1) Supply Chain Strategy, Change Management & Governance (module for 2015) JH, AdB & RjvR

Transcription

1 Page 1 Ver: 2 December ) Supply Chain Strategy, Change Management & Governance (module for 2015) JH, AdB & RjvR 2) NPDL [New Product Design Planning and Logistics Execution] (module for 2015) JL, AdB & HF 3) Supply Chain Planning JL, HN, NJ & HF 4) Supply Management (Source, Make, Deliver & Return) Source JL HF Make JL Deliver JH LGG RjvR HF Return HF RjvR LGG 5) Customer Service and Logistics Interface Management AdB, JH & LGG 6) Supply Chain Performance Management (SCPM) and Technology Enablement SCPM LGG HF JL Technology Enablement HF JL 7) Logistics Infrastructure and Governance (module for 2015) JH & ZS 8) Packaging Logistics Development JL & FN Name Abbreviations (Bold = : AdB HF LGG JH RjvR NJ JL HN FN ZS Me. Anneke De Bod Mnr. Heinri Freiboth Dr. Leila Goedhals-Gerber Prof. Jan Havenga Mnr. Roelie Janse van Rensburg Dr. Neil Jacobs Prof. Johan Louw Prof. Hannelie Nel Prof. Fredrik Nilsson (extra ord.) Mnr. Zane Simpson

2 Page 2 1) Supply Chain Strategy, Change Management & Governance Define and align the supply chain plans with that of organisation. scoping of strategic supply chain initiative, establish the supply chain resource requirements, budget and business cases, how to set up a system to communicate ideas and get buy-in from stakeholders at all levels, mechanisms for assessing progress and drive stakeholder commitment to change, process for making decisions, leveraging suitable, integrated metrics, maturity models to establish suitable organizational models. Derived from the business strategy, a supply chain strategy defines how the supply chain should be configured and operated in order to compete. Students following this modules will learn the iterative process that is followed in formulating a supply chain strategy. To succeed in future, supply chain and business (sales, marketing, finance) strategies must reflect an integrated design. Achieving full alignment between an organisation s strategic intent and its supply chain strategy, however still remains a major challenge. 2) NPDL [New Product Design Planning and Logistics Execution] Logistics and packaging contribution to new-product development and launch process, product and service portfolio constructs, supply chain network design & configuration, packaging systems, packaging scorecards. Product lifecycle management (PLM) is rapidly evolving into capability that supports the new product development and launch process from ideation to service vs. a workgroup application that supports only engineering activities. Relevant content on product planning, supply chain design, product development, launch and post-launch support will be covered in this module. The frontiers of PLM-must is incorporated into decision support platforms so that organizations have the ability to understand and optimize the performance of their people, value chain partners, processes and products across the new-product development and launch (NPDL) process.

3 Page 3 3) Supply Chain Planning Planning across demand and supply domains, practices of aligning supply chain tactical planning with supply chain strategy and overall business goals, enabling technology for S&OP planning processes. This module provides an introduction to what Supply Chain Planning entails. It briefly covers the planning processes for supply chain decisions making. Planning drives the supply chain. It orchestrates the flow of materials and resources, getting them to the right location at the right time, in the right sequence. Effective planning balances demand and supply, internal and external objectives, all in a constantly changing environment. Supply chain planning spans across long, medium and short term time horizons. Supply chain planning support the drive for internal cross functional co-operation (breaking silo mentality) as well as external decision integration with supply chain partners. 4) Supply Management (Source, Make, Deliver & Return) Manage and govern: global procurement and sourcing, including supplier management; inhouse and outsourced production operations; in-house and outsourced supply chain execution, logistics, warehousing, transportation, and global trade. Materials handling, warehousing, packaging, transportation (inbound and outbound). This module covers the major execution processes of a supply chain (Source, Make, Deliver & Return). It is based on a numbers of existing supply chain conceptual models that highlight these as core/functional skill areas. Source - The processes associated with ordering, delivery, receipt and transfer of raw material items, subassemblies, product and/or services. Make - The process of adding value to products through mixing, separating, forming, machining, and chemical processes. Deliver - The processes associated with performing customer-facing order management and order fulfilment activities. Return - The processes associated with moving material from a customer back through the supply chain to address defects in product, ordering, or manufacturing, or to perform upkeep activities.

