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Volume 13

Number 2 February 2014

Center for Supply Chain Management John Cook School of Business Saint Louis University NEWSLETTER

INSIDE THIS ISSUE Sprin 2014 ISCM Center - Seeking Internships February Professional Development Courses Save The Dates Spring 2014 Workshop Schedule Center News Photo Gallery Center Organization and Board Members Center for Supply Chain Office

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Spring 2014 Integrated Supply Chain Management Certificate Program A total of twenty-seven (27) supply chain professionals from seven different industries registered for the premier supply chain training program (Integrated Supply Chain Management, ISCM) for the spring 2014 semester. This program spans over a 5 – month period from January to May 2014. Two-day workshops each month covering different subjects challenges the class participants on how to apply supply chain tools to their own organizational settings. Exercises, case studies, interactive discussions are some of the few highlights of this program. Participants in each module report back to class in the following month sharing how they apply tools they learned in previous month. This program ends with team project presentations where each team presents their research findings in a particular area(s) in the supply chain management practice. The goals of the project presentation are to share with the class how they could achieve cost minimization while improving customer services. The best project is selected at the conclusion of the presentation and published on the Saint Louis University website for sharing purposes. This program dates back to 2003 and has produced more than 600 graduates from many leading companies from corporate America. For more information, please visit our website at www.cscms.slu.eduor call 314-977-3617.

The Center Is Seeking Internship Sponsors The Center for Supply Chain Management Studies at the John Cook School of Business maintains a list of highly qualified graduate students in the supply chain management field who are looking for internship opportunities in this area. They are well qualified in various areas in supply chain. In addition, they have other skills related to supply chain operations such as IT, Marketing, Finance, Accounting, etc., that are ready to be used. If you or your colleagues are in need of hiring our students in internship positions, please contact our office ( or 314-977-3617) and we will match our students with your needs.


February Professional Development Courses Title: Product Safety Risk Management Date: February 5 & 6, 2014 Instructors: Don Moffett, Product Integrity Consulting Services, who has instructed over 1,500 professionals in the product safety field. Jake Miller, program manager with the U.S. Consumer Product Safety Commission. Summary Description: The Product Risk Assessment Hazard Analysis Course provides a comprehensive examination of how product safety can fit into a new product development process. Detailed information on the technical aspects of risk assessment is presented that can be used to identify potential hazards not addressed by standards. The course includes over 2 hours of hands-on training using the risk assessment tools and processes. The goal of the course is for the attendees to achieve a competent level of knowledge to perform basic risk assessments on a wide variety of products. The course is provided at a very detailed level and is intended for high level, technical staff involved in making safety decisions and managing product related risk issues, including: safety engineers, product developers, technologists, technical buyers and quality assurance managers. The course is also beneficial for legal staff or senior managers responsible for making product safety related decisions. Cost: $1,195 Where: The John Cook School of Business, Cook Hall L27 Title: Project Management in Supply Chain Date: February 6 and 7, 2014 Instructor: Ray Scott, Partner in Experience Demand Summary Description: 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 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 3

to optimize the allocation of necessary inputs and integrate them to meet pre-defined objectives. Cost: $1,120 Where: The John Cook School of Business, Cook Hall 230 Title: Managing Inventory for Increased Profitability Date: February 20 & 21, 2014 Instructor: Ray Scott, Partner in Experience Demand Summary Description: 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. Management of the inventories, with the primary objective of determining/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. Cost: $1,120 Where: The John Cook School of Business, Cook Hall 230 Title: Negotiations Date: February 24 & 25, 2014 Instructor: Larry Jackson, V.P. - Procurement, Inventory Management & Supplier Diversity. Metro Transit Summary Description: Negotiation is a dialogue between two or more people or parties, intended to reach an understanding, resolve point of difference, or gain advantage in outcome of dialogue, to produce an agreement upon courses of action, to bargain for individual or collective advantage, to craft outcomes to satisfy various interests of two people/parties involved in negotiation process. Negotiation is a process where each party involved in negotiating tries to gain an advantage for themselves by the end of the process. Negotiation is intended to aim at compromise. Cost: $1,120 Where: The John Cook School of Business, Cook Hall 230


Save-the-Dates  Risk Management: March 7, 2014  Strategic Sourcing and Supplier Relationship Management: March 20 & 21, 2014 Spring 2014 Workshop Schedule The schedule is listed below. Click here to review each module on our website.  Transportation and Warehousing Management: April 10 & 11, 2014  Sales & Operations Planning: April 4, 2014  Reducing and Mitigating Variability in the Supply Chain: April 25, 2014 Member discounts ranging from 10-30 percent are available for these programs.

