The first half of the programme will cover the basic issues of supply chain

Transcription

1 Supply Chain Management Encourage best practices in supply chain management through education FEb 10 TO 15, 2015

2 Competitiveness of enterprises can be increased by re-engineering their supply chain. An increasing proportion of value is added outside the organisation. Your success depends not only on what happens within your organisational boundaries, but also on your suppliers and downstream partners. The real competition is not between firms, but between supply chains. This programme consists of training in the tools of Global Supply Chain Management that teaches concepts, tools and applications and involves completion of a project within the company. The unified use of basic and advanced concepts for designing and improving supply chains, ISB s academic environment, well researched pedagogies and highly acclaimed faculty will be the distinguishing features. Key differentiators of the programme: Theory and Practice: Participants learn intensively during the Residency Phase at ISB and apply that knowledge during Project Phase within their organisation Continuity over Time: Organisations can send a different team of managers over the years so that the next level of problem is addressed Cross Learning: The Project Presentation Phase enables interfirm learning Evaluation: The process followed by participants on an individual basis for the project work will be evaluated to ensure importance is given to both the end result as well as the path adopted Programme content The first half of the programme will cover the basic issues of supply chain management, design, and analytical techniques used to evaluate supply chain outcomes. This module will be case based and cover examples from a wide variety of manufacturing and service industries. Some of the issues covered in this module include: 1. Why aligning your supply chain strategy to the overall business strategy is necessary? 2. How should managers think about designing their supply chain strategy to get such an alignment? 3. What managerial levers are available to achieve desired outcomes? 4. Managerial issues in designing and managing the four fundamental supply chain levers: facilities (networks), inventory, information, and transportation. Discussion will include several topics related to: a. Valuing the role of capacity (flexible and dedicated) when faced with macro-economic uncertainty.

3 b. How to manage inventory in a supply chain efficiently (cycle inventory as well as safety inventory). c. The role of information in a supply chain, how and why does information distortion happen, and the significant consequences for supply chains. The second half will primarily focus on learning from how Toyota manages its supply chain. Toyota is recognised world-wide for its operational efficiency and excellence. This module is based on the book Toyota Supply Chain Management by Ananth V. Iyer, Sridhar Seshadri, and Roy Vasher. The module will reinforce the learning from the first module by discussing the v4l framework and why it is important. The module will illustrate how the Toyota Supply Chain Management principles and practices can be used to resolve several problems within a supply chain. Issues related to production planning, scheduling, transportation network design, information asymmetry and such will be covered in this module by focusing on the Toyota way. Learning from Toyota SCM 1. The v4l principle and framework 2. Production planning, sequencing, and scheduling (Heijunka) 3. Supplier selection and management a. Inbound and outbound transportation logistics b. Dealer operations c. Demand management 4. Global supply chains and creating a learning organisation a. Embedding continuous learning principles b. How Toyota will play the beer game 5. Crisis management 6. Lean operations and its applications to SCM Project Phase Immediately following the Residential Phase, the Project Phase includes a live project within your own organisation. This two-month project will include fortnightly interactions with the ISB faculty. Successful project completion is necessary to receive the certificate; participants from the same organisation should undertake the same project. The project presentation will review critiques and ideas generated by you during your project. This will follow discussions, knowledge assimilation and individual assessments that will help you execute your ideas at work. What you will gain Participants attending the programme will gain a nuanced understanding of the following factors that make supply chain management critical: 1. Interdependence: No organisation is a self sufficient unit. Success of an organisation has a huge

4 The programme at ISB has given a great fillip to my entire thought process of SCM. Atul Holkar, Vice President, Pepsi VB Ltd Programme Timeline Residency Phase 1 Five Days at ISB Project Phase Two months in respective organisation Project presentation on webinar Certification interdependence on the activities of its customers, suppliers, downstream partners and competitors. 2. Increasing Links: Efficiency gains due to focused operation and increased complexity of product and services has lead to a greater division of work. The value chain consists of larger number of narrower tasks spread across different organisations. 3. Globality: From raw material to finished products, supply chains are stretched across countries and continents. The movement of goods uses road, rail, air, sea and a seamless transition between them. 4. Responsiveness: Changing customer tastes, rapidly evolving technology and perishability of products has put new premium on speed. 5. Efficiency: Cost remains a fundamental determinant of margin and competitiveness. 6. Adaptability: The ability to respond to demand changes, supply disruptions, business cycles and other uncertainties is paramount. 7. Multi-functional: Supply chain management is more than purchasing, transportation, logistic or sourcing. It spans product development, marketing, accounting and finance functions. 8. Risk Management: Long stretch, lack of transparency, numerous links, lean inventory and unforeseen disruptions all pose a mortal risk to businesses. In addition, participants will work on a data-driven project from their company that affects supply chain changes within their organisation in which they will apply all these concepts. Participant profile Mid and senior level managers from manufacturing, transportation and retail sectors. They can be involved in new product development, manufacturing, logistics, sales, accounting or enterprise resource planning. The target executive may or may not have an MBA. They must have motivation and energy to bring and work on a data-driven project from their company that affects supply chain changes within their organisation. Projects from earlier programmes Improving service level to the distributor Risk mitigation for foreign procurement Inventory reduction, management of depot space, stock-out and write-offs Reducing response time for order execution Reduction of delivery slippage Optimising secondary transportation Reducing delivery time of products Reducing packing inventory

5 Faculty Professor Sridhar Seshadri is Professor of Operations and Management Science at the Indian School of Business and Senior Associate Dean, Faculty and Research. He teaches courses like Logistics and Supply Chain Management, Operations Strategy, Pricing and Revenue Optimisation, Operations Management. His research interests include stochastic modelling and applications in queuing systems, supply chain management and revenue management. Professor Milind Sohoni is Associate Professor of Operations and Management Science at the Indian School of Business. He teaches courses like Decision Models and Optimisation, Logistics and Supply Chain Management, Revenue Management and Network Optimisation, Introduction to Management Science. His research interests include Information Sharing in Supply Chains, Supply Chain Incentives, Capacity Allocation in Healthcare and Pharmaceutical Industries, Network Design and Scheduling. PROGRAMME FEE INR 1,50,000 plus tax Fee includes food and accommodation at the ISB campus or at an equivalent facility based on availability. Programme dates* The programme starts at 9.00 am on Feb 10, 2015 and concludes at 5.00 pm on Feb 15, Project presentations through webinar on Apr 15, How to apply Download the application form from and follow the mailing instructions mentioned therein (or) Write to us at for more details (or) Call us on /42 Venue: ISB, Hyderabad Campus *ISB CEE reserves the right to change the schedule without prior notice. Please check with Marketing Services for the final schedule.

6 Indian School of Business, Hyderabad Mohali Contact: Marketing Services, Centre for Executive Education Indian School of Business, Gachibowli, Hyderabad , Telangana, India Ph: /42, Fax: , execed@isb.edu Corporate Identity Number: U80100TG1997NPL twitter.com/isb_cee