2015-2016 Professional Program Guide
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Goals of CSCMS • To provide professional development programs and seminars featuring best practice applications drawn from current knowledge in the global supply chain management field. • To support academic and curriculum development in the area of global supply chain management at the graduate and undergraduate levels. • To advance the body of knowledge within the supply chain management field through applied research.
Letter from the Director
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he Saint Louis University Center for Supply Chain Management Studies at the John Cook School of Business provides professional development programs and events to help the growth, efficiency and profitability of your organization. Since 1998, the Center has educated thousands of students locally, nationally and internationally providing state-of-the-art training in the use and application of supply chain concepts and tools. Given the ever changing environment, the services of the Center are instrumental in helping our graduates and members stay ahead of the curve.
Center membership provides an important advisory role to our programs and serves the corporate community. As a member organization there are many good supply chain benefits, including the following: • Peer-to-peer networking with other successful organizations infrastructure face stiff • “Real World” education across the entire Supply Chain competition in the market- • Positive Return On Investment: Direct dollar savings and productivity improvements from cross-functional projects place against Wal-Mart, • “Best practices” simplify the complex issues of supply chain management Dell, and others who are • Ability to immediately apply new knowledge within your company
“Companies without a
using it so effectively,”
By becoming a member of the Center, you gain immediate academic and professional support for your supply chain team. I invite you to learn about the Center through this view book and by visiting our website at: cscms.slu.edu. If you have questions about our courses or would like to meet with Center leadership to discuss membership please contact, cscms@slu.edu. Ik-Whan Kwon, Ph.D. Professor and Director Center for Supply Chain Management Studies John Cook School of Business Saint Louis University
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Mark Higgins, Ph.D. Dean, John Cook School of Business The Center for Supply Chain Management Studies has a long-standing tradition of providing exceptional training for professionals while ensuring students and members are up-to-date on industry best practices.
Ranking Honors by U.S. News and World Report Saint Louis University’s John Cook School of Business graduate business program in Supply Chain Management is ranked 17th in the nation by U.S. News and World Report. The supply chain graduate program is educating both current business leaders and preparing students for the global marketplace embarking on their careers. “From suppliers to purchasing management, logistics and transportation, inventory management and information technology, supply chain management is an important tool in today’s marketplace,” said Dr. Kwon, director of the Center. “Companies without a good supply chain infrastructure face stiff competition in the marketplace against companies who are using it so effectively,” said Dr. Kwon. Companies benefit from employees who are well versed in the intricacies of supply chain management and academic and professional development workshops and certificate programs help enhance those skills. Establishing connections with top businesses to promote the best supply chain methods is a characteristic of the Center. “We are one of a very few Centers in the U.S. that synchronizes academic programs with industry leaders, such as Ameren, the Boeing Company, Nestle-Purina, and World Wide Technology to name just a few,” Dr. Kwon contributed. “As a result, our programs – academic and professional – stay relevant and useful in creating value for corporate America.”
Affiliations CSCMS holds a membership in, and/or is recognized by, the following professional organizations. APICS Association for Operations Management ASQ American Society for Quality CSCMP Council of Supply Chain Management Professionals ISM Institute for Supply Management Missouri Enterprise NCMA National Contract Management Association NDTA National Defense Transportation Association
Accreditation As part of the John Cook School of Business at Saint Louis University, the Center for Supply Chain Management Studies is accredited by the Association to Advance Collegiate Schools of Business (AACSB). This is the highest standard of achievement for business schools worldwide. AACSB accreditation differentiates an institution from others in terms of quality, rigor, and relevance. It places Saint Louis University among an elite group of institutions internationally.
