demand Forecast
  • Modify the Forecast with Demand Intelligence
  • Create a Consensus Forecast
  • Create ‘Rough Cut’ Capacity Plan
  • The Focus of Demand Management and Planning
  • Execute at SKU Levels Against Demand
  • Measure Performance
  • Collaborative Planning, Forecasting and Replenishment
  • VICS-ECR Nine-Step CPFR Model
  • Benefits of CPFR
  • Reduce Capital Investment
  • Decrease Cost of Goods Sold
  • Increase Sales Revenue

Creating the Responsive Supply Chain

  • Product ‘Push’ versus Demand ‘Pull’
  • Agile or Lean?
  • Generic Supply Chain Strategies
  • The De-Coupling Point
  • The Agile Supply Chain
  • ‘ Push’ versus ‘ Pull’  in the Logistics Chain
  • The Reorder Point Method of Stock Control
  • The Review Period Method of Stock Control
  • Order Point and Dependent Demand
  • Causes of Uneven Demand at the Plant
  • Determining the Economic Order Quantity
  • The Japanese Philosophy
  • Inventory Hides the Problem
  • Volatile Demand
  • Inaccurate Forecasts
  • Unreliable Suppliers
  • Quality Problems
  • Bottlenecks
  • Reducing Set-Up Costs/Ordering Costs
  • Reducing the Economic Batch/Order Quantity
  • The Foundations of Agility
  • Synchronise Activities through Shared Information
  • Work Smarter, Not Harder
  • Partner with Suppliers to Reduce In-bound Lead Times
  • Seek to Reduce Complexity
  • Postpone the final Configuration/Assembly/Distribution of Products
  • Manage Process not just Functions
  • Utilise appropriate Performance Metrics
  • A Route Map to Responsiveness
  • Route map to the Responsive Business

Strategic Lead-Time Management   

  • Time-Based Competition
  • Shortening Life Cycles
  • The Product Life Cycle
  • Shorter Life Cycles make Timing Crucial
  • Customers Drive for Reduced Inventories
  • Breaking Free of the Classic Service/Cost Trade-Off
  • Volatile Markets make Reliance on Forecasts Dangerous
  • Lead Time Concepts
  • The Order-to-Delivery Cycle
  • The Order Cycle
  • Total Order Cycle with Variability
  • The Cash-to-Cash Cycle
  • Lead-time Components
  • Strategic Lead-time Management
  • Logistics Pipeline Management
  • Which activities Add Cost and which Add Value?
  • Value Added through Time
  • Variety Through Time
  • Cost-added versus Value-added Time
  • Reducing Non-value-Adding Time Improves Service and Reduces Cost
  • Reducing Logistics Lead Time
  • Supply Chain Mapping
  • Bottleneck Management

Analysing the Synchronous Supply Chain   

  • The Extended Enterprise and the Virtual Supply Chain
  • The Role of Information in the Virtual Supply Chain
  • Internet Applications and the Supply Chain
  • Functions of a Logistics Information System
  • Laying the Foundations for Synchronisation
  • An Integrated Logistics Information System
  • Daily Sales Data Drives the Replenishment Order System
  • Quick Response’ Logistics
  • Acting on this Information a Consolidated Pick-up and Store Delivery Sequence is activated
  • Quick Response System can Trigger a ‘ Virtuous Circle’ in Logistics
  • Production Strategies for Quick Response
  • Logistics Systems Dynamics
  • The Impact of Promotional Activity upon Production Requirement
  • Grocery Industry Delivery System Order Cycle
  • Grocery Industry Product Flow

Complexity and Supply Chain

  • The Sources of Supply Chain Complexity
  • The Cost of Complexity
  • Product Design and Supply Chain Complexity
  • Mastering Complexity

Global Pipeline Management

  • The Trend towards Globalization in the Supply Chain
  • Gaining Visibility in the Global Pipeline
  • Organizing for Global Logistics
  • Thinking Global, Acting Local

Risk Management in the Supply Chain

  • The Vulnerability of Supply Chain
  • Supply Chain Risk Profile
  • Managing Supply Chain Risk
  • Achieving Supply Chain Resilience

The Era of Network Competition

  • The New Organisational Paradigm
  • Collaboration in the Supply Chain
  • Managing the Supply Chain as a Network
  • Seven Major Business Transformations
  • The Implications for Tomorrow’s Logistics Managers
  • Supply Chain Orchestration
  • From 3PL to 4PL ™

Overcoming the Barriers to Supply Chain Integration
The Triple Bottom Line

  • Developing Logistics Vision
  • The Problems with Conventional Organisations
  • Developing the Logistics Organisation
  • Logistics as the Vehicle for Change
  • Benchmarking

Creating a Sustainable Supply Chain

  • The Triple Bottom Line
  • Greenhouse and Gases and the Supply Chain
  • Reducing the Transport-Intensity of Supply Chains
  • Peak Oil
  • Beyond the Carbon Footprint
  • Reduce, Reuse, Recycle
  • The Impact of Congestion

