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Supply Chain Management PowerPoint Presentation

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Our Supply Chain Management PowerPoint Presentation is a comprehensive and dynamic tool designed to streamline the presentation of supply chain processes and strategies. Tailored for professionals, educators, and students alike, this presentation offers a visually engaging and informative approach to explaining complex supply chain concepts.

This PowerPoint presentation consists of carefully crafted slides that cover essential aspects of supply chain management, including logistics, procurement, inventory management, demand forecasting, and more. Each slide is meticulously designed with clarity and educational value in mind, ensuring that your audience can easily grasp and retain the information presented.

What sets this presentation apart is its 100% editability and customization. Every element, from text to graphics, can be modified to suit your specific requirements. Whether you’re conducting a training session, delivering a lecture, or presenting to stakeholders, you can tailor the content to fit your audience and context perfectly.

With its professional design, this presentation not only conveys information effectively but also reflects a high standard of professionalism. The visual elements, including charts, diagrams, and infographics, are crafted to complement the textual content, making the presentation both informative and aesthetically pleasing.

In summary, our Supply Chain Management PowerPoint Presentation is an invaluable asset for anyone looking to effectively communicate the nuances of supply chain management in a clear and engaging manner.

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Supply chain management presentation

Published December 27, 2015 · Updated December 28, 2022

Supply Chain Management presentation

Supply chain management is the process of planning, organizing, and managing the flow of goods, services, and information from raw materials to finished products. It involves coordinating the activities of suppliers, manufacturers, warehouses, and distributors to ensure that products are produced and delivered to customers in a timely and cost-effective manner.

Effective supply chain management can help a business improve its efficiency and reduce costs by streamlining the flow of materials and information. It can also help a business respond more quickly to changes in customer demand and market conditions.

There are several key components to supply chain management:

• Procurement: This involves sourcing raw materials and components from suppliers, as well as negotiating prices and terms of delivery.
• Production: This includes the planning and scheduling of production activities, as well as the management of manufacturing processes and equipment.
• Distribution: This involves the storage and transportation of finished products to warehouses, distribution centers, and customers.
• Inventory management: This involves the tracking and control of inventory levels to ensure that there is enough stock to meet customer demand, but not so much that it ties up capital.
• Logistics: This refers to the planning and execution of the movement of goods, including transportation, warehousing, and distribution.
• Information technology: This plays a critical role in supply chain management, as it enables businesses to share information and coordinate activities across the supply chain.

Overall, supply chain management is a complex process that requires careful planning, coordination, and control to ensure that goods and services are delivered to customers in a timely and cost-effective manner.

Supply Chain Quotes:

• “Leaders win through logistics. Vision, sure. Strategy, yes. But when you go to war, you need to have both toilet paper and bullets at the right place at the right time. In other words, you must win through superior logistics.” ~ Tom Peters
• “All we are doing is looking at the time line, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing the time line by reducing the non-value adding wastes.”  ~  Taiichi Ohno,  father of the Toyota Production System (TPS)
• “Every breakthrough business idea begins with solving a common problem. The bigger the problem, the bigger the opportunity. I discovered a big one when I took apart an IBM PC. I made two interesting discoveries: The components were all manufactured by other companies, and the system that retailed for $3,000 cost about $600 in parts.” ~ Michael Dell , founder of Dell Computer
• “If you don’t have an essential item that puts people into chaos. What happens if the coffee runs out in the morning? Simple but you get the picture.” ~ EverythingSupplyChain.com
• “If anything is certain, it is that change is certain. The world we are planning for today will not exist in this form tomorrow.” ~ Phil Crosby

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Supply Chain Templates & Supply Change Management PPT Slides

Download 100% editable supply chain management templates and slide designs compatible with PowerPoint and Google Slides.

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Supply Chain Management is a process flow of products and services from planning to consumption. These PowerPoint templates of Supply Chain Management cover an important aspect of retail business. This concept of business operations is often used to demonstrate logistics and warehouse processes. Therefore, the Supply Chain Management PowerPoint Templates use compelling graphics and illustrations for such presentations. These graphics include 3D Models of shipping containers and concept diagrams. Further, supply chain management templates will take presentation one step further and cover broad aspects of logistics. Because visual illustration gives an edge to PowerPoint presentations.

Alternatively, you can download other slide designs to present specific supply chain management concepts, such as the Kraljic Matrix template , which is designed for businesses to analyze their company’s supply chain management portfolio.

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Supply Chain Management 101: Principles, Examples, and Templates

By Andy Marker | June 25, 2017 (updated February 22, 2022)

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Globalization has become an undeniable part of commerce over the last few decades, as large companies have grown first to source labor and parts from developing regions, and then to start selling in those same areas as they grew in wealth and buying power. Supply chains have had to keep in step, passing through numerous countries to obtain goods most efficiently and cost effectively, and growing more complex as a result. And on the other end, the supply chain grows more frayed in order to deliver to countless countries for consumption. For the largest companies, managing a supply chain can require dedicated teams in every area the chain touches. It’s safe to say that supply chain management is both an art and a science.   This article will cover what a supply chain is, with examples; discuss how supply chain management works and its principles; and vital concepts in the field. Then we’ll move on to current issues and where the field is going. Finally, you’ll find useful resources, templates, and education programs. Ready? Let’s get started.

What Is a Supply Chain?

A supply chain is a collection of suppliers required to create one specific product for a company. The chain is made up of nodes or “links,” which can include multiple manufacturers for parts, then the completed product, then the warehouse where it is stored, then its distribution centers, and finally, the store where a consumer can purchase it. The concept of the chain is important, because each link is connected in a specific direction and order, and the next link cannot be reached without going through the previous one. Each link adds time and costs, and can involve labor, parts, and transportation. Every product a company carries may have its own supply chain, though they may use certain suppliers for multiple products. You can see why this gets so complicated, especially for international supply chains.