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Contents, Pricing & Dates Program & Course Name
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Price
Platinum Member
Gold Member
$6,250
$4,375
$5,000
2015
2016
August 21 & 27
January 15 & 21
August 28
January 22
INTEGRATED SUPPLY CHAIN SERIES ISCM Certificate Program *see note SCM 101 Supply Chain Financial Performance
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No Charge
No Charge
No Charge
Supply Chain Simulation and ISCM Project Management
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$625
$435
$500
Managing Inventories for Increased Profitability
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$1,250
$870
$1,000
September 24 & 25
February 25 & 26
Strategic Sourcing and Supplier Relationship Management
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$1,250
$870
$1,000
October 22 & 23
March 24 & 25
Transportation and Warehouse Management
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$1,250
$870
$1,000
November 19 & 20
April 28 & 29
Research Project Review and Presentation
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$625
$435
$500
December 11
May 20
Supply Chain Trade Operations
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$1,250
$870
$1000
September 10-11
Change Management – Leading Through Change
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$480
$335
$380
Distance Learning
Distance Learning
Risk Management
9
$480
$335
$380
Distance Learning
Distance Learning
Negotiations
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$1,250
$870
$960
April 7-8
Sales and Operations Planning
10
$625
$435
$500
March 18
Reducing and Mitigating Variability in the Supply Chain
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$625
$435
$480
Business Analytics
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PROFESSIONAL SERIES — AVAILABLE ELECTIVES
F O R T H IS
October 9 November 13
CERTIFICATE PROGRAMS Project Management
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$1,200
$840
$960
Lean Logistics
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$1,200
$840
$960
PRODUCT SAFETY SERIES in cooperation with ADK Information Services, LLC
August 13 & 14 February 11-12
Product Safety Management
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August 4 & 5
Advanced Product Safety Management
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September 28October 2
Additional Member Discounts: Silver -10%, Bronze – 5% Note: A research project is required to earn the ISCM certificate
The Center has provided custom programs for government organizations and companies in the private sector. • Requires at least ten students • Global outreach has delivered programs from Germany to South Korea • Discounts may be available • Small firms and large organizations — ie. U.S. Department of Defense • Programs may be one-time or ongoing
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April 19 & 20
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CSCMS Faculty Ik-Whan Kwon, Ph.D. Professor in the John Cook School of Business at Saint Louis University and Director of the Center for Supply Chain Management Studies, which in 2009 became the first to offer university-level product safety courses for product safety professionals within the industry. Mark Baxa Global Trade Operations Lead at Monsanto Company provides a global leadership perspective and is an instructor in the Center’s international trade programs. Palash Bera, Ph.D. Assistant Professor of Operations & Information Technology Management at John Cook School of Business, Saint Louis University. Dr. Bera’s teaching interests are in Business Analytics, Big Data, and Database Design. His research focuses on testing design principles of analytics dashboards. Frank Fischer President at Mesa Logistics Group. Frank is a seasoned leader in the logistics and transportation industry, with extensive expertise in 3PL services and operations. Tom Goldsby, Ph.D. Associate Professor of Supply Chain Management at the Fisher College of Business, Ohio State University. Dr. Goldsby’s research interests include logistics customer service, supply chain integration, and the theory and practice of lean and agile supply chain strategies. Justin Goodson, Ph.D. Assistant Professor of Operations & Information Technology Management at Saint Louis University’s John Cook School of Business. Dr. Goodson’s research interests center on sequential decision problems in uncertain environments with a particular focus on problems arising in transportation and logistics. John W. Hamilton, Ph.D. Associate Director of the Center for Supply Chain Management Studies and a professor in the John Cook School of Business. John has extensive executive management experience in transportation services.
Dana Hullinger Director-Supplier Management at the Boeing Company. Dana is a recognized expert in risk management. Todd Richter Director of Sourcing at Ameren. Todd has progressive experience in Strategic Sourcing and Supply Chain Management with proven performance and leadership in driving lowest total cost of ownership. Ray Scott Principal at R. Scott Supply Chain Strategies, LLC. Ray has extensive executive experience in manufacturing and has been a leader of the local chapter of APICS. In addition to consulting and teaching for the Center, he is also an instructor for the local chapter of APICS. Cindy Wessel Adjunct Faculty at Washington University in St. Louis. Cindy has past experience with the Institute of Supply Management. She was in strategic sourcing management for manufacturing facilities in San Diego, North Carolina and Tijuana, Mexico. Cindy oversaw company cost-reduction projects including negotiations for global contracts involving manufacturing facilities in U.K. and Netherlands.
