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Effective supply management performance (2) (Logistics (2B) (Manage…
Effective supply management
performance (2)
Forecasting (2A)
Develop supply forecasts in light of economic, competitive, technology, market & currency trends & conditions that affect procurement (2A2)
Purpose of forecasting the following
Quantity
Industry capacity & availability
Cost or price
Technology
Planning
Assuring supply
Economic concepts & terms
used in forecasting
Price indices
Consumer price index or CPI
Implicit price deflator
Producer price index or PPI
Interest rates
Economic indicators
Leading
Lagging
Coincident
Inflation/Deflation
Capacity utilization
Economic indexing
Gross domestic product (GDP)
Balance of merchandise trade
Balance of payments
Exchange rates
Sources of data used
in forecasting
Private publications
Commercial forecats
Govt. publications
Survey of current business
Federal reserve bulletin
Regional surveys
ISM report on business
,manufacturing
non manufacturing
Internal historical data
Industry sources
Online indices & search engines/internet
Forecasting methodologies
/techniques
Short term vs long term forecasting
Macro vs micro forecasting
Delphi method
Correlation/regression analysis
Time series analysis
Central tendency
Variability
Analysis of cyclical data
Trend analysis
Decision tree analysis
Factors that can affect forecasts
Political factors
Technological shifts
Changes in money markets
Climatic conditions
Changing labor conditions
Changes in global trade
Fluctuating lead times
Manage forecasted data with suppliers (2A3)
Elements of early supplier involvement
Quality
Availablity
Cost
Technology
Product or service development/implementation
Design
Capital acquisitions budget
Product co-development
Manufacturing process
Cycle time
Business forecasting models
Confidentiality issues
Parameters for
disclosure
Product development model
Production plan
Legal implications
Supplier managed inventory
Collaborative planning forecasting & replenishment (CPFR)
Product life cycle
Information exchange options
Perform analysis & provide data on current & future & global/domestic market conditions, benchmarks & industry trends to management and/or user departments (2A1)
Market analysis
RFI
Supplier research
Establish benchmarks through industry database
SWOT analysis
Porter's Five forces
Supply market complexity
versus impact on business
Prioritization
Type of purchase
Strategic
Routine/non-critical components
Bottleneck
Leverage buy
opportunity assessment
General issues in economics
Governmental policies
Economic indicators
Transportation trends
Business cycles & trends (leadtime)
Global markets
Industries,firms & markets
Political stability/instability
World industrial migration
Import/export issues
Environmental
Analytical/financial skills
Logistics (2B)
Direct traffic/distribution policies &
procedures to ensure optimum
flow of material & consolidation
of freight (2B2)
Policies & procedures
Transportation modalities
Transportation restrictions
Carrier cost auditing
Carrier performance auditing
Freight classifications/rates
Available technology
Traffic routing & scheduling
Freight rate maintenance & auditing
Transportation analysis
Vehicle maintenance
Relocation or movement processes
Manage international transportation, invoicing & documentation functions to ensure corporate compliance with all governmental import, export, hazardous material & air freight regulations (2B3)
Characteristics of various
mode of Transportation
Truck
Less than truck load
Truck load
Air Transportation
Water shipping
Rail Transportation
Pipeline
Role of shipping companies,
customers, suppliers & freight forwarders
Shippers
Suppliers
Customers
Freight forwarders
Import/export documents
Export docs
Commercial invoice
Dock recepit
Certificate of origin
Delivery instructions
Letter of credit
Insurance certificate
Transmittal letter
Export declaration
Bill of lading
Consular invoice
Import docs
Customs entries
Freight release
Delivery order
Carriers certificate & release order
Arrival notice
Special customs invoice
Traffic patterns
Shipping routes
Incoterms
FAS
FOB
FCA
CFR
EXW
CIF
CPT
CIP
DES
DAF
DDU
DDP
C-TPAT
Cost/mode trade-offs
Multimodal shipments
Design/modify logistics facility layouts &
equipment designs to support business model,
increase productivity & lower operating costs (2B1)
Logistics performance measures,
strategies & cost saving initiatives
Cost to sales ratios
Logistics cost per unit versus budget
Cost of functions as a percent of sales
Inventory turns
Third party logistics considerations
Virtual warehouse v/s real ware house
Scorecards
Labor intensive
versus mechanized
Automation
Picker to part v/s part to picker
Process improvement action plan
Order picking versus stock replenishing functions
Considerations for geographical location
Channel proximity/modality considerations
Average delivery time
Environmental considerations
Build out versus build up
Govt. issues
Political
Tax considerations
Two dock versus single dock layout
Transport availability considerations
Safety considerations
Labor considerations
Security
Sanitation
Warehouse material
handling systems
Pallets
Warehouse receiving
Forklifts
Manage the resolution of delivery/receiving problems including freight loss & damage claims (2B4)