Center News Talent: The Future Supply Chain’s Missing Link January 20, 2014 – Supply Chain Management Review In the rush for talent, a storm may be brewing that will contract the pool for supply chain talent. There are strategic actions that enterprises can take before the winds and waves hit shore. By Kusumal Ruamsook & Christopher Craighead In The Perfect Storm, Sebastian Junger chronicled the story of the six crew members on board the Andrea Gail, a swordfish boat out of Gloucester, as they battled a once-in-a-century meteorological cataclysm off the coast of Newfoundland in October 1991. The devastating storm was created by the confluence of three extreme meteorological forces: an icy cold high pressure system, a low pressure system, and the remnants of tropical Hurricane Grace. It was a colossal winter-summer collision of an Arctic storm and a tropical hurricane. When the low pressure system met the high pressure system, they formed a non-tropical Atlantic storm that later absorbed Hurricane Grace. Such events are rare, but when they happen, they bring forth enormous amounts of destructive energy. During The Perfect Storm, gale force winds “blasted over the ocean at more than 100 mph. Ocean waves peaked at 100 feet, the height of 10-story buildings,” wrote Beth Nissen, a reporter for 5 As anyone who has read the book or seen the movie knows, the ship and crew succumbed to the power of the wind and waves. Based on our research, which was supported by the Center for Supply Chain Research (CSCR) at the Smeal College of Business, at The Pennsylvania State University, we believe a supply chain talent perfect storm could be in the offing. Our conclusions were drawn from a review of the literature, reports from key organizations, and a Supply Chain Leaders Forum (SCLF) sponsored in October 2012 by CSCR. The Leaders Forum brought together more than 70 top supply chain and human resource professionals from a variety of companies and industries to address the challenges stemming from supply chain talent. Based on our review, we have observed a number of key emerging trends that individually create tension and potential disruptions in the supply chain talent pool. Either of those on their own can create challenges for a supply chain organization similar to a hurricane or a severe winter gale. At the same time, like The Perfect Storm, there is the prospect of these trends colliding to create a supply chain talent “perfect storm.” The goal of this article is not to take a strong stance on if or when the storm will occur; like the weather, that is hard to predict. Rather, consider this paper a “storm warning.” Just as serious seafarers knowledge of atmospheric conditions is a large part of seamanship, proactive organizations need to recognize the importance of understanding the vagaries of the business atmosphere in devising business strategies.


SCM101 and Supply Chain Simulation and Project Management Photo Gallery

Dr. Kwon the SCM101 Class

Brian Keck from Nestle Purina and the EBeer Game 7

EBeer team discussion

EBeer Game display 8

Center Organizations & Board Members AEP River Operations Ameren Services

Mr. George Piccioni Mr. Dennis Weisenborn & Mr. Mark Brandt Mr. Gary Welker Mr. Bob Elfanbaum Mr. David Thole, Mr. Steve Georgevitch, & Ms. Joann Franke Mr. Ed Lampitt Mr. Frank Cirimele Mr. Al Middeke & Mr. Joe Ackerman Mr. Jeroen Kanter Mr. Ray Martin Mr. George Morrison Mr. Frank Fischer Mr. Kevin Lawrence Mr. Bob Bielecki Mr. Kevin Mowery Mr. Marty Tendler & Mr. Pete Spanos Mr. Russ Broker Mr. Carlton Adams Ms. JoAnne Levy Dr. John Hamilton Mr. August (Gus) Schaefer Mr. Tom Duwel Mr. Kurt Grimminger Dr. Ik-Whan Kwon

Anheuser-Busch/InBev 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 OHL Peabody Energy ROi Saint Louis University Underwriter Laboratories UniGroup, Inc. World Wide Technology Ex-Officio

Honorary Members Mr. Bob Drury, Mr. Gerald Hayden, Mr. Jim Kavanaugh, Mr. Tom Olson


Center for Supply Chain Management Office Scott Safranski, Ph.D., Interim Dean Ik-Whan G. Kwon, Ph.D., Director John W. Hamilton, Ph.D., Associate Director Mrs. Dawn DeLaria, Administrative Assistant Center for Supply Chain Management John Cook School of Business Saint Louis University 3674 Lindell Blvd. DS 458 Saint Louis, Mo 63108 Phone: (314) 977-3617 Fax: (314) 977-2068 Email:


Center for Supply Chain Management: February 2014  

John Cook School of Business - Saint Louis University

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