Academic Faculty Operations and Information Technology Management Department Dr. Reuven R. Levary, Professor and Chair Dr. Palash Bera, Assistant Professor* Dr. Mark E. Ferris, Associate Professor Dr. Justin Goodson, Assistant Professor* Mr. Kerry Guilliams, Instructor Dr. Donald Hardaway, Associate Professor Dr. Sherri Xiaorui Cheng, Associate Professor Dr. Ik-Whan Kwon, Professor*
Tony Handzic-Smith has diverse experience in Supply Chain, Operations, Integrated Business Planning, Purchasing, and Program Management. Tony has overseen the Global Sales & Operations Planning process for Mallinckrodt Pharmaceuticals including global S&OP implementation.
Dr. Fred Niederman • also a part of the CSCMS Faculty
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INTEGRATED SUPPLY CHAIN SERIES
SCM 101 & Supply Chain Financial Performance
Supply Chain Simulation and ISCM Project Management
August 21 & 27, 2015 | January 15 & 21, 2016
August 28, 2015 | January 22, 2016
Supply chain management (SCM) is the management of a network of interconnected businesses involved in the provision of product and service packages required by the end customers in a supply chain. Supply chain management spans all movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption.
An integral concept of supply chain management is the integrated nature of the supply chain. It is only as good as the weakest link in the chain. The sourcing, operations and inventory management, transportation and warehousing, and final distribution of a product to the end customer comprise the components of the supply chain. SC simulation demonstrates how these components work together and how to increase SC effectiveness and efficiency. ISCM Project Management
Another definition is provided by the APICS Dictionary when it defines SCM as the “design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand and measuring performance globally.” SCM draws heavily from the areas of operations management, logistics, procurement, information technology and strives for an integrated approach. This course also brings into consideration the impact of supply chain management on performance on the firm’s financial results.
Project management (PM) is the discipline of planning, organizing, motivating, and controlling resources to achieve specific goals. In developing an ISCM project some key elements to consider are the integrated nature of the supply chain. The primary challenge in PM is to achieve project goals and objectives subject to constraints. The primary constraints are scope, time, quality and budget. The ISCM project should be viewed considering these terms. ISCM PM is intended to provide a basic framework which enables a team to complete a supply chain project.
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n Why supply chain management? Overview n The supply chain and financial performance n Deploying the supply chain n Supply performance measurement n Selected SCM tools n Efficient customer response n Collaborative management n SRM (supplier relationship management)
n Supply chain integration n Functions of the SC n How SC can impact organizational performance n How to Improve SC management n Project management concepts n Basics of project management n How to define a project n Key factors in successful project management
What you will learn:
What you will learn:
n The fundamental concepts of supply chain management n The basic design of a supply chain n To understand how supply chain operations affect financial statements n How best in class companies outperform the competition n Gain an understanding selected ‘tools’ used in supply chain management n How to use metrics in managing supply chain performance n An awareness of the trends in supply chain management
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STUDENT FEEDBACK Excellent instructors and real world examples the instructors were phenomenal. Many of us reflected that we wished we were in positions to actually apply all of these lessons. They addressed that and said that we should keep the principles in mind when we can apply them.
n How an integrated SC works n Ways to improve SC performance n The application simulation to SC activities n How to create a basic project plan n The key elements of a plan n How to define the project goals, objectives, and metrics n The importance of project communication
INTEGRATED SUPPLY CHAIN SERIES
Managing Inventories for Increased Profitability
Strategic Sourcing and Supplier Relationship Management
September 24-25, 2015 | February 25-26, 2016
October 22-23, 2015 | March 24-25, 2016
Inventory management is a science primarily about specifying the shape and percentage of stocked goods. It is required at different locations within a facility or within many locations of a supply network to precede the regular and planned course of production and stock of materials.
Strategic sourcing is an institutional procurement process that continuously improves and re-evaluates the purchasing activities of a company. Procurement is the acquisition of goods, services or works from an external source. It is favorable that the goods, services or works are appropriate and that they are procured at the best possible cost to meet the needs of the purchaser in terms of quality and quantity, time, and location. Corporations and public bodies often define processes intended to promote fair and open competition for their business while minimizing exposure to fraud and collusion.