The process described above was that of a typical retail supply chain. However, there are many different types in practice. Here are three examples from well-known masters of supply chains:    Example: Walmart and “Big Box” Retailers The “Big Box” store, which represents one of the major disruptions of the retail model from the last century, thrives on size, ubiquity, and well-planned supply chains to drive out the competition. How else would a company like Walmart make a profit on a t-shirt made overseas that retails for $5.00?   Walmart succeeds by having fewer links in its supply chain, and buying more generic goods directly from manufacturers, rather than from suppliers with brand names and markup. It uses “Vendor Managed Inventory” to mandate that manufacturers are responsible for managing products in warehouses owned by Walmart. The company is also is particularly choosy with suppliers, partnering only with those who can meet the quantity and frequency it demands with low prices, and with locations that limit transportation needs. They manage their supply chain like one firm, with all partners operating on the same communication network.    By buying at large enough quantities to take advantage of economies of scale, moving products directly from manufacturers to warehouses, and then delivering to stores which are large enough to be distribution centers, it reduces links in the supply chain and cost per item, translating to low prices for consumers. 

Example: Amazon and “Ecommerce Platforms” Having overtaken Walmart as the world’s largest retailer in the last decade, Amazon’s “online big box” concept is a perfect example of unique supply chains. As an e-commerce shop, obviously they cut the retail store out and ship from distribution center to consumer’s homes directly. Where Amazon innovates is both in its supplier-side and its final supply chain link - delivery.    Just about anyone can sell things on Amazon because it’s a platform, not just a shop. As a result, Amazon has more things than any other online store, so when people shop online, they think of Amazon. Then, it produces everyday goods cheaply, and underbids suppliers. Next, their warehouses make serious use of automation to store items going to like destinations together, ready for immediate transport. Finally, its investments in delivery staff and technology make 2-day shipping a basic expectation, and even same-day delivery a possibility. Amazon ditches third-party logistics (3PL) and fulfills orders itself.

Example: Tesla and Specialized, Owned Chains Automotive manufacturing has come a long way since Henry Ford used assembly line manufacturing to speed up the production of a single car model in a single color. Now, in a time when even American carmakers are opening factories abroad, Tesla is making innovative, incredibly popular, and luxurious cars right in California, a location with incredibly costly real estate.   Rather than having a long supply chain of cheap part makers, they have a vertically integrated supply chain, with a full-service auto plant near its corporate headquarters and plans for a supplier park and a massive battery factory, and Tesla owns it all. Even more interesting is the digital supply chain the company promotes - new firmware and algorithm updates are pushed out to existing car owners over the cloud.

What Is Supply Chain Management?

As the name implies, supply chain management (SCM) is handling and optimizing all the many complicated facets of a supply chain, involving goods and services. Even ensuring timely handoff from manufacturer to shipper to supplier to shipper to buyer is a massive task, but to do it cost effectively and build net value is truly a challenge.    Supply chain management is so important because modern commerce exists in a networked global economy. Most businesses are specialized - even department and big box stores are only really equipped to sell to customers, despite their wide variety of products. The value of vertical integration is hard to justify when communication costs and SCM tools are so inexpensive - it almost always makes more sense to outsource for price efficiency.

The concept of supply chain management was in effect long before the term was created in 1982. In the colonial era, international trade by ship was already making for complicated transportation issues and the need for efficiency. During the Industrial Revolution, the ability to quickly produce goods with machine assistance led to the need to manage significant inventory and constant consumption. By the time history arrives at Henry Ford’s famous assembly line for the world’s first car production in 1913, supply chain management had become an art.    As the century wore on, more companies were producing more goods and looking for ways to reduce costs. They vertically integrated into owned supply chains to try reducing costs at each stage. In the 1980s and on, globalization became a realistic dream for many companies, because of computer systems, easier communication, and commerce-friendly trade laws. Around the 1990s, it became a common practice for firms to specialize, and focus on core competencies and outsourcing the rest, abandoning the vertical integration of the previous era. At this point, supply chains became truly complex, in order to coordinate hundreds of otherwise unrelated and geographically-distant manufacturers, suppliers, shippers, warehousers, and retailers.    Now, in the “SCM 2.0” era, the Internet and new methodologies have led to collaborative platforms and democratized processes. This is allowing smaller competitors to use some of the same manufacturers as major players, and reducing inefficiencies for those manufacturers as a  result. Better communication and planning tools are providing a way for small and large companies alike to manage even more complex supply chains.

Variants of SCM

Global SCM: The combination of global manufacturing with supply chain management, which must account for tariffs and local taxes as goods and services travel internationally to ultimately provide greater value at the end of the chain.   SAP SCM: Systems, Applications, and Products (SAP) is a software company that revolutionized logistics and enterprise resource planning. It provides an automated way to manage supply chain networking, supply chain planning, and supply chain execution, along with production planning, business forecasting, and demand planning.   Logistics and SCM: The art of coordinating efforts between every member of the supply chain to get products from their source to the consumer.    Purchasing and SCM: The focus on the monetary aspect of SCM, from costs to value added at each link in the supply chain.

