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supply chain management

Supply-chain management (SCM) has three principal components: (a) creating the supply-chain network structure, (b) developing supply-chain business processes, and (c) managing the supply-chain activities. Lambert and Cooper (2000, January).

The supply-chain network structure consists of the member firms and the links between these firms. Primary members of a supply chain include all autonomous companies or strategic business units that carry out value-adding activities in the business processes designed to produce a specific output for a particular customer or market. Supporting members are companies that simply provide resources, knowledge, utilities, or assets for the primary members of the supply chain. For example, supporting companies include those that lease trucks to a manufacturer, banks that lend money to a retailer, or companies that supply production equipment, print marketing brochures, or provide administrative assistance.

Supply chains have three structural dimensions: horizontal, vertical, and the horizontal position of the focal company within the end points of the supply chain. The first dimension, horizontal structure, refers to the number of tiers across the supply chain. The supply chain may be long, with numerous tiers, or short, with few tiers. As an example, the network structure for bulk cement is relatively short. Raw materials are taken from the ground, combined with other materials, moved a short distance, and used to construct buildings. The second dimension, vertical structure, refers to the number of suppliers or customers represented within each tier. A company can have a narrow vertical structure, with few companies at each tier level, or a wide vertical structure with many suppliers or customers at each tier level. The third structural dimension is the company’s horizontal position within the supply chain. A company can be positioned at or near the initial source of supply, be at or near to the ultimate customer, or be somewhere between these end points of the supply chain.

Business processes are the activities that produce a specific output of value to the customer. The management function integrates the business processes across the supply chain. Traditionally, in many companies, upstream and downstream portions of the supply chain were not effectively integrated. Today, competitive advantage increasingly depends on integrating eight key supply-chain processes—customer relationship management, customer service management, demand management, order fulfillment, manufacturing flow management, procurement, product development and commercialization, and managing returns—into an effective value delivery network. Lambert , Guinipero, and Ridenhower (1998).

Regarding the supply-chain management function itself, in some companies, management emphasizes a functional structure, others a process structure, and yet others a combined structure of processes and functions. The number of business processes that it is critical or beneficial to integrate and manage between companies will likely vary. In some cases, it may be appropriate to link just one key process, and, in other cases, it may be appropriate to link multiple or all the key business processes. However, in each specific case, it is important that executives thoroughly analyze and discuss which key business processes to integrate and manage. With the shift from the traditional “push” to the modern “pull” model, supply-chain management has changed—the integration of e-commerce has produced (a) greater cost efficiency, (b) distribution flexibility, (c) better customer service, and (d) the ability to track and monitor shipments.


Strategic Supply Chain Management

To provide participants with the necessary knowledge and skills to effectively and efficiently manage company Supply Chain Advanced functions.
Through a critical linkage of leading-edge concepts and best practices, participants will acquire the knowledge & skills to effectively manage the Supply Chain Manager function. The topics covered will include:
·      The concept of strategic & operational Supply Chain management

·      How to craft purchasing and procurement strategies, plans and programs

·      How to develop the proper p organization, policies, systems and procedures

·      How to determine the required purchasing manpower requirement — composition, competency & quantity

·      Managing purchasing operations

·      Managing project purchasing

·      Managing vendor relations

·      Tender management

·      Contract management

·      Warehouse management

·      Delivery / distribution / logistic management

·      Managing purchasing information management system




Day 1

The 80:20 law of Supply Chain Management

·        The nature of Supply Chain Management

The Supply Chain Management Procedure

·        Project Appraisal and Analysis

·        Sourcing and types of sourcing

Types of Supply Chain Management  methods

·        P2P

·        Centralized Supply Chain Management

·        Decentralized Supply Chain Management

·        Whole Life Supply Chain Management

Supply Chain Integration Framework

·        Customer Relationship Management

·        Customer Service Management

·        Demand Management

·        Order Fulfillment

·        Manufacturing Flow Management

·        Supplier Relationship Management

·        Product Development and Commercialization

·        Returns Management

Day 2

·        Physical Logistics and Channel Management dynamics

·        Route Configuration for effective distribution

·        Physical distribution Planning and control using S.W.O.T Analysis

·        Mastering the art of Scheduling

·        Schedule control and optimization skills

·        Understanding Material Requirements Planning Vs Enterprise Resource Planning (ERP)

·        Inventory Management

·         Inter-Modal systems for all modes of transportation

·         International Contract Terms (Transport Contracts Management)

·        Physical Distribution Management

·        Quality and Supply Chain Management

·        Marketing Channels (distribution intermediaries)

·        Strategic insight into the entire Market

·        Logistics Network designing for Manufacturers

·        Logistics Network designing for Retailers

·        Logistics Network designing for Suppliers

·        Logistics Network designing for Consumers

·        Logistics Network designing for Distributors

·        Logistics Network designing for Operators/Managers

Day 3

·        Developing a Lean Supply Chain Structure

·        Global Supply Chain Operations

·        Strategic Outsourcing

·        Coordinating Capacity and Production Planning

·        Supply Chain total cost (Physical cost and Market cost)

·        Supply Chain Design and Planning

·        Forward Integration Vs. Backwards Integration

·        Narrow Span and Wide Span

·        Supply Chain Configuration techniques

·        The Blue Ocean Strategy for your Supply Chain (VIRN Analysis)

·        Service Contracts Management

·        Service Contracts Planning and Administration

·        Nature of inventory

·        Factors Affecting Inventory

·        Costs in Inventory

·        Stock Classification

·        Stock Evaluation

·        Department of Inventory Management

·        Functions of Inventory

·        Selective Inventory Control

·        Reorder Quantity Methods and EOQ

·        Reorder Time Methods

COURSE FEE; N180,000 per person. Discount will be provided for group booking only

·      3 (three) days
·      Lectures

·      Discussions

·      Individual and group exercises

·      Case studies

·      Activities

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