Exhibit C - Supply Chain Academy Course Catalog - JAN2008 - v1

Accenture Supply Chain Academy
The learning choice for

high performance
The Accenture Supply Chain Academy is the most “The most powerful benefit from the
advanced and widely used supply chain learning Supply Chain Academy is improved
solution in the world. In use at numerous
FORTUNE 1000 companies, the Supply Chain
business results. We have had
Academy builds the skills companies need to put unsolicited comments from users
the right product in the right place at the right stating that completing specific
time. In fact, no other supply chain training Supply Chain Academy courses
program combines such broad content with such
allowed them to provide cost savings
extensive depth, global reach and variety of
curriculum-delivery options. Simply put, the to Unilever. The Supply Chain Academy
Supply Chain Academy is: will enable Unilever to deliver
• A comprehensive, global training program standard and consistent messages
designed specifically for supply chain quickly across the globe.”
professionals.
Martin Jarvis
• Delivered using a blended e-learning
Global Director of Supply Chain Academy
architecture, a collection of online courses,
Unilever
instructor-led virtual sessions, white papers
and links to thought capital on the Internet.
• World-class content developed by experts from Why the Supply Chain Academy?
more than 45 leading organizations, Accenture research has determined that high
professional associations, industry consortia performance frequently is the product of three
and educational institutions. critical building blocks: market focus and position,
• Accessible through any Internet-enabled distinctive technology capabilities, and a “high-
computer—whenever/wherever needed to meet performance anatomy.” This anatomy enables
each user’s self-paced requirements. companies to unleash their organization’s
• An opportunity to access the latest and most capabilities more completely, turn insight into
salient supply chain information, as well as the action more quickly and out-execute the
best thinking available from academic, industry competition more regularly. It also is key to helping
and functional experts. organizations deal with an increasingly global,
• The global leader in total supply chain unpredictable and complex business environment.
knowledge and learning solutions.
At many companies, unfortunately, a
cutting-edge, exceptionally well-trained
staff is not available to meet the above Level 1: Common foundation
challenges and their performance Supply chain analyses tools and techniques
anatomy cannot be perfected. Supply chain concepts and processes
This is why corporate leaders are investing
more heavily in the productivity of their Level 2: Specialty areas
supply chain professionals. But fewer and Supply chain planning
fewer are building their training programs Service
Product Procurement and
using traditional classroom-learning development exchanges
Manufacturing Transportation Warehousing management and
customer support
techniques. Such conventional approaches
are simply too difficult to update, too Inventory management
unruly to deliver globally, and too
inflexible to meet modern-day travel Level 3: Leadership skills
schedules and work commitments. World-class supply chain expertise
Instead, corporate leaders are maximizing Value creation and realization
supply chain staff performance with a Integrated supply chain management
different kind of training program—one
that is flexible, multifaceted, largely The Supply Chain Academy appeals to a wide variety of companies because it
virtual and “deliverable on demand.” That addresses all of the major supply chain business functions.
program is the Accenture Supply Chain
Academy: the world’s most advanced
supply chain training program. With its • Offers access to an online reference For a limited test drive of the Supply
one-of-a-kind combination of quality, library with 100+ digitized Supply Chain Academy or to learn more
content and comprehensiveness, the Chain related books. about its capabilities, please visit
Supply Chain Academy: • Includes a feature - Build Curriculum www.supplychainacademy.com
• Helps create a more proficient and - which allows an individual to build
consistently trained global supply their own curriculum based on their
skill profile. About Accenture
chain staff.
• Ensures global consistency in process • Offers live webcast events by noted Accenture is a global management
and terminology. Supply Chain Management consulting, technology services and
• Provides access to world-class content, academics and industry experts. outsourcing company. Committed to
industry thought leaders, and a delivering innovation, Accenture
collaborates with its clients to help
worldwide community of information Who Uses the Supply Chain
sources and information exchange. them become high-performance
Academy? businesses and governments. With
• Promotes job satisfaction and
improves staff retention. The Supply Chain Academy’s clients deep industry and business process
• Entails lower per-student costs than comprise numerous FORTUNE 1000 expertise, broad global resources and
traditional classroom programs. companies and more than 11,000 users a proven track record, Accenture can
• Offers content that is organized to in 60 countries, including Air Products mobilize the right people, skills and
map to SAP features and functions, and Chemicals, Inc., Akzo Nobel, BASF, technologies to help clients improve
enabling users to build better Best Buy, Bombardier Transportation their performance. With more than
business skills that increase the GmbH, BP, NOVA Chemicals, Shell, 158,000 people in 49 countries, the
success of their SAP implementations. Syngenta, Tenaris and Unilever. company generated net revenues of
• Provides preparation and self- US$16.65 billion for the fiscal year
assessment courses for APICS’ (The “One of the biggest benefits of ended Aug. 31, 2006. Its home page
Association of Operations Accenture's Supply Chain Academy is is www.accenture.com.
Management) Certified in that it allows us to reach many key
Production and Inventory supply chain personnel across our global Copyright © 2007 Accenture
Management program (CPIM). supply chain processes with consistent, All rights reserved.
• Encourages skills-enhancement integrated, cross-functional education."
opportunities 24 hours per day, George Diehl Accenture, its logo, and
seven days per week. Global Director High Performance Delivered
Process Management are trademarks of Accenture.
Air Products
Supply Chain Academy
Comprehensive Course Descriptions
This document contains summary descriptions for courses in the Supply Chain
Academy’s curriculum.
The high-level curriculum areas and specific courses contained within each
are listed below in the table of contents.
Table of Contents
Supply Chain Concepts & Processes .................................................................................... 8

A Perfect Order....................................................................................................................................8
Capacity Management ........................................................................................................................9
Communicating Customer and Supplier Information....................................................................10
Customer Expectations and the Definition of Value......................................................................11
Customer Relationships ...................................................................................................................12
Demand Management .......................................................................................................................13
Elements of Product Design ............................................................................................................14
Execution and Control ......................................................................................................................15
Financial Accounting Part 1-Types of Accounts & Basic Financial Statements ........................16
Financial Accounting Part 2- Financial Event Analysis.................................................................17
Financial Accounting Part 3- Financial Statement Analysis .........................................................18
Financial Accounting Part 4- Cost Structure and Profitability Analysis......................................19
Financial Accounting Part 5- Analysis of Capital Investment.......................................................20
Financial Accounting Part 6- Case Study of Analysis of Cash Flows - Outsourcing .................21
Financial Fundamentals ...................................................................................................................22
Fulfill Demand [Premium].................................................................................................................23
Fulfillment Fundamentals: Introduction..........................................................................................24
Fulfillment Fundamentals: Networks ..............................................................................................25
Fulfillment Fundamentals: Outcomes .............................................................................................26
Fundamentals of International Trade - Part 1 of 2..........................................................................27
Fundamentals of International Trade - Part 2 of 2..........................................................................28
Impact of Environment on System Design and Deployment ........................................................29
Introduction to Supply Chain ...........................................................................................................30
Inventory Management Practices ....................................................................................................31
Just-in-Time (JIT) ..............................................................................................................................32
Manufacturing Resource Planning (MRP II)....................................................................................33
Marketplace-Driven ...........................................................................................................................34
Operating Environment ....................................................................................................................35
Optimizing the Trade-offs in Logistics Costs.................................................................................36
Organization Fundamentals .............................................................................................................37
Performance Measurement Basics..................................................................................................38
© 2004-2008 Accenture, All Rights Reserved. -1- 01.2008

Physical Distribution Systems.........................................................................................................39
Priority Planning................................................................................................................................40
Purchasing Basics ............................................................................................................................41
Securing International Intermodal Supply Chains .........................................................................42
Supply Chain Operations Strategy Framework..............................................................................43
Technology Risks in the Supply Chain ...........................................................................................44
Total Quality Management (TQM) ....................................................................................................45
Visibility- The Current Focal Point of SCM .....................................................................................46
Supply Chain Analyses Tools & Techniques ...................................................................... 47
Global Supply Chain Simulation -- Virtual [Premium] ...................................................................47
Global Supply Chain Simulation -- Workshop [Premium] .............................................................49
Using Six Sigma in Logistics ...........................................................................................................51
Supply Chain Planning.......................................................................................................... 52
Allocation and Order Promising ......................................................................................................52
Basic Techniques of Detailed Capacity Planning Process ...........................................................53
Beyond Supply Chain Optimization to Enterprise Optimization ..................................................54
Desirable Characteristics of Detailed Material Planning Process ................................................55
Detailed Capacity Planning Characteristics and Techniques.......................................................56
Detailed Scheduling and Planning Positioning..............................................................................57
Information Used in Detailed Capacity Planning Process ............................................................58
Information Used in Detailed Capacity Planning Process ............................................................59
Information Used in Material Planning Process.............................................................................60
Information Used in Material Planning Process.............................................................................61
Maintaining the Validity of Material Plans.......................................................................................62
Measuring the Performance of Detailed Capacity Planning Process ..........................................63
Mechanics of Detailed Material Planning Process.........................................................................64
Other Techniques of Detailed Capacity Planning Process ...........................................................65
Prediction Market for Sales Forecasting.........................................................................................66
Successful Sales and Operations Planning ...................................................................................67
Supply Chain Planning: Demand Planning.....................................................................................68
Supply Chain Planning: Finding the Right Model ..........................................................................69
Supply Chain Planning: Integration ................................................................................................70
Supply Chain Planning: Introduction ..............................................................................................71
Supply Chain Planning: Leading Practices ....................................................................................72
Supply Chain Planning: Production Planning................................................................................73
Supply Chain Planning: Supply Planning.......................................................................................74
Top-Down Versus Bottom-Up Approaches to Supply Chain Planning........................................75
Transportation Planning...................................................................................................................76
Uses of Detailed Capacity Planning Process .................................................................................77
Procurement & Sourcing ...................................................................................................... 78
Advanced MRO Management...........................................................................................................78
Best Practices in Managing Supply Risk ........................................................................................79
Buying Nontraditional Services .......................................................................................................80
Buying Services (Statement of Work) .............................................................................................82
C.P.M. Certification Study Pack [Premium] ....................................................................................84
Capability and Organization Risks ..................................................................................................86

Contracting for Supply Professionals - Developing User Requirements and Specifications:
Part 1 of 8 ...........................................................................................................................................87
Contracting for Supply Professionals - Elements of Contracts: Part 2 of 8................................88
Contracting for Supply Professionals - Types of Contracts: Part 3 of 8 .....................................89
Contracting for Supply Professionals - Terms and Conditions: Part 4 of 8 ................................90
Contracting for Supply Professionals: Managing the Contract - Process and Roles: Part 5 of 8
............................................................................................................................................................91
Contracting for Supply Professionals: Managing the Contract - Start Up Phase : Part 6 of 8
Part .....................................................................................................................................................92
Contracting for Supply Professionals: Managing the Contract - Supplier Performance
Measurement: Part 7 of 8..................................................................................................................93
Contracting for Supply Professionals: Managing the Contract - On-going Contract
Management: Part 8 of 8...................................................................................................................94
Cost Reduction Efforts .....................................................................................................................96
Cost/Price Minimization: Bid Analysis ............................................................................................97
Cost/Price Minimization: Contracting Types ..................................................................................98
Cost/Price Minimization: Cost Containment Tools ......................................................................100
Cost/Price Minimization: Elements of Cost/Price Minimization..................................................101
Cost/Price Minimization: Overview................................................................................................102
Cost/Price Minimization: Supplier Cost Perspectives .................................................................103
Cost/Price Minimization: Supplier Pricing Perspectives.............................................................104
Cost/Price Minimization: Total Cost of Ownership ......................................................................105
Cost/Price Minimization: Value Analysis/Value Engineering......................................................107
Developing and Managing Partner Relationships........................................................................109
Effective Supply: Evaluating Potential Suppliers ........................................................................110
Effective Supply: Identifying Requirements .................................................................................111
Effective Supply: Overview ............................................................................................................112
Effective Supply: Sourcing.............................................................................................................113
Effective Supply: Supplier Alliances and Partnerships...............................................................114
Effective Supply: Supplier Performance Measurement and Supplier Value-Add .....................115
Effective Supply: Supplier Selection.............................................................................................116
Efficient Supply Systems: Acquisition Methods..........................................................................117
Efficient Supply Systems: Critical Record Systems....................................................................118
Efficient Supply Systems: Development of Effective RFXs ........................................................119
Efficient Supply Systems: eProcurement Opportunities ............................................................121
Efficient Supply Systems: Overview .............................................................................................122
Efficient Supply Systems: Post Award Contract Management...................................................123
Efficient Supply Systems: Settlement and Close Out .................................................................125
Efficient Supply Systems: Supplier Measurement Systems.......................................................127
Efficient Supply Systems: Supply Transaction Cycle .................................................................128
Efficient Supply Systems: Supply Transaction Terminology .....................................................129
Establishing Relationships with Suppliers...................................................................................131
Implementing Supplier Relationships to Support Operational Objectives................................132
Introduction to Strategic Sourcing ................................................................................................133
Management of Procurement & Sourcing: Efficient Procurement Systems .............................134
Management of Procurement & Sourcing: Overview ..................................................................135
Managing Legal Matters: Introduction to Procurement Law.......................................................136
Monitoring Supplier Performance .................................................................................................137

MRO Efficiencies .............................................................................................................................138
Negotiations – Part 1 of 9: Introduction ........................................................................................139
Negotiations – Part 2 of 9: Internal Negotiations .........................................................................141
Negotiations – Part 3 of 9: Planning..............................................................................................142
Negotiations – Part 4 of 9: Developing Plans ...............................................................................143
Negotiations – Part 5 of 9: Stakeholder, Team and Committee Group ......................................144
Negotiations – Part 6 of 9: Strategies and Tactics.......................................................................145
Negotiations – Part 7 of 9: Conducting Negotiations ..................................................................146
Optimum Quality: Overview ...........................................................................................................147
Optimum Quality: Quality Improvement Methods........................................................................148
Optimum Quality: Specifications and Supplier Certification ......................................................149
Optimum Quality: Supplier Site Visits...........................................................................................150
Planning and Preparing for Negotiations .....................................................................................152
Procurement & Sourcing in the Firm: Enhancing Business Financial Performance through
Procurement and Sourcing ............................................................................................................153
Procurement Concepts...................................................................................................................154
Procurement Process .....................................................................................................................155
Selling the Procurement Function to the Business .....................................................................156
Services Procurement Management Part 1 of 8: Services Procurement Process Overview...158
Services Procurement Management Part 2 of 8: Planning and Documenting User Critical
Success Factors..............................................................................................................................160
Services Procurement Management Part 3 of 8: Cost/Price Relationships ..............................161
Services Procurement Management Part 4 of 8: Development of the Statement of Work.......162
Services Procurement Management Part 5 of 8: Developing the Request for Proposal (RFP)
..........................................................................................................................................................163
Services Procurement Management Part 6 of 8: Planning and Negotiating for Service Level
Agreements .....................................................................................................................................164
Services Procurement Management Part 7 of 8: Services Procurement Contract Management
Strategies and Tactics ....................................................................................................................165
Services Procurement Management Part 8 of 8: Supplier Performance Measurement ...........166
Special Industry Requirements for Procurement.........................................................................167
Standardization Methods................................................................................................................168
Summary Challenges: Conduct Industry Analysis ......................................................................170
Summary Challenges: Profile Spend Categories.........................................................................171
Techniques and Concepts for Supplier Partnerships .................................................................172
Technology Risks in the Supply Chain .........................................................................................173
The Outsource Decision .................................................................................................................174
Understanding Business Requirements for the Procurement Professional .............................175
Manufacturing...................................................................................................................... 176
Assembly Process Design (APD) ..................................................................................................176
Authorizing and Reporting Activities for Pull Systems...............................................................178
Authorizing and Reporting Activities for Push Systems.............................................................179
Capacity Management: Aggregate Planning, Flowline Analysis and Line Balancing ..............180
Capacity Management: Traditional Approaches ..........................................................................181
Capacity Management: Variability Issues in Flowline Analysis and Conclusions ...................182
Cellular Manufacturing ...................................................................................................................183
Change Management ......................................................................................................................185

Choices Affecting Operations Infrastructure ...............................................................................186
Choices Affecting Operations Structure.......................................................................................187
Configuring and Integrating Design and Development Processes ............................................188
Configuring and Integrating the Cost Management Processes..................................................189
Controlling Resources....................................................................................................................190
Developing a Manufacturing Strategy within the Corporate Strategy .......................................191
Developing and Validating the Production Plan ..........................................................................192
Developing the Master Schedule ...................................................................................................193
Emerging Concepts and the Supply Chain...................................................................................194
Evaluating Performance of Production Operations.....................................................................195
Evaluating Quality Management Processes .................................................................................196
Execution and Control of Operations Concepts ..........................................................................197
Forecasting and Inventory in a Manufacturing Environment .....................................................198
Forecasting Demand.......................................................................................................................199
Implementing the Strategic Plan....................................................................................................200
Manufacturing Planning Systems..................................................................................................201
Master Planning of Resources Concepts .....................................................................................203
Master Scheduling Management Considerations ........................................................................204
Master Scheduling Techniques .....................................................................................................205
Measuring Master Scheduling Performance ................................................................................206
Measuring Organizational Performance .......................................................................................207
Production Scheduling for Process Industries ............................................................................208
Project Management .......................................................................................................................209
Quality, Waste, and Continuous Improvement.............................................................................210
Recognizing and Processing Actual Demand ..............................................................................211
Relating Master Scheduling to the Environment .........................................................................212
Sales and Operations Planning Concepts ....................................................................................213
Sales and Operations Planning Management Considerations ...................................................214
Sales and Operations Planning Process ......................................................................................215
Scheduling Production and Process Operations.........................................................................216
Transportation ..................................................................................................................... 217
Carrier Management........................................................................................................................217
Collaborative Transportation Management ..................................................................................218
Fulfillment Fundamentals: Transportation ...................................................................................219
Fundamentals of Fulfillment ..........................................................................................................220
Information Technology for Transportation .................................................................................221
Integrating Transportation Strategy with Supply Chain Strategy ..............................................222
Logistics in the Supply Chain ........................................................................................................223
Logistics Strategies for Retailers ..................................................................................................224
Overview of International Logistics: Managing Supply Chains in a Global Environment .......226
Reasons for Logistics Outsourcing ..............................................................................................227
Road Freight Transport ..................................................................................................................228
Selecting and Managing Transportation Providers .....................................................................229
Symptoms of Poor Transportation Management .........................................................................230
Transportation Activity Based Costing.........................................................................................231
Transportation Costing and Pricing I ............................................................................................232
Transportation Costing and Pricing II ...........................................................................................233

Transportation Key Performance Indicators (KPIs).....................................................................234
Transportation Routing and Scheduling.......................................................................................235
Transportation Scorecarding/Carrier Evaluation .........................................................................237
Warehousing........................................................................................................................ 238
A Model for Determining Total Warehousing Costs ....................................................................238
Benchmarking Warehouse Operations .........................................................................................239
Developing & Retaining Logistics Personnel...............................................................................240
Distribution Planning ......................................................................................................................241
Fulfillment Fundamentals: Warehousing......................................................................................242
Holiday Season eFulfillment Study ...............................................................................................243
Improving Distribution Center Performance ................................................................................244
Inventory Management Simulation................................................................................................245
Labor Scheduling ............................................................................................................................246
Reverse Logistics and Returns Management...............................................................................247
Storage & Handling Equipment I ...................................................................................................248
Storage & Handling Equipment II ..................................................................................................249
Warehouse Design ..........................................................................................................................250
Warehouse Operations ...................................................................................................................251
Warehousing Metrics ......................................................................................................................252
Service Management ........................................................................................................... 253
Fundamentals of Service Management.........................................................................................253
Procurement Customer Intimacy & Insight ..................................................................................254
Sales Order Management Overview ..............................................................................................255
Service Parts Management.............................................................................................................256
Service Supply Chain Management [Premium]............................................................................257
Inventory Management........................................................................................................ 259
Basic Inventory Concepts ..............................................................................................................259
Basic Retail Replenishment and Forecasting Statistics & Probability ......................................260
Basics of Fulfillment .......................................................................................................................261
Calculating Safety Stock ................................................................................................................262
Customer Segmentation and Service Level Differentiation ........................................................263
Design of Distribution Systems Simulation..................................................................................264
Forecasting Simulation...................................................................................................................265
Implications of RFID on Supply Chain Management ...................................................................266
Inventory Centralization in Multi-Echelon Distribution Systems................................................267
Inventory Management Metrics and Classification......................................................................268
Inventory Management Opportunity Assessment .......................................................................269
Item Inventory Management...........................................................................................................270
Lean Manufacturing & Kanban ......................................................................................................271
Lot Sizing .........................................................................................................................................272
Measuring Forecast Error & Variability.........................................................................................273
MRP & Dependent Demand ............................................................................................................274
Nonstationary Inventory Models....................................................................................................275
Performance Measures for Inventory Systems ............................................................................276
Physical Inventory Control.............................................................................................................277
Replenishment – Order Quantity ...................................................................................................278
Setting Service Levels in Multi-Echelon Distribution Networks .................................................279

Stationary Inventory Models ..........................................................................................................280
Symptoms of Poor Inventory Management ..................................................................................281
Vendor Managed Inventory ............................................................................................................282
Customer Service ................................................................................................................ 283
Becoming a Customer Service Ambassador................................................................................283
Customer Centric Processes .........................................................................................................284
Customer Service Policy: How It Is Structured and Used...........................................................285
Delivering Against Customer Needs .............................................................................................286
Developing Relationships With Your Customers.........................................................................287
Introduction to Customer Service Performance Measures.........................................................288
Introduction to Order to Cash ........................................................................................................289
Introduction to Repacking..............................................................................................................290
Introduction to Retailer Performance Measures ..........................................................................291
Introduction to the Customer Service Framework.......................................................................292
Integrated Supply Chain Management............................................................................... 293
Advances in Demand and Supply Network Integration [Premium] ............................................293
eBusiness & Supply Chain Management [Premium] ...................................................................294
Information Distortion and Demand Management [Premium] ....................................................296
Introduction to Hewlett-Packard Case ..........................................................................................297
Postponement and Design for Supply Chain Management [Premium] .....................................298
Strategic Issues...............................................................................................................................299
Supply Chain Leadership and Its Impact on Business Performance.........................................300
Supply Chain Opportunity Assessment [Premium].....................................................................302
Supply Chain Performance Measurements ..................................................................................303
What Is Integrated Supply Chain Management? [Premium] .......................................................304
Value Creation and Realization .......................................................................................... 305
Creating An Agile Supply Chain ....................................................................................................305
Impact of Supply Chain Performance on Shareholder Value: Part 1 of 2..................................306
Impact of Supply Chain Performance on Corporate Profitability: Part 2 of 2 ...........................307
Integrated Supply Chain Management eCourse [Premium]........................................................309
Order Fulfillment Performance and Shareholder Value ..............................................................310
Supply Chain Analytics [Premium]................................................................................................311
The Effect of Total Quality Management (TQM) on Corporate Performance.............................312
Value Creation in Old Economy Firms ..........................................................................................313
World Class Supply Chain Expertise ................................................................................. 314
APICS CPIM Basics of Supply Chain Management Module [Premium] .....................................314
APICS CPIM Detailed Scheduling and Planning Module [Premium] ..........................................316
APICS CPIM Execution and Control of Operations Module [Premium] .....................................318
APICS CPIM Master Planning of Resources Module [Premium] ................................................320
APICS CPIM Strategic Management of Resources Module [Premium]......................................322
Attention Economy .........................................................................................................................324
Masters of Supply Chain: Direction in Supply Chain Management ...........................................325
Supply Chain 2010: A Value Transformation Odyssey................................................................326
Supply Chains in Asia: On the Verge of Spectacular Change ....................................................327
Alphabetic Index of Courses .............................................................................................. 328

Supply Chain Concepts & Processes
Course Title: A Perfect Order
Curriculum Area: Supply Chain Concepts & Processes
Course Type: DLP Recording Length (hours): 1
Course No: CAPDR00001 Proficiency: Basic
Abstract: This is distance learning program recording that was presented by Dr. Dale Rogers of
University of Nevada at Reno.
During this session the elements of what makes a perfect order, as well as the "how to"
make a perfect order will be discussed.
Description: It is not enough to just take an order and fill it eventually. Firms need to strive for the
“perfect order” every time. More and more firms are trying to move to a Friction-Free Order
and integrate processes, systems and data across different parts of the organization to
produce a consistent look and feel for the customer. Applying common interface principles
across all customer entry points and eliminating variability is part of implementing the
“perfect order.”
Application of Six Sigma methodologies such DMAIC and DMADV are briefly discussed.
This course is designed to provide attendees with an understanding of the elements of a

perfect order and how the firm can make it happen. Attributes of each stage of a perfect
order will be examined and discussed.
Agenda: The following topics are included in this course:
*What are the elements of a perfect order?