Principles of Good Supply Chain Strategy

‌ Download Supply Chain Management Checklist

The Basics of Supply Chain Management Processes

There are key supply chain processes that you must take into consideration to effectively understand and manage them. These processes are all at play regardless of the type of supply chain you’re using.   Customer relationship management (CRM) comes first, because as the principles of SCM state, you must adapt everything in the supply chain to the customer. If no one is buying, there’s no need to produce anything. At the front of your supply chain, where a store’s staff interacts with its consumers, they must have plans in place for ongoing relationships. They need CRM tools to gather customer information for marketing and market research, all to determine the products and services to offer in the future.   Customer service management is another process that ties in, as it is where you gather negative and positive feedback to determine future needs.   Demand management is closely linked with the previous two, as it takes customer interactions and orders into account to determine the workload all the way up the supply chain. At its core, customers buying more means make more, and customers buying less means make less. Customer forecasting is an important task that analysts must perform well to determine the current demand and what it will be in the future, to prevent waste in the supply chain.   Product development is an important part of the supply chain that is informed by consumer demand. You must work with CRM and customer service data to determine what they want, which influences new products, product line extensions, and also what to stop making. You must integrate suppliers in this process because it affects cost, quality, and delivery time.   Supplier relationship management goes without saying - if you want to produce your products on time and on budget, you need a solid rapport with everyone you’re outsourcing to in the chain. This impacts manufacturing flow management , which ensures everything gets where it needs to go without delay, and at the correct spec.    Order fulfilment involves coordinating with distribution centers and either retail locations or 3PL to get the product direct to consumers. You’ve now made it all the way back to the beginning of the cycle, and need to pay attention to new CRM and customer service data.   Returns management , also known as the “reverse supply chain,” is a vital part of the flow of products that doesn’t fit perfectly into the clean supply chain cycle. It involves picking up online orders from 3PL locations or from consumers’ addresses and accepting returns at retail locations. Once these items are put back into inventory, they must be ready to get to a different customer while the product run is still live. 

What Supply Chain Managers Look for When Managing Supplier Relationships

One of the most complex parts of SCM is handling all the other people in the supply chain. They have their own needs and motivations, and to keep them all happy and working together with partners they are only loosely affiliated with is a challenge - especially when trying to meet deadlines and turn a profit. The following are what managers should focus on most in such relationships:   Org Chart and Leadership Style: How is the supplier’s organization set up? Is it a vertical or horizontal structure? Is the leadership strong and long lasting, or fickle and prone to change? You need to know who you’ll be interfacing with, and who will be the next one in line should some shakeup occur. Business relationships are always between people, and don’t always survive a reorg.    Management Style: How do the leaders at this supplier run their shop? Make sure it works with your crew. A micromanager at a relatively replaceable link in your supply chain will waste inordinate time, just as a hands-off manager at a vital link could result in sloppy delivery or substandard product quality.   Company Culture: Always important for working with suppliers, determine what kinds of people rise to the top, and how everyone acts when nobody's watching. If, for example, middle managers are constantly in fear for their jobs because of ruthless quarterly performance reviews, they may over-promise, make excuses, or otherwise be unstable work partners.    Product Flows: Once you know that you can work with the people, make sure their facilities are in order. Are they equipped for orders of the size and frequency you plan to make? How do they handle emergency, fast-turn around orders? What about other customers - are they only able to use their facilities for your product flows at certain portions of the month due to full inventory? Leave no stone unturned.   Information Flows: Just as vital is the ability to control information about the day-to-day flow of materials, and to communicate and coordinate long-term plans. Is the supplier up on their product details, inventory, and SKU organization? Is their security and encryption up to the standards of your company, and your industry? Big data is useless if the right people don’t see it in time.   Rewards and Risks: Take into account opportunities and threats of working with this supplier. Maybe they’re well-equipped to handle your exact product because they also work with your competitors. Perhaps they are new and establishing themselves, so offer a substantial discount, but may not be able to deliver on time? Do what’s best for the company, and use risk assessment to keep your whole supply chain operable.

Vital Supply Chain Management Concepts to Know

Having a passing familiarity with the following terms will help you see just what kind of skillset and abilities will be required when working in supply chain management:   Border Adjustment Tax: Also known as a destination-based cash flow tax (DBCFT), it is a tax levied on imported goods which is important to know in global supply chains.   Customer Relationship Management: Also known as CRM, this concept refers to providing ongoing service to customers and collecting data about their likes and purchases. There are also CRM tools that help automate and record interactions with customers.   Cumulative Mean: A figure for knowing how much or how little to produce in advance, involving mean orders with all previous data treated as equally useful.   Demand Management: Understanding customer behavior and patterns to control how much is ordered and produced at each link in the supply chain, with the goal of eliminating wasted production.   Financial Flows: Credit terms, payment schedules, accounts payable and receivable, and other factors that you must monitor to determine if a supply chain is profitable or not.   Information Flows: Transmission of orders, delivery status, and other data that influence the supply chain’s responsiveness to demand.   Integrated SCM: This is a method of SCM wherein all of the links are tightly integrated, operating almost as one company rather than a loose association of buyers and sellers.   Inventory Management: Monitoring and controlling orders, storage, and use of owned components to create the products your company sells.   Lean Six Sigma: A data-backed philosophy of continuous improvement that focuses on preventing defects and mistakes rather than discovering them later, which reduces waste and production time via standardization. Read Everything You Need to Know About Lean Six Sigma to learn more about this methodology.    Logistics: The physical movement of products from one link in the supply chain to the next, and the practice of improving their efficiency.   Make vs. Buy: A simple evaluation of whether it is more cost-effective and time-efficient to produce a required product with your company’s existing resources, or to outsource the need.   New Product Development: The creation of new products both in response to and in anticipation of customer demand, using data gleaned from CRM and the whole supply chain. Read Innovation for Everyone: Everything You Need to Know About New Product Development to learn more about this process.   Operational Accounting: Accounting for a company that focuses on planning, directing, and controlling of daily activities by their costs and eliminating waste.   Physical Flows: The actual movement of parts and products throughout the supply chain, which the Logistics team must manage and analyze to keep going without pause.   Project Management: The process and tools involved in ensuring that a codified piece of work (project or product) gets done on time while keeping all contributors aware of their next step.   Reverse Supply Chain: Aftermarket customer service, which may involve accepting returns, refurbishing and discounting, or otherwise finding use for the reacquired inventory.   Risk Management: Identifying, evaluating, and then choosing which risks to address first, with the goal of reducing overall risk in a supply chain.   S&OP: Sales and Operations Planning is a management process that aligns its constituent parts to ensure that the organization is only focused on operations that improve sales. Learn more about S&OP here .   Strategic Sourcing: Formalizing a company’s information gathering in order to use its purchasing power to take advantage of the best values in the marketplace of suppliers.   Theory of Constraints: A methodology that identifies the largest limiting factor in production, then finding a way to remove it to improve the efficiency of the entire production.

