Supply Chain Management Training  Course Description

In this supply chain management (SCM) training class, working professionals will learn to optimize their supply chain operations through efficient design, planning, execution, control, and monitoring of supply chain activities with the objectives of creating net value, building a competitive infrastructure, leveraging logistics, synchronizing supply with demand, and measuring performance.

Put simply, the main objective of SCM training is to provide students with the knowledge to improve overall supply chain organizational performance and customer satisfaction by enhancing product and service delivery to the customer. 


The focus of supply change management is on cooperation and trust and the recognition that, properly managed, the whole can be greater than the sum of its parts. It is the management of upstream and downstream relationships with suppliers and customers to deliver superior customer value at less cost to the supply chain as a whole to achieve a more profitable outcome for all parties in the chain. The narrow self-interest of one party has to be set aside for the benefit of the chain as a whole.

Effective development and management of your supply chain network will cut your costs and enhance your customer value through supplier relationship management. Resulting in a sustainable source of advantage in today’s turbulent marketplace, where demand is difficult to predict, and supply chains need to be more flexible as a result.

The real competition today is not between companies, but between supply chains. The winning approach to supply chains is an integrated perspective that takes account of networks of relationships, sustainability, and product design, as well as the logistics of procurement, distribution, and fulfillment.

Supply Chain Management Training examines the tools, core processes, and initiatives that ensure businesses gain and maintain their competitive advantage.

This class will benefit the supply chain manager as well as the logistics manager.



One of the first questions I ask our Warehouse Management students is, “Do you know your operating costs?”, and our Production Planning Management students, “Do you know the cost to produce one of your items?” After five years of training, I can count on one hand how many students were able to answer these questions, which immediately tells me their company does not utilize cost accounting. 

The reason students are unable to answer the question is their company only has what is called management and financial accounting in place. Management accounting focuses on historical and estimated data management needs to conduct ongoing operations and do long-range planning. The purpose of management accounting is to accumulate financial information for use in making economic decisions. 

Financial accounting focuses on gathering historical financial information to be used in preparing financial statements that meet the needs of investors, creditors, and other external users of financial information. The statements include a balance sheet, income statement, retained earnings statement, and statement of cash flows. Although these financial statements are useful to management as well as to external users, additional reports, schedules, and analyses are required for management's use in planning and controlling operations. 

Management and financial accounting focus on the company’s operations as a whole and cannot provide the detail necessary to accurately determine product costs and pricing. At best all they can do is provide averages. In addition, cost accounting provides the detailed cost information management needs to control current operations and plan for the future. Management uses this information to decide how to allocate resources to the most efficient and profitable areas of the business. 

Cost accounting enables management to properly allocate costs such as raw materials, labor, and other factory resources to the products actually using then instead averaging them over all products. Without cost accounting, expenses such as major investments in physical assets, developing the workforce, depreciation, taxes, insurance, utilities, machine maintenance and repair, materials handling, production setup, production scheduling selling and administrative expenses are usually lumped together to create an overhead rate which is added to a product as an overhead markup. The true cost of a product is never determined which means the company is charging too much for some products and not enough for others.

Principles of cost accounting have been developed to enable manufacturers to process the many different costs associated with manufacturing and to provide built-in control features. The information produced by a cost accounting system provides a basis for determining accurate product costs and selling prices, and it helps management to plan and control operations. 


Determining Product Costs and Pricing
Cost accounting procedures provide the means to determine product costs that enable the preparation of meaningful financial statements and other reports needed to manage a business. The cost accounting information system must be designed to permit the determination of unit costs as well as total product costs. Unit cost information is also useful in making important marketing decisions such as determining the selling price of a product, meeting competition, bidding on contracts, and analyzing profitability.  

Planning and Control
One of the most important aspects of cost accounting is the preparation of reports that management can use to plan and control operations. 


Read more...


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Cost Accounting: The Missing Component of Supply Chain Management

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Supply Chain Management Training Course
Average Rating: 4.67 out of 5 stars
Votes: 1
Reviews: 1

(The training manual was) chalk full of information, and breaks down information clearly. Exercises/homework allow for independent learning to gain understanding on topics of discussion. (The instructor has) so much knowledge! I was never told, "I don't know that: or, "I don't know the answer to that question." The application of past experiences helped me understand the concepts better.

D. S.

Company: Almco Steel Products Corporation

  • Learn industry recommended supply chain management procedures and best practices.
  • Receive training from a supply chain management professional with 30+ years of experience.
  • Four ways to learn: public classwebinarself-studyor on-site training.
  • Public class and webinar limited to four students for maximum learning.