*How does the firm make it happen?
*Application of Six Sigma methodology
*Order stages?
*Order Selection and Prioritization?
*Feedback and measurement mechanisms?
Recommended
Prerequisite:
AssetID#: 1000000514

Course Title: Capacity Management
Course Type: Online Self-Study Length (hours): 2
Course No: APX 812 Proficiency: Basic
Abstract: This two-hour Online Self-Study covers capacity planning. An organization must
understand whether it has the resources required to execute its priority plans and most
monitor the performance of those resources to plan. Capacity management processes
provide these capabilities.
Description: In this two-hour Online Self-Study, capacity management is discussed. Capacity
management is the function of planning, establishing, measuring, monitoring, and adjusting
levels of capacity so that sufficient capacity is available to permit execution of the
manufacturing schedules.
This course will highlight information such as:

*Capacity planning methods
*Data required to effectively manage capacity
*Actions that are appropriate to help balance capacity with demand
*Calculations related to demonstrated and rated capacity
At the conclusion of this course, you should have a solid understanding of how to plan and
control capacity, and have the tools to better manage internal operations as they relate to
capacity within your organization.
Agenda: The following topics are included in this training course:
*Introduction
*Capacity Management
*Levels
*Determining Capacity Available
*Determining Capacity Required
*Bottlenecks & Constraints
*Conclusion
*Assessment
Recommended Operating Environments
Prerequisite: Manufacturing Resource Planning (MRP II)
AssetID#: 1000000579

Course Title: Communicating Customer and Supplier Information
Course Type: Expert On Demand Length (hours): 1
Course No: APX864 Proficiency: Basic
Abstract: This Expert on Demand course explores methods and technologies for sharing information
related to production operations internally and with external customers and suppliers.
Description: Executing the detailed priority and capacity plans includes communicating with internal and
external customers and suppliers. There is a variety of information that can be shared and
communications methods that can be used. The appropriate information sharing and
communications methods depend on the relationship between the two organizations or
organizational units. The firm must select information and communications methods that
are consistent with the environment in which it operates.
Agenda: The following topics are included:
*Need for Communication

*Sharing Information
*Data Communications Methods
Recommended You should have completed APX860 Execution and Control of Operations Concepts. This
Prerequisite: course specifically builds on the following courses:
Customer Relationships
Purchasing Basics
AssetID#: 1000000801
© 2004-2008 Accenture, All Rights Reserved. - 10 - 01.2008

Course Title: Customer Expectations and the Definition of Value
Abstract: A firm must determine the characteristics of products and services that are of most value to
customers. This understanding of customer wants and needs can then be used to
determine how the firm will compete in its selected markets.
Description: Customers have a perception of which product and service characteristics are required and
which distinguish one organization’s offering from those of competitors. The customer
priorities change from one market segment to another and within a market segment over
time. The customer wants, needs, and priorities must be understood and addressed. The
organization must implement processes to recognize and respond to the changes in the
marketplace.
Agenda: The following topics are included in the course:
*Understanding Customer Perception of Value

*Why Do Customers Select Offerings
*Forms of Competitive Advantage
*Elements of Marketing Strategy
Recommended
Prerequisite:
AssetID#: 1000000603

Course Title: Customer Relationships
Abstract: Ongoing interaction and communication with customers is essential. Firms can take either
a tactical or strategic approach with regard to how they interact with their customers.
Description: Understanding the two approaches to interacting with customers and the methods which
support each enables an organization to select and enact an appropriate approach with
each of its customers. Strategic customer relationships support partnering for the purpose
of improving products, processes, and supply chain interfaces. Tactical relationships
support the ongoing supply and demand execution processes.
*Managing Relationships with Customers

*Expanding Product and Service Offerings
*Participating in Customer Development Projects
*Sharing and Communicating Information
Recommended
Prerequisite:
AssetID#: 1000000604

Course Title: Demand Management
Abstract: This two-hour Online Self-Study covers demand management. Demand drives the
operations planning processes. Demand from all sources must be recognized, aggregated,
and communicated to the appropriate planning and control processes so that the plans are
realistic.
Description: In this two-hour Online Self-Study, demand management is addressed. This course will
give you an understanding of a variety of concepts and techniques associated with demand
management, which is one of the most critical areas of supply chain management. Every
business, regardless of size or industry, must continually attempt to understand the future
demand of its customers.
Demand management is the function of recognizing all demands for goods and services to
support the marketplace. It consists of four major components:
*Forecasting
*Customer order processing
*Making customer commitments
*Interfacing between the marketplace and the manufacturing planning and control system
This course places emphasis on the forecasting component. It also covers one approach
for managing demand in distribution called distribution requirements planning (DRP).
Agenda: This course is comprised of the following topics:

*Introduction
*Forecasting Concepts
*Demand Concepts
*Intrinsic Methods
*Forecast Error
*Distribution Planning
*Conclusion
*Assessment
Recommended
Prerequisite:
AssetID#: 1000000577

Course Title: Elements of Product Design
Abstract: This two-hour Online Self-Study addresses product design. Product design defines the
product. Process design determines how it will be produced and which resources will be
used to produce it. Much of the data created in the design process is required to support
operations planning and control.
Description: In this two-hour Online Self-Study, the elements of product and process design are
highlighted. This course addresses important elements of product and process design and
the basic data used to support the planning and control of operations.
The course begins by discussing manufacturing feasibility, which is the stage in which
much of the data required to plan and control items is created.
Second, the course covers product definition data. This is the stage in the design process
where product-related data is documented.
Next, process definition data is explored. Process definition data relates to how
components are transformed into the parent item. This data is required in all production
environments, but the form and content varies widely from one industry segment to the
next and from one company to the next.
Finally, the course addresses resources definition data. This includes the information
required in the scheduling and capacity planning processes. It is the final category of data
to be explored.
*Introduction
*Manufacturing Feasibility
*Product Definition Data
*Process Definition Data
*Resource Definition Data
*Conclusion
*Assessment
Recommended Operating Environment
AssetID#: 1000000576

Course Title: Execution and Control
Abstract: This one-hour Online Self-Study focuses on how a company should execute schedules and
control operations. It discusses the significant effect on customer satisfaction that proper
execution and control have.
Description: In this one-hour Online Self-Study, users will learn how to effectively execute and control
key supply and demand processes.
Planning without effective and efficient execution is only wishful thinking. Implementing
any operations or production plan requires the ability to handle a great amount of details
and the patience to deal successfully with several variables, in a highly dynamic
environment, under constant deadline pressure.
This course will cover the three major elements of execution and control:
*Capturing and committing to meet all demand
*Prioritizing and sequencing work through all project or operation phases
*Controlling operations to meet quality, quantity, and delivery needs

*Introduction
*Customer Order Servicing
*Scheduling and Loading
*Controlling Work-In-Process
*Quality Assurance
*Conclusion
*Assessment
AssetID#: 1000000575

Course Title: Financial Accounting Part 1-Types of Accounts & Basic Financial Statements
Abstract: This recorded DLP Session introduces the five basic types of accounts, describes the four
primary financial statements (balance sheet, income statement, statement of shareholders’
equity, statement of cash flows), and describes how the financial statements relate with
each other.
This Session is the first part of a four part series on the basics of accounting.
Description: This course should be of interest to anyone who affects or is affected by external financial
reports. Some familiarity with financial statements is useful but not required. The course is
taught by Mark W. Nelson, PhD, CPA, at the Johnson Graduate School of Management at
Cornell University.
*Assets, liabilities, equities, revenues, expenses.

*Income Statement, Balance Sheet, Statement of Shareholder’s Equity, Statement of Cash
Flows.
Recommended
Prerequisite:
AssetID#: 1000000556

Course Title: Financial Accounting Part 2- Financial Event Analysis
Abstract: This Distance Learning Program recording works through a case study involving
accounting for a start-up to illustrate how financial accounting captures economic events
and aggregates them to create financial statements.
This Session is the second part of a six part series on the basics of accounting.
Description: This course works through a case study involving accounting for a start-up to illustrate how
financial accounting captures economic events and aggregates them to create financial
statements. This course should be of interest to anyone whose decisions affect financial
reports. Some familiarity with financial statements is useful but not required. It is useful for
participants to have taken the Financial Statements DLP, but that is not required. The
course is taught by Mark W. Nelson, PhD, CPA, Eleanora and George Landew Professor
at the Johnson Graduate School of Management at Cornell University.
*Recap Financial Accounting 1
a. Five types of accounts

b. Template for capturing events
c. Fundamental questions
*Event analysis: A start-up

*Prepare financial statements
*Tie back to framework
Recommended There are no prerequisites for attending this course, however familiarity with the concepts
Prerequisite: covered in Part 1 would be helpful.
AssetID#: 1000000621

Course Title: Financial Accounting Part 3- Financial Statement Analysis
Abstract: This DLP recording describes financial ratios that examine profitability, efficiency, liquidity
and leverage, relating them to examine determinates of Return on Assets and Return on
Equity.
This Session is the third part of a six part series on the basics of accounting.
Description: This course should be of interest to anyone who affects or is affected by external financial
reports, and/or who is interested in how financial performance interacts with business
strategy. Some familiarity with financial statements is useful but not required. It is useful
for participants to have taken the Financial Statements DLP, but that is not required. The
course is taught by Mark W. Nelson, PhD, CPA, Eleanora and George Landew Professor
at the Johnson Graduate School of Management at Cornell University.
*Ratios that reflect profitability, efficiency, liquidity and leverage.

*Determinants of ROA and ROE
*Dependence of ROA, turnover and margin on industry characteristics
Recommended While participation in the previous 2 sessions would be helpful, it is not required.
Prerequisite:
AssetID#: 1000000620

Course Title: Financial Accounting Part 4- Cost Structure and Profitability Analysis
Abstract: This recorded DLP Session will consider variable and fixed costs, contribution margin, cost-
volume-profit analysis and its application to breakeven and profitability analysis, overhead
cost allocation, and activity-based costing.
This Session is the fourth part of a six part series on the basics of accounting.
Description: This course should be of interest to anyone who needs to make decisions with cost
information. The course demonstrates classification of variable and fixed costs, calculation
of contribution margin, and various applications of cost-volume-profit analysis. The course
also discusses overhead cost allocation and introduces activity-based costing. The course
is taught by Mark W. Nelson, PhD, CPA, Eleanora and George Landew Professor at the
Johnson Graduate School of Management at Cornell University.
*Motivating example: Cost analysis and the “spiral of death.”

*Variable costs, fixed costs, and contribution margin.
*Cost-volume-profit analysis.
*Contribution-margin and equation approaches,
*Break-even analysis and profitability analysis.
*Overhead allocation problems and activity-based costing.
Recommended Attendance and/or understanding of the concepts presented in the previous sessions is
Prerequisite: helpful but not required.
AssetID#: 1000000619

Course Title: Financial Accounting Part 5- Analysis of Capital Investment
Abstract: Presented by Dr. Mark Nelson of Cornell University, this recorded Distance Learning
Program walks through various techniques used to evaluate capital investment decisions
(e.g., ROA, payback, NPV, IRR, EVA), highlighting strengths and weaknesses of
techniques and the relations between them.
This Session is the fifth part of a six part series on the basics of accounting.
Description: This course should be of interest to anyone who needs to make decisions that have multi-
period cash-flow implications (e.g., increasing or decreasing investment in people, assets,
products or services). The course illustrates the use of common finance metrics, including
accounting rate of return (ROA), payback, NPV, IRR and EVA. The course is taught by
Mark W. Nelson, PhD, CPA, Eleanora and George Landew Professor at the Johnson
Graduate School of Management at Cornell University.
Present value, future value, and discounting cash flow

Identifying relevant cash flows
Common cash-flow-based metrics (theory, strengths, weaknesses)
Payback
NPV
IRR
EVA
Dealing with risk.
Recommended Attendance and/or understanding of the concepts presented in the previous sessions is
Prerequisite: helpful but not required.
AssetID#: 1000000623

Course Title: Financial Accounting Part 6- Case Study of Analysis of Cash Flows - Outsourcing
Abstract: During this DLP recording, Dr. Mark Nelson of Cornell University will walk through an
example of an NPV-based analysis of an outsourcing case, highlighting the effect of time-
value of money, taxes, and the identification and treatment of relevant cash flows.
This Session is the sixth part of a six part series on the basics of accounting.
Description: This course should be of interest to anyone who needs to make decisions that have multi-
period cash-flow implications (e.g., increasing or decreasing investment in people, assets,
products or services). The course illustrates the use of NPV for cash-flow analysis in a rich
case study: outsourcing. The course is taught by Mark W. Nelson, PhD, CPA, Eleanora
and George Landew Professor at the Johnson Graduate School of Management at Cornell
University.
*Identifying relevant cash flows

*NPV analysis of cash flows for outsourcing case
*Effect of taxes
*Dealing with nonquantifiable
Recommended It is useful but not necessary to have taken Financial Accounting 5, “Analysis of Capital
Prerequisite: Investments.”
AssetID#: 1000000625

Course Title: Financial Fundamentals
Abstract: This one-hour Online Self-Study introduces basic elements and categories of financial
information. It discusses how they are used to construct essential financial statements that
are used to report the financial health and performance of an organization.
Description: This one-hour Online Self-Study introduces concepts, terms, and procedures that provide a
basic understanding of financial fundamentals. An understanding of financial information,
reporting, and analysis is important because management and other stakeholders
frequently use financial information to evaluate the performance of the organization,
functions within the organization, and projects.
This training course covers the essential financial elements of a business, such as financial
statements, material, labor, and overhead cost structures, financial data analysis, and other
financial topics.
The course begins with explaining why the flow of funds flow into and out of an
organization must be captured, categorized, and reported. It then discusses commonly
used categories of financial information.
Next, the course defines the three essential financial statements and explains their creation
process. Additionally, commonly used measures of financial performance are introduced
and the effect of operations on these measures is highlighted.
Agenda: The following topics will be covered:
*Introduction
*Financial Data
*Essential Statements
*Analysis of Performance
*Operational Effects
*Conclusion
*Assessment
Recommended
Prerequisite:
AssetID#: 1000000574

Course Title: Fulfill Demand [Premium]
Course Type: Workshop Length (hours): 40
Course No: CAP202 Proficiency: Intermediate
Abstract: This is a five-day Workshop that provides an understanding of the basic principles and
activities of the Fulfill Demand process. Participants learn the mechanics of Fulfill Demand
and gain a thorough understanding of how the Fulfill Demand processes fit with the overall
operation of an enterprise.
Description: The course includes many case studies, as well as group activities/competitions and a
roundtable discussion. This course is taught by a group of supply chain academics from
leading universities, including Stanford University, Dartmouth College and the University of
California, Los Angeles.
*Actual pricing will vary depending upon the requirements of the client.*
*Pitfalls in Demand Fulfillment

*Production Processes
*Manufacturing Planning & Control
*Scheduling
*Mass Customization
*Order Processing
*Inventory
*Order Management
*Capacity & Supply Chain Management
*Supplier Management
*Procurement
*Service Support
*Distribution Logistics
*Demand Fulfillment: The Right Strategy
*Data-rich Fulfillment
*New Channels
*Process Improvement
*Quality
*E-commerce
*Performance Measures
Recommended Introduction to Supply Chain or relevant job experience.
Prerequisite:
AssetID#: 4

Course Title: Fulfillment Fundamentals: Introduction
Course No: CAP101 Proficiency: Basic
Abstract: This one-hour Online Self-Study course provides an overview of the fulfillment area. The
module gives users an orientation to the world of fulfillment. It describes the basics of
fulfillment, the purpose and role of fulfillment, and its relationship to supply chain and
business functions.
Description: This course covers the basics of fulfillment, as well as the fulfillment management process
and characteristics of most products that go through the fulfillment process. It also
addresses strategic issues within fulfillment, such as outsourcing.
The training course begins with an overview, which covers the definition of fulfillment, what
a perfect order is, and what the purpose of fulfillment is. Then, the course discusses
fulfillment management, focusing on its processes, inputs, and outcomes. Next, the
training course highlights how product type affects overall fulfillment strategy and
operations - via bulk/weight, value, fragility, market advantage, profit margin, stage in
product life cycle, hazardous nature, and special environments.
Finally, the course highlights major strategic issues facing fulfillment management:
*Roles that outsourcing plays in fulfillment
*Typical conflicts in fulfillment
*Criticality of information to fulfillment
*Future trends
*Overview
*Fulfillment Management
*Product Characteristics
*Strategic Issues
*Conclusion
Recommended Introduction to Supply Chain
Prerequisite:
AssetID#: 1000000525

Course Title: Fulfillment Fundamentals: Networks
Abstract: This one-hour Online Self-Study introduces users to typical fulfillment strategies and
operations companies use for locating their plants and warehouses. It highlights the
various types of strategies and when and how each should be used.
Description: This Online Self-Study focuses on the different types of fulfillment networks and the
approaches companies take to determine them. The training course begins by discussing
fulfillment network design and the key elements of the network analysis process.
It then provides examples of fulfillment networks and describes the key variables to
consider in network design, network analysis tools and techniques, and factors that
determine network structure.
Finally the training module shows examples of different network strategies:

*Direct story delivery
*Distribution center network
*Multi-echelon distribution center network
*Plant direct with stop-offs
*Cross dock
*Multi-echelon industrial products network
*Direct-to-customer network
*Overview
*Network Design
*Network Strategies
*Conclusion

Prerequisite:
AssetID#: 1000000526

Course Title: Fulfillment Fundamentals: Outcomes
Abstract: This one-hour Online Self-Study introduces key concepts and outcomes of fulfillment
operations related to costs, service, and return on investment. The module presents
concepts of order cycle times, order accuracy, and measurement—supported by rich
examples and case analysis activities.
Description: This Online Self-Study concentrates on the outcomes of the fulfillment process, which are
costs, levels of customer service (revenue impacts), and levels of assets committed to the
fulfillment system. Fulfillment is a critical area for companies to achieve cost savings and
boost sales from obtaining higher customer service levels in. Thus, understanding these
outcomes is critical to the successful management of a fulfillment system.
Agenda: Topics covered include:
*Overview
*Cost
*Service
*Return on Assets
*Performance Measurements
*Conclusion
Prerequisite:
AssetID#: 1000000527

Course Title: Fundamentals of International Trade - Part 1 of 2
Course Type: DLP Recording Length (hours): 1.5
Course No: TRNDR00013 Proficiency: Basic
Abstract: This is a recording of a Distance Learning Program Session previously presented by Dr.
Gary Dicer, Emeritus Professor of Logistics and Transportation at the University of
Tennessee.
Fundamentals of International Trade - Part 1 is the first session of a two part Distance
Learning Program Series. During Part 1, an overview and introduction to the area of
international trade, with special emphasis on the strategic implications for supply chain
management will be presented.
Description: This recorded session will outline the basic process of international trade and the role of
the supply chain in fulfilling the transaction. It will expose the manager to how the various
players can impact the success or failure of an international transaction. It will identify the
crucial pressure points of the process and how management can successfully negotiate
these areas of concern.
*Overview of the International Trade process

*Main Issues Involved in International Trade
*Negotiating the Transaction
*Terms of Sale – Overview and Implications
*Credit Terms – Overview and Implications
Recommended
Prerequisite:
AssetID#: 1000000486

Course Title: Fundamentals of International Trade - Part 2 of 2
Course No: TRNDR00016 Proficiency: Basic
Abstract: Dr. Gary Dicer, Emeritus Professor of Logistics and Transportation at the University of
Tennessee, presents this one-hour Distance Learning Program Recorded Session.
Fundamentals of International Trade - Part 2 is the second session of a two part DLP
Series. This session is a continuation of the Fundamentals of International Trade-Part 1
DLP Session, with special emphasis on strategic implications for supply chain
management.
Description: In this course the focus will be on the fulfillment process of the international trade
transaction. Emphasis will be on the transportation segment including insurance and
security issues, along with a look at the import/export customs process.
International Transportation Options & Costs

*Insuring the Move – Protecting Your Investment
*Import/Export Regulations
*The New Security Environment
*Using Brokers, Forwarders, and 3PL’s
*International Trade- The Future.
Recommended You should have attended Fundamentals of International Trade - Part 1 prior to attending
Prerequisite: this session.
AssetID#: 1000000493

Course Title: Impact of Environment on System Design and Deployment
Course Type: Expert On Demand Length (hours): 0.75
Abstract: Just-in-Time (JIT) and Total Quality Management (TQM) can significantly reduce waste
and variability and improve the quality of the outputs of all business processes. This in turn
allows simplification of the operations planning and control processes.
Description: JIT and TQM are sometimes viewed as alternatives to Manufacturing Resource Planning
(MRP II), but the three are complementary and can be effectively integrated. Concurrently
focusing on meeting customer expectations in the most competitive fashion is the focus of
MRP II. Simplifying operations using JIT and TQM simplifies MRP II system operation and
improves business performance. Successful integration requires understanding all
approaches and how they complement each other.
*Relationships between JIT, MRP II, and TQM
*How JIT execution improves MRP II effectiveness

*How waste elimination and quality improvements impact MRP II
Recommended Manufacturing Resource Planning (MRP II)

Prerequisite: Just-in-Time (JIT)
Total Quality Management (TQM)
AssetID#: 1000000590

Course Title: Introduction to Supply Chain
Abstract: This Online Self-Study course builds awareness and basic knowledge of supply chain
management concepts and solutions. (An abbreviated version of this course is available in
German.)
Description: This course provides an overview of basic supply chain principles and processes. It
focuses on the five main components of a typical supply chain:
*Suppliers
*Manufacturers
*Distributors
*Retailers
*Consumers
The course also highlights the typical problems companies encounter within each of these
supply chain areas, and what solutions and best practices can be implemented to
overcome them. The target audience for this course is those with no prior experience in
supply chain management.
*Introduction
*Supply Chain Basics
*Supply Chain Pitfalls & Opportunities
*Case Study 1
*Case Study 2
*Supply Chain Resources
*Summary
Recommended
Prerequisite:
AssetID#: 6

Course Title: Inventory Management Practices
Abstract: This one-hour Online Self-Study course provides an overview of inventory concepts. It also
explores inventory planning and control methods.
Description: This one-hour Online Self-Study introduces users to the fundamentals of inventory. It
discusses how to classify inventory, as well as how to determine the level of control
necessary for inventory items. In addition, the course discusses processes for:
*Locating and organizing storage areas
*Reporting and recording the movement of material
ordering
*Determining different costs associated with inventory
*Verifying the accuracy of inventory records
The main objective of this course is to provide you with a basic understanding of inventory
management techniques as they relate to the operation of a business.
*Introduction
*Inventory Concepts
*Inventory Control
*Inventory Planning
*Conclusion
*Assessment
Recommended Organizational Fundamentals
Prerequisite: Operating Environments
Financial Fundamentals
AssetID#: 1000000588

Course Title: Just-in-Time (JIT)
Abstract: Just-in-Time (JIT) is a philosophy and a set of tools that focus on eliminating waste in all
processes through continuous improvement. Just-in-time has evolved over time into lean
production.
Description: Just-in-Time (JIT) is an operating philosophy that embodies principles of waste reduction
and continuous improvement over time. It encompasses the successful execution of all
activities from design to delivery. The intent of continuous improvement is to eliminate or
minimize nonvalue-added activities. Lean production is another initiative that focuses on
eliminating waste. The differences and similarities between the two initiatives are explored
in this course.
*Essential Concepts of Just-in-Time

*Just-in-Time Philosophy
*Just-in-Time Principles
*Just-in-Time and Lean Production
Recommended
Prerequisite:
AssetID#: 1000000601

Course Title: Manufacturing Resource Planning (MRP II)
Abstract: This two-hour Online Self-Study addresses Manufacturing Resource Planning (MRP II).
Manufacturing Resource Planning is a method for the effective planning and control of all
resources in a manufacturing organization. It is an integrated method, which facilitates
development of consistent plans at multiple levels of the organization and across the
functions of the organization.
Description: This two-hour Online Self-Study explores the business conditions and requirements that
led to the MRP II architecture development and the characteristics of that architecture. It
also covers the components of MRP II and the linkages among them that ensure that the
plans developed are consistent and attainable.
This course provides an overview by exploring four questions regarding the MRP II
architecture and supporting methods:
*What were the needs that led to Manufacturing Resource Planning?
*What is Manufacturing Resource Planning?
*Where does Manufacturing Resource Planning fit?
*What is the relationship between MRP II and Enterprise Resources Planning (ERP)?