Current Issues in SCM

In addition to the major terms, it’s important to keep aware of legal, political, and social events which affect supply chain management when seeking a career in the field. Here are some of the bigger issues of the day:   Dodd-Frank Decision: This was a 2010 law which included a clause on “Conflict Minerals.” It requires companies to audit their supply chains in order to determine whether gold, tungsten, tantalum, and tin came from the Democratic Republic of the Congo, and report on their due diligence. It adds an extra layer of complexity and costs to SCM for those involved in chains with those minerals.   NGO Actions: Activist groups of all kinds work to end common practices within major companies’ supply chains, such as sweatshop labor, or push consumers towards less complicated supply chains by encouraging them to support local businesses and farms.    SEC Regulations: Whereas NGO actions can force a company’s hand for PR reasons or changing the marketplace of ideas, the Securities and Exchange Commission can slap that same company with fines, making company’s quick to comply. Third-party audits of supply chains are an important part of keeping in step with these regulations.    SECH Ratings: This is a rating that involves economic, social, and environmental judgements to gauge a company’s overall sustainability.   Transparency: Though protecting data is important, certain measures of transparency can improve company performance. Among consumer products, many younger, disruptive brands make their supply chain a selling point in marketing by being upfront about how and where they get their components, and where they make their products. The reasoning goes, if a company is hiding something, there must be an unethical component to it.   Sustainability Measures: As major companies and countries around the globe move towards sustainable production, all supply chains become impacted. Whether due to changing regulations or seeking good PR, many companies are working to reduce pollution and other issues in their chain.

The Future of Supply Chain Management

Aside from the issues of the day, it’s also vital to see where the field is going. The future of SCM is bright, but certainly evolving. We asked a group of experts and innovators in supply chain management to discuss what they believe the future of SCM holds: ​

Jake Rheude , Director of Business Development and Marketing for Red Stag Fulfilment

Over the next decade, we will see massive and disruptive forms of innovation both in terms of technology that expedites the speed at which customers receive their products ( drone delivery ) as well as technologies that drastically enhances the online shopping experience for customers, ( virtual reality ).

While these and other technologies no doubt have the opportunity to significantly change the landscape of online shopping and the supply chain, I expect we will see firms diverge on two different strategies. Some will rush to implement these costly new technologies in order to drive down the total time between an order being placed and last mile delivery, while other firms will stand by the current landscape (for most B2C online sellers) of product delivery in approximately two-days, acting cautiously, particularly in regards to the cost of these new technologies versus their impact on the overall value chain for consumers.

Certainly, there are niche industries where significant investments in drone delivery technology will provide a distinct competitive advantage, but I predict that for many B2C online sellers, the impact on the overall value chain of these new technologies will be misaligned with a consumer's perception of value, and therefore make the initial cost of these new technologies unjustified.

Lauren Stafford , Digital Publishing Specialist for Explore WMS

Embracing big data is an essential principle of modern SCM, specifically real-time data which has the potential to improve the efficiency of a supply chain and negate potential risks to strategy. We know that logistics optimization through technological innovations and data integration can make supply chains more efficient and more financially sound.

The future of the multi-modal SCM depends on successful integration with data and systems to achieve synchromodality. To achieve this, there needs to be a connection to all available transport modalities in the form of a real-time data flow. Once any issues with connectivity are addressed, a ranking system is required to consider a variety of variables such as dock schedules and material restrictions. Pricing data is another integral component.

The great advantage of a synchromodal platform is that it’s informed by every available option and makes a selection based on key factors like speed requirements. There is still significant work to be done in terms of how best to access and integrate a supply chain partner’s real-time data but, as these platforms are developed, we’re likely to see faster order processing times for large shipments and systems which can help generate a better ROI. The way we understand it, SCM is changing because now an efficient supply chain can be a competitive asset as opposed to a cost center.

John Boyd , founder of The Boyd Company, Inc

Probably the most dynamic link in the supply chain in recent years has been the "last mile": that movement of goods from a DC to a final destination in the home. E-commerce king Amazon has done much to challenge and ultimately rewrite the rules of last mile delivery. Last mile delivery has also produced a new warehousing subsector: the locker. Studies show that online shoppers not only want their packages now, they also want their packages delivered to places other than their homes. These lockers can be viewed as "micro warehouses" and will come with additional costs. We expect many to be operated by an emerging sector of third-party logistics (3PL) providers specializing in this particular segment of the supply chain.

Lockers are now common in Europe, where densely populated and congested urban centers make them a natural fit. We anticipate that lockers will also become the next boom sector within logistics/distribution site selection in the United States. Amazon already has automated lockers in six states, while the U.S. Postal Service has lockers located within post offices in the Washington, D.C., area.

