Executive Education: SCMi Supply Chain Management Framework

Learn how to implement the eight essential processes within the Supply Chain Management framework to transform your company’s supply chain. Understand how to achieve cross-functional, cross-firm supply chain management process integration to create maximum value for customers, suppliers, shareholders and other stakeholders.  Bookings close Friday 5 May 2017.

SCMi Supply Chain Management Framework

Monday 5 June to Wednesday 7 June 2017, SYDNEY

Click here for Agenda or to Register

Increasingly, supply chain management is being viewed not as a business function but as a business approach used to transcend traditional functional boundaries. Supply chain management is the management of relationships in the network of organisations, from end customers through original suppliers, using key cross-functional business processes to create value for customers and other stakeholders.The framework described in the book Supply Chain Management: Processes, Partnerships, Performance and taught in this program, is built on the following eight key business processes:

  • Customer Relationship Management
  • Supplier Relationship Management
  • Customer Service Management
  • Demand Management
  • Order Fulfilment
  • Manufacturing Flow Management
  • Product Development and Commercialisation
  • Returns Management

Click here for Agenda or to Register

“Much has been written about supply chain management but there is very little practical direction on how to implement or achieve the benefits that have been envisioned. This framework provides a practical way to achieve the promises of supply chain management within and between organizations.”
— Ernie Elliot, Rear Admiral Retired, Supply Corps, USN, Vice President (Retired), Supply Chain, xpedx, an International Paper company

“If you are in supply chain management today then complexity is a cancer that you have to fight, and process management is the weapon. This framework develops a robust model of supply chain management processes and properly defines them so that they can be managed. It has enabled our organization to understand that supply chain management is too important to be just a function. Instead it’s everybody’s job.”
—Tom Blackstock, Vice President, Supply Chain Operations (Retired), Coca-Cola North America

“The assessment of the customer service management process spurred great discussion, brought the value of a cross-functional perspective into the sunlight and identified gaps between our performance and best-in-class. It was the opening dialogue to a company-wide effort that delivered dramatic and measurable service improvements allowing us to move from 3rd to 1st in our industry as measured by our annual customer survey.”
— Brad Barnett, Vice President, Global Operations, Adams Golf

book-4th-edition-sm“I have employed many of the fundamental building blocks of supply chain management spelled out in this book to transform a supply chain into a competitive weapon. If you want to deliver extraordinary business results in a challenging economic environment, study and apply the principles in this book.”
— Mark Leposky, Senior Vice President, Global Operations, Callaway Golf Company

“This book provides an entry into the opportunities afforded from a more sophisticated approach to supply chain management, covering the theory through to practical application, against the backdrop of 21st century supply chains and the issues they face today.”
— Stuart Lendrum, Head of Sustainable & Ethical Sourcing, Own Brand, Sainsbury’s Supermarkets Ltd

“This book provides a thorough review of supply chain management research interpreted in a practical way. We use this structure and approach with our customers and business units to enhance our collaborative relationship through more effective supply chains.”
— Jenny L. Verner, President, Specialty Canola Oils, Cargill

“In this book, we discovered a framework to help us manage business relationships and make cross-functional integration a reality. We strongly believe that managing relationships both with customers and suppliers represents an opportunity to achieve a competitive advantage in a market where products tend to become commodities.”
— Jorge Vazquez Alessia, Chairman, Teknobayres SA, Argentina


By: Sharyn Grant - See all Posts by this Author

Share this Article

Facebooktwittergoogle_pluspinterestlinkedinmail