*Introduction
*System Characteristics
*Planning Hierarchy
*Characteristics
*Evolution to ERP
*Conclusion
*Assessment
Recommended
Prerequisite:
AssetID#: 1000000565

Course Title: Marketplace-Driven
Abstract: The successful organization must understand the marketplaces in which it operates. The
definition of each marketplace is primarily a function of the markets served and the
alternate sources for the goods and services.
Description: The shift from a condition of demand exceeding supply to one of supply exceeding demand
in most marketplaces has made it imperative that an organization understand and respond
to the marketplaces that it serves. The marketplace is defined by the customers and
geographies served and the competitors serving that marketplace. It is affected by general
economic conditions and government actions or inactions.
*Customers and Their Expectations

*Changing Face of Competition
*Economic Conditions
*Government Actions
Recommended
Prerequisite:
AssetID#: 1000000591

Course Title: Operating Environment
Abstract: Market factors and choices made by the organization determine the operating environment
for production. The choices are frequently treated as independent decisions, but the
choices must be consistent with the market factors and with each other.
Description: The primary market factor that must be considered in the design of the operating
environment is the customer delivery expectation. Once it is understood, the organization
must determine:
*How to meet those expectations

*Which modes of processing to employ
*How to lay out the production facilities
*How to plan and control the flow of work through the facility
Agenda: This course addresses the following topics:
*Approaches to Satisfying Customer Demand

*Production Process Choices
*Facilities Layout Choices
*Effects of Product and Process Design on Operations
Recommended
Prerequisite:
AssetID#: 1000000600

Course Title: Optimizing the Trade-offs in Logistics Costs
Course No: TRNDR00023 Proficiency: Intermediate
Abstract: During this one-hour Recorded Distance Learning Program Session, Dr. Jack Barry of
Global Pegasus will walk you through a set of slides that identify the logistics cost
components, their interaction and dependencies and the opportunities, methods and
workplan for a successful logistics cost effective effort. Use of actual examples to
demonstrate best practices are included.
Description: Effective logistics cost management is balancing the trade-offs and options associated with
the major cost elements. The first step is the identification and measurement of the various
elements in logistics cost -- both direct costs and indirect administrative costs.
Optimization of logistics costs results from understanding how decisions interact and
impact on logistics cost drivers, for example, faster transit is often a higher cost that can be
offset by reductions in inventory levels.
*Identification of the components of logistics cost – how to construct a realistic expenditure

baseline from both internal and external sources.
*An Activity Based Costing (ABC) analysis of the hidden but substantial logistics
administrative costs.
*Impact analysis of how logistics decisions drive logistics costs and the interdependence
and the trade-offs that must be made.
*Development of realistic measures of logistics costs that will form the basis of comparison
and improvements.
*Awareness of specific cost reduction efforts that have successfully optimized logistics
costs and also increased levels of service – the “cost versus service” curve.
*Benchmark examples of how others have successfully managed the trade-offs of logistics
cost.
*Cost Benefit Analysis and feasibility studies of the impact of change and the expected
advantage
Recommended
Prerequisite:
AssetID#: 1000000521

Course Title: Organization Fundamentals
Abstract: This course provides a basis for understanding the supply chain and related organizational
dynamics. A supply chain includes all activities and processes used to provide a product or
service to the final customer. It also includes the activities and processes to manage the
flows of information, funds, and returned goods among the supply chain entities.
Description: Each organization participates in one or more supply chains and each supply chain
competes with other supply chains in the same market segments. The entities in a supply
chain can attempt to maximize efficiency, effectiveness, and/or agility. This course
explores the entities in a supply chain and the flows and relationships among them. It also
explores historical objectives of the functional organizational units within enterprises and
how these objectives can create conflicts.
*Supply Chain Concepts

*Supply Chain Entities
*Flows in the Supply Chain
*Organization Dynamics
Recommended
Prerequisite:
AssetID#: 1000000589

Course Title: Performance Measurement Basics
Abstract: An organization’s performance measurement systems send strong messages to all

employees and drive their behaviors. It is imperative that these systems send the right
messages and drive the desired behaviors.
Description: There are many performance measures that an organization can use and many ways in
which those measures can be classified. A fundamental classification of measures is
based on whether the measure supports the strategic objectives or the tactical plans. An
organization needs a mix of both types of measures. In addition, the measures must be
consistent and mutually supportive.
*Performance Measurement Systems

*Classifications of Performance Measurements
*Strategic Measurements
*Tactical Measurements

Prerequisite: Financial Fundamentals
AssetID#: 1000000592

Course Title: Physical Distribution Systems
Abstract: This course introduces essential concepts and components of a physical distribution
system as an element of the total supply chain. It also explores the interfaces between the
physical distribution organization and other business functions.
Description: The physical distribution system moves goods from the producing organization and location
to the customer. It may provide additional value-added services. The physical distribution
system provides a buffer between production and end consumer demand.
*Transportation
*Warehousing
*Distribution Inventory
*Interfaces with Other Functions

Prerequisite: Inventory Management Practices
AssetID#: 1000000606

Course Title: Priority Planning
Abstract: This two-hour Online Self-Study discusses priority planning. The priority planning process
transforms the organization’s strategy and the customer demand for goods and services
into plans that production operations and suppliers can execute. When the plans are
executed, goods and services that meet the customer demand are produced.
Description: In this two-hour Online Self-Study, priority planning is explored. Priority planning involves
deciding what work to perform, what sequence to do things in, and when to do each task.
This course addresses how business plans and customer demands get translated into
detailed priority plans that production operations, service providers, and suppliers can
implement. The planning processes that establish strategies and performance targets
become the long-term compass that guides the entire enterprise. Customer demands
define requirements for the firm’s goods and services. Priority planning uses these internal
and external inputs to determine what work is needed, how much, and when the work
needs to be done.
This module will explore the details of how priority plans operate—the inputs needed, the
process steps to make them work, and the outputs generated.

*Introduction
*Strategic & Business Planning
*Sales and Operations
*Master Scheduling
*Final Assembly Scheduling
*MRP
*Conclusion
*Assessment
Elements of Product Design
Capacity Management
AssetID#: 1000000578

Course Title: Purchasing Basics
Abstract: This course addresses important components of purchasing that are necessary for
effective supply chain management. The focus is on the procurement of production
materials.
Description: This course introduces essential purchasing concepts and terminology. It then explores
the supplier and order management processes and innovative relationships with suppliers.
*Essential Concepts of Purchasing

*Supplier Selection and Evaluation
*Order Management
*Innovative Relationships
Recommended Organization Fundamentals

Prerequisite:
AssetID#: 1000000599

Course Title: Securing International Intermodal Supply Chains
Course No: TRN209 Proficiency: Basic
Abstract: During this one-hour Expert On Demand course you will explore the threat that confronts
the supply chain from a terrorist perspective, the vulnerabilities that exists within the supply
chain and why the intermodal transportation system remains so vulnerable. The security
efforts that are currently underway, as well as the future vision of intermodal security will
also be addressed.
This session is presented by Stephen Flynn, senior fellow for National Security Studies at
the Council of Foreign Relations which is a non-profit, non-partisan think tank and based
out of New York.
Description: Since the terrorist attacks of 9/11, security has become a focus of both local, national and
international governments. This course will examine forseeable threats, security within the
intermodal transportation supply chain context, and security activites that are currently
underway.
Stephen Flynn is the author of the critically acclaimed and national bestseller, America the
Vulnerable, published by HarperCollins in July 2004. He is the inaugural occupant of the
Jeane J. Kirkpatrick Chair in National Security Studies at the Council on Foreign Relations.
Dr. Flynn served as Director and principal author for the task force report “America: Still
Unprepared—Still in Danger,” co-chaired by former Senators Gary Hart and Warren
Rudman. Since 9/11 he has provided congressional testimony on homeland security
matters on twelve occasions. He spent twenty years as a commissioned officer in the U.S.
Coast Guard including two commands at sea, served in the White House Military Office
during the George H.W. Bush administration, and was director for Global Issue on the
National Security Council staff during the Clinton administration. He holds a Ph.D. and
M.A.L.D. from the Fletcher School of Law and Diplomacy and a B.S. from the U.S. Coast
Guard Academy.
*Existing Security Threats & Vulnerabilities

*Security within the Supply Chain Context
*Benefits of Intermodal Transportation Security
*Security Efforts Currently Underway
*Future Vision of Intermodal Transportation Security
Recommended
Prerequisite:
AssetID#: 1000000598

Course Title: Supply Chain Operations Strategy Framework
Course No: CAPDR00017 Proficiency: Intermediate
Abstract: During this one-hour recorded Distance Learning Program session a framework for
formulating and implementing an operations strategy will be presented.
Description: During this recorded session we will develop a Mission, Operations Objectives, and
Management Levers. One focus is on understanding the tradeoffs inherent in any
operation, and the consistency of operations strategy with business strategy and the
strategies of other functional areas. Furthermore, the consistency within the operations
function between the objectives and the tactic/levers used to achieve those objectives will
be emphasized. Many examples of good and poor strategies will be provided and
discussed.
Agenda:
*Where the operations strategy fits within the strategic plan of the firm
*The operations objectives that become measurable targets to guide decision making
*Management levers or tactics that are used to achieve the objectives
*How to implement an operations strategy
Recommended
Prerequisite:
AssetID#: 1000000494

Course Title: Technology Risks in the Supply Chain
Abstract: This is a one-hour recorded Distance Learning Program session that was delivered by Dr.
Michael Smith, ISM.
The effective use of technology has become an integral component of well-managed
supply chains. This dependence on technology has also left us open to new vulnerabilities
when events do not go as planned. Identifying and managing these vulnerabilities is more
critical than ever before.
Description: Management of the supply chain is increasingly dependent on new eBusiness systems and
methodologies. Therefore, as our supply chain becomes ultra-efficient, it also becomes
more sensitive to environmental factors. This creates new risk factors in our business that
we must be aware of. These include; higher switching costs, .Com breakdowns, technology
obsolescence, vulnerabilities with highly automated inventory systems, and many other
issues. This presentation will explore these areas by discussing relevant risk variables and
how to prepare contingencies around them.
*Technology’s evolving effect on supply chain reliability

*The primary areas within the supply chain we should focus on
*Case study examples of technology impact on the supply chain
Recommended A summary understanding of eBusiness principles and basic supply chain automation is
Prerequisite: helpful.
AssetID#: 1000000518

Course Title: Total Quality Management (TQM)
Abstract: Total Quality Management (TQM) is a philosophy that focuses on understanding customer
requirements and translating them into products, services, and processes that meet or
exceed those requirements. It includes a structured process and set of tools for identifying
opportunities and implementing improvements.
Description: Total Quality Management (TQM) is an organization-wide focus on quality, as it relates to
each functional area, process, and procedure. There are structured methodologies used to
define and quantify requirements in order to ensure that quality is “designed-into” the
product and process. The intent is to eliminate the need to “inspect-in” quality after the
fact. There are also methodologies and tools to improve the quality of all products,
services, and processes.
*Quality Concepts
*Key Principles
*Commonly Used Quality Tools
*Total Quality Management and Six-Sigma
Recommended
Prerequisite:
AssetID#: 1000000602

Course Title: Visibility- The Current Focal Point of SCM
Abstract: This is a one-hour Distance Learning Program session Recording in which Supply Chain
Visibility is explored.
Open a supply chain magazine today and you’ll likely see articles related to event
management and visibility. This ability to “see” into and across the supply chain is viewed
as a significant opportunity, as well as a challenge, for supply chain managers. Direct
insight into the status of orders, inventory, and shipments across the supply chain can
compensate for the lack of an inventory buffer, enable organizations to create virtual
entities, and provide the opportunity to drive down costs, improve service, and create
supply chain value, according to a growing body of research into the topic.
Description: This session will provide participants with insight into the application of visibility to supply
chain and logistics processes. It will provide an overview of the impact of visibility,
emerging event management technologies, and the challenges of creating a transparent
supply chain. Methods for monitoring, controlling, and modifying supply chain operations
will be discussed. Case studies will be used to demonstrate key points. The session is
appropriate for individuals with limited exposure to supply chain event management and
visibility concepts.
The session will be led by Brian Gibson, Associate Professor of Logistics, from Auburn
University. Over the last ten years, Dr. Gibson has taught courses, conducted research,
and created case studies on the supply chain strategies and the use of technology in
logistics.
*Critical Supply Chain Visibility Needs

*Visibility Building Blocks
*Proper Application of Visibility Solutions to Improve Processes
Recommended No specific requirements, although familiarity with basic supply chain concepts would be
AssetID#: 1000000446

Supply Chain Analyses Tools & Techniques
Course Title: Global Supply Chain Simulation -- Virtual [Premium]
Curriculum Area: Supply Chain Analyses Tools & Techniques
Course Type: eCourse Length (hours): 44
Course No: ATT103 Proficiency: Intermediate
Abstract: This eCourse is a five-week distance-based team simulation/competition in which

participants play the role of global manufacturers that make multiple rounds of decisions
regarding factors such as procurement, manufacturing, distribution/warehousing, and
transportation. Participants communicate with teammates via conference calls and e-mail,
and a final presentation by each team concludes the course.
Description: A detailed description of this course is available by clicking here.
This offering is a five-week distance-based team simulation/competition, where participants
make a series of supply chain management decisions for their fictitious company that result
in financial and operational reports. Participants analyze these reports to make future
decisions. Users also have the opportunity to go through multiple tutorials and exercises on
topics such as sales forecasting and supply chain planning. A final presentation by each
team concludes the course.
This course is conducted entirely virtually, via conference calls and e-mails. Participants
should be able to spend six to seven hours a week on the simulation over the course of five
weeks (in addition to spending four to six hours on pre-reads before the course starts). In
the first week, participants must devote half of Wednesday to the course and be in a
location with network internet access. For the rest of the simulation, however, participation
may occur from any location.

Course Title: Global Supply Chain Simulation -- Virtual [Premium]
Week 1
*Half-day team meeting (via conference call)

*1 decision session
*Coaching teleconference
*Planning exercise
*Supply chain tutorial/activity
Week 2
*2 decision sessions
Week 3
*1 decision session
Week 4
*2 decision sessions
Week 5
*1 decision session
*Final presentations

Prerequisite:
AssetID#: 1000000061

Course Title: Global Supply Chain Simulation -- Workshop [Premium]
Abstract: This four-day Workshop is a team-based simulation/competition in which participants play

the role of global manufacturers that make multiple rounds of decisions regarding factors
such as procurement, manufacturing, distribution/warehousing, and transportation.
Description: A detailed description of this workshop is available by clicking here.
In this course, participants work in teams to run the supply chain management components
of a fictitious company. They go through several rounds of decisions each day regarding
factors such as procurement, manufacturing, distribution/warehousing, and transportation.
Each decision round is followed by direct feedback from a coach. The schedule includes
two to three short presentations on related topics, such as interpreting financial statements
or supply chain integration. A final presentation by each team and a formal debrief by the
coach conclude the course. The course is also available in a virtual, five-week format in
which teams compete with other teams using email, the Internet, and teleconferencing.

Course Title: Global Supply Chain Simulation -- Workshop [Premium]
Day One
*Course introduction
*Two decision sessions
*Planning exercise
Day Two
*Three decision sessions

*Supply chain management presentation
Day Three
*Three decision sessions

*Supply chain management presentation
Day Four
*Participant presentations

Prerequisite:
AssetID#: 1

Course Title: Using Six Sigma in Logistics
Course No: INVDL00006 Proficiency: Basic
Abstract: This one-hour recorded audio conference explores how effective analysis and use of
logistics key performance indicators (KPIs) are critical to financial, productivity, and
customer service improvements. In addition, organizations need a comprehensive, flexible,
and adoptable framework for evaluating and managing logistics KPIs. Six Sigma is a
management system that provides this critical framework for measuring KPIs on a common
scale, benchmarking them against world-class standards, and using the results to promote
performance improvement. The goal of Six Sigma is to help organizations focus on
producing nearly perfect products and services that meet the needs of customers and
produce higher profits.
Description: This session provides participants with insight into the application of Six Sigma principles to
supply chain and logistics processes. It provides an overview of the Six Sigma concept, the
DMAIC methodology and related tools, as well as a step-by-step process for successful
introduction of Six Sigma to an organization. Case studies and brief activities will be used
to demonstrate key points. The session is appropriate for individuals with limited exposure
to Six Sigma, lean logistics, and continuous improvement.
Brian Gibson, Associate Professor of Logistics at Auburn University, will lead the session.
Over the last ten years, Dr. Gibson has taught courses, conducted research, and created
case studies on the topics of supply chain quality and performance improvement.
*Six Sigma Principles for Logistics

*Six Sigma DMAIC Processes
*Six Sigma and Lean Logistics
Recommended There are no specific requirements, although familiarity with basic quality concepts would
Prerequisite: be helpful.
AssetID#: 1000000416

Supply Chain Planning
Course Title: Allocation and Order Promising
Curriculum Area: Supply Chain Planning
Course No: SCP402 Proficiency: Intermediate
Abstract: This Online Self-Study course covers the topics of allocation and order promising within
supply chain planning. The goal of both allocation and order promising is to determine how
best to satisfy customer orders. This course focuses on the processes and tradeoffs
involved in achieving this goal. This course is also available in Mandarin.
Description: This course discusses the allocation and order promising processes within supply chain
planning. Allocation and order promising interact with the other functional areas of the
supply chain so that companies can honor the commitments they make to customers
during order promising.
This course highlights the most efficient and effective processes within allocation and order
promising. It covers various options for companies such as allocating enough product to fill
the best customer's orders, and re-scheduling the delivery of product to less profitable
customers at a later date. Another option that the course covers is for companies to work
with supply and production planning to reallocate production capacity to highly profitable
products, and produce less volume of products with low profitability.
The training course also discusses metrics to measure the allocation and order promising
process.
*Module Introduction & Objectives

*Introduction to Allocation and Order Promising
*Allocation
*Order Promising
*Metrics for Allocation and Order Promising
Recommended Supply Chain Planning: Introduction
Prerequisite:
AssetID#: 1000000275

Course Title: Basic Techniques of Detailed Capacity Planning Process
Abstract: This course explores the techniques for scheduling and sequencing the work to be done
and for accumulating the capacity required to perform that work.
Description: The course explores the methods for queuing and sequencing work, and how the choice of
methods for queuing and sequencing affect the detailed capacity planning process. It also
explores the scheduling of the work to be done, the calculation of the capacity available
and the capacity required to perform that work. Finally, the mechanics of capacity
requirements planning are explored.
*Introduction
*Determining Available Capacity
*Scheduling Operations
*Loading Resources
*Capacity Requirements Planning
*Conclusion
Recommended You should have completed the Detailed Scheduling and Planning Positioning course.
Prerequisite: This course specifically builds on the following courses:
Capacity Management
Detailed Capacity Planning Characteristics and Techniques
Information Used in Detailed Capacity Planning Process
AssetID#: 1000000731

Course Title: Beyond Supply Chain Optimization to Enterprise Optimization
Abstract: This Expert On Demand course reviews the form and application of network optimization
models. It also discusses how these models can be extended to support integration of
supply chain planning with marketing and corporate financial planning.
Description: A growing number of supply chain managers in a wide range of companies are seeking
tools to support fact-based decision-making. Supply chain network optimization models can
help managers unravel the complex interactions and ripple effects that make supply chain
planning difficult and important.
In this course, Dr. Jeremy F. Shapiro reviews the form and application of these models and
discusses how they can be extended to support integration of supply chain planning with
marketing and corporate financial planning. Dr. Jeremy F. Shapiro is President of SLIM
Technologies, LLC, a Boston based firm specializing in the implementation and application
of modeling systems for supply chain management and other business problems.
Dr. Shapiro is also Professor Emeritus of Operations Research and Management in the
Sloan School of Management at MIT. For nine years he served as Co-Director of MIT’s
Operations Research Center. Dr. Shapiro received the B.M.E. and M.I.E. degrees from
Cornell and a Ph.D. degree in Operations Research from Stanford. He is the author of
Modeling the Supply Chain, published by Duxbury Press in 2001.

*Overview of Supply Chain Network Optimization Models
*Mini Case – DC Location Study
*Integrating Supply Chain and Marketing Decisions
*Mini Case – Worldwide Sourcing in a Chemical Company
*Integrating Supply Chain and Corporate Financial Decisions
*Enterprise Optimization
Recommended
Prerequisite:
AssetID#: 1000000208

Course Title: Desirable Characteristics of Detailed Material Planning Process
Course Type: Online Self-Study Length (hours): 0.75
Abstract: This course explores three categories of characteristics of the detailed material planning
process that enhance the ability to use the process to meet the business requirements.
Description: The detailed material planning process must be consistent with and supportive of the
business environment and strategy. However, that is not enough for it to be used to run
the business. It must also support users of the process in performing their jobs. The
characteristics of the process that affect users can be grouped into three categories:
design, performance, and operations.
*Design characteristics are the required and desired functions and features.
*Performance characteristics are the speed at which changes to the plans and alternative
courses of action can be modeled and evaluated.
*Operational characteristics are the ease of use and the users’ ability to control the
process.
*Introduction
*Design Characteristics
*Performance Characteristics
*Operational Characteristics
*Conclusion
Recommended You should have completed Detailed Scheduling and Planning Positioning. This course
Prerequisite: specifically builds on the following courses:
Priority Planning
Detailed Scheduling and Planning Positioning
AssetID#: 1000000736

Course Title: Detailed Capacity Planning Characteristics and Techniques
Abstract: This course explores commonly used approaches to detailed capacity planning and the
environments where each is appropriate.
Description: There are several approaches to detailed capacity planning that can be used. No single
approach to detailed capacity planning is appropriate in all environments. The approach
must be aligned with the operating environment. This course explores commonly used
approaches, the characteristics that affect the choice of approach, and the relationships
between the characteristics and approaches.
*Introduction
*Factors to be Considered
*Techniques
*Configuring the Process
*Conclusion
Prerequisite: specifically builds on Capacity Management.
AssetID#: 1000000729

Course Title: Detailed Scheduling and Planning Positioning
Abstract: This course focuses on the scope and objectives of the detailed planning and scheduling
processes and explores configuring those processes to specific environments.
Description: The detailed scheduling and planning processes transform the master schedules into
purchase and production plans for the parts required to achieve the master schedules. The
process encompasses the planning of both material and capacity. There are several
techniques that can be used in these processes, and those selected must be consistent
with the operating environment of the firm.
This course explores the product and process characteristics that define the operating
environment, and how they affect the choices of material and capacity planning techniques.
*Scope and Objectives of the Process

*Factors Affecting the Process
*Linkages within the Planning and Control System
Recommended This course specifically builds on Priority Planning.