Upstart third-party logistics providers will be looking for sites where they can locate lockers, such as in transit centers, apartment buildings, convenience stores, or any establishment that provides off-hours access for picking up packages. Also, the growing online meals industry is expected to fuel the need for temperature-controlled lockers for the delivery of perishables.

Careers in Supply Chain Management

With a bright future filled with unique challenges, a career in SCM is a strong choice. It might be surprising to hear about an industry that’s all about outsourcing and automation, but new experts are more vital than ever for global organizations and even local ones to grow. Look at these industry stats:

Career Paths

What kind of positions can you take on in supply chain management?   Supply Chain Business Analyst: Examine your company’s workflow and come up with creative ways to streamline its business processes. Live and breathe efficiency.   Inventory Control Administrator: Ensure that inventory systems’ data is accurate with physical inventory, troubleshoot discrepancies, discover root causes and interact with everyone related to this inventory.    Purchasing Specialist: Work out deals with suppliers and compare bids to minimize cost across the supply chain.   Procurement Manager: Research, evaluate, and purchase large quantities of products for companies to resell or use in operations. Determine what is in your company’s store, ecommerce shops, and more.    Operations Analyst: Evaluate, report on, and improve the management of activities that generate recurring revenue for your organization, i.e. its core competencies.   Material Planning Manager: Plan, monitor, and manage products and the materials required to make them in your organization’s manufacturing operations. You ensure the constant flow of materials so the factory never runs out. 

Logistics Analyst: Evaluate and report on transportation of goods and services up and down your organization’s supply chain, ensuring that everything gets where it needs to go and when it needs to get there.

Top Higher Education Programs

Supply chain management is a game with global stakes, as such major universities and academies around the world offer Bachelor’s and Master’s degrees in the subject. If you want to secure a job in the sector with a Fortune 500, becoming accredited in SCM is vital. Look at some of the top schools on this list for more details on breaking into the industry:

• Cambridge University
• Copenhagen Business School
• Cranfield School of Management
• Eindhoven University of Technology
• London Business School
• Vlerick Business School

Certifications in Supply Chain Management

If a full Master’s program seems like too big a commitment, explore some of the short-term certifications available below. They give you a shot at entry level jobs if you’re inexperienced, and are a nice brush-up on current SCM standards for seasoned professionals.

• Chartered Institute of Supply Chain Management (CISCM) Chartered Supply Chain Management Professionals (CSCMP)
• Institute for Supply Management (ISM) Certified Professional in Supply Management (CPSM)
• Institute of Supply Chain Management (IOSCM)
• International Institute for Procurement and Market Research (IIPMR) Certified Supply Chain Specialist (CSCS) , Certified Procurement Professional (CPP) and Certified Supply Chain Associate (CSCA)
• International Supply Chain Education Alliance (ISCEA) Certified Demand Driven Planner (CDDP) and Certified Supply Chain Manager (CSCM)
• Association (SCMA) Supply Chain Management Professional (SCMP)
• The Association for Operations Management (APICS) Certified Supply Chain Professional (CSCP) and Certified Production and Inventory Management (CPIM)

Supply Chain Management Templates

Outside of the physical work of checking inventory, or the personal work of communicating with different members of the supply chain’s links, much of your work as a supply chain manager is using systems and dashboards to get an understanding of logistics, operations, and flows. What follows are some templates that can help manage and streamline workflow, while understanding and sharing inventory reports and more.

Download Risk Management Matrix Template

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Download Stock Inventory Control Template

Excel  |  Smartsheet

‌ Download Supply Chain Dashboard Template

‌ Download Microsoft Excel Template for Choosing MRP Software

‌ Download RFP Vendor Template

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Chapter 1 Introduction To Supply Chain Management.

Published by Gabriella Cunningham Modified over 8 years ago

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Presentation on theme: "Chapter 1 Introduction To Supply Chain Management."— Presentation transcript:

Supply Chain Management

Chapter 7 Demand Management Learning Objectives After reading this chapter, you should be able to do the following: Understand the critical importance.

CHAPTER 1- INTRODUCTION TO SUPPLY CHAIN MANAGEMENT

© 2005 Wiley1 Chapter 4 – Supply Chain Management Operations Management by R. Dan Reid & Nada R. Sanders 2 nd Edition © Wiley 2005 PowerPoint Presentation.

Achieving Operational Excellence Enterprise Applications Business Information Systems Laudon & Laudon Ch.8 (P.266)

Enterprise Applications and Business Process Integration

Copyright Cengage Learning 2013 All Rights Reserved 1 Chapter 14: Supply Chain Management Introduction to Designed & Prepared by Laura Rush B-books, Ltd.

Chapter 4 Marketing.

McGraw-Hill/Irwin ©2008 The McGraw-Hill Companies, All Rights Reserved CHAPTER 8 SUPPLY CHAIN MANAGEMENT.

Supply Chain Management Kalakota: pp What is a supply chain? The network of retailers, distributors, transporters, storage facilities and suppliers.

Achieving Operational Excellence and Customer Intimacy:Enterprise Applications Chapter 9 (10E)

Chapter 1Management of Business Logistics, 7 th Ed.1 BUS 3620 Logistics and SCM We start our lecture to firstly gain the understanding of the following.

Chapter 1 Introduction to Supply Chain Management 1-1Copyright 2011 John Wiley & Sons, Inc.

Introduction to Operations and Supply Chain Management

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Supply Chain Management

Mar 14, 2019

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Supply Chain Management. Learning Objectives. Explain what a supply chain is. Explain the need to manage a supply chain and the potential benefits of doing so. Explain the increasing importance of outsourcing. State the objective of supply chain management.