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n The importance of inventory to the enterprise n Describe the critical functions of inventory in the supply chain n Apply sales and operations planning concepts to optimize supply chain performance n Understand methods and value of inventory stratification n Gain an understanding of selected ‘tools’ for managing inventory management n How to use metrics in managing inventory
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n Supplier evaluation and scorecards
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n Importance of inventory as an investment n Functions of inventory n Sales and operations planning n Forecasting n Inventory stratification and analysis n Service levels and safety stock n Performance metrics n Current topics affecting inventory management
n What is strategic sourcing? n Total cost and decision making process n The importance of systems thinking and stability n Global sourcing issues n How to calculate total cost n Supplier relationships n Supplier collaboration
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Management of the inventories, with the primary objective of determining or controlling stock levels within the physical distribution system, functions to balance the need for product availability against the need for minimizing stock holding and handling costs.
Supplier relationship management (SRM) is the discipline of strategically planning for, and managing, all interactions with third party organizations that supply goods and/or services to an organization in order to maximize the value of those interactions. In practice, SRM entails creating closer, more collaborative relationships with key suppliers in order to uncover and realize new value and reduce risk.
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The scope of inventory management concerns the fine lines between replenishment lead time, carrying costs of inventory, asset management, inventory forecasting, inventory valuation, inventory visibility, future inventory price forecasting, physical inventory, available physical space for inventory, quality management, replenishment, returns and defective goods, and demand forecasting. Balancing these competing requirements leads to optimal inventory levels, which is an on-going process as the business needs shift and react to the wider environment.
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n How to determine total landed cost and the importance of it n To determine when to buy versus make n To understand long term supply requirements n Determine appropriate supplier categories based spend n How to manage supplier performance n System performance stability techniques n The complexities of global sourcing n Techniques to measure, evaluate, and manage suppliers and costs
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STUDENT FEEDBACK Dr Goldsby is truly insightful, illuminating and without a doubt, he is a SC expert in his field and I am greatfully appreciative that SLU sought him to teach our class on Transportation and Warehouse Mgt.
INTEGRATED SUPPLY CHAIN SERIES
PROFESSIONAL SERIES • AVAILABLE AS ELECTIVES
Transportation and Warehouse Management
Supply Chain Trade Operations Available as an Elective
November 19-20, 2015 | April 28-29, 2016
September 10-11, 2015
n An understanding of global trade management n How the process affects business performance n The role of 3PL and other service providers in international trade n The best process to ensure organizational alignment n Key regulatory and compliance issues n Best practices in global trade I STER
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What you will learn:
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n The fundamental concepts of transportation and warehousing n Understand the current issues in transportation and warehousing n How to determine total logistics costs n How to be effective while complying with regulatory environment n To be able to determine the value add from using a TMs and CTM n What key warehousing decisions to consider to ensure they support the business plan n How to apply lean tools to warehousing
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n Strategic or not? n Components of global operations n The global trade process n Developing the scope of global trade operations n Organizational alignment n Managing global trade n Global trade and compliance and the performance continuum
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n Issues related to logistics and competitive advnatge n Transportation fundamentals n Integrated transportation decisions n Transportation consolidation n Transportation management systems n What is Collaborative Transportation Management (CTM)? n Warehousing fundamentals n Cross docking n Lean and warehousing
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With improvements in transportation and communication, international business grew rapidly after the beginning of the 20th century. International business includes all commercial transactions (that take place between two or more regions, countries and nations beyond their political boundary. Such international diversification is tied with firm performance and innovation.
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Warehouse management involves the receipt, storage and movement of goods, (normally finished goods), to intermediate storage locations or to a final customer. In the multi-echelon model for distribution, there may be multiple levels of warehouses. This includes a central warehouse, a regional warehouses (serviced by the central warehouse) and potentially retail warehouses (serviced by the regional warehouses). Warehouse design and process design within the warehouse (e.g. wave picking) is also part of warehouse management.
Explore the variety of regulations, procedures, financial tools, and documents that are necessary to successfully trade goods from one region of the globe to another. Topics will include market risk analysis, transaction process flow, tools such as credit insurance, internet-based bank documentation, and services and resources provided by national and international organizations. Frequent guest speakers will share their experience and advice in conducting business globally, with an emphasis on the challenges faced within emerging markets.