Prerequisite:
AssetID#: 1000000724

Course Title: Information Used in Detailed Capacity Planning Process
Abstract: This course explores the three categories of information that are used in the detailed
capacity planning process and the typical sources of that information. It also introduces
requirements that are unique to specific situations.
Description: The detailed capacity planning processes use three general categories of information:
*Available capacity
*Capacity required
*Process definition
Those three categories are explored in terms of what is required, what is the typical source,
and how is it used in the detail capacity planning process.
*Capacity
*Sources of Load
*Process Definition
*Specific Requirements

Capacity Management
AssetID#: 1000000730

Course Title: Information Used in Detailed Capacity Planning Process
Abstract: This course explores the three categories of information that are used in the detailed
capacity planning process and the typical sources of that information. It also introduces
requirements that are unique to specific situations.
Description: The detailed capacity planning processes use three general categories of information:
*Available capacity
*Capacity required
*Process definition
Those three categories are explored in terms of what is required, what is the typical source,
and how is it used in the detail capacity planning process.
*Capacity
*Sources of Load
*Process Definition
*Specific Requirements

Capacity Management
AssetID#: 1000000730

Course Title: Information Used in Material Planning Process
Abstract: This course explores the information that is required for effective detailed material planning
and the sources of that information. It also explores the need for that information to be
complete, accurate, and timely.
Description: The detailed material planning processes are based on demand, item, and inventory
information. That information must be complete, accurate, and timely for those processes
to be effective. Individuals or organizational units must be responsible for the data and
their performance in meeting their responsibility must be measured.
*Demand Data
*Item Data
*Inventory Data
*Importance of Accuracy

Priority Planning
AssetID#: 1000000726

Course Title: Information Used in Material Planning Process
Abstract: This course explores the information that is required for effective detailed material planning
and the sources of that information. It also explores the need for that information to be
complete, accurate, and timely.
Description: The detailed material planning processes are based on demand, item, and inventory
information. That information must be complete, accurate, and timely for those processes
to be effective. Individuals or organizational units must be responsible for the data and
their performance in meeting their responsibility must be measured.
*Demand Data
*Item Data
*Inventory Data
*Importance of Accuracy

Priority Planning
AssetID#: 1000000726

Course Title: Maintaining the Validity of Material Plans
Abstract: This course explores the tools for maintaining the balance between demand and supply for
material after the material plans have been created. It also explores keeping the planning
parameters current.
Description: The material planning process establishes a balance between demand for items and the
supply of those items to support the master schedule, but changes in supply or demand
occur continually. The process must also be able to recognize those deviations from the
plan and provide the ability to evaluate the alternatives for restoring the balance and
revising the plans. This course explores the tools for maintaining the balance between
demand and supply.
*Introduction
*Maintaining Priorities
*Implementing the Plan
*Planning Parameters
*What-if Analysis and Modeling
*Conclusion
Recommended This course specifically builds on the following courses:

Prerequisite:
Priority Planning
Item Inventory Management
Desirable Characteristics of Material Planning Process
Mechanics of Detailed Material Planning Process
AssetID#: 1000000728

Course Title: Measuring the Performance of Detailed Capacity Planning Process
Abstract: This course explores how the efficiency and effectiveness of the detailed capacity planning
process can be measured, and the calculation of commonly used indicators of performance
for the process.
Description: The primary measurement of the effectiveness of the detailed capacity planning process is
how closely actual production came to the material plans. However, a high level of
performance can sometimes be achieved by taking extraordinary actions. Those actions
typically require incurring higher than planned costs and cause disruptions in production
operations. Schedule performance, work-in-process inventory, and process efficiency are
other indicators of the performance of the detailed capacity planning process.
*Introduction
*Comparing Capacity And Workload
*Measuring Past Due Performance
*Measuring Work-in-Process
*Conclusion

Information Used in Detailed Capacity Planning Process
Uses of Detailed Capacity Planning Process
AssetID#: 1000000734

Course Title: Mechanics of Detailed Material Planning Process
Abstract: This course expands on the basic mechanics of the detailed material requirements
planning process by exploring additional variations and lot sizing techniques.
Description: The material requirements planning process begins with the master schedule and forecasts
of demand for items that were not included in the master schedule and determines what
material must be acquired to meet those requirements. The process is composed of four
steps and the mechanics of these steps are explored.
*Introduction
*Initiating the Plans
*Netting Demand and Supply
*Planning Additional Supply
*Extending the Plan
*Case Study
*Conclusion
Recommended You should have completed the following courses:

Prerequisite:
Information Used in Material Planning Process
This course specifically builds on the following courses:
Priority Planning
Information Used in Material Planning Process
AssetID#: 1000000727

Course Title: Other Techniques of Detailed Capacity Planning Process
Abstract: This course explores the use of finite loading, simulation, and modeling techniques for
detailed capacity planning, and the characteristics that would lead an organization to select
these techniques.
Description: Capacity requirements planning (CRP) is sufficient to meet the detailed capacity planning
requirements of many firms. However, it is does not meet the requirements of all firms. It
is important to understand the product, process, and business characteristics that would
lead a firm to require additional capabilities, and the techniques that provide those
capabilities. This course explores those characteristics and techniques.
*Introduction
*Capacity Management
*Finite Loading Techniques
*Methods for Product Layout
*Conclusion

Basic Techniques of Detailed Capacity Planning Process
AssetID#: 1000000732

Course Title: Prediction Market for Sales Forecasting
Course No: Proficiency: Intermediate
Abstract: During this DLP session, Anthony M. Kwasnica, an Associate Professor of Business
Economics at Penn State University, will introduce new technologies that have the ability to
significantly improve firm sales forcasting.
BIO: Anthony M. Kwasnica is Associate Professor of Business Economics at Penn State
University. He studies the role of information in economic systems. He conducts both
theoretical and experimental (laboratory) research on how individuals and institutions
respond to these situations. In addition to teaching undergraduate courses in mathematical
modeling and decision analysis, Dr. Kwasnica has taught microeconomics,
macroeconomics and decision-making under uncertainty to executives and MBAs at both
The Smeal College of Business and The Kellogg School of Management. Dr. Kwasnica
received his PhD in Social Science from the California Institute of Technology.
Description: One of the greatest challenges facing many firms is accurately predicting future demand for
its products. More accurate sales forecasts can allow firms to make better operations
decisions earlier substantially lowering costs. This talk will focus on a new and innovative
technology that has the potential to significantly improve firm sales forecasting. Prediction
markets are small-scale financial markets specifically designed to provide information
about the likelihood of future outcomes. Past experiences with these markets have often
found that these markets can generate superior forecasts to many other forecasting
techniques. In light of this promise, many have suggested these markets be utilized to
generate sales forecasts. However, the sales forecasting arena presents many unique
challenges that must also be considered prior to implementation of a prediction market. We
will discuss the case for and against prediction markets for sales forecasting in order to
develop an understanding of the where these markets might be most successfully applied.
Basic description and principles of prediction markets

Opportunities for the utilization of prediction markets for sales forecasting
Challenges facing prediction market implementation
Recommended
Prerequisite:
AssetID#: 1000002696

Course Title: Successful Sales and Operations Planning
Abstract: This recorded dlp session examines the business process of Sales and Operations
Planning.
Description: This session will examine the business process of Sales and Operations Planning. We will
first give a description and overview of the Sales and Operations Planning process
including detailed discussion of Demand Planning, Supply Planning and Executive Review.
For each of these areas, we will discuss the objective as well as appropriate roles and
participants, agendas, key performance indicators and the nature of decisions to be made.
After discussing these stages, we will discuss challenges of successfully implementing and
continuously improving the S&OP process.
BIO: Doug Thomas is Associate Professor of Supply Chain Management at Penn State
University. Dr. Thomas teaches courses in the undergraduate and MBA programs on
warehouse operations, demand fulfillment and supply chain modeling. His research
interests include coordinating production and inventory planning across the supply chain,
inventory management and performance measurement.
1) What is the Sales and Operations Planning process?
2) What are the roles of participants in each stage and what are the key performance
indicators and decision outcomes of each stage?
3) What are key challenges in implementing and improving the S&OP process?
Recommended
Prerequisite:
AssetID#: 1000002680

Course Title: Supply Chain Planning: Demand Planning
Abstract: This Online Self-Study introduces the learner to the demand planning process, inputs,
outputs, and terminology. Demand planning relates the role of the demand planning
process to other planning processes, e.g., inventory planning, master planning, detail
production scheduling, material planning, distribution planning, fulfillment planning, and
related components of a supply chain.
Description: Measuring the effectiveness of demand planning is key to continuously improving the
demand plan. It is used to monitor the "health" of the supply chain. Demand planning is a
critical element of safety stock calculations. This course reviews the key demand planning
metrics and the acceptable average of those metrics for different industries. The goal of
improving these metrics is optimized inventory levels, which eventually result in more
inventory turns. The circumstances for using these measures, as well as when they are
applicable, are other important concepts reviewed in this course.
Agenda: Topics in this course include:
*Key metrics for demand planning
*Benefits of establishing metrics
*Organizational implications of demand planning
*Ways in which business units should work together in the demand planning process
*Role of a demand planner at a company
*Steps involved in a typical forecasting process
*Key challenges of forecasting
Activities are integrated into the course to aid the learning process. An assessment at the
end of the course enables the learner to measure progress.
Prerequisite:
AssetID#: 1000000121

Course Title: Supply Chain Planning: Finding the Right Model
Abstract: The business model drives the right planning module for the situation. The topics covered
in this Online Self-Study include the influence of business models, manufacturing classes,
and operating models - including manufacturing, procurement, and fulfillment - on the
supply chain planning model.
Description: This Online Self-Study focuses on how to find the right planning model for supply chain
planning. It starts by explaining what a planning model is. The course then moves into
describing and analyzing the two categories of planning models: fulfillment and
manufacturing. The course also discusses industry and functional aspects of planning
models.
Agenda: Manufacturing classes covered are the discrete, repetitive and process types. Included in
the manufacturing operating model review are Make to Stock, Make to Order, Configure to
Order, and Engineer to Order models. The procurement operating models address the
Just-In-Time and the Classic procurement models. Finally, the three fulfillment operating
models address Pulled From Stock, Flow Through and Direct Fulfillment.
Specific topics included are:
*Business model categories

*How supply chain planning differs across different industry verticals
*How planning differs based on time horizon
*Major supply chain planning players
*Solution approaches
Prerequisite:
AssetID#: 1000000232

Course Title: Supply Chain Planning: Integration
Abstract: This Online Self-Study introduces the interrelationships between supply chain planning
processes and related business functions. It describes why the flow between processes
must be integrated to allow for visibility, modeling, exception management and
collaboration. The course explores how supply chain planning processes must be
integrated for the areas of Sales & Operations Planning (S&OP), Procurement, Fulfillment,
and Manufacturing.
Description: Companies manage their supply chains by connecting the functions in the supply chain--
Procurement, Manufacturing, and Fulfillment--via supply chain planning processes. Supply
chain planning processes coordinate and share information among the other supply chain
functions to create an integrated supply chain. This Online Self-Study discusses the
challenges, issues and processes incumbent in the Sales and Operations Planning (S&OP)
integrated planning process.
*What are the types of decisions made during S&OP

*What are the issues and actions coming out of S&OP
*Example of S&OP process
*How SCP supports strategic procurement, and how strategic procurement supports SCP
*How SCP supports execution in procurement
*How procurement execution supports SCP, and how SCP supports procurement
execution
*How SCP supports strategic fulfillment
*How strategic fulfillment supports SCP, and how SCP supports execution in fulfillment
*How fulfillment execution supports SCP
*Examples showing the integration between strategic, planning and execution processes
*How SCP supports strategic manufacturing, and how strategic manufacturing supports
SCP
*How SCP supports execution in manufacturing, and how manufacturing execution
supports SCP
*Examples to show the integration between strategic, planning and execution processes
Prerequisite:
AssetID#: 1000000205

Course Title: Supply Chain Planning: Introduction
Course No: SCP101 Proficiency: Basic
Abstract: Supply Chain Planning (SCP) allows companies to plan and integrate the supply chain
functions across all entities at the execution, operational, and strategic levels. This Online
Self-Study begins with the explanation of a supply chain and how supply chains are
managed. It describes why planning is necessary for managing the supply chain, the
capabilities planning provides, and how to measure both the value and effectiveness of
planning activities. This course is also available in German
Description: This course was designed to provide an overview of the entire supply chain planning
process. It begins with the explanation of a supply chain and how supply chains are
managed. The course exposes participants to the environment, basic concepts and
terminology used in demand planning, inventory planning, master planning, detail
production scheduling, material planning, distribution planning, fulfillment planning, and
related components of a supply chain.
Agenda: The following topics will be covered in this course:
*Role of supply chain planning in bringing value to customers
*Components of supply chain planning and how they deliver value
*Demand planning
*Supply planning
*Production planning
*Integration into operational functions
*Integration into strategic functions
*Metrics that measure the operational effectiveness of the planning process
Recommended
Prerequisite:
AssetID#: 1000000120

Course Title: Supply Chain Planning: Leading Practices
Abstract: This Online Self-Study covers leading practices within supply chain planning. It highlights
how businesses have responded to new challenges using supply chain planning concepts.
It also identifies and discusses the benefits of these leading practices.
Description: Leading edge companies are using supply chain planning (SCP) capabilities to reduce
costs, enhance revenue and yields, and achieve other operational benefits. Such
companies pull ahead of their competitors with significantly reduced costs and/or increased
yields. Supply chain leaders put increased pressure on competitors to implement leading
supply chain planning practices as well.
A company may choose to use a subset of leading practices that best meets their industry
profile and company needs. Four leading practices are addressed in this Online Self-Study.
*Global supply chain planning and its impact on supply chains
*Benefits of global supply chain management
*Types and benefits of collaboration in supply chain planning
*Drivers for financial optimization in supply chain planning
*Best practices within supply chain planning financial optimization
*Postponement’s role in supply chain planning
Prerequisite:
AssetID#: 1000000230

Course Title: Supply Chain Planning: Production Planning
Abstract: Production Planning is an Online Self-Study that introduces the production (factory)
planning process, inputs and outputs, in addition to the terminology used in master
planning.
Description: Planning is the ability to create a plan of record from the requirements of the demand,
supply and capacity plans. Production planning (PP) encompasses the allocation and
deployment of resources to optimize plant capabilities. The course shows how to use the
PP process, leveraging the PP inputs, to enable the organization to understand the viability
of a production schedule and to understand actual production versus planned production.
Key considerations in balancing the demand, supply and capacity plans, existing customer
orders, and customer service objectives are discussed.
Agenda: This Online Self-Study covers the following topics:
*How master planning supports the demand and supply planning processes to produce the
detail production plan and the materials plan
*Master planning's role in supply chain planning
*Key issues in master planning
*Key output and objective of master planning
*Value given and business problems solved by master planning
*Capabilities that master planning enables
*How the information produced by master planning is used by the organization
Prerequisite:
AssetID#: 1000000124

Course Title: Supply Chain Planning: Supply Planning
Abstract: This Online Self-Study delves into why supply planning is an important part of supply chain
planning.
Description: Supply Planning (SP) is an Online Self-Study that provides an overview of the supply
planning process, inputs, outputs and terminology. Supply planning is the ability to take the
demand plan and, utilizing the distribution plan, inventory plan and rough-cut capacity plan,
determine how to best meet the demand. Supply planning encompasses the allocation and
deployment of resources, as well as facilitating order promising. The course shows how to
use the supply planning process, leveraging the inputs, to enable the organization to
maintain the optimal amount of inventory in order to meet customer service levels and
place required capabilities in place before demand arises. Key considerations in balancing
the demand plan, existing customer orders, and customer service objectives are discussed.
*Supply planning's role in supply chain planning
*Key issues in supply planning
*Key output and objective of supply planning
*Value given and business problems solved by supply planning
*Capabilities that supply planning enables
*How the information produced by supply planning is used by the organization

Prerequisite:
AssetID#: 1000000122

Course Title: Top-Down Versus Bottom-Up Approaches to Supply Chain Planning
Course No: SCP706 Proficiency: Advanced
Abstract: In this Expert On Demand presentation, Jeremy Shapiro from the Massachusetts Institute
for Technology (M.I.T.) compares and contrasts transactional and analytical information
technology systems and discusses their relevance to improved supply chain management.
He reviews developments in analytical information technology systems to support supply
chain decision-making, and also discusses how supply chain modeling systems have been
developed from the top-down to support strategic and tactical planning and from the
bottom-up to support operational planning. Mini-cases are presented to illustrate the range
of applications.
Description: This course will begin by discussing how improvements in supply chain management have
developed in the past ten years due in large part to advances in information technology.
Astonishing gains in the computing speed of personal computers, communications, and the
power and flexibility of data management software have promoted a range of applications.
Widespread implementations of enterprise resource planning (ERP) systems have offered
the promise of homogeneous, transactional databases that can foster improved supply
chain management. The course will point out that in many companies the scope and
flexibility of installed ERP systems have been less than desired or expected, and their
contribution to supply chain management has yet to be fully achieved.
Shapiro and the course also emphasize that competitive advantage is gained not simply
through faster and cheaper communication of data. And, as many managers have come to
realize, ready access to transactional data does not automatically lead to better decision-
making. A guiding principle is:
To effectively apply information technology in managing its supply chain, a company must
distinguish between the form and function of transactional and analytical information
technology.
Agenda: *Transactional Information Technology vs Analytical Information Technology
*Modeling System Scheme
*Supply Chain Decision Database
*Hierarchy of Supply Chain Modeling Systems
*Business Process Expansion
*Final Thoughts
Recommended
Prerequisite:
AssetID#: 1000000207

Course Title: Transportation Planning
Abstract: This Online Self-Study course reviews the transportation planning component of the supply
chain planning process. It covers demand and capacity planning within transportation, as
well as the metrics to measure the processes by.
Description: The goal of transportation planning is to ensure that sufficient capacity exists to deliver
goods at the lowest possible cost for a given level of service. This course explains how
transportation planning achieves this goal by, 1) ensuring transportation mode availability,
2) balancing the space requirements of holding inventory at each delivery location, and 3)
meeting sales force commitments to customers.
*Introduction to transportation planning

*Transportation demand planning
*Transportation capacity planning
*Transportation planning metrics and measurements

Prerequisite:
AssetID#: 19

Course Title: Uses of Detailed Capacity Planning Process
Abstract: This course explores the outputs of the detailed capacity planning process, and their uses
to ensure customer service targets and operating objectives are met whenever practical.
Description: The capacity planning process must be used to attempt to meet both the customer service
targets and the operating objectives. The outputs and the techniques employed must
support these efforts. Because of the relatively short planning horizon, there are a limited
number of ways that the balance can be achieved at this level of detail. The feasible
actions and the limitations of each must be understood.
*Introduction
*Outputs and Their Uses
*Uses of Safety Factors
*Coordinated Resources
*Balancing Capacity and Load
*Conclusion

Basic Techniques of Detailed Capacity Planning Process
Other Techniques of Detailed Capacity Planning Process
AssetID#: 1000000733

Procurement & Sourcing
Course Title: Advanced MRO Management
Curriculum Area: Procurement & Sourcing
Course No: PEX1014 Proficiency: Advanced
Abstract: Organizations are looking at the procurement of maintenance, repair and operating
supplies (MRO) not just as a way of doing business, but as a way of doing business better.
This Expert On Demand provides an overview of what advanced MRO management
entails, explores strategies and approaches for managing MRO and suppliers, and focuses
on ways to measure effectiveness and improvements.
Description: The procurement of maintenance, repair and operating supplies (MRO) is becoming
increasingly more important for organizations.
*Many organizations now see MRO more broadly as support materials and services. They
include many categories of materials and services — professional services, logistics,
transportation, travel, advertising, and engineering — that would not be in a traditional
definition of MRO.
*Organizations are looking at MRO not just as a way of doing business, but as a way of
doing business better. The cost of MRO in the aggregate can be significant for an
organization. And it is even more significant when you look at the impact that ineffective
management can have on operations.
*With the growth of technology and third party logistics (3PL) providers, the procurement of
MRO now has more opportunities for improvement — opportunities that really were not
available in the past.
This Expert On Demand provides an overview of what advanced MRO management

entails, explores strategies and approaches for managing MRO and suppliers, and focuses
on ways to measure effectiveness and improvements.
*Overview of Advanced MRO Management
*Strategies for Optimization
*Approaches that Work
*Measuring the Contribution of MRO
Recommended The following courses are recommended:
Prerequisite:
Procurement Concepts
Procurement Process
MRO Efficiencies
AssetID#: 1000000559

Course Title: Best Practices in Managing Supply Risk
Course No: PEXDR00031 Proficiency: Advanced
Abstract: In an effort to provide training and information for people working in senior procurement
positions, the SCA has partnered with AMR to provide an executive level DLP session.
AMR Research is the No. 1 advisory firm focused on supply chain, enterprise applications,
and infrastructure. Founded in 1986, AMR Research provides advisory services and peer
networking opportunities to supply chain and technology professionals in the manufacturing
and retail sectors.
Description: Supply chain risk management (SCRM) is a growing executive-level agenda item. As
supply chains run leaner, the affect of any disruption along the supply chain is magnified.
At the same time, supply chains are more global, more interconnected, and more demand
driven, further magnifying the risk of interruptions. This session, which will outline current
themes in SCRM, will arm participants with the tools they need to help their organizations
understand supply chain risks, design a program to proactively monitor, manage, and
mitigate risk in the supply chain, and execute that program.
*Introduction to SCRM themes

*Case studies in effective SCRM
*Planning and forecasting for supply disruptions
*Assessing and monitoring the supply network
*Establishing and maintaining a sustainable and effective SCRM methodology
Recommended Target Audience: CPO, VP Procurement/Supply Management, Procurement Managers

Prerequisite:
AssetID#: 1000000865

Course Title: Buying Nontraditional Services
Abstract: Supply management typically manages, controls or otherwise influences less than 50
percent of most nontraditional services purchases. Nontraditional service buying provides
fertile ground for enterprise profitability through cost control. This Online Self-Study
explores the steps an organization must take to gain control over its nontraditional services
spend.
Description: Supply management has expanded its scope of activity in recent years by bringing the
acquisition of nontraditional items under the umbrella of supply management.
Nontraditional purchases include acquisitions other than those for direct goods, indirect
goods, and maintenance, repair and operating supplies — such as advertising, travel,
software and systems, and facilities management. These nontraditional items tend to have
a heavy emphasis on services, and each has specific features and unique supply
attributes.
Services continue to be a large untapped profit lever in many enterprises. Supply

management typically manages, controls or otherwise influences less than 50 percent of
most nontraditional services purchases. In some categories of purchases, supply
management in many organizations has no involvement at all. Nontraditional service
buying provides fertile ground for enterprise profitability through cost control. Supply
managers play a strategic role by facilitating the players within an organization, gaining
consensus, and implementing successful contracts.
This Online Self-Study explores the steps an organization must take to gain control over its
nontraditional services spend. It emphasizes the skills and knowledge required to perform
and execute nontraditional services buys.

Course Title: Buying Nontraditional Services
Agenda: The following topics are included in this module:
*Introduction
*Identify Opportunity
*Determine Approach
*Gain Consensus
*Implement Approach
*Conclusion
Activities are integrated into the module to aid the learning process. An assessment at the
end of the module enables you to measure progress. If after completing this module you
want to learn more about developing Statements of Work, we recommend you also
complete the Buying Services (Statement of Work) module.
Prerequisite:
Procurement Process
AssetID#: 1000000084

Course Title: Buying Services (Statement of Work)
Course No: PEX1003 Proficiency: Intermediate
Abstract: Services are typically specified through Statements of Work (SOW), which outline specific
services a contractor is expected to perform and the time schedule required. Unless the
buying organization conveys the full scope of work, there is no guarantee that it will be
done. This Online Self-Study explores the proper use and development of Statements of
Work in buying services. This course is also available in Spanish.
Description: Services are rendered via the application of labor, often coupled with intellectual content,
and some method of delivery. Unlike products, services are often performance-based
rather than physical-based. This presents the challenge of defining intangibles in finite,
measurable terms. In addition to appropriate supplier qualification and management
strategies, successful service procurements are highly dependent upon the language of the
agreement itself. Many fail to consider the uniqueness of service procurements and
underestimate the importance of the actual words in service agreements.
Services are typically specified through Statements of Work (SOW), which outline specific
services a contractor is expected to perform and the time schedule required. Unless the
buying organization conveys the full scope of work, there is no guarantee that it will be
done. Supply managers must master how to develop or analyze effective SOWs, as well as
utilize them throughout the acquisition chain.
This Online Self-Study explores the proper use and development of SOWs in buying
services. It points out the differences between specifying and buying services versus
products, and delves into the influence the category or type of service has on the SOW.
*Introduction
*Overview of Statement of Work
*Prepare and Plan
*Write the Statement of Work
*Manage the Statement of Work
*Conclusion
end of the module enables the learner to measure progress.