4 Page 4 5) Customer Service and Logistics Interface Management Manage and govern aftermarket supply chains and customer service excellence, customer service measurement & standards, pre-sales, order management & post sales support, relationship management tactics. The ultimate effect of logistics and supply chain activities / processes should meet to the targeted customer requirements. Managing the interface between sales and logistics is of vital importance. Balancing the performance-related and cost-related targets remains a challenge. Customer service is the source of customer information. It also provides the customer with real-time information on scheduling and product availability through interfaces with the company's production and distribution operations. Customer service is also a process for providing significant value-added benefits to the supply chain in a cost-effective way. 6) Supply Chain Performance Management and Technology Enablement Key supply chain performance indicators that affect business outcomes; drive improvements through effective performance indicators, rewards, process changes, dashboards and scorecards; performance evaluation, diagnosis; supply chain planning and execution system management, selection, and implementation. The management of a supply chain s performance has become one of the key mechanisms to reaching excellence. Supply chain performance management can offer a structured way to identify and address performance issues of the citrus export supply chain. Performance management can enable more effective analyse and improvement of individual supply chain processes. It s aimed at providing operational information and insights across the supply chain by tracking key supply chain metrics (e.g. product quality, inventory levels and delivery performance). Proper performance management will also contribute to drive business management. (Integrate individual performance management with business management). Supply chain performance management is based on the concept of measuring and managing performance at every level of the supply chain, using standards such as the Supply-Chain Operations Reference model (SCOR ), Six Sigma and Total Quality Management, and tools like dashboards and scorecards. The purposes for a performance measurement would include: decision support, monitor effect of strategic plans, performance evaluation, diagnosis, manage a continuous improvement process, motivation and comparison. Sound information management required timely and accurate information available to enable supply chain business processes. This aims to ensure proper information accessibility

5 Page 5 and visibility to all parties involved thought the use of appropriate enabling technology. Enabling technology should be simplified, standardised and aim to eliminate duplication of information where possible. The categories of business processes involved in supply chain management are planning-, execution- and control. Planning processes further break down into strategic-, tactical-, and operations processes. Planning processes predominantly require information for decision support (ensuring effective supply chains) while execution- and control processes require transactional information (ensuring efficient supply chains). 7) Logistics Infrastructure and Governance Logistics network analysis, quantitative models (freight flow- and freight demand models), developing comprehensive datasets, decision making & decision support systems (e.g. GIS, BI), governance mechanisms, strategic collaboration, risk management, sustainability. Organisations, industry sectors and countries constantly need to assess the need for investment in logistics infrastructure. All done in an effort to elevate logistics constraints and not compromising efficiency and limiting the reach of full potential. This typically relate to transport and hub facilities (e.g. ports, warehouses, distribution centres). The effective management, maintenance and expansion of the logistics infrastructure can enhance / secure competitiveness. Appropriate governance at various decision levels is however needed to ultimately assure the effective utilization of logistics Infrastructure within organizations, industry sectors and countries. 8) Packaging Logistics Development Fundamentals of packaging logistics, Logistics and packaging contribution to new-product development and launch process, packaging systems, packaging scorecards, packaging logistics trends and strategies. The main activity in this course is to conduct a Packaging Logistics Evaluation (PLE) project. Lectures are designed to continuously enhance the students knowledge and skill, and guide them in the process of conducting a PLE project. The project is intended to improve students understanding of packaging logistics in general and particularly the complexity and trade-offs related to a packaging system in a real-world context. Therefore, contacts with supply chain actors are part of the project.