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Learning Objectives • Explain what a supply chain is. • Explain the need to manage a supply chain and the potential benefits of doing so. • Explain the increasing importance of outsourcing. • State the objective of supply chain management. • List the elements of supply chain management. • Identify the strategic, tactical, and operations issues in supply chain management. • Describe the bullwhip effect and the reasons why it occurs.

Learning Objectives • Explain the value of strategic partnering. • Discuss the critical importance of information exchange across a supply chain. • Outline the key steps, and potential challenges, in creating an effective supply chain. • Explain the importance of the purchasing function in business organizations. • Describe the responsibilities of purchasing. • Explain the term value analysis. • Identify several guidelines for ethical behavior in purchasing.

Supply Chain Management • Supply Chain: the sequence of organizations - their facilities, functions, and activities - that are involved in producing and delivering a product or service. Sometimes referred to value chains

Facilities • Warehouses • Factories • Processing centers • Distribution centers • Retail outlets • Offices

Functions and Activities • Forecasting • Purchasing • Inventory management • Information management • Quality assurance • Scheduling • Production and delivery • Customer service

Typical Supply Chains Production Distribution Purchasing Supplier } Receiving Storage Operations Storage Supplier Storage Mfg. Storage Dist. Retailer Customer Supplier Manufacturer

Need for Supply Chain Management • Improve operations • Increasing levels of outsourcing • Increasing of transportation costs • Competitive pressures • Increasing globalization • Increasing importance of e-commerce • Complexity of supply chains • Manage inventories

Benefits of Supply Chain Management • Lower inventories/increase inventory turnover • Higher productivity • Greater agility • Shorter lead times • Higher profits • Greater customer loyalty • Integrates separate organizations into a cohesive operating system

Global Supply Chains • Increasing more complex • Language • Culture • Currency fluctuations • Political • Transportation costs • Local capabilities • Finance and economics • Environmental

Strategic / Operational • Two types of decisions in supply chain management • Strategic – design and policy • Operational – day-today activities • Major decisions areas • Location • Production • Inventory • Distribution

Elements of Supply Chain Management Element Typical Issues Customers Determining what customers want Forecasting Predicting quantity and timing of demand Design Incorporating customer wants, mfg., and time Processing Controlling quality, scheduling work Inventory Meeting demand while managing inventory costs Purchasing Evaluating suppliers and supporting operations Suppliers Monitoring supplier quality, delivery, and relations Location Determining location of facilities Logistics Deciding how to best move and store materials

Logistics • Logistics • Refers to the movement of materials and information within a facility and to incoming and outgoing shipments of goods and materials in a supply chain

Logistics 0 214800 232087768 • Movement within the facility • Incoming and outgoing shipments • Bar coding • RFID • EDI • Distribution • JIT Deliveries

Materials Movement Work center Work center Work center Storage Work center Storage Storage RECEIVING Shipping

Distribution Requirements Planning • Distribution requirements planning (DRP) is a system for inventory management and distribution planning • Extends the concepts of MRPII

Uses of DRP • Management uses DRP to plan and coordinate: • Transportation • Warehousing • Workers • Equipment • Financial flows

E-Business • E-Business: the use of electronic technology to facilitate business transactions • Applications include • Internet buying and selling • E-mail • Order and shipment tracking • Electronic data interchange (EDI)

Advantages E-Business • Companies can: • Have a global presence • Improve competitiveness and quality • Analyze customer interests • Collect detailed information • Shorten supply chain response times • Realize substantial cost savings • Create virtual companies • Level the playing field for small companies

Disadvantages of E-Business • Customer expectations • Order quickly -> fast delivery • Order fulfillment • Order rate often exceeds ability to fulfill it • Inventory holding • Outsourcing loss of control • Internal holding costs

Reverse Logistics • Reverse logistics – the backward flow of goods returned to the supply chain • Processing returned goods • Sorting, examining/testing, restocking, repairing • Reconditioning, recycling, disposing • Gatekeeping – screening goods to prevent incorrect acceptance of goods • Avoidance – finding ways to minimize the number of items that are returned

Effective Supply Chain • Requires linking the market, distribution channels, processes, and suppliers • Supply chain should enable members to: • Share forecasts • Determine the status of orders in real time • Access inventory data of partners

Successful Supply Chain • Trust among trading partners • Effective communications • Supply chain visibility • Event-management capability • The ability to detect and respond to unplanned events • Performance metrics

SCOR Metrics

RFID Technology • Used to track goods in supply chain • RFID tag attached to object • Similar to bar codes but uses radio frequency to transmit product information to receiver • RFID eliminates need for manual counting and bar code scanning

CPFR • Collaborative Planning, Forecasting, and Replenishment • Focuses on information sharing among trading partners • Forecasts can be frozen and then converted into a shipping plan • Eliminates typical order processing

CPFR Process Step 1 – Front-end agreement Step 2 – Joint business plan Steps 3-5 – Sales forecast Steps 6-8 – Order forecast collaboration Step 9 – Order generation/delivery execution

Supply Chain Performance Drivers • Quality • Cost • Flexibility • Velocity • Customer service

Velocity • Inventory velocity • The rate at which inventory(material) goes through the supply chain • Information velocity • The rate at which information is communicated in a supply chain

Challenges • Barriers to integration of organizations • Getting top management on board • Dealing with trade-offs • Small businesses • Variability and uncertainty • Long lead times

Trade-offs • Lot size-inventory • Bullwhip effect • Inventory-transportation costs • Cross-docking • Lead time-transportation costs • Product variety-inventory • Delayed differentiation • Cost-customer service • Disintermediation