Course Title: Buying Services (Statement of Work)

Prerequisite:
Procurement Process
Cost/Price Minimization: Contracting Types
AssetID#: 1000000202

Course Title: C.P.M. Certification Study Pack [Premium]
Course Type: Compilation Length (hours): 175
Course No: CPM000 Proficiency: Intermediate
Abstract: The Supply Chain Academy and the Institute for Supply Management have partnered
together to create this certification study pack, which will help you study for the Certified
Purchasing Manager (C.P.M.) program.
Description: The C.P.M. Certification Study Pack will help you prepare for certification exams for each of
the following four C.P.M. exam modules:
* Module 1: Purchasing Process

* Module 2: Supply Environment
* Module 3: Value Enhancement Strategies
* Module 4: Management
Specific material included in the study pack includes the following:
* ISM Knowledge Center Series Review Courses: Four online courses which review
each of the four modules of the exam
* ISM Diagnostic Kit - Volume 1
Practice exams simulating actual testing conditions
* Supply Chain Academy Courses
Specifically mapped to the modules and tasks of the C.P.M. exam
* ISM Knowledge Series Books
A set of four books supporting the four modules of the exam
*ISM’s Glossary of Key Purchasing & Supply Terms
A collection of current supply management terminology used in the private, public and
service sectors

Course Title: C.P.M. Certification Study Pack [Premium]
Agenda:
*Complete each of the four ISM Knowledge Center Review Courses (found online).
*Complete the ISM Diagnostic Kit and evaluate your overall performance on each module
as well as your performance on each task within each module.
*Use the results from the Diagnostic Kit to focus your study efforts by completing
associated courses on the Supply Chain Academy (SCA) and reviewing corresponding ISM
Knowledge Series Books. For the SCA courses, review the modules and tasks (areas
within a module) in which you missed questions in the ISM Diagnostic Kit and then
complete the corresponding courses to cover these areas.
Recommended The prerequisite to being granted a C.P.M. includes five years of full-time professional
Prerequisite: (non-clerical, non-support) purchasing and supply management experience, or (b) a four-
year degree from an accredited institution and three years of full-time professional
purchasing and supply management experience.
AssetID#: 1000000751

Course Title: Capability and Organization Risks
Course No: PEXDR00014 Proficiency: Basic
Abstract: This is a recording of a previously held Distance Learning Program session. This session
is presented by Dr. Judith Stimson, an Associate Partner in Accenture's Supply
Chain/Procurement Practice. This session addresses the impact of resource capabilities
and workforce structure on supply chain agility and sustainability.
Description: What are Supply Risks? What skills do you need in your organization to effectively
manage risk? Conversely, what happens if you don't have the correct skills, or if you have
the wrong mix of skills? This session will provide information on how to mitigate your
supply risks through an understanding of required Supply Management skills.
The instructor, Dr. Judith A. Stimson, C.P.M., CIRM, CPIM, CMC, is an Associate Partner
in Accenture’s Supply Chain / Procurement Practice. She has over a decade of experience
with Procter & Gamble and has been providing management consulting services across a
broad range of Global 1000 companies and industries since 1991. She has authored
multiple articles, been a speaker at many international conferences, and published two
books.
*Types of Supply Risks

*Risk / Value Supply Matrix, Goals & Skills
*Lack of or Wrong Mix of Skills
*Tactical vs. Strategic Capabilities
*Personnel Not Optimally Positioned
*Q&A
Recommended
Prerequisite:
AssetID#: 1000000487

Contracting for Supply Professionals - Developing User Requirements and
Course Title:
Specifications: Part 1 of 8
Course No: PEXDR00023 Proficiency: Intermediate
Abstract: This is the first session of an eight-part series on Contract Management. This particular
session focuses on the user specifications and requirements that should be developed as a
first step in the contract management process.
Description: So what exactly is a contract? It is an agreement or bargain between parties as evidenced
and defined by their language or actions, or by implication from other circumstances. A
contract refers to the total legal obligations that result from the parties’ agreement. The
parties may agree to and create a contract for anything as long as it is legal and meets the
basic obligations of good faith, diligence, and reasonableness.
Agenda: This Topic will cover the following Discussion Points:
1. Critical Success Factors (CSF)
2. Prioritizing and Weighting Requirements
3. Development of the Statement of Work (SOW)
4. Creation of the Request for Proposal
5. Pre-selection of Qualified Bidders
6. Creating the Contract Negotiating Strategy and Team
Recommended
Prerequisite:
AssetID#: 1000000721

Course Title: Contracting for Supply Professionals - Elements of Contracts: Part 2 of 8
Abstract: This recorded distance learning session is the second session of an eight-part series on
Contract Management. The focus of this specific session is on the critical components of a
contract and how each is developed.
Description: How do you know if you have a valid contract? It must meet all four critical elements of a
contract. Those critical elements that constitute a valid and enforceable contract are:
1. Mutual Consideration.
2. Competency.
3. Legal Purpose.
4. Mutual Assent.

1. Essential Elements of a Contract
2. Standard Purchasing Documents
3. Implied, Executed, or Expressed Contracts
4. Requirements for Written Contract
5. Statement of Work
6. Request for X
7. Common Problem with Contracts
Recommended Attending the first session of this series would be helpful, but is not necessary.
Prerequisite:
AssetID#: 1000000770

Course Title: Contracting for Supply Professionals - Types of Contracts: Part 3 of 8
Abstract: This recorded distance learning event is the third of an eight-part series on contract
management. In this session, users will learn about the various types of contracts and
when each should be used.
Description: In the course of business commerce between buyers and suppliers there are three basic
types of contracting instruments. They are:
*Performance-based contract.
*Fixed-price contract.
*Cost-reimbursement contract.
1.Performance-Based Contract
2.Fixed-Price Contract
*Firm-Fixed Price Contract
*Fixed Price With Economic Price
*Adjustment/Escalation Contract
*Fixed-Price With Incentive Contract
*Firm-Fixed Price With Level Of Effort Contract
*Fixed-Price With Prospective Price
*Determination/Award Fee Contract
3.Cost-Reimbursement Contracts
*Cost Without Fee Contract
*Cost-Sharing Contract
*Cost-Plus-Incentive
*Cost-Plus-Award
*Cost-Plus-Fixed Fee
Recommended Participation in the first two sessions will be helpful, but not required.
Prerequisite:
AssetID#: 1000000769

Course Title: Contracting for Supply Professionals - Terms and Conditions: Part 4 of 8
Abstract: This is the fourth session of an 8-part series on Contract Management. This session
focuses on terms and conditions that should be used in contracts.
Description: Differing laws and convention in individual nations or between nations may change the
wording and modify the legal interpretation. The following terms and conditions are most
commonly used in both national and international commerce; they strive to achieve the
following objectives:
*Ensure the purchasing organization fulfills its part of the contract.

*Assure the supplier’s performance complies with the contract.
*Protect the purchasing organization’s interests by fair resolution of any performance
problems.
*Determine whether increased costs of contract performance should be borne by the
supplier.
*Negotiate equitable adjustments of the contract terms when warranted.
1.Customary Contractual Clauses
2.Price Adjustment Clauses
3.Intellectual Property Rights
4.Payment Methods
5.Ownership and Control
6.Warrantees
Recommended Attending the previous sessions of this series would be helpful, but is not necessary.
Prerequisite:
AssetID#: 1000000811

Contracting for Supply Professionals: Managing the Contract - Process and Roles:
Course Title:
Part 5 of 8
Abstract: This is the fifth session of an eight-part series on Contract Management. This recorded
session focuses on the various roles involved in the contract management process and the
responsibilities of each.
Description: In many organizations the importance of Contract Management is often considered
secondary to pre-award contracting activities. Establishing the right contracting strategy
with the right supplier is a significant source of value, and a major contributor to the
success of Contract Management. However, consider the fact that pre-award activities
typically take months to complete, while post award contract management is typically
conducted over a number of years. Any value gained during the award process will only be
realized through effective contract management during this period.
The contract management period also offers significant opportunities to look for ways of
improving the value obtained from the relationship. In summary, good Contract
Management is about:
*Realizing the expected value improvements.

*Making sure the organization receives the contracted goods and/or services that they
agreed to pay for, in line with contractually agreed terms.
*Achieve mutual benefits (and learnings) from a collaborative buyer/supplier relationship.
*Develop measures and indicators to continually evaluate progress and contribution.
1. Contract Management Stages

2. Contract Management Process
3. Contract Management Roles and Responsibilities
4. Site Supervision
5. Contract Development and Support
6. Role of Procurement and Supply Chain
Recommended Participation in the prior sessions of this series would be useful, but not required for
Prerequisite: attendance in this session.
AssetID#: 1000000812

Contracting for Supply Professionals: Managing the Contract - Start Up Phase : Part
Course Title:
6 of 8 Part
Abstract: This is the sixth session of an eight-part series on Contract Management. The focus of this
recorded session is on the processes involved in the start-up phase of contracting.
Description: The Start Up phase covers the period between the agreement of the contract and the
execution of the work. This phase is fundamental to the success of the contract because it
is when the controls, processes and measurements are established to manage the
contract. The actions required during the start up phase are typically captured through the
contract management plan.
1. Contract Management Plan
2. Contract Transition Management
3. Contract Administration
4. Contract Reporting
5. Contract Record Keeping
6. Role of Contract Master File
7. Kick-Off Meetings
7A. Internal Kick-Off Meeting
7B. Contract Kick-Off Meeting
AssetID#: 1000000838

Contracting for Supply Professionals: Managing the Contract - Supplier Performance
Course Title:
Measurement: Part 7 of 8
Abstract: This DLP Recording is the seventh session of an eight-part series on contract
management. The focus of this session is on supplier performance measurement. The
presenter will help users understand the specific types of measurements that should be
used and how to effectively implement them.
Description: “What gets measured gets done” is an often-quoted phrase that is the underlying rationale
behind measurement of supplier performance during the execution of the contract.
Supplier performance measures:
*Provide all parties with an indication of contract performance and progress.

*Communicate to the supplier the aspects of their performance which are important to the
buying organization.
*Establish benchmarks for performance which both parties understand and which can be
measured.
*Provide early indication of potential contract management issues and root causes.
*Provide a means of comparing suppliers on a factual basis.
1. Supplier Relationship Management

2. Key Performance Indicators (KPI) Balanced Scorecards
3. Measurement Principles
4. Supplier Reporting
5. Business Performance Review
6. BPR Roles and Responsibilities:
7. Valuations and Milestones
8. Penalties and Incentives
AssetID#: 1000000839

Course Title:
Management: Part 8 of 8
Abstract: This is the eighth session of an eight-part series on contract management. In this final
session, the topic of ongoing contract management will be addressed. Participants will
learn the processes that should take place once a contract has been implemented, as well
as common problems that occur and how to solve them.
Description: “The only certainty in business is change” is a quote that is often applicable to contracts.
Contract Management is established to run over a fixed period of time, often a number of
years. During this period a number of changes in the environment in which the contract
operates may occur:
*The business objectives, priorities, or operating model of the buying organization may
change.
*There may be changes in the products or services delivered by the supplier, or the way in
which they deliver them.
*The external environment may change. Shifts in customer’s demands and buying
patterns, new technologies, and changes in corporate structure are examples of events
which may occur external to the contract, but which may have significant implications for
the contract and the way it is managed.
Changes in the environment can lead to a variety of changes required in the contractual
relationship including changes in the scope of work or types of materials, changes in
contract timing, changes in the mechanisms and processes used to manage the contract,
or even the end of the requirement for the contract to be in place at all. A number of
options exist to deal with these required changes.

Course Title:
Management: Part 8 of 8
1. Amendments and Variations
2. Disputes and Claims
3. Claims Management
4. Causes of Claims
5. Changing Contract Length
6. Field Trouble Reports
7. Termination, Suspension and Revocation Clauses
8. Managing Contract Compliance
AssetID#: 1000000840

Course Title: Cost Reduction Efforts
Abstract: This is the recording of a previously delivered one-hour Distance Learning Program audio
conference.
In today’s economy Supply Management professionals are under significant pressure to
reduce costs. The largest cost expenditures are purchases from suppliers. To sustain
long-term benefit, traditional and aggressive price negotiations must be supplemented with
mutual benefits to reduce both buyer’s and seller’s cost while increasing productivity and
innovation.
Description: This session addresses a five-step methodology that has been used successfully by many
companies in a wide range of industries, sectors, and regions to effectively reduce costs. It
also identifies specific industry examples of effective cost reduction tactics. It is based on
over 10 years of research with over 250 companies, worldwide.
The instructor, Jack Barry, is the Co-Founder and CEO of Pegasus Global, a consultancy
dedicated to Supply Management improvements.
*Developing the expenditure baseline.

*Quantifying user’s needs.
*Assessing the internal supply management environment.
*Segmentation and qualifying the supplier base.
*Creating "Improvement Action Plans."
*Lessons learned from industry examples.
Recommended
Prerequisite:
AssetID#: 1000000484

Course Title: Cost/Price Minimization: Bid Analysis
Abstract: Cost/Price Minimization: Bid Analysis is a two-hour Online Self-Study module that focuses
on how to compare competitive bids from various suppliers and select the supplier that
offers the best value. (this course is also available in German and Spanish)
Description: In today’s business environment of global competition, organizations are continually
seeking ways to cut costs and add value. Integral to this are the agreements between the
buying organization and its suppliers. Bid analysis is a process used to compare
competitive offerings from various suppliers with the objective of selecting one of the
suppliers for award. Selecting the best overall competitive offering for a product or service
is a key responsibility in supply management. Done properly, bid analysis enables the
buying organization to contract with the supplier that offers the best value – a combination
of price, quality and performance. An inadequate bid analysis could lead to selecting a
supplier that later fails to perform the contractual requirements.
This two-hour Online Self-Study delves into the bid analysis process and provides a step-
by-step guide in how to assess and compare bids across suppliers. Activities are
integrated into the course to aid the learning process. An assessment at the end of the
course enables the learner to measure progress.
Agenda:
* Competitive bidding activities and bid analysis process
* Determine key elements for bid analysis
* Prepare bid tabulation sheet
* Compare prices and other elements across bids
* Ensure compliance with Request for Quotation specifications and other
requirements
* Select supplier for bid award

Prerequisite:
Procurement Process
Cost/Price Minimization: Overview
AssetID#: 1000000182

Course Title: Cost/Price Minimization: Contracting Types
Abstract: This is a two-hour Online Self-Study course which focuses on basic obligations and risks
inherent in contracts, as well as the foundations of contract terminology, requirements,
conditions, and options.
Description: The purpose of a contract is to clarify and facilitate commerce, and it is how individuals and
enterprises communicate expectations and receive fulfillment. There is an increasing
reliance on external organizations, not only for the supply of goods and services but for the
expertise to fulfill the requirements of certain procurements. Contracting with external
suppliers for diverse production, service, and research requirements is integral to
establishing or maintaining strong relationships and strategic alliances. These suppliers
have the skills, expertise, and experience to support the buying organization in a
progressively competitive environment.
Effective contracting is based upon mutual communication of expectations and mutual

achievement of fulfillment between the buying organization and the supplier. The
importance of selecting the most desirable contracting vehicle for a particular purchase is
predicated on the expected benefit to the buying organization.
The supply professional must have a working knowledge of contract language,

requirements, and conditions. The purpose of this two-hour Online Self-Study course is to
outline contract options, requirements, and general conditions that impact on commerce
between buyers and suppliers. This course describes general types of contracts that can
be used in different situations. It also identifies primary contract types, and includes other
instruments and agreements that are hybrids of the formal contract.
Agenda: The topics covered in the course are:
* Introduction
* Elements of Contracts
* Types of Contracts
* Terms and Conditions
* Conclusion
* Assessment

Course Title: Cost/Price Minimization: Contracting Types
Recommended Procurement Concepts

Prerequisite: Procurement Process
Managing Legal Matters: Intro to Procurement Law
AssetID#: 1000000181

Course Title: Cost/Price Minimization: Cost Containment Tools
Abstract: The purchasing function controls a large proportion of an organization’s costs. This Online
Self-Study provides an overview of four cost containment tools – price and cost indexes,
life-cycle costing, learning curves, breakeven analysis – that can help supply professionals
in their cost control efforts.
Description: Managing costs continues to be one of the major focal points of organizations today. It is
important to note that, all things being equal, controlling or containing costs is almost
always more beneficial than increasing revenues in the long run. The organization that
cannot control its costs will not survive in today’s markets.
The purchasing function controls a large proportion of an organization’s costs. While there
are many tools available to help the supply professional in cost control efforts, four key cost
containment tools are: 1) price and cost indexes, 2) life-cycle costing, 3) learning curves,
4) breakeven analysis. This Online Self-Study provides an overview of these tools and
related concepts.
*Introduction
*Price and Cost Indexes
*Life-Cycle Costing
*Learning Curves
*Breakeven Analysis
*Conclusion
Prerequisite:
Procurement Process
Cost/Price Minimization: Supplier Pricing Perspectives
Cost/Price Minimization: Supplier Cost Perspectives
AssetID#: 1000000187

Course Title: Cost/Price Minimization: Elements of Cost/Price Minimization
Course No: PEX402 Proficiency: Basic
Abstract: Elements of Cost/Price Minimization is a one-hour Expert On Demand presentation

focusing on concepts and tools that can be used to contain acquisition costs for materials
and services.
Description: In most organizations, the smart management of materials and services acquisition
represents considerable opportunity for improvement of both operations and profitability. In
this course, you are introduced to the concepts and tools that are used to contain costs
associated with the acquisition of materials and services. You will also see how to
measure and report your cost containment progress and results.
Specific topics include:
* Concepts of cost/price minimization

* Identifying internal and external opportunities
* Using internal and external tools to contain costs
* How to measure and report your cost containment results
Agenda: The following topics are included in this presentation:
* Scope
* Internal Tools
* External Tools
* Measuring and Reporting
Recommended Recommended:
Prerequisite:
Procurement Process
AssetID#: 1000000180

Course Title: Cost/Price Minimization: Overview
Abstract: Cost minimization is explored during this thirty-minute Expert On Demand course. A key
quest of procurement and sourcing professionals is to minimize the prices paid for
products/services and more deeply provide a constant pressure on suppliers and their own
organization’s related supply costs. Competitiveness is in the number of costs that lead to
price minimization.
Description: The PEX400 series (Cost/Price Minimization) begins with this thirty-minute online
introduction to costs and various forms of them and moves into how they all fit into the
strategic profit model of the organization as a whole.
Agenda:
Recommended
Prerequisite:
AssetID#: 1000000200

Course Title: Cost/Price Minimization: Supplier Cost Perspectives
Abstract: Cost/Price Minimization: Supplier Cost Perspectives is a two-hour Online Self-Study

module which focuses on the elements that make up a supplier's costs and how to better
understand these costs in order to provide insight for improved supplier cost management.
This course is also available in
German and in
Spanish.
Description: This course focuses on the concept that understanding a supplier’s cost structure is key in
determining whether your organization is truly getting a "good deal" on its purchases.
Further, understanding a supplier’s costs is vital if you work with your supplier to reduce
costs and waste, instead of simply pressuring the supplier to lower prices by cutting profits
and reinvestment in their business. The goal of supplier cost analysis is to find ways for
the supplier to reduce its costs so that it can, in turn, reduce prices to your organization
without sacrificing value and reinvestment in its business. Alternatively, supplier cost
analysis may reveal ways for the supplier to increase value without increasing its cost and
corresponding prices.
Agenda: The following topics are covered in this course:
* Cost concepts and principles

* Elements of supplier cost
* Cost of information sources

Prerequisite:
Procurement Process
AssetID#: 1000000393

Course Title: Cost/Price Minimization: Supplier Pricing Perspectives
Abstract: This course is a two-hour Online Self-Study. As consumers, we often shop different stores
to see where we can get the best prices. Similarly, companies want to get a good deal on
what they buy. If companies pay more than their competitors for materials, products and
services, they may have to raise prices which could make them uncompetitive. Or they can
lower margins, which could make them less profitable.
Getting a good price is one of the key accountabilities for those involved in purchasing and
supply management. However, the best price may not be based on price alone. There
may be other factors that need to be considered, such as feature differences, product
availability, location of supplier, and cost of transportation.
Description: This course delves into the macro- and micro-determinants of pricing and provides insights
into how to analyze, manage and reduce prices across suppliers.
*Pricing concepts and principles

*Cost and market based pricing strategies
*Adjusting suppliers' pricing to level the playing field for comparison
*Analyzing early payment discounts and terms
*Analyzing other discounts including volume pricing, incentive pricing, and
unbundled/bundled pricing

Prerequisite:
Procurement Process
AssetID#: 1000000139

Course Title: Cost/Price Minimization: Total Cost of Ownership
Abstract: Understanding the true cost to do business with a supplier, of an outsourcing decision, or of
a process is critical in determining whether your organization is making the best decisions.
This Online Self-Study explores the concept of total cost of ownership and how to
understand and manage hidden costs in order to reduce overall costs and enhance value.
Description: The goal of total cost of ownership (TCO) analysis is to develop an understanding of your
true costs of doing business, so these costs can be understood, managed, and non-value
costs can be reduced or eliminated. The total cost of ownership approach combines the
value you want with understanding the true cost of what is being purchased. It does not
necessarily advocate buying whatever is cheapest. Rather, it encourages you to clearly
specify what you are looking for, and then determine the best overall value that meets your
needs.
Understanding the true cost to do business with a supplier, of an outsourcing decision, or of

a process is critical in determining whether your organization is making the best decisions.
There are many hidden costs — costs not accounted for in the purchase price — that can
change a very good purchase price into a very bad deal overall. Hidden costs may include
administrative costs, usage and disposal costs, and elements of the purchase price itself.
To make the best overall decision for a purchase, you need to identify and analyze these
hidden costs.
This Online Self-Study explores the concept of total cost of ownership and how to
understand and manage hidden costs in order to reduce overall costs and enhance value.
*Introduction
*Prepare for Analysis
*Map the Process
*Identify Relevant Costs
*Gather Data
*Prepare Analysis
*Conclusion

Course Title: Cost/Price Minimization: Total Cost of Ownership

Prerequisite:
Procurement Process
AssetID#: 1000000116

Course Title: Cost/Price Minimization: Value Analysis/Value Engineering
Abstract: This two-hour Online Self-Study describes the principles, evaluation, and decision-making
components of value analysis and value engineering. The purpose of this module is to help
the supply professional build a working knowledge of value analysis and value engineering
components, techniques, processes, applications, and requirements.
Description: Value analysis (VA) and value engineering (VE) have a significant amount of application to
supply professionals who need to remain competitive by increasing the ultimate value of
the final product to the end customer. Value analysis and a companion technique called
value engineering are structured processes for idea generation and evaluation that are
used to identify lower-cost product and service designs. This ultimately leads to increased
process efficiencies and reduced costs.
Although originally focused on individual parts, value analysis is now used in an analysis of
services and systems as an approach to reduce total costs. Value analysis can be used to
improve business processes and can be used strategically to reduce the total costs of
ownership by improving products and processes in the buyer’s and the supplier’s
organizations. Product and service features, production/fulfillment activities, and business
processes that do not add value to customers are identified and targeted for elimination or
redesign. As the nature of competition shifts to a supply chain focus, effectively leveraging
the suppliers’ technical expertise is becoming essential to market success. Many
organizations are using these time-proven techniques to leverage their and their suppliers’
technical expertise.
This Online Self-Study describes the principles, evaluation, and decision-making

components of value analysis and value engineering. The purpose of this module is to help
the supply professional build a working knowledge of value analysis and value engineering
components, techniques, processes, applications, and requirements.