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What Supply Chain Management Training Course Students Are Saying...

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Supply chain management TRAININGfor working professionals

IMPROVE YOUR SUPPLY CHAIN MANAGEMENT SKILLS NOW

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Supply Chain Management Training  Course Public Class and Webinar Schedule

Wed., Thurs., and Fri.,  April 3 - 5, 2019 Full
Wed., Thurs., and Fri.,  April 10 - 12, 2019 Full

Wed., Thurs., and Fri.,  April 17 - 19, 2019
Wed., Thurs., and Fri.,  May 8 - 10, 2019 Full
Wed., Thurs., and Fri.,  June 5 - 6, 2019

Wed., Thurs., and Fri.,  July 10 - 12, 2019
Wed., Thurs., and Fri.,  August 7 - 9, 2019
Wed., Thurs., and Fri.,  September 4 - 6, 2019
Wed., Thurs., and Fri.,  October 2 - 4, 2019
Wed., Thurs., and Fri.,  November 6 - 8, 2019
Wed., Thurs., and Fri.,  December 4 - 6, 2019

Registration 

Registering another Person 

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Each Student Receives:

  • student manual or textbook for use during and after the class.
  • Instruction from an experienced business professional (minimum of 30 years) with at least five years in a corporate senior management position (CEO, President, COO, Vice President, CFO).
  • Real-life exercises to support training materials.
  • Individual attention (classes are limited to four students).
  • Personalized Certificate of Completion

Supply Chain Management Training Course Outline

Module One: Logistics, the Supply Chain,    and Competitive Strategy

Supply chain management is a wider concept

     than logistics

Competitive advantage

The supply chain becomes the value chain

The mission of logistics management

The supply chain and competitive performance

The changing competitive environment

Module Two: Logistics and Customer  Value

The marketing and logistics interface

Delivering customer value

What is customer service?

The impact of out-of-stock

Customer service and customer retention

Market-driven supply chains

Defining customer service objectives

Setting customer service priorities

Setting service standards

Module Three: Measuring Logistics Costs  and Performance

Logistics and the bottom line

Logistics and shareholder value

Logistics cost analysis

The concept of total cost analysis

Principles of logistics costing

Customer profitability analysis

Direct product profitability

Cost drivers and activity-based costing

Module Four: Matching Supply and  Demand

The lead-time gap

Improving the visibility of demand

The supply chain fulcrum

Forecast for capacity, execute against demand

Demand management and planning

Collaborative planning, forecasting and

     replenishment

Module Five: Creating the Responsive  Supply Chain

Product push versus demand pull

The Japanese philosophy

The foundations of agility

A route map to responsiveness

Module Six: Strategic Lead-Time  Management

Time-based competition

Lead-time concepts

Logistics pipeline management

Module Seven: The Synchronous Supply  Chain

The extended enterprise and the virtual supply

     chain

The role of information in the virtual supply

     chain

Laying the foundations for synchronization

Quick response logistics

Production strategies for quick response

Logistics systems dynamics

Module Eight: Complexity and the Supply  Chain

The sources of supply chain complexity

The cost of complexity

Product design and supply chain complexity

Mastering complexity

Module Nine: Managing the Global  Pipeline

The trend towards globalization in the supply

     chain

Gaining visibility in the global pipeline

Organizing for global logistics

Thinking global, acting local

The future of global sourcing

Module Ten: Managing Risk in the Supply  Chain

Why are supply chains more vulnerable?

Understanding the supply chain risk profile

Managing supply chain risk

Achieving supply chain resilience

Module Eleven: The Era of Network  Competition

The new organizational paradigm

Collaboration in the supply chain

Managing the supply chain as a network

Seven major business transformations

The implications for tomorrow's logistics

     managers

Supply chain orchestration

From 3PL to 4PL

Module Twelve: Overcoming the Barriers To Supply Chain Integration

Creating the logistics vision

The problems with conventional organizations

Developing the logistics organization

Logistics as the vehicle for change

Benchmarking

Module Thirteen: Creating a Sustainable  Supply Chain

The triple bottom line

Greenhouse gases and the supply chain

Reducing the transport-intensity of supply

     chains

Peak oil

Beyond the carbon footprint

Reduce, reuse, recycle

The impact of congestion

Module Fourteen: The Supply Chain of the Future

Emerging mega-trends

Shifting centers of gravity

The multi-channel revolution

Seeking structural flexibility

2020 vision