Freight terms
Domestic
International
Delivery tracking systems
Delivery performance measurements
Visible versus latent damage
Rules for freight claims
Resolution processes
Escalation
Corrective action
Freight audit procedures
Materials & Inventory Management (2C)
Develop/implement a warehouse &
inventory management system (2C2)
Cost considerations
Available technology for warehouse management system
Customer requirements
Warehouse management
Replenishment systems
Inventory classification systems
Storage location
Cycle counting
Structures
Perpetual
Overall project plan
Implementation plan
Manpower & equipment requirements
Facility design
Physical constraints
Fixed or random storage locations
Plan for business continuity
Inventory accuracy & inventory integrity
Issue/return
Recoup
Shrinkage
Inventory consolidation
Reconciliation
Security
Cycle counting
Inventory policies/procedures
Physical inventory
Location of materials
SKU establishment
Physical tracking systems
Bar code
Unique identification device
RFID
Coordinate and/or monitor the
movement of equipment & assets
within the organization (2C3)
Financial tracking systems
Capital equipment
Software tracking systems
Internal distribution (distribution channels)
Internal transportation
Physical tracking systems
Types of equipment & assets
Organizational policy for asset classification
Current assets
Fixed asset
Intangible assets
Investment assets
Deferred cost
Asset management
Inventory management
Asset recovery
Develop/implement a material and/or
service standardization program (2C1)
General issues in standardization & simplication
Applications
Procurement of facilities
Procurement of maintenance, repair & operating (MRO) items
High use or high volume items
Procurement of services
Brand names versus generic names
Procedures/steps in applying standardization & simplication
Standardization committees
Involvement of other departments
Effects on production methods/operations
Effects of global operations
Cost benefit analysis pertaining to standardization
Advantages & disadvantages
Sources of standards
Govt..
International (ISO)
Industry/associations (ANSI)
Internal organization
Develop, oversee & execute
multi channel disposition plan
for excess inventory &
finished goods (2C4)
Market place for disposal
Dealer
Third party specialist
Broker
Categories
Surplus
Obsolete
Damaged
Investment recovery priniciples
Value stream mapping
Security of disposal
Organization/Department
Assessment (2D)
Develop performance criteria &
evaluate supply management
employee performance (2D2)
Issues in evaluation of employees
Conduct interviews/provide feedback
Sources of
feedback
Self assessment
Internal customer input
Supplier input
Team and/or peer input
Determine appraisal
factors
Quantitative factors
Qualitative factors
Employee accountability
Determine criteria for success
Align employee objective to organizational goals
Develop tools & processes to measure,
report & improve compliance with
supply management policies (2D3)
Creation of measurements
Validation process
Reporting requirements
Audit processes
Remediation
Training
Compliance metrics
Social responsibility policies
Ethical supply management policies
Supplier diversity policies
Monitor work against business plans &
take action to resolve variances
or adjust plans as appropriate (2D1)
Performance measurement process
Performance measurement processes
What to measure
Key performance indicators (KPI)
Results evaluation
Performance management systems
Measurement creation
Corrective action process
Analyze & resolve issues raised in supply
management audit reports (2D4)
Internal
External
Self inspection
Measurement of change initiatives
Validation of current policies,procedures, work instructions & forms
Corrective action process
Establishment of time frames
Prioritization
Cost/benefit analysis
Audit schedules & reports
Typical types of audits
ISO
GAAP
Sarbanes-Oxley (SOX)
Planning (2E)
Implement or use requirements
planning to align supply management &
operations activities to support
organizational strategy
(ERP, MRP, MRPII, DRP, DRPII) (2E1)
Key principles of xRP
Enterprise integration
DRPII
MRPII
ERP
MRP
Data source consolidation
Information sharing
System development life cycle (SDLC)
Analysis
Design
Development
Testing
Develop, implement, maintain, monitor the forecasting, operations planning, scheduling & inventory control functions to ensure optimum use of capacity & resources (2E2)
Replenishment/
priority tool
Fixed order period
ABC analysis/classification
Reorder point systems
Fixed order period
Fixed order quantity
Kanban
Buffer/safety stock
Obsolete/damaged/slow moving
Scheduling
processes
Flow manufacturing
Level scheduling
Package optimization
Shared visibility into inventory
(Customer, supplier & Organization)
Bull-whip effect
Measures of
forecast accuracy
Standard error rates
Mean squared error
Mean percentage error
Capacity utilization techniques
Sales forecasts
Implementation schedule
Forecasting models/
methodologies
Least sqaures/regression model
Box-Jenkins
Winter's model
Judgment sampling
Future sales based on past sales
Project Management (2G)
Perform project management activities representing the supply management organization (2G1)
Project initiation
Root cause analysis
