SCML 475

module 01: Ch. 1: Introduction to Supply Chain Management Definition, context, and goals of SCM: A source of competitive advantage Role of the Functions with regard to SCM Inter-functional Coordination in SCM Intercorporate (inter-firm) Coordination in SCM Performance Measurement in SCM Module 02: Data Types: Cross-sectional vs. Time Series & Continuous vs Discrete Data Categories - Nominal, Ordinal, Interval, Ratio (e.g. productivity, efficiency) Ch. 5: Not All Customers are Created Equal 1960s: Marketing Strategy 1970s: Product Management 1980s: Global Competition 1990s: Increase in Information Technology Methods for analyzing customers from chapter Performance versus customer values matrix Ch. 10: Not all Products are Created Equal Profitability of products Product line proliferation Reduction strategies Affect of R&D on product line Effect of number of products Ch. 2: Coordinate the Traditional Business Functions Inter-Functional Coordination versus Inter-Firm Coordination Supply Chain relationships: Structures type and intensity Coordination strategies found in Case Studies Ch. 3: Collaborate with SC Partners on Noncore Competency Functions Supply Chains Basic Functions: All functions need to be done by someone: Supply Chain Cooperation & Characteristics Precursors to Supply Chain Cooperation Examples from Case Studies on NonCore Procurement Functions Module 03: Planning and Control Systems Internal Functions/Systems Antecedents of Planning and Control Systems Nature of P&C Systems Consequences of Effective P&C Systems The Planning-Control Relationship Planning and Control Systems Assumptions Objectives Standards Determining Measures Behavioral Responses Feedback Issues Corrective Action Ch. 4: Look for Supply Chain Synergies Supply Chain Collaboration: Enablers, Impediments, Benefits What should be done? Examples of synergies from Case studies:

Ch. 6: Identify and Manage the SC Flow Cycles

Flows are both ways in the SC

Examples from case studies

Module 04:

Chapter 7: Manage Demand -Not Just the Forecast

Who forecasts demand?

Independent demand versus Dependent or Derived Demand

Amount, time location

Why is demand error increased in a traditional SC?

Matching of Demand to Capacity

Sales Force in Demand Management

Traditional view of sales versus new role of sales

The Sales Force Role in Forecasting

How do you improve the Salespersons forecasting

Consultants in forecasting-Process:

As is state

Should be stated

The way forward

The impact of Sales Forecasting: Improves return to shareholder

Chapter 8: Substitute Information for Assets

Information systems

1. Internal

2. Between companies

3. Across entire supply chain

Intracompany: ERP

InterCompany: EDI, JIT facilities and Crossdocking

Supply Chain Systems: Quick Response, ECR, VMI, Automatic Replenishment