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Transportation is the movement of and goods from one location to another. Modes of transport include air, rail, road, water, cable, pipeline and space. The field can be divided into infrastructure, vehicles and operations. Transportation infrastructure consists of the fixed installations necessary for transport, including roads, railways, airways, waterways, canals and pipelines and terminals such as airports, railway stations, bus stations, warehouses, trucking terminals, refueling depots (including fueling docks and fuel stations) and seaports. Terminals may be used both for interchange of passengers and cargo and for maintenance.
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n Perspectives in supply chain risk n Supply chain risk domains and methods n Risks related to strategic control chain n Technology risks n Supply chain structure and incentive alignment n Boheedrop’s supply chain risk matrix n Organizing for supply chain risk n What is at the heart of supply chain risk?
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Risk management is the identification, assessment, and prioritization of risks (defined in ISO 31000 as the effect of uncertainty on objectives, whether positive or negative) followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities. Risks can come from uncertainty in financial markets, project failures (at any phase in design, development, production, or sustainment lifecycles), legal liabilities, credit risk, accidents, natural causes and disasters. The strategies to manage risk typically include transferring the risk to another party, avoiding the risk, reducing the negative effect or probability of the risk, or even accepting some or all of the potential or actual consequences of a particular risk.
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Change Management – Leading Through Change Available as an Elective
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Change management is an approach to transitioning individuals, teams, and organizations to a desired future state. Change management uses basic structures and tools to control organizational change efforts with the goal of maximizing benefits and minimizing negative impact on those affected. In some project management contexts, change management refers to a project management process wherein changes to a project are formally introduced and approved. Organizational change is a structured approach in an organization for ensuring that changes are smoothly and successfully implemented to achieve lasting benefits. In the modern business environment, organizations face rapid change like never before. Globalization and the constant innovation of technology result in a constantly evolving business environment. Phenomena such as social media and mobile adaptability have revolutionized business. The effect of this is an ever increasing need for change and therefore change management.
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What you will learn: n Identify key capabilities and competencies for managing risk n The importance of leadership in the risk management process n To develop roadmaps for deploying a risk management system n That the risk may be low but the impact devastating for the firm n To understand the total value at risk in the supply chain n Emerging trends and practices n How to develop a risk analysis framework n How to organize for supply chain risk
STUDENT FEEDBACK Risk Management is an intriguing, newer field that is more strategic in nature and therefore highly valuable to all levels of management.
n The challenges of organizational change n Individual reactions to change n Diagnosing reactions to change n Organizational reactions to change n Identifying a change activity n Using influence in change n Using tools to manage change n Reinforcing change and sensing systems
What you will learn: n The challenges of change n To provide leadership managing change n To identify individual reactions to change n How to avoid individual mistakes in managing change n The levels of analysis for organizations n The key elements of commitment to change n Change management tools n How to reinforce the change
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PROFESSIONAL SERIES • AVAILABLE AS ELECTIVES
Negotiations Available as an Elective
Sales and Operations Planning Available as an Elective
April 7-8, 2016
March 18, 2016
Negotiation occurs in business, non-profit organizations, government branches, legal proceedings, among nations and in personal situations such as marriage, divorce, parenting, and everyday life. The study of the subject is called negotiation theory. Professional negotiators are often specialized, such as union negotiators, leverage buyout negotiators, peace negotiators, hostage negotiators, or may work under other titles, STUDENT FEEDBACK such as diplomats, legislators or brokers.
Sales and operations planning (S&OP) is an integrated business management process developed in the 1980s by Oliver Wight through which the executive/ leadership team continually achieves focus, alignment and synchronization among all functions of the organization. The S&OP planning includes an updated forecast that leads to a sales plan, production plan, inventory plan, customer lead time (backlog) plan, new product development plan, strategic initiative plan and resulting financial plan. Plan frequency and planning horizon depend on the specifics of the industry. Short product life cycles and high demand volatility require a tighter S&OP planning than steadily consumed products. Done well, the S&OP process also enables effective supply chain management.