Trade-offs • Bullwhip effect • Inventories are progressively larger moving backward through the supply chain • Cross-docking • Goods arriving at a warehouse from a supplier are unloaded from the supplier’s truck and loaded onto outbound trucks • Avoids warehouse storage

Bullwhip Effect Demand InitialSupplier Final Customer Inventory oscillations become progressivelylarger looking backward through the supply chain

Trade-offs • Delayed differentiation • Production of standard components and subassemblies, which are held until late in the process to add differentiating features • Disintermediation • Reducing one or more steps in a supply chain by cutting out one or more intermediaries

Supply Chain Benefits and Drawbacks

Reduce inventory Process downtime Scrap Setup time Quality problems Late deliveries Inventory level

Reduce inventory Inventory level Process downtime Scrap Setup time Quality problems Late deliveries

Reduce Lot Sizes 200 – 100 – Q1 When average order size = 200 average inventory is 100 Inventory Q2 When average order size = 100 average inventory is 50 Time

Purchasing • Purchasing is responsible for obtaining the materials, parts, and supplies and services needed to produce a product or provide a service. • Purchasing cycle: Series of steps that begin with a request for purchase and end with notification of shipment received in satisfactory condition. • Goal: Develop and implement purchasing plans for products and services that support operations strategies

Duties of Purchasing • Identifying sources of supply • Negotiating contracts • Maintaining a database of suppliers • Obtaining goods and services • Managing supplies

Purchasing Interfaces Legal Operations Accounting Data processing Purchasing Design Receiving Suppliers

Purchasing Cycle • Requisition received • Supplier selected • Order is placed • Monitor orders • Receive orders Value analysis • Examination of the function of purchased parts and materials in an effort to reduce cost and/or improve performance

Centralized vs Decentralized Purchasing • Centralized purchasing • Purchasing is handled by one special department • Decentralized purchasing • Individual departments or separate locations handle their own purchasing requirements

Suppliers Management • Choosing suppliers • Evaluating sources of supply • Supplier audits • Supplier certification • Supplier relationships • Supplier partnerships

Factors in Choosing a Supplier • Quality and quality assurance • Flexibility • Location • Price • Product or service changes • Reputation and financial stability • Lead times and on-time delivery • Other accounts

Evaluating Sources of Supply • Vendor analysis - evaluating the sources of supply in terms of • Price • Quality • Services • Location • Inventory policy • Flexibility

Supplier as a Partner

Supplier Partnerships • Ideas from suppliers could lead to improved competitiveness; • Reduce cost of making the purchase • Reduce transportation costs • Reduce production costs • Improve product quality • Improve product design • Reduce time to market • Improve customer satisfaction • Reduce inventory costs • Introduce new products or services

Critical Issues • Strategic importance • Cost • Quality • Agility • Customer service • Competitive advantage • Technology management • Benefits • Risks

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Supply chain management consulting toolkit presentation, free google slides theme and powerpoint template.

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• Administering Pricing

Manage Price Details on Order Lines

Use the pricing results presentation to determine how Order Management displays each price element in the price breakdown on the order line.

You can also set up the Sales service mapping to specify some aspects of the display.

Oracle Pricing provides the details that Order Management displays in different price breakdowns, such as the breakdown in the Amount dialog for an order line, or the Total dialog of a sales order.

Order Management supports only one recurring charge for each fulfillment line. You can't add more than one recurring charge on the same line.

Summary of the Set Up

Examine the current behavior.

Manage the pricing results presentation.

Create a sandbox.

Set up the service mapping.

Assume you must display the Cost of Goods Sold price component in the price breakdown that Order Management displays in the Amount Sale Price dialog on the order line.

This topic uses example values. You might need different values, depending on your business requirements.

Examine the Current Behavior

Make sure you have the privileges that you need to manage sales orders.

Go to the Order Management work area.

On the Overview page, click Tasks > Create Order .

Specify attributes in the header.

In the Order Lines area, add the item.

Click 2,500 next to Sale Price, then examine price details.

Click 2,500 next to Add, examine price details in the Amount Sale Price dialog, then click Add .

Order Management displays the Amount dialog. Assume you must add Cost of Goods Sold to this dialog.

Click 2,500 next to Total at the top of the page, then examine price details in the Total dialog.

Learn how to modify the Total dialog. For details, see Manage Pricing Totals .

Manage the Pricing Results Presentation

Go to the Setup and Maintenance work area, then go to the task.

Offering: Order Management

Functional Area: Pricing

Task: Manage Pricing Results Presentations

On the Manage Pricing Results Presentations page, in the Name attribute, enter % , then click Search .

The Manage Pricing Results Presentations page displays the predefined pricing results presentations.

Examine the pricing results presentations.

To reduce maintenance, use a predefined pricing results presentation instead of creating a new one.

Click the row that includes QP_SALES_PRICE_BREAKDOWN in the Name column.

Order Management comes predefined to use this pricing results presentation to display the Amount Sale Price dialog.

In the Price Elements area, choose Selected Price Elements.

Click Actions > Select and Add .

In the Select and Add dialog, in the Element Name attribute, click % , then click Search .

The results display all the elements. Use this dialog to specify the elements that Order Management displays in the Amount Sale Price dialog.

Set the values, then click Search .

I the results, click the row that includes Cost of Goods Sold in the Element Name column, then click Apply > OK .

The Amount dialog in Order Management only displays elements that you add, and only elements that apply for the order line. For example, if the amount on the order line doesn't require rounding, then the dialog won't display a line for the rounding adjustment. To avoid an empty dialog that doesn't contain any price lines, add at least one element that will display in most situations, such as Your Price.

Click Save and Close .

Test your set up.