Emerging Mega-Trends

  • Shifting Centres of Gravity
  • The Multi-Channel Revolution
  • Seeking Structural Flexibility
  • 2020 Vision

Module 2: Advanced Procurement Management (Limited Contents)
Limited Contents:

  • Purchasing Scope and Development 
  • Strategic Procurement and Supply Chain Management
  • Outsourcing
  • Quality Management
  • Inventory Management
  • Lead Time and Time Compression
  • Sourcing Strategies and Relationship
  • Price and Total Costs of Ownership
  • Negotiations
  • Internal Control
  • Project Procurement
  • Procurement of Commodities
  • International and Global Outsourcing
  • Capital Procurement
  • Retail Procurement and Efficient Consumer Response (ECR)
  • Services Procurement
  • Corporate Social Responsibility (CSR)
  • E-Procurement Systems
  • Contract Management and Performance Measurement

Module 3: Comprehensive Production and Operations Management (Limited Contents)

Introduction to Operations Management

  • Defining Operations Management (OM)
  • Producing Goods and Services
  • Importance of Studying Operations Management
  • Roles of Operations Managers
  • The Heritage of Operations Management
  • Operations in the Service Sectors
  • New Issues in Operations Management
  • The Concept of Productivity

Operations Management in the Global Environment

  • Operations: Global View
  • Formulating Missions and Visions
  • Achieving Competitive Advantage Through Operations
  • Strategic Operations Management Decisions
  • Issues in Operations Strategy
  • Developing and Implementing Strategy
  • Key Success Factors and Core Competencies
  • Build and Staff the Organisation

Project Management

  • Importance of Project Management
  • Project Planning
  • The Project Manager
  • Work Breakdown Structure (WBS)
  • Project Scheduling
  • Project Controlling
  • Project Management Techniques
  • The Framework of PERT and CPM
  • Network Diagrams and Approaches
  • Activity-on-Node Example
  • Activity-on-Arrow Example
  • Identifying the Project Schedule

Demand Forecast

  • Forecasting Definition
  • Forecasting Time Horizons
  • Product Life Cycle
  • Types of Forecasts
  • The Importance of Forecasting
  • Forecasting Human Resources Needs
  • Forecasting Capacity

Product Design

  • Selecting Goods and Services
  • Product Strategy Options Support Competitive Advantage
  • Product Life Cycles
  • Life Cycle and Strategy
  • Product-by-Value Analysis

Quality Management and International Standard

  • Quality and Strategy
  • Quality Definition
  • International Quality Standards
  • ISO 9000
  • ISO 14000
  • Total Quality Management (TQM)
  • Continuous Improvement
  • Six Sigma
  • Employee Empowerment
  • Benchmarking
  • Just-in-Time (JIT)
  • Taguchi Concepts
  • TQM Tools
  • Check Sheets
  • Scatter Diagrams
  • Cause-and-Effect Diagrams
  • Pareto Charts
  • Flowcharts
  • Histograms
  • Statistical Process Control (SPM)
  • Inspection
  • TQM in Services
  • Statistical Process Control (SPC)
  • Process Design
  • Process Strategies
  • Process Focus
  • Repetitive Focus
  • Product Focus
  • Mass Customization Focus
  • Comparison of Process Choices
  • Bottleneck analysis and the Theory of Constraints
  • Break-Even Analysis
  • Single-Product Case
  • Multiproduct Case


  • Importance of Location
  • Factors Affecting Location Decisions
  • Labour Productivity
  • Exchange rate and Currency Risk
  • Costs
  • Political Risk, values and Cultures


  • Importance of Layout Decisions
  • Types of Layout
  • Office Layout
  • Retail Layout
  • Warehousing and Storage Layouts

Job Design and Work Measurement 

  • Human Resource Strategy for Competitive Advantage
  • Labour Planning
  • Employment-Stability Policies
  • Work Schedules
  • Job Classifications and Work Rules
  • Job Design
  • Labour Specialisation
  • Job Expansion
  • Psychological Components of Job Design

Conducting Inventory Management

  • The Importance of Inventory
  • Functions of Inventory
  • Types of Inventory
  • Inventory Management
  • ABC Analysis
  • Record Accuracy
  • Cycle Counting
  • Control of Service Inventories
  • Inventory Models
  • Independent vs. Dependent Demands
  • Holding, Ordering and Setup Costs
  • Inventory Models for Independent Demand
  • The Basic Economic Order Quantity
  • Model
  • Minimizing Cost
  • Reorder Points
  • Production Order Quantity Model
  • Quantity Discount Model
  • Probabilistic Models and Safety Stock
  • Other Probabilistic Models
  • Single- Period Model
  • Fixed-Period (P) Systems
  • Ethical Dilemmas
  • Using Software to Solve Inventory Problems
  • Solved Problems
  • Problems