Topic Preview: n What is negotiation? n Different negotiation strategies n Negotiations tactics n How to achieve compromise n Negotiation styles n Types of negotiators n How understand non-verbal communication n Team negotiations
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The instructor was top notch!!! The instructor provided an excellent lecture combined with exercises and provided great examples. Very knowledgeable, at ease with the topic, able to express complex topics well and had a great sense of humor. This was an excellent course
n How to achieve the best negotiated solution n What negation strategies to use in specific situation n To understand the other parties negotiation style n To understand the aspects of communication that can help
ensure negotiation success n When team negotiations are the best approach n How to work successfully with differing negotiation styles n Current trends in negotiation n Lessons learned from business organizations
An effective S&OP process routinely reviews customer demand and supply resources and “re-plans” quantitatively across an agreed rolling horizon. The re-planning process focuses on changes from the previously agreed sales and operations plan. While it helps the management team to understand how the company achieved its current level of performance, its primary focus is on future actions and anticipated results. Companies that have an integrated business management process use the S&OP process to monitor the execution of the company’s strategies.
Topic Preview: n Establishing production plans n How S&OP helps improve business performance n How to manage forecasts n The critical nature of S&OP and customer service n Resource planning to meet demand requirements n S&OP and strategic issues n How to optimize S&OP based within organizational constraints
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n How to create a forecast for demand management n How to develop and S&OP plan n The use of resource planning to validate S&OP n Establish performance metrics n When to initiate corrective actions n The ability to disaggregate S&OP from the master schedule n How to develop a teamwork process to achieve S&OP objectives
STUDENT FEEDBACK
PROFESSIONAL SERIES • AVAILABLE AS ELECTIVES
Reducing and Mitigating Variability in the Supply Chain Available as an Elective
Business Analytics Available as an Elective November 13, 2015
“The Center for Supply Chain Management at St. Louis University provided me with an unbelievable education. The instructors were not only familiar with the materiel in the textbook, but they also had real-world experiences from which to draw from. There is no institution I would recommend more for an education in Supply Chain Management.
October 9, 2015 Variability is the underlying source of many challenges in supply chain operations. From daily fluctuations in demand to large-scale supply chain disruptions, variability is the dominant cause of mismatches between supply and demand. In this course, we examine the influence of variability throughout the supply chain, from its impact on simple processes to its effect on complex networks. We also discuss variability mitigation strategies designed to improve supply chain responsiveness and profitability. The course material is applicable to a broad audience – executives to tactical-level employees, in both manufacturing and service industries, will benefit from the topic coverage.
Topic Preview: n Understanding the impact of variability
Business Analytics is the art of analyzing business data for decision making. In the context of supply chain management (SCM), business analytics is about combining supply chain related data and solve specific SCM problems. An example of such problem is finalizing a location of a new distribution centre by analyzing the variables - city population, cost of living, proximity to suppliers, customers, ports, and airports. The course will provide a foundation for analytical concepts, techniques, and tools required for supply chain decision making. The participants of this course will learn the basic concepts of analytics and acquire necessary skills for developing business dashboards. Participants will get hands on exposure on business analytics software and create visualizations to solve specific SCM problems.
n Supply chain performance evaluation
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n Influence of variability on supply chain performance
n Importance of analytics in supply chain management
n Variability reduction and mitigation of supply variances
n Key database and statistical concepts related to analytics
n Variability reduction strategies
n Developing supply chain metrics
n Variability buffering
n Business dashboard design
n Variability pooling
n Supply chain based decision making with current analytics tools
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n The relationship among the key supply chain performance measures
n Learn how to develop supply chain metrics for analysis
n The impact of variability on WIP, decreasing flow rate, and decreasing
n Learn how to combine different dashboard components such as containers,
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n Learn how to analyze supply chain dashboards for decision making
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maps, and charts n Learn how to use supply chain metrics to develop business dashboards
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flow time n Why high utilization intensifies the effects of variability n Strategies to reduce processing time and input variability n Tactics to buffer against variability via inventory, capacity, and time n Why variability pooling can decrease the amount of buffering required to achieve a given level of performance
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STUDENT FEEDBACK Super interactive and I was really able to take back information learned. Having such an open forum to chat and play off one another in discussions was really great. Favorite class so far!