Course Title: Cost/Price Minimization: Value Analysis/Value Engineering
*Introduction
*Principles of Value Analysis
*Evaluation Phase
*Decision and Implementation Phase
*Application to Value Engineering
*Module Summary

Prerequisite:
Procurement Process
AssetID#: 1000000186

Course Title: Developing and Managing Partner Relationships
Abstract: During this one-hour recorded DLP session, Dr. Anna Flynn identifies the drivers behind
partnership relationships (i.e. why and in what situations would you pursue a partnership
relationship), the key characteristics of good partnerships, how to construct a partnership
relationship, and the practices and approaches which must be taken to managing a
partnership relationship to make them successful.
Description: For many years now organisations have identified increasing areas of external spend
where there is a need to develop closer, long term relationships with suppliers to deliver the
goods and services they require. These relationships drive common goals and objectives
for the parties involved and share risk and reward to ensure suppliers drive to add value
over time. However, in many organisations this desire for partnership relationships has not
been matched by changes in practices and behaviors in the buying organisation.
Traditional, adversarial, relationships still exist with suppliers supposedly classified as
'partners'. This sessions identifies the drivers behind partnership relationships (i.e. why and
in what situations would you pursue a partnership relationship), the key characteristics of
good partnerships, how to construct a partnership relationship, and the practices and
approaches which must be taken to managing a partnership relationship to make them
successful.
This interactive topic will be led by Dr. Anna Flynn, Ph.D., M.B.A., C.P.M. Ms. Flynn is vice
president and associate professor, Institute for Supply Management and research
associate, CAPS Research. She teaches seminars and provides subject matter and
instructional design expertise to ISM. She is also a researcher on the CAPS Project 10X
team.
*Why and when to partner with a supplier

*The key characteristics of good partnerships
*How to construct partnership relationships
*Practices and approaches to successful partnerships
Recommended
Prerequisite:
AssetID#: 1000000512

Course Title: Effective Supply: Evaluating Potential Suppliers
Abstract: In this two-hour Online Self-Study course you'll explore matching the extent of the
evaluation process to the importance of a specific purchase, the different types of criteria
on which suppliers can be evaluated, and gathering data on both existing and new
suppliers.
Description: The goal of evaluating potential suppliers is to identify sources of supply that can meet an
organization's current and forecasted operational and strategic needs. The criteria on
which potential suppliers are evaluated and the depth of the supplier analysis are critical
components of the evaluation process. When suppliers are inadequately evaluated, the
results can be costly for the buying organization in terms of total cost and risk of supply.
The evaluation process can be contracted or expanded depending on the importance of the
purchase to the organization and the risk associated with acquiring the purchase in the
marketplace.
*Determining the extent of the supplier evaluation process
*Identifying the key decision criteria to evaluate potential suppliers
*Gathering accurate and timely data on decision criteria for each potential supplier

Effective Supply: Overview
Optimum Quality: Specifications and Supplier Certification
Effective Supply: Identifying Requirements
Effective Supply: Sourcing
AssetID#: 1000000172

Course Title: Effective Supply: Identifying Requirements
Abstract: In this Online Self-Study course, you'll explore value-adding opportunities when identifying
requirements, appropriate uses for each type of specification, and how purchasing should
be involved in identifying requirements.
Description: Throughout this course you will examine how to identify requirements in effective supply.
The procurement and supply process starts with the identification of a needed requirement.
The goal of identifying requirements is to describe the need in a way that will be meaningful
to stakeholders and will result in the best value acquisition. Typically, about 70-80 percent
of the total cost is influenced when requirements are identified. An accurate description of
the requirement is critical, since this can be the greatest opportunity in the purchasing
process to add value by reducing cost and improving quality.
*Cost reduction, cost avoidance, and quality improvement opportunities

*Selecting a specification type to describe a requirement
*Purchasing's role in identifying requirements

AssetID#: 1000000169

Course Title: Effective Supply: Overview
Abstract: This Expert On Demand training module introduces the need for and ways of attaining the
attributes of supply needed from the supplier base.
Description: This course briefly presents the specific product/service acquisition process that includes
identifying requirements, sourcing, evaluating potential suppliers, and supplier selection. It
continues with supplier measurement systems and the concept of seeking value-add from
suppliers. It also includes today’s key subjects as alliances/partnerships, small/minority
suppliers, and supplier award systems.
Agenda:
Recommended
Prerequisite:
AssetID#: 1000000168

Course Title: Effective Supply: Sourcing
Abstract: In this one-hour Online Self-Study course, you will explore the key parameters for
identifying potential sources of supply and the information sources for identifying specific
potential suppliers.
Description: Sourcing is the process of identifying potential suppliers that could provide needed
products or services for the acquiring organization. It is a key driver in a successful
purchasing and supply management process. To make the "right" selection, the purchaser
must first identify the "right" potential sources of supply. It is important to identify potential
sources because too narrow a search may overlook the best supplier and too broad a
search may result in higher costs with no benefit.
*Determining the key sourcing parameters

*Researching and locating potential sources

AssetID#: 40

Course Title: Effective Supply: Supplier Alliances and Partnerships
Abstract: Supplier alliances and partnerships are long term relationships with close ties at multiple
levels within both organizations. This Expert On Demand module focuses on the nature of
these relationships, tools to identify supplier candidates, steps in developing an
implementation plan, and the critical success factors.
Description: Supplier alliances and partnerships are long term relationships with close ties at multiple
levels within both organizations. They may be appropriate when:
*An organization is willing to have a single source of supply over the long term.
*There is sufficient business volume to make the labor and time required to establish and
maintain the relationship worth the effort for both organizations.
*There is a competitive advantage to be gained — either from the supplier’s expertise or
from the joint efforts.
When considering supplier alliances and partnerships, you must address two critical
questions. First, you must answer the strategic question of Should we do this? If the
answer is yes, then the second question is How do we go about it? Planning for
implementation requires an understanding of the process and the activities that will be
involved.
This module focuses on the nature of supplier alliances and partnerships, tools to identify
potential supplier candidates, the steps for developing an effective implementation plan,
and the factors which are critical to success over the long term. In addition, some of the
key benefits and pitfalls are reviewed.
*Definition and Application

*Strategic Decision-Making
*Implementation
*Critical Success Factors
*Summary
end of the module enables you to measure progress.
AssetID#: 1000000170

Course Title: Effective Supply: Supplier Performance Measurement and Supplier Value-Add
Abstract: This Expert On Demand course provides frameworks for measuring and improving the
performance of your suppliers for the most effective availability and delivery of goods and
service.
Description: While measuring supplier performance is very costly and time consuming, it
can be justified by the benefits of identifying and resolving inefficiencies and
performance problems. The frameworks and criteria for assessing supplier
performance is presented along with actions that can drive value through your
suppliers. Specific topics include:
*Supplier performance measurement

*Supplier value-add
Agenda: The course addresses the following topics:
*Identifying and Describing Requirements

*Sourcing
*Evaluating Potential Suppliers
*Effective Supplier Selection
*Supplier Performance Measurement
*Seeking Supplier Value-Add
*Alliances and Partnerships

AssetID#: 1000000156

Course Title: Effective Supply: Supplier Selection
Abstract: In this one-hour Online Self-Study, you'll explore matching the decision criteria to the
specific purchase, various methods and approaches for selecting suppliers, and using
cross-functional sourcing teams to make effective sourcing decisions.
Description: The supplier selection process occurs after the buyer or sourcing team has determined the
decision criteria on which to base the decision and gathered data on each potential
supplier. Supplier selection is the point at which the buyer or sourcing team decides how
much volume to place with each specific supplier(s). The approach to the supplier
selection process is driven primarily by the value of the purchase to the organization and
the risk of acquiring the purchase in the marketplace. The higher the value and risk of the
purchase, the more likely that cross-functional sourcing teams will make the supplier
selection decision. If the logic behind the selection process is flawed, these errors can be
costly for both the buying and selling organizations in terms of unacceptable supplier
performance and a negative impact on operational and/or strategic capabilities.
*Prioritizing the decision criteria based on the specific purchase
*Types of selection methods from informal to formal approaches
*Effectively managing cross-functional sourcing teams

Effective Supply: Evaluating Potential Suppliers
AssetID#: 1000000111

Course Title: Efficient Supply Systems: Acquisition Methods
Abstract: This Online Self-Study course focuses on building skills and knowledge in how to apply the
most appropriate buying method to any situation.
Description: A key step in the acquisition process is selecting the type of acquisition method or the way
in which the actual purchase will be made. To truly add value to the organization, buyers
and supply managers must select the appropriate type of acquisition method in every
situation. When the buying organization selects the appropriate method, it minimizes costs
and maximizes buying power. This combination enables the organization to retain its
competitive edge. Failure to choose the appropriate method may increase both internal
costs and outside spend, causing the organization to increase prices to its customers and
become less competitive.
There are many types of acquisition methods an organization can use to purchase goods
and services. This course focuses on building skills and knowledge in how to apply the
most appropriate buying method to any situation. Activities are integrated into the course
to aid the learning process. An assessment at the end of the course enables the learner to
measure progress.
Agenda:
* Acquisition method selection process
* Identify key factors of purchase
* Determine buying strategy
* Select acquisition method

Prerequisite:
Procurement Process
Efficient Supply Systems: Overview
AssetID#: 1000000191

Course Title: Efficient Supply Systems: Critical Record Systems
Abstract: Data and information are the foundation of sound decision-making all along the supply
chain’s procurement process. The responsibility of knowing which critical record systems
to access for relevant data lies with sourcing professionals. This Online Self-Study will
build your skills and knowledge about the critical record systems and informal sources
necessary to make effective decisions throughout the procurement process.
Description: Critical record systems have existed for years — on paper until computers came into
prominence. While critical record systems provide the facts, information from informal
sources are just as important to the decision-making process. The responsibility of
knowing which critical record systems to access for relevant data lies with sourcing
professionals.
Data and information are the foundation of sound decision-making all along the supply
chain’s procurement process. Data and information can be extracted from many sources
and accessed by numerous professionals. However, accessing and interpreting data and
information is a leadership activity that requires rules to be established and judgment to be
deployed.
This Online Self-Study will build your skills and knowledge about the critical record systems
and informal sources necessary to make effective decisions throughout the procurement
process.
*Introduction
*Overview of Critical Record Systems
*Critical Records – Sourcing
*Purchasing to Final Settlement
*Internal Partners and Clients
*External Sources
*Conclusion

Course Title: Efficient Supply Systems: Critical Record Systems
AssetID#: 1000000193
Course Title: Efficient Supply Systems: Development of Effective RFXs
Abstract: The RFX process provides a vehicle for a purchaser to gather information from suppliers in
various manners that will allow them to make educated decisions on whom to purchase
from, which products or services to buy, and under what terms. This Online Self-Study
explores the concept, construction and preparation of RFXs.
Description: The RFX process includes Request for Information (RFI), Invitation for Bid (IFB), Request
for Quote (RFQ), and Request for Proposal (RFP). Their purpose is to provide a vehicle for
a purchaser to gather information from suppliers in various manners that will allow them to
make educated decisions on whom to purchase from, which products or services to buy,
and under what terms.
The goal of an effective RFX process is to deliver the greatest value to your organization
through a course of action that provides a true and solid means of obtaining information
from your supplier. It is a means of assembling all the information required to arrive at a
well-grounded conclusion.
This Online Self-Study explores the concept of RFXs and their construction and
preparation. It examines the key elements of the statement of work, and addresses how
RFXs differ in the electronic age.
*Introduction
*Constructing an RFX
*Constructing the SOW
*Special Considerations
*Electronic RFXs
*Conclusion

Course Title: Efficient Supply Systems: Development of Effective RFXs

AssetID#: 1000000190

Course Title: Efficient Supply Systems: eProcurement Opportunities
Abstract: In this one-hour, Expert On Demand presentation, you review methods to analyze and
define an organization’s current procurement acquisition model, when to consider an
eProcurement solution to improve procurement performance, and how to define an
eProcurement solution based on the strategic value of the purchased item along with the
strategic value of the supplier.
Description: Specific topics include:
* Vendor/volume/spend analysis
* Purchasing quadrant analysis
* Efficient transaction cycle
* Strategies for eProcurement solutions
Agenda:
* Where is the market?
* Defining your acquisition model
* What are the basic eProcurement components
* Defining the model of the future
* Defining a strategy for going forward
Recommended Recommended:
Prerequisite:
Procurement Process
AssetID#: 1000000161

Course Title: Efficient Supply Systems: Overview
Abstract: This 30-minute Expert On Demand course introduces the Efficient Supply Systems series
of courses and focuses upon eProcurement opportunities, effective internal
communications, acquisition methods, transaction and order systems, records
management, and settlement.
Description: In addition to sourcing, seeking optimum quality and managing for cost/price leadership,
the procurement and sourcing professional must be mindful of efficient processes related to
the actual transactions for products and services.
Agenda:
Recommended
Prerequisite:
AssetID#: 1000000188

Course Title: Efficient Supply Systems: Post Award Contract Management
Abstract: This three-hour Online Self-Study covers the topic of post award contract management -
addressing the Initiate Start-up and Manage Performance & Relationships phases of the
process. The remaining portions of The Post Award Contract Management process –
execute close out & feedback - are discussed in another Supply Chain Academy course
(Efficient Supply Systems: Settlement and Close Out).
Description: This three-hour Online Self-Study discusses post award contract management, which
encompasses what happens after a procurement manager has completed the contracting
strategy, run the tendering process, selected the appropriate supplier, and awarded the
contract.
The training course focuses on the initiate start-up and manage performance &
relationships phases of post award contract management. The initiate start-up phase
discussed in the course includes the following components:
* Establish roles and responsibilities
* Develop contract management plan
* Transition management
* Contract administration
* Kick off meetings
The manage performance & relationships phase discussed in the course encompasses the
following specific processes:
* Supplier performance measurement

* Changes to the contract
* Compliance management
A separate SCA course (Efficient Supply Systems: Settlement and Close Out) addresses
the remaining portions of the post award contract management process – execute close
out & feedback.

Course Title: Efficient Supply Systems: Post Award Contract Management
* Introduction
* Process and Roles
* Initiate Start-Up
* Supplier Performance Measurement
* Changes to the Contract
* Compliance Management
* Conclusion

AssetID#: 1000000129

Course Title: Efficient Supply Systems: Settlement and Close Out
Abstract: This two-hour Online Self-Study explores the importance of settlement and close out as
part of a contract’s life cycle. It examines the actions taken by both parties in a contract
upon completion of their respective obligations with emphasis on protecting the buying
organization’s interests.
Description: Ensuring that the buying organization gets what it pays for and is fully protected is a
fundamental goal of supply management professionals. The way in which an organization
manages its contracts during their lifetime is critical to achieving this objective. But to be
fully effective, the organization must spend time at the end of the contract’s life cycle to
complete proper settlement and close out. This will ensure the obligations of both parties
have been fulfilled completely and the buying organization protects its own rights, some of
which may survive contract close out.
Receipt of final delivery and final payment are seldom the only requirements for ensuring
value and protecting the buying organization. Issues regarding warranties, performance
records, audits, manuals, training, waivers and releases, security, property, and other items
are critical to effective procurement and sourcing. Failure to effectively settle and close out
contracts may result in financial liability, voided warranties, and/or other burdens for the
buying organization.
This Online Self-Study explores the importance of settlement and close out as part of a
contract’s life cycle. It examines the actions taken by both parties in a contract upon
completion of their respective obligations with emphasis on protecting the buying
organization’s interests.

Course Title: Efficient Supply Systems: Settlement and Close Out
* Introduction
* Settlement/Close Out Overview
* Identify Activities
* Conduct Activities
* Administer Final Actions
* Manage Post Close Out
* Module Summary
Prerequisite:
Procurement Process
Cost/Price Minimization: Contracting Types
AssetID#: 1000000194

Course Title: Efficient Supply Systems: Supplier Measurement Systems
Abstract: Measuring and managing suppliers’ performance are critical ingredients for increasing the
value-add of suppliers, as well as fundamental requirements for evaluating suppliers for
future work. This 2-hour Online Self-Study explains basic methods for measuring supplier
performance, explores the strengths and weaknesses of each method, and provides
sample templates for their use.
Description: Measurements of suppliers’ performance are critical to the selection of the best suppliers
and the improvement of suppliers’ performance over time. Measuring and managing
suppliers' performance are critical ingredients for increasing the value-add of suppliers, as
well as fundamental requirements for evaluating suppliers for future work. Measurements
also tell the supplier what is valued by the buying organization and, by exclusion, what is
not.
Without measurements, it is impossible to tell if something is getting better or worse.

Failure to accurately measure and evaluate supplier performance can increase an
organization’s costs, damage its product quality, and hinder its competitiveness in the
marketplace.
Basic methods of evaluating suppliers include benchmarking, categorical, weighted-point,

and cost-ratio. This 2-hour Online Self-Study explains each of these methods, explores
their strengths and weaknesses, and provides sample templates for their use.
*Introduction
*Supplier Measurement Overview
*Benchmarking Method
*Categorical Method
*Weighted-Point Method
*Cost-Ratio Method
*Implementation
*Conclusion
AssetID#: 1000000091

Course Title: Efficient Supply Systems: Supply Transaction Cycle
Abstract: This two-hour Online Self-Study focuses on building skills and knowledge in the supply
management process and ways to achieve operational efficiencies.
Description: Despite significant advances in supply management systems, the supply transaction cycle
is still a manual-intensive, paperbound environment. Most of the documents that
communicate needs and obligations between buyers, suppliers and transport carriers are a
digital output generated by computerized systems, but accepted into the downstream
computerized system as a manual input. In many cases, investments in sophisticated
technologies have created islands of technology separated by seas of paper documents.
The potential for improvement is significant, as organizations can achieve immediate cost
reductions and operational improvements in supply management. The challenge is you
must first understand and improve the processes before automating them. It is especially
important to reduce the complexity of processes and the volume of transactions. This
course will help you understand the supply management process, including the underlying
transactions and documents, and some ways to achieve operational efficiencies.
Agenda:
*Introduction
*Overview of Supply Management Process
*Buyer’s Demand Management and Sourcing
*Supplier’s Acceptance and Fulfillment
*Carrier’s Acceptance and Delivery
*Buyer’s Receipt and Settlement
*Supplier’s and Carrier’s Settlements
*Supply Transaction Cycle Case
*Module Summary

AssetID#: 1000000192

Course Title: Efficient Supply Systems: Supply Transaction Terminology
Abstract: The growth in global commerce and the immediacy of eCommerce have increased the
burden for supply professionals to use accurate supply transaction terminology.
Organizations can greatly improve communications between trading partners and reduce
both the legal and operational risks from incorrect usage of terminology. This Online Self-
Study will help you understand the terminology used across the supply transaction cycle
and the documents that are an integral part of their usage.
Description: The growth in global commerce and the immediacy of eCommerce have increased the
burden for supply professionals to understand and use accurate supply transaction
terminology. The terminology (shipping and purchasing) used in supply transactions has
three basic functions: 1) establish ownership and legal conditions, 2) communicate
operational requirements, and 3) settle financial and regulatory obligations.
The potential for risk and mistakes is significant. In addition, technology is and will demand
stricter levels of compliance, and is replacing the vast array of non-standard and non-digital
terminology.
Organizations can greatly improve communications between trading partners and reduce
both the legal and operational risks from incorrect usage of terminology. Improper usage
can result in added time and cost to reconcile and, often, severe economic loss.
This Online Self-Study will help you understand the terminology used across the supply
transaction cycle and the documents that are an integral part of their usage.
Agenda: *Introduction
*Buyer’s Demand Management and Sourcing
*Supplier’s Acceptance and Fulfillment
*Carrier’s Acceptance and Delivery
*Buyer’s Receipt and Settlement
*Supplier’s and Carrier’s Settlements
*Commerce Between Economic Communities
*Conclusion

Course Title: Efficient Supply Systems: Supply Transaction Terminology

Prerequisite:
Procurement Process
Efficient Supply Systems: Supply Transaction Cycle
AssetID#: 1000000136

Course Title: Establishing Relationships with Suppliers
Abstract: This course explores establishing and maintaining long-term relationships with suppliers,
and how to determine the types of relationships that are appropriate in a given situation.
Description: The rise in global competition and cooperative supply chain management efforts have
forced many organizations to move from transaction-based relationships with suppliers to
various forms of cooperative relationships with key suppliers. To effectively make this
change, the organization must understand the principles of partnerships and the various
types of relationships. Partnerships, in turn, require that the organization become more
effective and efficient in communicating with those supplier partners.
*Principles of Partnerships
*Relationship Choices
*Effective Communications
Prerequisite: This course specifically builds on Purchasing Basics.
AssetID#: 1000000739

Course Title: Implementing Supplier Relationships to Support Operational Objectives
Abstract: This course explores three aspects of making the relationship with a supplier work. Those
aspects are purchasing planning, information sharing, and communications techniques. It
also explores considerations when using international sources of supply.
Description: Purchasing must be involved in the new product and engineering change approval
processes to ensure that the necessary materials and services are available when needed
at a reasonable cost of ownership. It must also select the information to share and the
method of communicating with each supplier that are appropriate for the current
relationship between the organization and that supplier. Finally, the organization must be
aware of the additional complexities when the source of supply is international.
*Purchasing Planning
*Information Sharing
*Communications Techniques
*International Supply Considerations

Prerequisite:
Establishing Relationships with Suppliers
Techniques and Concepts for Supplier Partnerships
Purchasing Basics
AssetID#: 1000000741

Course Title: Introduction to Strategic Sourcing
Abstract: Strategic Sourcing is conducted on a company's most important spend categories, such as
categories with a large amount of spend or categories that are critical to customers. This
module provides an overview of an industry standard methodology for Strategic Sourcing.
Description: Excellence in Procurement requires many capabilities within the Procurement function.
Sourcing and Category Management, which includes Strategic Sourcing, takes a category
segmentation approach to the spend. This approach allows unique opportunities for cost
savings and improvements, and also aids in developing deep expertise in suppliers and
supply markets. Strategic Sourcing is conducted on a limited number of a company's spend
categories. The categories would be a company's most important spend, such as
categories with a large amount of spend or categories that are critical to customers. This
module provides an overview of an industry standard methodology for Strategic Sourcing.
This methodology is comprehensive and requires extensive planning, research, and
strategizing up front to ensure improvement opportunities are maximized. The seven steps
of the methodology are: 1) Identify Opportunities, 2) Develop Category Profile, 3) Develop
Sourcing Strategy, 4) Identify Selection Factors and Screen Suppliers, 5) Conduct Request
for Proposal or Auction, 6) Develop and Negotiate Agreements, 7) Implement Agreements.
Introduction
Step 1: Identify Opportunities
Step 2: Develop Category Profile
Step 3: Develop Sourcing Strategy
Step 4: Identify Selection Factors and Screen Suppliers
Step 5: Conduct Request for Proposal or Auction
Step 6: Develop and Negotiate Agreements
Step 7: Implement Agreements
Recommended
Prerequisite:
AssetID#: 1000002802

Course Title: Management of Procurement & Sourcing: Efficient Procurement Systems
Abstract: This one-hour Expert On Demand presentation, presented by Michael Smith, provides an
overview of the requirements, benefits and barriers for developing and implementing
efficient procurement systems.
Description: The role of supply management is evolving from a buyer managing transactions to a supply
professional managing the transaction process by implementing eCommerce technology
and automating the transaction cycle. Managing the transaction process changes the
focus to an overall acquisition cost, which requires a more strategic and broader supply
chain scope.
Developing an efficient procurement system to manage the transaction process requires

building a solid foundation by clearly defining the system, leveraging spend and supplier
management opportunities, measuring the efficiencies achieved through strategic use of
spend data and supplier relationships, and achieving organizational synergy by leveraging
both enterprise-wide buying synergies and supplier relationships.
This one-hour Expert On Demand presentation provides an overview of the requirements,

benefits and barriers for developing and implementing efficient procurement systems.
*The Evolving Role of the Supply Chain Professional

*Building an Efficient Procurement System as a Foundation
*Leveraging Your Investment
*Measuring Organizational Efficiencies
*Achieving Organizational Synergy

Prerequisite:
Management of Procurement & Sourcing: Overview
Efficient Supply Systems: eProcurement Opportunities
AssetID#: 1000000125

Course Title: Management of Procurement & Sourcing: Overview
Abstract: The process of acquiring products/services involves many important tactical practices.
Management of procurement and sourcing methods requires strong oversight and
leadership. This one-hour Expert On Demand course provides an overview of the
challenges associated with this course of action.
Description: This online course provides an introduction to the Management of Procurement and
Sourcing series of courses.
Agenda: The course addresses the following external and internal challenges:
*Taking control of the marketplace

*Educating and training suppliers
*Evaluating procurement
*Efficient procurement systems
*Developing and managing the buying plan
*Re-engineering procurement
Recommended
Prerequisite:
AssetID#: 1000000093

Course Title: Managing Legal Matters: Introduction to Procurement Law
Abstract: Managing Legal Matters is an Expert On Demand online presentation that

provides the basic legal concepts affecting procurement practices.
Description: There are a myriad of legal principles, statutes and rules that govern the activities of
procurement professionals. In this on-demand presentation, you review the foundation of
procurement law - the Uniform Commercial Code (UCC) and the U.N.
Convention of Contracts for the International Sale of Goods (CISG). In addition, you review
some of the key types of laws governing procurement transactions
including antitrust and intellectual property laws. An overview of agency and contract law is
presented which helps you understand the legal requirements for
forming binding contracts.
Specific topics include:
*Uniform Commercial Code

*Convention for the International Sale of Goods
*Antitrust Law
*Intellectual Property Law
*Agency Law
*Contract Law
Agenda:
*Sources of Law
*Contract Formation
*Contract Performance
*Remedies in the Event of a Breach
*Agency Law
*Other Laws Affecting Supply Management
Recommended The following are recommended:

Prerequisite:
Procurement Process
AssetID#: 1000000155

Course Title: Monitoring Supplier Performance
Course No: APX868 Proficiency: Intermediate
Abstract: This Expert on Demand course explores how a firm defines the products or services it is
acquiring and evaluates both potential suppliers and the performance of existing suppliers.
Description: The performance of a firm can be limited by its suppliers, but it can also limit the
performance of those suppliers. Making effective use of suppliers begins with properly
defining the goods and services that the firm is buying and ends with informing the supplier
how well it met the agreed upon requirements. This course explores the means for
defining products and services that a firm wants to acquire and ways of assessing the
suppliers’ capabilities and performance.
*Definition of Product or Service

*Assessments and Audits
*Receiving Inspection
*Supplier Performance Measures
Recommended You should have completed Communicating Customer and Supplier Information. This
Prerequisite: course specifically builds on Purchasing Basics.
AssetID#: 1000000799

Course Title: MRO Efficiencies
Abstract: MRO Efficiencies is a one-hour, Expert On Demand online presentation that provides an
overview of how significant cost reductions can be achieved by changing how your
organization purchases MRO products.
Description: In this course you learn the typical modes of contracting
MRO products including annual contracts, blanket purchase orders, systems
contracts and procurement cards.
Three key approaches to reducing MRO costs and improving MRO effectiveness
are presented. Participants will learn to:
*Do the same thing but better through applying best practices and re-engineering
processes to reduce administrative effort.
*Do it differently through implementing electronic commerce using online catalogs and
sourcing through the Internet.
*Don't even do it by outsourcing the purchase and management of MRO products.
Agenda:
*Introduction
*Expenditure
*Environment
*Case Studies
*Conclusion

Prerequisite:
Procurement Process
AssetID#: 1000000162

Course Title: Negotiations – Part 1 of 9: Introduction
Abstract: Effective Negotiations is both an art and science. Negotiating is a common everyday
process. It is how individuals, entities, and enterprises communicate expectations and
receive fulfillment. It can be as simple as a parent making a deal with a teenage child – if
you clean up the garage, you can use the car Saturday night. Or, it can be as
overwhelming as treaties between nations.
Description: This DLP series will identify the key ingredients of successful negotiations. Ways to
problem solve before the negotiations and to identify the do’s and don’ts of negotiations.
How time, information, and power can influence the outcome. How to achieve a balanced
and sustainable outcome. The role good communications can play in avoiding conflicts and
concessions. The different styles and how they interact.
Supply and Procurement Negotiating DLPs will cover the following areas:
• Research methodologies that quantified and qualifies the key components and
partners in a negotiation. Addressing both primary research and secondary
research.
• On-going Negotiations
o Effective Negotiation Style
o Pre-Negotiation Planning
o Effective Communications
o Using Cost-Price Analysis
o Listening skills
o Modes & Rules
o Power & Sources
o Motivation
o Relationship
o Time & Acceptance
o Deadlines And Deadlocks
o Cultural diversification Issues
o Conflict Resolution
o Tactics and Counter-tactics

Course Title: Negotiations – Part 1 of 9: Introduction
Description • Negotiation Process

(cont’d) o Plan and lead team negotiations involving clients, business/technical
support personnel, and supplier representatives.
o Understand and apply the principle of establishing common ground upon
which to build agreements that are beneficial to both Buyer and Supplier.
o Understand and apply the phases of negotiation. Develop a plan for each
phase, complete with goals, strategies, tactics, and alternative course of
action.
o Understand the differences between competitive, collaborative, and
creative approaches to negotiation, and how to apply the most effective
behaviors, and skills for each type of approach.
o Lead negotiations in the most effective way, i.e. by setting high aspirations,
positioning, developing, negotiable, conceding according to plan, etc.
Effectively diffuse tense situations, as they arise between negotiating parties, and refocus
the team on solutions.

