Core topics 1/ introduction to ISCM, logistics and SCM. 2/ supply chain strategies. 3/ supply chain members. 4/ upstream & downstream linkages. 5/ inventory & warehousing. 6/ information flow. 7/ transportation. 8/ financial flow. 9/ supply chain risks. 10/ logistics workflow, resources not used. 3 main goals: 1. Identify value & eliminate waste. 2. Improve flow & Value for Money: a. acquisition costs (installation/ transportation/ 'pull'. 3. Limit variability & errors tender costs). b. operating costs (energy/ utility/ licence/ maintenance costs/ staff/ insurance/ training/ env taxes). c. disposal costs (site clean up/ refuse collection/ recycling/ decommissioning) A.Muri (overburden). Unreasonable or beyond one's power. B.Mura (unevenness). Lacks of uniformity. Peaks & troughs of performance measurement & costs. 11/ efficiency & sustainability Week 1. Freight: goods transported Cargo: freight + mail Supply chain: a journey of product/ service/ raw material from its sources to consumer/ endffi user C.Muda (non value add). Defects/ rework. Overffiproduction. Waiting. Nonffiutilised talent. Transportation. Inventory. Motion. Etremeasure of variance between actual price paid vs standard cost of processing. Flow of product, finance/ money & info BOTH upstream and downstream SCM: design and management of lows of products info & funds throughout a SC ffi Network of orgs involved through upstream & downstream, in diff processes & activities, suppliers ffi> manufacturing ffi> distributors ffi> retailers ffi> customers ffi Flow of resources (people, finance, equipment) tangible AND intangible Logistics: process of planning, implementing, & controlling transportation & storage of goods/ services/ info Right product right way right quantity & quality, right time, place, customer, cost Measuring logistics performance: A. global logistics performance index (LPI) & B. UNCTAD liner shipping connectivity index (LSCI). 5 components: max vessel size in country's ports, no. of companies providing services to port, no of services offered by liner Procurement performance: a. purchase price variance (PPV) item) b. minimum order quantity (MOtt) performance metrics: cost containment, strategic sourcing, speed management, economic inclusion, supplier enablement, purchase Week 5. Agile supply chains: a demandffipull chain designed to cope with volatile demand. allow maximum flexibility. Mass customisation: diff products configurations contain majority to pay, operations of shared components & features to accommodate volume n variety Inventory: any material that a firm holds in order to satisfy customer demand (both internal or external). inventory management goal is to minimise inventory holding while maintaining a desired customer service level Postponement production: reconfiguration of product & process design to allow postponement of final product customisation downstream decoupling point: which move from base to customised product. inventory turnover: compare annual sales with amount of average (base product ffi> lean ffi> decoupling pt ffi> agile ffi> final markets) inventory. (higher the turnover, lower inventory costs) fiCombined logistics strategies: Reasons for holding inventory: i/ Lean continuous replenishment. short lead time + predictable demand. suppliers regular deliveries to retailer A. buffer against uncertainty (maintain customer service levels for volatile demand, hedge against price & exchange rate fluctuations, ii/ Agile, quick response. short lead time + unpredictable demand. protect against delivery leadffi time variability, buffer against changes.