CERTIFICATE PROGRAMS
Project Management Certificate
Lean Logistics Certificate
August 13-14, 2015
February 11-12, 2016
Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve specific goals. A project is a temporary endeavor with a defined beginning and end, usually time-constrained, and often constrained by funding or deliverables, undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual or operations, which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies.
Lean logistics is based on the Toyota Production System (TPS) which is an integrated socio-technical system, developed by Toyota that comprises its management philosophy and practices. The TPS organizes manufacturing and logistics including interaction with suppliers and customers. The main objectives of the TPS are to design out overburden (muri) and inconsistency (mura), and to eliminate waste (muda). The most significant effects on process value delivery are achieved by designing a process capable of delivering the required results smoothly by designing out “mura” (inconsistency). It is also crucial to ensure that the process is as flexible as necessary without stress or “muri” (overburden) since this generates “muda,” (waste). Finally the tactical improvements of waste reduction, or the elimination of muda are very valuable.
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n How to develop a framework for project success n How to define a project with objectives and success criteria n The importance of project team structure n Utilization of the risk management process n How to develop a project plan and the work breakdown structure n Identify the execution and control activities including reporting and closure
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Day 1 n Fundamentals of project management n Definition and phases of a project n Project assumptions and constraints n Risk identification and assessment Day 2 n Managing changes to a project n Work breakdown structure n Planning, communications, and resource allocation and assignment n Project execution through closure
Day 1 n History of lean and lean defined n Categorizing processes and fundamentals of waste n Systems thinking and cost n Problem identification Day 2 n Customer collaboration n Outbound / inbound logistics n Pull systems concepts n Building a lean culture
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The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived constraints. The primary constraints are scope, time, quality and budget. The secondary — and more ambitious — challenge is to optimize the allocation of necessary inputs and integrate them to meet pre-defined objectives.
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n Why lean and why now n How to use tools to identify waste n The importance of systems thinking n The concept of total landed coats and what it means n Logistics design concepts n Value stream mapping and how it works n Transitioning to a pull system from the current to a future state n How to build a lean organizational culture
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2016 PRODUCT SAFETY COURSES Product Safety Management August 4 & 5, 2015 | April 19 & 20, 2016 A leading university-level course for product safety managers, this four month program opens with a two-day on-campus workshop (April 17 & 18) that focuses on the core elements of managing product safety, and then moves to a schedule of bi-weekly online webinars focusing on different product safety topics including risk management, international product safety, compliance, product safety in retailing, and issues and trends. The closing workshop takes place on-campus August 7 & 8.
Advanced Product Safety Management
The Center for Supply Chain Management Studies offers its product safety curriculum in cooperation with ADK Information Services, LLC, a product safety industry information and education firm.
On-demand product safety certificate courses designed for specific industries or topics. Inquire at productsafety@slueducation.org For more information about Prodict Safety Courses and pricing contact: Don Kornblet: dkornblet@adkprg.com or Linda Tyler: ltyler@adkprg.com.
September 28 & October 2, 2015 A week-long executive style management course for product safety managers and engineers with five years or more experience, this course deals with how to manage in a constantly changing domestic and international environment. Topics include managing compliance and regulatory responsibilities, risk assessment and hazard analysis best practices, managing an international program and supply chain infrastructure, measuring company performance in sustainability and product safety practices, social media strategies and brand protection, and economic and data management.
STUDENT FEEDBACK Over the past few years I have attended SLU’s Center for Supply Chain Management and have achieved not only 2 certificates, International Trade Management and Integrated Supply Chain Management, but gained valuable relationships with other professionals in the Supply Chain Arena. I have found the curriculum to be challenging and taught by extremely talented Supply Chain professionals. They provided case studies based upon historic, current and valid information that challenges all professionals in today’s Supply Chain Industry.
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Research Project Review and Presentation A key value in our program is the Research Project Review and Presentation. Here are some examples of completed projects:
Product Size and Cost Reduction
Material Management
The business case for this project is providing insight into the potential value gained through changing the approach of product size. The firm can reduce time and resources devoted to managing product inventory through the opportunity to reduce the number of SKUs by up to 75%. Making changes of the magnitude envisioned in a firm our size offers significant challenges. We provided our leadership with an approach using industry proven processes approaches previously adopted by competitors, partners, and internal brands to manage product size by batch instead of SKU. This approach will reduce and increase customer servce.