• The Critical Aspects of Types of Effective Negotiations
• Defining and Quantifying the Objectives and Strategies
• Negotiating Issues not Positions
• Unitizing Concessions and Bridging Positions
• Creating Winning Attitudes, Aspirations and Tactics
AssetID#: 1000002728

Course Title: Negotiations – Part 2 of 9: Internal Negotiations
Abstract: Effective negotiating is based upon mutual communication of expectations and mutual
achievement of fulfillment. There is an ever-increasing reliance on external organizations
not only for the supply of goods and services, but for the expertise to fulfill the requirements
of certain procurements. Negotiating with external sources for diverse production, service,
and research requirements is integral to establishing and maintaining strong supplier
relationships and strategic alliances. These external sources have the skills, expertise, and
experience to support the buying organization in a progressively competitive environment.
• Building Consensus with Users and Negotiating Team
• Managing Internal Negotiations and Feedback Mechanics
• Setting Definable Limits and Expectations
• Transforming the Negotiation Results into Ownership and Contract Management
Recommended
Prerequisite:
AssetID#: 1000002789

Course Title: Negotiations – Part 3 of 9: Planning
Abstract: Success goes to the individual with the most knowledge. Any advantage in the personal art
of negotiations is overwhelmed by the practice of the science of negotiations. A rule of
thumb is that for every hour of actual negotiations you should plan for eight hours. The
prime difference between an experienced negotiator and a novice is that the experienced
negotiators understands the changing dynamics of the actual negotiations and recognizes
that the ability to react successfully to those changes is entirely dependent on prior
planning.
• Documenting the Expenditure Bases and Current/Potential Sources and Providers

• Developing Segmented Cost Reduction Strategies
• Understanding the Key Factors of Total Cost of Ownership – Direct and Indirect
• Role of Statement of Work (SOW) and Request for Responses (RFx)
• Managing Supplier and Response Evaluations
• Identifying and Quantifying Requirements
• Building Consensus with Users and Negotiating Team
• Documenting Expectations, Limitations, Measurements, and Milestones
• Creating an Effective Team with Defined Roles and Responsibilities
Recommended
Prerequisite:
AssetID#: 1000002803

Course Title: Negotiations – Part 4 of 9: Developing Plans
Abstract: A formula for success is the ability and preparation of developing plans before and within
the actual negotiations. An appreciation of the market, industry, enterprise, and commodity
of service to be negotiated is critical to success. The ability to understand the constructive
development of costs protects the negotiators from the limits of pricing negotiations. A
skilled negotiator has available specific plans and schedules that allow that individual to
understand the nuisances of the negotiations and respond effectively to alternative
opportunities. Success does go to the individual with the most knowledge.
• Analyzing the Logistical Aspect of the Negotiations
• Understanding the Key Evaluative Steps in Supplier Pricing
• Applying Constructive Price/Cost Techniques Analyses
• Creating an Operational and Financial Profile
• Assessing Sources for Benchmarking and Comparative Data
• Gaining Visibility to Pricing Alternatives
Recommended
Prerequisite:
AssetID#: 1000002813

Course Title: Negotiations – Part 5 of 9: Stakeholder, Team and Committee Group
Abstract: External negotiations are easy. It is the internal negotiations with stakeholders, team
members, and other involved parties that are the challenges. It is impossible to
successfully negotiate unless you can control your negotiating team. Establishing the roles,
responsibilities, and controls are the critical requirements for team negotiations. No lesson
is harder to learn and implement that maintaining solidarity among your team. But without
that consensus, commitment, and solidarity negotiations will never be effective.
• Working within Group Consensus Management Unlocking Power and Influence
• Managing Internal Negotiations and Feedback Mechanics
• Setting Definable Limits and Expectations
• Developing Rules of Engagement within the Team
• Transforming Negotiation Results into Ownership and Contract Management
• Insuring the Effectiveness of Post-Negotiation Processes
• Negotiating for Contracting
Recommended
Prerequisite:
AssetID#: 1000002923

Course Title: Negotiations – Part 6 of 9: Strategies and Tactics
Abstract: Key ingredients of successful negotiations includes the knowledge of and defense against
effective strategies and tactics. Ways to problem solve before the negotiations and to
identify the do’s and don’t’s of negotiations. How time, information, and power can
influence the outcome. How to achieve a “win-win” outcome. The role good
communications can play in avoiding conflicts and concessions. The different styles and
how they interact.
Unlocking Power and Influence

Art of Listening and Silence
Negotiating Issues not Positions
Impact of BATNA
Utilizing Concessions and Bridging Positions
Applying Acceptable Tactics in Long-term RelationshipsProtecting against Unacceptable
and Unethical Tactics
Recommended
Prerequisite:
AssetID#: 1000002924

Course Title: Negotiations – Part 7 of 9: Conducting Negotiations
Abstract: As with battle plans, most negotiating strategies and tactics are greatly influenced, if not
changed, by the actual conduct of the negotiations. Anticipation of challenges and
development of options are the key to effectively responding to situations that develop
within the actual negotiations. An appreciation of tactics and counter tactics as well as the
discipline of team roles and responsibilities is the sign of an experienced negotiation
professional. This lesson address how to recognize and counter situations that occur within
the actual negotiations
• Identify and Prioritize the Critical Success Factors – Reaching Consensus
• Quantification/Qualification of Baseline
• Role-Playing and Case Studies Application of Learning
• Development of Team Dynamics for Negotiations
• Uses of Power in Negotiations
• Conflict Resolution
• Setting Aspiration Levels
Recommended
Prerequisite:
AssetID#: 1000002960

Course Title: Optimum Quality: Overview
Abstract: This is a thirty-minute Expert on Demand introduction and overview of the Optimum Quality
series of courses. It introduces the topics of quality and its definition, specifications, quality
techniques, improvement methods, and management approaches used to enhance and
assure quality.
Description: Of importance is to introduce the notion that in B2B settings, quality is a relative measure –
“quality” are those attributes that meet the required standard. This is distinct from the
consumer notion of “quality” meaning the highest possible, the best, no other out-classes it.
Agenda:
Recommended
Prerequisite:
AssetID#: 1000000173

Course Title: Optimum Quality: Quality Improvement Methods
Abstract: This two-hour Online Self-Study provides an overview of quality principles and concepts,
and then explores the quality improvement process, methods and tools.
Description: Global competition makes continuous quality improvement a prime business imperative.
Ignoring quality or maintaining an existing quality system can negatively affect an
organization’s competitive position. Not only does this mean ensuring that products and
services are delivered to customers that meet their expectations, but it also means that the
processes leading to their manufacture and mobilization are sound to the point of not
producing output that has quality problems in the first place.
The supply base is critical then in an organization’s ability to compete in the future. A
majority of quality problems potentially can be passed along from our suppliers. We cannot
expect to have quality suppliers without a quality purchasing process. Purchasing is
involved in outsourcing more and more complex products and components, so supplier
performance and quality is becoming even more critical as a result. How buyers go about
their daily activities will have serious ramifications on the quality of the products coming into
the organization.
This Online Self-Study provides an overview of quality principles and concepts, and then
explores the quality improvement process, methods and tools.
*Introduction
*Fundamentals of Quality
*Tools for Quality Improvement
*Quality Improvement Process
*Quality Function Deployment
*Module Summary
Prerequisite:
Procurement Process
Optimum Quality: Overview
AssetID#: 1000000175

Course Title: Optimum Quality: Specifications and Supplier Certification
Abstract: This is a one-hour Expert On Demand online presentation which provides frameworks for
how you define the needs of your organization and clearly communicate to suppliers what
is wanted and needed.
Description: In this course you will review the components which are typically
defined in a specification, the different types of specifications, and the pros
and cons of each type. In addition, you learn the importance of defining the
product or service specification with a focus on defining the performance
characteristics. Effective ways of measuring and communicating specifications
are also presented as a critical aspect of the specification process. Finally, you review how
certification programs can recognize exceptional suppliers who have demonstrated a clear
commitment to value-add and continuous improvement. Specific
topics include:
*Specification Requirements
*Ten Types of Specifications
*Pros and Cons of Specification Types
*Framework for Measuring Specifications
*Effectively Communicating Specifications
*Supplier Certification Requirements
Agenda:
*Setting Specifications
*Measuring and Communicating Specifications
*Supplier Certification

AssetID#: 1000000157

Course Title: Optimum Quality: Supplier Site Visits
Abstract: This two-hour Online Self-Study focuses primarily on the purposes and application of
supplier site visits and how they can be more effective. Effectively utilizing supplier site
visits facilitates the collection of valuable information and the discovery of potential issues
or problems, resulting in well-informed decisions and a better overall relationship with the
supplier.
Description: Conducting a supplier site visit is an excellent way for supply managers and their team to
gain a better understanding of a supplier's size, capabilities, corporate goals, and
management philosophies. In addition, the organization can see the supplier's operation in
action and talk with key personnel from various departments who will work with the
organization on a daily basis.
Thorough planning and coordination is required to ensure that supply managers meet their
site visit goals. An effective supplier site visit is a fact-finding trip that can help determine if
the supplier is a good match for the organization and whether or not the supplier can meet
the buying organization's needs. In these modern times of improved customer/supplier
interactions and strategic partnerships, this has become a critical tool. It is used to ensure
that the relationship between companies is developed and maintained to the greatest
possible degree.
This Online Self-Study focuses primarily on the purposes and application of supplier site
visits and how they can be more effective. Effectively utilizing supplier site visits facilitates
the collection of valuable information and the discovery of potential issues or problems,
resulting in well-informed decisions and a better overall relationship with the supplier.
*Introduction
*Plan the Visit
*Gather Data & Information
*Tour the Supplier Site(s)
*Analyze the Results
*Module Summary

Course Title: Optimum Quality: Supplier Site Visits

Prerequisite:
Procurement Process
Optimum Quality: Overview
AssetID#: 1000000146

Course Title: Planning and Preparing for Negotiations
Abstract: This highly interactive, one-hour distance learning program session recording is presented
by Anna E. Flynn, Ph.D., M.B.A., C.P.M. Ms. Flynn is vice president and associate
professor, Institute for Supply Management and a research associate for CAPS Research.
Planning and preparing for negotiations is the topic for this session.
Description: Well prepared negotiation, based on factual analysis and an objective view of a desired
outcome can significantly enhance the result of negotiations for both buying and supplying
organisations. Using standard tools and techniques the negotiator can enter negotiations
well prepared, with a clear view of their desired outcomes and options, and a better
informed view of the position of the supplier.
*Identifying underlying interests of buyers and suppliers

*Creating and exploring possible options or outcomes
*Determining comparison points
*Assessing and using positions of strength
Recommended
Prerequisite:
AssetID#: 1000000492

Procurement & Sourcing in the Firm: Enhancing Business Financial Performance
Course Title:
through Procurement and Sourcing
Abstract: For most of its history, the field of purchasing was simply seen as an overhead function that
provided an administrative buying service for the firm. In recent times, purchasing has
gained visibility as a result of its financial impacts and potential contributions to the overall
performance of the business/organization. As the major group involved in spend for core
operating goods and services, purchasing is also involved in the cash outflows for capital
purchases, overhead activities, organizational consumables, and more.
Description: There are many financial implications of purchasing, and some of the major ones are as
follows:
*Working capital
*Cash flow
*Cash to cash cycle
*Asset turnover
*Inventory costs
*Strategic profit model
Agenda:
Recommended
Prerequisite:
AssetID#: 1000000277

Course Title: Procurement Concepts
Abstract: This Online Self-Study provides an introduction to the field of procurement and sourcing. It
presents an overview of the procurement and sourcing functions and the role they play
within an organization.
Description: The course will highlight the importance of the function and the benefits that a successful
procurement and sourcing function can deliver to an organization. It will also describe the
overall model of procurement and sourcing that most companies use.
The course includes activities and an assessment test that allows you to practice what you
learn.
Agenda:
Recommended
Prerequisite:
AssetID#: 1000000163

Course Title: Procurement Process
Abstract: This two-hour Online Self-Study course focuses on the five steps of the procurement
process, and provides an overview of each step and the tools and methods used within
each step.
Description: The intent of the course is to provide an overview of each step and the tools and methods
used within each step of the procurement process. This sourcing process portrays a
consistent purchasing approach, thereby allowing more time for strategic planning versus
day-to-day problem solving. It is a five-step process that should be utilized for every
purchase that a buyer makes.
Agenda: Topics covered are:
*Develop a Sourcing Strategy

*Select Suppliers
*Develop Tactical Plans
*Implement Sourcing Strategy
*Measure Supplier Performance
The course includes activities and an assessment test that allows participants to practice
what they have learned.
Recommended
Prerequisite:
AssetID#: 1000000164

Course Title: Selling the Procurement Function to the Business
Abstract: During this one-hour DLP Recorded Session, control over external spend will be examined.
The critical problem faced is establishing relationships and credibility with those currently
managing this spend and persuading them of the value which the procurement
organization can deliver. This session will focus on what is required of the procurement
organization to develop strong communication plans and sales methods to establish
themselves as the partner to the business in delivering value from the procurement
process.
Description: Many organizations have taken significant steps forward in the skills of their procurement
professionals and the processes applied in the sourcing of goods and services. However,
for many procurement organizations there still remain significant proportions of external
spend over which they have no control or input. This spend is managed by individuals with
other operational expertise who see no, or little, value getting procurement professionals
involved in sourcing or managing this spend. These large areas of 'unmanaged' or
'uncontrolled' spend represent significant potential for value delivery opportunity through
the application of commercial rigor and discipline which a well trained procurement
professional can bring. It is these types of "Spend" that will be the focus of this discussion.
Instructor Biography: Anna E. Flynn, Ph.D., M.B.A., C.P.M. is vice president and associate
professor, Institute for Supply Management and research associate, CAPS Research. She
teaches seminars and provides subject matter and instructional design expertise to ISM.
She is also a researcher on the CAPS Project 10X team. Prior to joining ISM, Anna was sr.
lecturer and director of the undergraduate program in Supply Chain Management (SCM) at
Arizona State University. Anna is co-author of three books, the NAPM Supply Management
Knowledge Series Volume IV, The Supply Management Leadership Process, Value-Driven
Purchasing: Managing the Key Steps in the Acquisition Process, Purchasing and Supply
Management, 12th ed.
She earned a bachelor’s degree in international studies from the University of Notre Dame,
an MBA from Arizona State University, and a Ph.D. in learning and instructional technology
from Arizona State University.

Course Title: Selling the Procurement Function to the Business
*Categorization of non-traditional purchases

*Identification of high value-add opportunities
*Building relationships and credibility
*Communication and sales methods
Recommended
Prerequisite:
AssetID#: 1000000515

Services Procurement Management Part 1 of 8: Services Procurement Process
Course Title:
Overview
Abstract: During the first session of this 8 part DLP Series the following will be addressed: How does
the procurement of services differ from the procurement of materials? What are the
operating environments of service providers? How can a baseline of services expenditures
and critical success factors be developed? What are the added rewards and risks of
procuring services in a global economy? What are the key economic and operational
factors that impact pricing and costs of services?
Description: The procurement of substantial professional services is often times has not benefited from
the functional support and leadership of supply professional. This workshop will identify
how others have successfully purchased services, including health care, insurance,
advertising, legal, professional services, and other services have tremendous cost
reduction potential plus simultaneously significant improvements to customer service.
Increasingly, procurement professionals are challenged with the opportunity to manage the
acquisition process of procuring services. Services accounts for over 30% of the total
spend and historically have not been the responsibility of procurement department. A
number of successful companies have achieved significant cost advantages and improved
operations from the application of supply management techniques in their purchasing of
services. These series of Distance Learning Sessions examines and compares those
supply management techniques that have been so successfully applied by others. Through
the use of case examples, benchmarks, and underlying principles the intent is to provide an
overview of what can be achieved and how to initiate that effort.In addition, the sessios will
address the challenges of managing the procurement of services with a diverse set of
requirements in an enterprise-wide environment.
• How to identify and prioritize the Critical Success Factors (CSF) necessary to
develop a coordinated multi-organizational contract for purchasing of services.
• Use of the consensus-decision techniques designed to accommodate individual
requirements into a collective RFQ.
• Threshold leveling tools to create minimum acceptance service standards for
service providers (suppliers).
• Establish the requirement documents to pre-screen and pre-qualify service
providers.

Services Procurement Management Part 1 of 8: Services Procurement Process
Course Title:
Overview
Description • Understand the key economic factors of costing services, especially capacity
(cont’d): • Prioritize and weight the service performance factors to insure each participating
organizational entity in the procuring process is recognized and fulfilled.
• Create an electronic web-based format for RFQ for analyzing and ranking
responses to the RFQ.
• Develop a service providers “scorecard” for performance monitoring, incentives,
penalties, and improvements.
• The scope and potential for services purchasing – opportunity analysis based on
company case studies. How do services purchasing differ from material purchases.
• How to establish an expenditure baseline for services, including expenditures for
travel, transportation, information technology, legal, insurance, health benefits,
professional services, and advertising.
The series will outline a six-step approach for results:

• User requirements definition.
• Current environment assessment.
• Benchmarks from successful companies.
• Gap analysis and opportunity identification.
• Gaining user acceptance of action plans.
• Coordinated implementation and management of the contractual relationship.
How to monitor performance and communicate results and insuring internal compliance.
Agenda: The following topics will be included:
The Critical Aspects of and Types of Services Procurement

How Services Procurement is Similar and Different from Materials Procurement
Defining and Quantifying the Services Procurement Expenditure Baselines
Assessing Global Markets -- Risks and Opportunities
Recommended
Prerequisite:
AssetID#: 1000000945

Services Procurement Management Part 2 of 8: Planning and Documenting User
Course Title:
Critical Success Factors
Abstract: While both materials and services must conform to the requirements of fit, form, and
functionality, services have the added challenge to also conform to the users’ perception of
value.Aggregation of volumes, supplier selections, negotiations, and contracting are the
easier tasks in the acquisition of Service Procurement expenditures across the operating
units. The most difficult task is identifying, prioritizing and gaining acceptance for the user
or other stakeholders on how are the Critical Success factors (CSF) that define optimum
cost, quality and service. Without that acceptance all procurement efforts are difficult and
service procurement efforts are impossible.
Description: See Services Procurement Management Part 1

• Identifying and Quantifying Key Decision-makers
• Assessing the Intersection of “what's important and broke”
• Using Techniques and Templates to Build Consensus with Users and Services
Team
• Documenting Expectations, Limitations, Measurements, and Milestones
• Documenting Current/Potential Sources and Providers
Recommended
Prerequisite:
AssetID#: 1000000981

Course Title: Services Procurement Management Part 3 of 8: Cost/Price Relationships
Abstract: The special skills and experiences required to initiate and implement a successful
Constructive Cost Analysis (CCA) effort have generated a misperception that CCA is only
the domain of the few. Thus CCA is practiced by the few and misunderstood by the many.
This misperception has diffused its application by the procurement community and a
realistic cost effective program with external suppliers. Since over 50% of incoming sale
revenue returned to the market as procurement of materials and services, Supplier
Constructive Cost Analysis (CCA) is a most valuable tool to achieve sustainable cost
reductions throughout the supply chain .
Agenda: • Understanding the Key Role of Capacity in Services Pricing

• Analyzing the major Determinates of Services Price and Cost
• Applying Constructive Price/Cost Techniques Analyses
• Creating an Operational and Financial Profile
• Understanding the Key Factors of Total Cost of Ownership – Direct and Indirect
Recommended
Prerequisite:
AssetID#: 1000002564

Services Procurement Management Part 4 of 8: Development of the Statement of
Course Title:
Work
Abstract: Services are typically specified through documents called Statements of Work (SOW),
which spell out the details of what is being sought and purchased. SOWs outline specific
services a provider is expected to perform, generally indicating the type, level and quality of
a service, as well as the time schedule required. Unless the buying organization conceives
and conveys the full scope of work prior to the award, there is no guaranteeing that it will
be done. Supply managers, therefore, must master how to develop or analyze effective
Statements of Work, as well as utilize the SOW throughout the acquisition chain.
• Assessing the Optimum Type of a SOW

• Translating User CSF into a SOW
• Identifying and Quantifying Requirements
• Building into the SOW Expectations, Limitations, Measurements, and Milestones
• Avoiding Common Pitfalls and Ambiguities within the SOW
• Analyzing the Feedback Aspects of the SOW
Recommended
Prerequisite:
AssetID#: 1000002552

Services Procurement Management Part 5 of 8: Developing the Request for Proposal
Course Title:
(RFP)
Abstract: Request for Quotes (RFQ), Request for Information (RFI), and Requests for Proposal
(RFP) are the most common written documents from the buyer to potential supplier(s) to
formally submit information in a rigid format. This is done in order for the buyer to pre-
qualify the supplier or the supplier’s offering. It implies no obligation on the buyer’s part,
and the buyer is free to accept or reject without qualification. The buyer, however, can use
the “Request for” as a rationale to exclude a supplier it deems unqualified.