Sign into Order Management, create a sales order, specify a customer, then add an order line.

On the order line, click the link in the Amount column.

The price breakdown displays in the Amount dialog.

Verify that the Amount dialog displays the price elements that you specified on the Manage Pricing Results Presentations page.

Create a Sandbox

You must create a sandbox that you can use to edit the service mapping.

Open another browser and sign into Oracle Pricing with administrative privileges.

Go to the Sandboxes work area.

On the Sandbox page, click Create Sandbox .

On the Create Sandbox page, set the value.

Add a check mark to the Manage Service Mappings tool, then click Create and Enter .

Edit the Service Mapping

Edit the Sales service mapping so Order Management displays cost and margin in the price breakdown on the order line.

Make sure you have the privileges that you need to administer pricing.

Go to the Pricing Administration work area.

On the Overview page, click Tasks , then, in the Pricing Configuration area, click Manage Service Mappings .

On the Manage Service Mappings page, click Sales .

On the Edit Service Mappings page, click Sources , then click the row that includes OrderChargePriceBreakdown in the Source column.

On the Entity Mappings tab, click the row that includes PricingResultsParameter in the Entity column.

In the Attribute Mappings area, notice the predefined mappings.

Set the value.

At the top of the page, click Sandbox for Pricing Administration > Publish .

Related Topics

• Manage Pricing Totals
• Overview of Oracle Pricing
• Manage Pricing Elements
• Create and Activate Sandboxes

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• Supply Chain Management Outline

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Slide 1 : This slide presents a Supply Chain Management Outline. State the name of your company and proceed. Slide 2 : This is an Introduction slide showing- Supply Chain Components, SCM Implementation Steps, Goals, SCM Introduction, SCM Process Flow, Advantages. Slide 3 : This is also an Introduction slide with points as mentioned by us. Slide 4 : This is yet another Introduction slide showing Supply Chain Management stages. Slide 5 : This slide shows the Components of the Supply Chain which involve- Distribution & Warehousing, Manufacturing, Retail, Supply, Consumer. Slide 6 : This slide also shows Components of Supply Chain divided into three types of logistics- Outbound Logistics, Inbound Logistics, Internal Logistics. Slide 7 : This slide shows the Company Timeline which demonstrates the flow of Material, Information & Money across the value chain and also shows all the important steps in the SCM process. Slide 8 : This slide shows Supply Chain Management Advantages such as- Develops better customer relationship and service, Creates better delivery mechanisms for products and services in demand with minimum delay, Improvises productivity and business functions, Minimizes warehouse and transportation costs, Minimizes direct and indirect costs, Assists in achieving shipping of right products to the right place at the right time, Enhances inventory management, supporting the successful execution of just-in-time stock models. Slide 9 : This slide shows Supply Chain Management with three main phases- Concept Phase, Conversion Phase, Execution Phase. Slide 10 : This slide showcases Supply Chain Management Goals. Slide 11 : This slide shows Supply Chain Management Bifurcation into Supply Chain Strategy, Supply Chain Planning, Supply Chain Enterprise Applications, Asset Management, Procurement, Logistics, Product Life Cycle Management. Slide 12 : This slide shows Supply Chain Management & Logistics, Lean Logistics, Layout Planning, Material Flow Optimisation, Material Staging Design, Warehouse Logistics, Supply Concepts, Spare parts Logistics, Network Planning, Distribution Logistics, Transport Optimization, Resource & Performance Planning, Logistics Audit, Production/ Assembling, Procurement, Retailer/ Distribution, Supplier, Consumer. Slide 13 : This slide shows Supply Chain Management Control Tower with some important areas as highlighted by us. Slide 14 : This is a Coffee Break slide with a coffee mug icon to take a break. You can alter the image as per your business requirement. Slide 15 : This slide is titled Additional Slides to move forward. You can change the slide content as per need. Slide 16 : This slide displays Supply Chain Management Outline Icons. Alter as per need. 16 Slide 17 : This slide is titled Our Maps representing that the upcoming slides contain different maps which can be used as per your business need. Slide 18 : This slide displays Indian Map imagery. Add relevant text and use it. Slide 19 : This slide displays African Map imagery. Use it as per your business needs to show growth, presence etc. Slide 20 : This slide displays USA Map imagery. Mark specific locations for company growth, market etc. here. Slide 21 : This is a Pie Chart slide to show product/ entity comparison, specifications etc. Slide 22 : This is a Bar Graph image slide to show product comparison, growth etc. Slide 23 : This is a Stacked Line Chart slide to show product/ entity comparison, specifications etc. Slide 24 : This is Our Mission slide. Show your company mission, vision and goals here. Slide 25 : This slide showcases Our Team with Name and Designation to fill. Slide 26 : This is an About Us slide showing Target Audiences, Valued Client, and Preferred By Many as examples. Slide 27 : This is an Our Goal slide. State them here. Slide 28 : This slide displays Comparison on the basis of gender. It shows Man and Woman image compared in terms of percentages. Slide 29 : This slide showcases Financial score in terms of Minimum Medium Maximum. Slide 30 : This slide presents Quotes. State your inspirational quotes here. Slide 31 : This is a Puzzle image slide to highlight or present important information. Slide 32 : This is a Dashboard slide to show information in percentages etc. Slide 33 : This slide presents a Timeline to show growth, milestones etc. Slide 34 : This slide shows Our Target along with Idea, Vision and Success. Slide 35 : This is a Mind Map image slide to show behavioural segmentation, information or anything relative. Slide 36 : This is a Bulb or Idea slide to state a new idea or highlight specifications/ information etc. Slide 37 : This is a Thank You slide with Address# street number, city, state, Contact Number, Email Address.

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