This project conducted an analysis of the returned material shipped back to the Material Distribution Facility. If this facility, the subsequent storerooms that it sends material to, and the project managers of all projects were performing with 100% accuracy and efficiency there would be no material being returned to the MDF apart from supplier caused errors. The outcome of this project will implemented improvements to processes, data capture, and supply chain analytics that do not require budgetary resources. The project also identified follow on actions, which will require resource allocation to achieve additional project drive value.
Alternative Fuel Sources
Projecting Air Refueling Requirements Based on Demand
The sheer size of the firm’s supply chain is the key driver behind the need to be both socially and fiscally responsible regarding what modes of transportation are used and preferred within each operating company. Our firm, being one of the largest shippers globally, produces a substantial carbon foot print year-over-year. All modes of the transportation (excluding pipeline) are utilized by each of the firm’s operating companies as we do business in all markets, only excluding North Korea. The firm operates a vast supply chain in North America. With nineteen plants in the lower 48 states, we have to manage a large transportation network consisting of inbound, outbound, and transshipments on rail, intermodal, and truck. This project focused solely on this domestic, supply chain. The project determined where opportunities to utilize alternative fuel sources were viable, what CO2 reduction is possible through those alternative fuels, and where better management of various modes of transportation can help reduce the carbon footprint produced within the supply chain and decrease transportation costs.
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For more than 10 years, the United States Air Force has been providing air refueling support to the battlefield based on a concept of maximum effectiveness without regard to efficiency. In today’s highly constrained fiscal environment, the USAF must find new and innovative ways to support the warfighter while still being as efficient as possible. The Department of Defense is a large user of nonrenewable resources. Within the Department, United States Transportation Command and its air component, Air Mobility Command, is the largest fuel consumer. In the future, we can no longer afford to supply our product (fuel) and carry excessive inventory (unused airborne fuel) without regard to efficient operations. The competition for funding will continue to be fierce, and we must adapt to be competitive. Using supply chain analytics this project examined how excess air refueling inventory can be reduced and more efficiently scheduled. By looking at historical use-rates versus available fuel, we can determine more efficient ways to schedule operations. The goal is to determine a more efficient use of resources while still maintaining operational effectiveness.
Corporate Memberships
Platinum Member n Two seats on the Advisory Board
The Center’s very existence is made possible through generous support from our corporate sponsors, a group of companies that provides financial support, advice, and other assistance to the Center for Supply Chain Management Studies. AEP River Operations Ameren Services Asynchrony The Boeing Company Cassidy Turley Company Cass Information Systems Emerson Company Energizer Hodgson Mill Mallinckrodt Pharmaceuticals Mesa Logistics
Monsanto Company Nordyne, Inc. Novus International, Inc. Nestle Purina Pet Care, Peabody Energy ROi Saint Louis University Underwriter Laboratories UniGroup, Inc. World Wide Technology
n Representation on the Steering Committee n 30 percent discount on CSCMS certificate programs n Discounts on seminars and events n Company specific research and seminars n Access to academic supply chain candidates n Network with other member companies n Special board briefings
Gold Member n One seat on the Advisory Board n Representation on the Steering Committee n 20 percent discount on CSCMS certificate programs n Discounts towards seminars and events n Company specific research and seminars n Access to academic supply chain candidates n Network with other member companies n Special board member briefings
Advisory Board
Silver Member n 10 percent discount on CSCMS certificate programs
The Center is guided by an advisory board with members designated by member companies and by the University. The Mission of the advisory board is to “Provide members and supply chain related organizations with progressive knowledge and skills to drive superior business results from supplier to customer through global supply chain management.”
n Discounts towards seminars and events n Access to academic supply chain candidates n Network with other member companies
Bronze Member n 5 percent discount on CSCMS certificate programs n Access to academic supply chain candidates n Network with other member companies
For additional information on memberships or the Advisory Board, contact: Dr. Ik-Whan G. Kwon, Ph.D., Supply Chain Professor and Director of the Center kwoni@slu.edu
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