Project feasibility
analysis
Internal rate of return
Payback period
Net present value
Stake holder analysis
Alternative analysis
Business case analysis
Six Sigma process analysis
Kepner-Trego rational process anaysis
SWOT
Project charter
Project charter approval process
Project closure
Best pratice & lessons learned identification
Post project audit procedure
Contract closeout processes
Property dispositions process
Final product/service acceptance
Final payment process
Project planning
Procurement planning process
Budget developement
Schedule development
Critical path
Risk management
Risk matirx
Project team roles
& responsibilities
Responsibility assignment matrix (RAM)
Scope
development
SOW
Organizational structures
Functional
Matrix
Projectized
Solicitation planning & Process
Project plan approval process
Project execution
Selection process
Conduct pre-proposal conference
Conduct advertising
Develop & maintain qualified bidders list
Project team management
Change management
Source selection process
Project monitoring
& control
Contract administration process
Risk monitoring process
Performance management reporting
Triple constraints
Milestone reviews
Change control processes
Project management software programs
Performance measurement tools
Implement a continuous improvement process within the supply-chain in accordance with organizational objectives (2G2)
Contract management maturity model (CMMM)
Process improvement metrics
Capability maturity model integration (CMMI)
Process improvement methods
JIT
Lean production
Six sigma
Value stream mapping
Supplier workshops
Maturity models
Process costing
Process mapping
Bench marking systems
Quality (2H)
Develop & Administer a supplier certification program (2H1)
Supplier quality practices
Partnered supplier
Certified supplier
Preferred supplier
Prequalified supplier
Approved supplier
Certifiable supplier
Disqualified supplier
Acceptance testing
Certification requirments
Supplier certifications/registrations
ISO9000:2000
ISO9001:2000 - QMS requirments
ISO9004:2000 - QMS guidelines for performance improvement
ISO 9000:2000 - QMS Fundamentals & vocabulary
ISO/TS 16949 basics
Congruence of test methodologies &
results b/w buying & selling organizations
Testing
capability
Workers
Machines
Process control
Statistical process control/Statistical quality control
Six sigma/Cpk process bounds
Organization & management of quality systems
Documented systems/procedures
System certification/validation
Acceptance/rejection history
Organizational requirements for supplier certification
Procurement
Control of customer-supplied product
Product identification & traceability
Process control
Inspection & testing
Corrective & preventive action
Handling, storage, packaging, preservation & delivery
Document & data control
Design control
Contract review
Quality system
Management responsiblity
Control of quality records
Internal quality audits
Training
Servicing
Statistical techniques
Quality management (2H2)
Definition
Meeting customer needs
Quality tools
Histogram
Pareto charts
Cause & effect diagram (Ishikawa)
Check sheets
Scatter diagram
Flow chart or process maps
Control charts
New 7 tools
The interrelationship digraph
Tree diagrams
The affinity diagram
Matrix diagram
Prioritization matrices
Process decision program chart
Activity network diagram
Statistical tools
Quality Assurance
Certification requirements
Quality documentation
Acceptance testing
Best in class benchmarks
Definition of quality
Develop,measure & evaluate quality requirements to continuously improve supplier performance (2H3)
Internal requirments
Service level agreements (SLAs)
Cost performance
Quality
Statistical methods/techniques
Testing methods
Customer requirements
Levels of inspection
Periodic inspections
Internal requirments
Service
Customer/user requirments
Measurements methods
Customer surveys
Focus groups
Scorecards
Potential distortions
Benchmarking
Weighted point
Categorical
Cost-ratio
Total acquisition cost (TAC)
Legal requirements
Supplier capacity & capabilities
Various quality processes
Six sigma
ISO
Software Engineering Institute (SEI)
SPC
Process capability (Cpk)
Product & Service Development (2F)
Participate in product/service development or specification/requirement changes that support organizational merchandising & marketing effort to meet customer needs (2F1)
Product & service development process
Planned obsolescence
Early supply management involvement
Bench marking
Evaluation techniques of supply forecasts & capacity
Alternative sources of supply
Need analysis
Quality function
deployment
House of quality matrix
Customer requirements
Role of supply management in product or service design
Substitution
Product innovation
Contracting for design services
Qualifies product list (QPL)
Early supplier involvement (ESI)
Sourcing & cost profitability issues
Target costing
Research & Development
Manage ramp-up strategy &
implementation to full-scale
production for new product or
service introductions (2F2)
Sales projections
Staffing requirements
Operations capacity
& capabilities
Operations flexibility & response time
Equipment & labor capabilities
Logistics/distribution capabilities
Supplier capability/capacity analysis
Tooling
Prototype qualification
Lead time & inventory planning