• Incorporating the CSF and SOW into the RFP
• Creating the Initial Request for Information to Pre-Screen Providers
• Gaining User Consensus and Authority of RFP and Bidders
• Communicating the RFP and managing Bidder Responses and Evaluations
Mechanics
• Creating Negotiation Strategy and Rules of Engagement for Evaluations
• Setting Definable Limits and Expectations based on Responses
Recommended
Prerequisite:
AssetID#: 1000002553

Services Procurement Management Part 6 of 8: Planning and Negotiating for Service
Course Title:
Level Agreements
Abstract: Success in negotiations goes to the prepared and knowledgeable. The concept of a
Service Level Agreement is resolve the terms and conditions of a service agreement before
the need for a Statement of Work and Request for Proposal are issued. Service Level
Agreements (SLA) should cover both the anticipated and potential issues of a service
relationship. It should give the buyer and supplier the answers to the minimum following
issues:
• Customary Services Contractual Conditions
• Price Adjustment Schemes
• Intellectual Properties
• Payment Methods
• Warrantee and Claims
• Disputes, Termination, Suspension, and Revocation Clauses
• Any issue that impacts the relationship, cost and performance

• Inclusion of Critical Success factors and Administrative Requirements LA
• Utilizing Concessions and Bridging Positions
• Separating the SLA from the actual Work Orders
• Building Consensus with Users and Provider
• Managing Internal Performance and Feedback Mechanics
• Establishing Reporting and Control Parameters and Expectations
Recommended
Prerequisite:
AssetID#: 1000002586

Services Procurement Management Part 7 of 8: Services Procurement Contract
Course Title:
Management Strategies and Tactics
Abstract: The purpose of a contract is to clarify and facilitate commerce, and it is how individuals and
enterprises communicate expectations and receive fulfillment. Effective contracting is
based upon mutual communication of expectations and mutual achievement of fulfillment.
The importance of selecting the most desirable contracting vehicle for a particular purchase
is predicated on the expected benefit to the buying organization.

• Understanding the Impact of Customary Contractual Clauses on Services
Procurement Agreements
• Establishing and Monitoring Performance Standards
• Utilizing Payment Options
• Optimizing and controlling Payment Alternatives
• Creating Services Escalation and Price Adjustments
• Understanding Intellectual Property Rights in Services Contracts
• Utilizing Terminations, Suspension, and Cancellation Options
Recommended
Prerequisite:
AssetID#: 1000002634

Course Title: Services Procurement Management Part 8 of 8: Supplier Performance Measurement
Abstract: “What gets measured gets done” is an often-quoted phrase that is the underlying rationale
behind measurement of supplier performance during the execution of the agreement.
Supplier performance measures:
• Provide all parties with an indication of performance and progress.

• Communicate to the supplier the aspects of their performance which are important
to the buying organization.
• Establish benchmarks for performance which both parties understand and which
can be measured.
• Provide early indication of potential management issues and root causes.
• Provide a means of comparing suppliers on a factual basis.

• Supplier Relationship Management
• Key Performance Indicators (KPI) Balanced Scorecards
• Measurement Principles
• Supplier Reporting
• Creation of Historical Baseline Data Profiles for future actions
• Valuations and Milestones s
• Penalties and Incentives
• Continuous Improvement
• Close-out and Transfer to Successor Provider
Recommended
Prerequisite:
AssetID#: 1000002695

Course Title: Special Industry Requirements for Procurement
Abstract: Across industries, there can be the same types of procurement requirements, skills and
strategies. It is the emphasis that makes the difference in where procurement functions
have optimized their contribution to overall cost of ownership and cycle-time reductions.
This Expert On Demand provides an overview of industry-specific procurement practices
and explores best-in-class optimization strategies across industry groups.
Description: As the roles and requirements of global procurement functions grow more complex, there is
also a growing complexity caused by the specialization of the industries. To succeed in
this environment, you must first understand what is critical, what is important, and what are
the concerns in the industry as it moves forward. And then you can look to the strategies of
procurement optimization as practiced by best-in-class organizations. Across industries,
there can be the same types of procurement requirements, skills and strategies. It is the
emphasis that makes the difference in where procurement functions have optimized their
contribution to overall cost of ownership and cycle-time reductions.
This Expert On Demand provides an overview of industry-specific procurement practices

and explores best-in-class optimization strategies across industry groups.
*Overview of Industry-Specific Procurement Survey

*Strategies for Optimization – Bill of Materials Operations
*Strategies for Optimization – Process Operations
*Strategies for Optimization – Common to Both Operations
*Summary
Recommended
Prerequisite:
AssetID#: 1000000308

Course Title: Standardization Methods
Abstract: Standardization is the fullest practical use of the same managerial procedures, purchased
items, and/or services by all operating units in an organization. It can facilitate significant
increases in purchasing leverage while simultaneously reducing or eliminating internal
costs. This 1-hour Online Self-Study defines the concept of standardization, describes how
a standardization strategy may be effectively integrated, and discusses key issues
surrounding measurement and reporting of the contribution.
Description: Contribution is increasingly defined by how well the right things are done, and less defined
by how efficiently things are done. In essence, effectiveness is valued more than efficiency
with the key objective being overall success of the organization. Supply managers must
get the transactional issues under sufficient control, so they have time to focus on
contributing more directly to the organization’s strategic needs. All of this leads supply
managers to seek more effective ways to leverage value.
A standardization strategy is one such tool. Standardization is the fullest practical use of
the same managerial procedures, purchased items, and/or services by all operating units in
an organization. Effectively applied, it can facilitate significant increases in purchasing
leverage while simultaneously reducing or eliminating internal costs. While standardization
is not a new concept, it is recognized as an essential tool for leveraging value through the
supply chain.
This 1-hour Online Self-Study defines the concept of standardization, describes how a
standardization strategy may be effectively integrated into a supply chain, and discusses
key issues surrounding measurement and reporting of contribution resulting from
standardization.

*Introduction
*What Is Standardization
*Implementing Standardization
*Measuring Value of Standardization
*Conclusion

Course Title: Standardization Methods

Prerequisite:
Procurement Process
AssetID#: 1000000189

Course Title: Summary Challenges: Conduct Industry Analysis
Abstract: This Online Self-Study covers the process required to conduct an industry analysis. It
shows users the value that industry analysis can add to a sourcing strategy and its integral
role in reducing costs and managing spend.
Description: This Online Self-Study course covers what is involved in conducting and industry analysis
and what the value of such an initiative is.
The course focuses on the steps users should take to conduct an industry analysis.
*Identify spend category

*Gain consensus
*Prepare for industry analysis
*Conduct industry analysis
This course will help users find answers to the following external spend questions:
*How big is the market?
*Who are the major players?
*Where is the industry power?
*What are the key industry indices and trends?
Agenda: This course is comprised of the following components:
*Introduction
*Process Background
*Identify Opportunity
*Gain Consensus
*Prepare for Industry Analysis
*Conduct Industry Analysis
*Conclusion
Recommended Summary Challenges: Profile Spend Categories
Prerequisite:
AssetID#: 1000000767

Course Title: Summary Challenges: Profile Spend Categories
Abstract: This Online Self-Study explores the steps an organization must take to identify and
categorize its current spend. Analyzing spending patterns is critical for identifying hard
savings opportunities. This training course highlights the processes involved in conducting
a spend analysis.
Description: In this Online Self-Study, users will learn the steps to take in categorizing current spend. It
will start by highlighting the criticality of spend analysis and what the benefits of this
process are. Then, it will discuss the four major questions that need to be answered in a
spend analysis:
*What do we buy?
*Who do we buy from?
*What commitments exist?
*What do we pay?
The course then focuses on the specific steps involved in conducting a spend analysis:
*Accumulate data
*Cleanse data
*Categorize data
Agenda: The course is comprised of the following components:

*Introduction
*Profile Categories Overview
*Accumulate Data
*Cleanse Data
*Categorize Data
*Conclusion
Recommended Effective Supply: Overview
Prerequisite: Effective Supply: Identifying Requirements
Effective Supply: Evaluating Potential Suppliers
Effective Supply: Supplier Selection
AssetID#: 1000000766

Course Title: Techniques and Concepts for Supplier Partnerships
Abstract: This course explores the basic choice of whether to make an item internally or to purchase
it, configuration of the purchasing process to fit the business situation, and supplier rating.
Description: One step in the new product development process is to determine whether to purchase the
product and items needed to produce it. The factors that affect this decision and the
analysis of those factors are explored in this course. The business processes must be
configured to support the various forms of relationships that the organization has
established with its suppliers and it must have a rating system that is consistent with the
supplier selection criteria and the relationships. This course explores all of these aspects
of purchasing.
*Introduction
*Purchasing Decisions
*Development Teams
*Business Approaches
*Supplier Rating
*Conclusion

Prerequisite:
Purchasing Basics
AssetID#: 1000000740

Course Title: Technology Risks in the Supply Chain
Course No: Proficiency: Basic
Abstract: This is a one-hour recorded Distance Learning Program session that was delivered by Dr.
Michael Smith, ISM.
The effective use of technology has become an integral component of well-managed
supply chains. This dependence on technology has also left us open to new vulnerabilities
when events to not go as planned. Identifying and managing these vulnerabilities is more
critical than ever before.
Description: Management of the supply chain is increasingly dependent on new eBusiness systems and
methodologies. Therefore, as our supply chain becomes ultra-efficient, it also becomes
more sensitive to environmental factors. This creates new risk factors in our business that
we must be aware of. These include; higher switching costs, .Com breakdowns, technology
obsolescence, vulnerabilities with highly automated inventory systems, and many other
issues. This presentation will explore these areas by discussing relevant risk variables and
how to prepare contingencies around them.
• Technology’s evolving effect on supply chain reliability
• The primary areas within the supply chain we should focus on
• Case study examples of technology impact on the supply chain
Recommended A summary understanding of eBusiness principles and basic supply chain automation is
AssetID#: 1000000519

Course Title: The Outsource Decision
Abstract: This two-hour Online Self-Study focuses on the process and management of outsourcing,
and explores the need for Purchasing to maintain an on-going oversight of the
arrangement.
Description: Organizations must decide which activities they simply need to get done effectively, and
which are the critical activities that drive value in their business. This is where the
outsource decision, also known as the make-buy decision, comes into play.
Outsourcing is essentially hiring a third party to perform an activity. Organizations are

more frequently outsourcing activities they feel are not critical, they are not good at, or they
do not otherwise wish to perform inside the organization. In some cases, the organization
may outsource an entire function, process or assembly. This can create a great deal of
dependency on key suppliers. It is also important to organizations that the outsourced
aspects of their business be transparent to customers and seamless in operations. Thus, it
is critical to select and manage outsourced relationships well.
In this two-hour Online Self-Study, you focus on the process and management of
outsourcing, and explore the need for Purchasing to maintain an on-going oversight of the
arrangement.
*What you should and should not outsource

*How to conduct a make-buy analysis
*Types of outsourcing arrangements
*Levels of oversight and management of outsourcing arrangements

AssetID#: 1000000203

Course Title: Understanding Business Requirements for the Procurement Professional
Abstract: This is a recording of a one-hour Expert Audio/Web Conference Distance Learning

Program Session.
Whether you are doing transactional procurement, supply management or strategic
sourcing, delivering the goods and services required by the business is a fundamental
responsibility of supply managers.
Description: This session focuses on the spectrum of roles for supply managers in defining business
requirements and discusses how becoming strategic enables optimal definition of
requirements for the company as a whole.
The instructor, Carla S. Lallatin, C.P.M., CPPO, has over 25 years experience in all phases
of supply management in both commercial and public sectors. She is a frequent lecturer at
universities and regularly conducts both on-site and public seminars.
*Spectrum of Roles for Supply Managers

*Evolution into a More Strategic Role
*Competencies of a Strategic Sourcing Manager
Recommended While applicable to the entire spectrum of Supply Management, this session is particularly
Prerequisite: directed at procurement professionals involved with need recognition and fulfillment,
Integrated SCM, and Strategic Sourcing
AssetID#: 1000000483

Manufacturing
Course Title: Assembly Process Design (APD)
Curriculum Area: Manufacturing
Course No: MFG103 Proficiency: Basic
Abstract: This is an Expert On Demand course that provides the learner an opportunity to develop a
high-level understanding of the key factors or characteristics in establishing and improving
assembly areas in a manufacturing shop floor operation around which a high performance
plant will be focused. The topic areas are assembly process design, design for sub-
assembly, cycle time analysis and reduction, transport and storage issues, automation and
data collection. Potential integration points with facility design, product design, planning
activities and the inter-relationship of improvement work in these areas will be addressed.

Course Title: Assembly Process Design (APD)
Description: Assembly Process Design covers the operational aspects of key areas on the shop floor
that can substantially improve the ability of a manufacturing organization to achieve higher
customer service levels, better manage work-in-process (WIP) costs, and maximize
resources in meeting the business's goals. Included are discussions that address leading
practices and how improvements in these areas can provide a measurable competitive
advantage. Modules within the course cover the areas of:
Assembly Process Design
*Workstations
*Ergonomics
*Processing
*Work force skills and capabilities
Design for Sub-Assembly
*Interaction of design, materials and processing

*Modularization of design
Cycle Time Analysis and Reduction
*Operation analysis motion study

*Value engineering
*Time study
*Line balancing
Transport and Storage Issues
*Moving assemblies through the production process

*Sub-assembly material availability and work-in-process management
Automation
*Assessing the technical capabilities needed by the workforce

*Industrial computers and programmable logic controllers
*Robotics, vision and other technologies
Data Collection
*Types
*Automated techniques
*Integration into shop floor control systems
Agenda:
Recommended
Prerequisite:
AssetID#: 1000000145

Course Title: Authorizing and Reporting Activities for Pull Systems
Abstract: This Online Self-Study course explores methods for authorizing work, reporting work
accomplished, and reporting consumption of capacity and materials when a pull system is
used.
Description: The requirements for execution and control processes are affected by the nature of the
production system. This course explores the configuration of those processes when pull
production is used. The authorizing activities transform the detailed priority plans into work
for the operations function to perform. The authorization is typically communicated by
production schedules. Operations must execute the work and report the resources used
and the results produced. This data is then used in the control subprocesses and to
communicate with other processes in the overall business planning and control system. All
of these processes are typically simpler when a pull production system is used than when a
push production system is used.
Agenda:
* Authorizing Activities
* Executing Activities
* Reporting Activities

Prerequisite:
Execution and Control of Operations Concepts
Scheduling Production and Process Operations
Just-in-Time (JIT)
AssetID#: 1000000798

Course Title: Authorizing and Reporting Activities for Push Systems
Abstract: This Online Self-Study course explores methods for authorizing work, reporting work
accomplished, and reporting consumption of capacity and materials in a push system.
Description: The requirements for execution and control processes are affected by the nature of the
production system. This course explores the configuration of those processes when push
production is used. The authorizing activities transform the detailed priority plans into work
for operations to perform. The authorization is typically communicated by work orders,
shop packets, and dispatching priorities. Operations must execute the work and report the
resources used and the results produced. This data is then used in the control
subprocesses and to communicate with other processes in the overall business planning
and control system.
Agenda:
* Authorizing Activities
* Executing Activities
* Reporting Activities

Prerequisite:
Execution and Control

AssetID#: 1000000797

Course Title: Capacity Management: Aggregate Planning, Flowline Analysis and Line Balancing
Course No: MFG202 Proficiency: Intermediate
Abstract: Discussion in this two-hour Expert On Demand presentation covers the use of the
aggregate planning approach to capacity planning, primarily looking at workforce
requirements.
Description: Aggregate planning is a useful technique for establishing workload requirements. To
properly determine capacity, there is the need to be able to carefully analyze process flows.
In accomplishing the analysis, simple bounds can be used to get a quick measure of
capacity and variability issues. The outgrowth of this analysis is to effectively utilize
resources, by balancing lines and making them self-balancing whenever possible.
Discussion in this course covers the use of the aggregate planning approach to capacity
planning, primarily looking at workforce requirements. Constant production using constant
production rate, zero inventories or zero shortage type of plans is addressed next. A linear
programming example is used to show how to develop an aggregate capacity plan.
Once the baseline is established, then a practical size-capacity planning problem using a
bottling plant introduces variability and sets the stage for a discussion on flow line analysis.
The course lastly addresses the issues in line balancing. An approach for doing line
balancing will be introduced and discussion will include a technique that can be used, in
certain situations, to enable the line to self-balance.
Agenda:
Recommended
Prerequisite:
AssetID#: 1000000239

Course Title: Capacity Management: Traditional Approaches
Abstract: Capacity management is an essential component to assure efficient and effective factory
operations. Traditional planning techniques, such as MRP, MRP II and some of the
planning components of ERP, rely on relatively simple means for determining capacity
requirements. These processes are not always as precise as needed. This Expert On
Demand course introduces techniques that go beyond some of these simple means to
address a way to manage variability.
Description: See above.
Agenda:
*Capacity Management Defined
*Capacity and Traditional Techniques
*Material Requirements Planning (MRP)
*Manufacturing Resources Planning (MRPII)
*Theory of Constraints
*Issues
Recommended
Prerequisite:
AssetID#: 1000000137

Course Title: Capacity Management: Variability Issues in Flowline Analysis and Conclusions
Abstract: This two-hour Expert 0n Demand training course expands upon flow line dynamics. It
introduces the issue of variability, which is the critical factor when looking at capacity
management.
Description: This Expert On Demand course discusses how to characterize variability, how to measure
expected performance of the line, how to a build a better line or improve an existing line,
and also how to design a line from scratch to meet certain characteristics. This is done
through a discussion of variability analysis in a flow line, as well as through a discussion of
how to model and measure variability.
Agenda: Specific topics in this course are the following:
*
Variability Analysis in Flowline Analysis
*
Modeling Variability
*
Random vs Planned Variability
*
Flow Variability
*
Capacity Analysis under Variability
*
Example
*
Conclusions
Recommended
Prerequisite:
AssetID#: 1000000233

Course Title: Cellular Manufacturing
Abstract: This Expert On Demand course will provide the opportunity for the learner to develop a
high-level understanding of the key factor(s) or characteristics in the area of work cell
layout in manufacturing shop floor operations around which a high performance plant will
be focused. The topic areas are set-up reduction, cell design and pull/just-in-time materials
management.

Course Title: Cellular Manufacturing
Description: This course covers the operational aspects of key areas on the shop
floor that can substantially improve the ability of a manufacturing organization
to achieve higher customer service levels, better manage Work-In-Process (WIP)
costs and maximize resources in meeting the business's goals. Included are
discussions that address leading practices and how improvements in these areas
can provide a measurable competitive advantage. Modules within the course cover
the areas of:
Set-Up Reduction:
*Applying the basic methodology steps of setup reduction (videotaping,

analysis, task categorization, brainstorming, designing new process and
procedures, training, & implementing) to design quicker
setups/changeovers
*Understanding the benefits of setup reduction and the small lot size
*Conducting collaborative brainstorming sessions with the shop floor team

to develop setup reduction ideas
Cell Design:
*Assessing equipment, labor, and material requirements for a cell based on

results of group technology
*Calculating space requirements and location of cell(s)
*Creating cell layouts using CAD
*Identifying WIP levels, material handling procedures and operator
responsibilities for the cell
*Designing ergonomic workstations
Inventory and Containers:
*Assessing inventory strategies which align with production/scheduling

environment (assemble to order, make to stock, and/or make to order)
*Assessing application of various pull scheduling techniques to the work
cell environment (one card kanban, two card kanban, signal lights, physical
kanban locations, standard containers)
Agenda:
Recommended
Prerequisite:
AssetID#: 1000000144

Course Title: Change Management
Abstract: Individuals and organizations change to improve. This Online Self-Study course explores
the elements of successful organizational change and methodologies used to gain
management and employee commitments to organizational change.
Description: Change management begins with the recognition that there is a significant gap between
expectations and performance. It extends through the point in time where the desired
change has been institutionalized. The change may be made in a single large step, but
there are typically several smaller steps from the current state to the target state. Leaders
must understand the scope and nature of the change process, the roles of leaders and
managers, and the effect of the measurement and reward systems in successful
organizational change efforts.
Agenda: Topics included are:
*Organizational Change Concepts

*Change Process
*Leading Change
*Preparing Employees for Change
Recommended The student should have taken:

Prerequisite: Strategic Issues
Choices Affecting the Operations Structure
Choices Affecting the Operations Infrastructure
Measuring Organizational Performance.
This course specifically builds on:

Choices Affecting the Operations Infrastructure.
AssetID#: 1000000861

Course Title: Choices Affecting Operations Infrastructure
Abstract: This Online Self-Study course explores the choices that an organization makes that affect
its infrastructure and the alignment of these choices with the strategy of the organization.
Description: Infrastructure choices are evolving over time as market conditions, technologies, and an
organization’s strategies change. Interestingly enough, these choices are usually made by
middle to lower management, not senior management. Yet these types of choices in the
four broad decision areas—workforce involvement, organizational design, quality systems,
and information systems—can greatly affect the organization’s strategy. The breadth of
infrastructure choices that are made on a daily basis ranges from something as critical as
the hiring and firing of employees to something that may be more mundane, such as the
types of reports needed from the information system.
Agenda:
* Productivity and the Workforce
* Organizational Design
* Quality Systems
* Information Systems
Recommended This course specifically builds on:

Prerequisite: Improving Quality and Reducing Waste
Strategic Issues
Choices Affecting Operations Structure
Evaluating Quality Management Processes is also recommended.
AssetID#: 1000000870

Course Title: Choices Affecting Operations Structure
Abstract: This course explores the content and development of the operations strategy and the
structure choices that affect operations.
Description: Development of the operations strategy requires several decisions. The resulting strategy
must be consistent with and supportive of the other strategies of the firm. Making these
decisions requires an understanding of product decisions, the effects of product life cycle
on operations strategy, and product characteristics related to volume and variety. The
areas of structure choices include organizational design, capacity strategy, product and
process technologies used and facility location, scale, and layout.
Agenda:
* Operations Strategy
* Product and Process Decisions
* Product Life Cycle
* Structure Decisions
Recommended This course specifically builds on Strategic Issues.

Prerequisite:
AssetID#: 1000000887

Course Title: Configuring and Integrating Design and Development Processes
Course No: MFG 885A Proficiency: Intermediate
Abstract: This Online Self-Study course explores the processes for designing and developing
products and production processes. These processes are typically outside the scope of
operations, but design of products and processes and operations affect each other as well
as the competitive position of the organization.
Description: Competitive pressures are forcing the entire organization to improve the way it does
business and the outputs of all business processes. The outputs of product and process
development frequently set limits on the level of quality and costs that the remainder of the
organization can achieve. It is important that product and process design and development
support and enable other parts of the organization and support the strategy of the
organization. This requires understanding the requirements for those processes, the tools
that can be used to improve them, and the relationships between the tools and the strategy
of the firm.
Agenda: * Traditional Process
* Effects of Design Processes
* Tools to Improve the Processes
* Managing Design Changes
Recommended Strategic Issues

Prerequisite: Choices Affecting the Operations Structure
AssetID#: 1000000895

Course Title: Configuring and Integrating the Cost Management Processes
Course No: MFG 885B Proficiency: Intermediate
Abstract: This Online Self-Study course explores the cost management processes. These
processes are typically outside of the scope of operations, but the processes and
operations affect each other as well as the competitive position of the organization.
Description: Cost management is one of the functions of finance and accounting. The processes
accumulate and organize the data that is used in reporting the financial performance of the
organization. The data is also used for decision-making. These processes need to be
consistent with the strategy of the organization and the business choices that are made to
support that strategy.
Agenda: * Cost Management Concepts
* Cost Management Processes
* Use of Cost Management Data
Recommended Strategic Issues

Prerequisite: Choices Affecting the Operations Structure
Choices Affecting the Operations infrastructure
This course specifically builds on:
Performance
Strategic Issues
AssetID#: 1000000896

Course Title: Controlling Resources
Abstract: This Online Self-Study course explores methods of managing production resources to
achieve the goals of the organization.
Description: This course focuses on resource control. To manage production resources, companies
must define and implement their resources’ physical controls and must determine their
appropriate levels. Physical control of inventory requires determining where goods should
be stored and how the storage should be organized.
This course also explains that physical control encompasses how goods will be packaged,
protected, and moved. It describes how to determine the level of inventory for an item as a
function of its lead-time and production and use rates. These factors must be considered in
determining the target level of inventory for an item.
*Implementing Physical Controls
*Physical Controls and Transportation
*Manufacturing Environment and Inventory
*Determining Inventory Level

Prerequisite:
Authorizing and Reporting Activities for Push Systems
Authorizing and Reporting Activities for Pull Systems
Inventory Management Practices

Communicating Customer and Supplier Information
AssetID#: 1000000793

Course Title: Developing a Manufacturing Strategy within the Corporate Strategy
Abstract: This Expert On Demand course of

will provide the opportunity for you to
develop a high-level understanding for how corporate strategy, manufacturing strategy and
a company’s capabilities (people, process, technology) are part
of an integrated set of actions and decisions designed to create a sustainable competitive
advantage, and develop the ability to critically think about a
manufacturing strategy in relation to corporate strategy.
Description: This course covers the business relationship between the manufacturing strategy and it's
corporate peers. Included are discussions that address how manufacturing strategy can
provide a sustainable competitive advantage.
Agenda: Modules within the course cover the areas of:
*Corporate Strategy & Frameworks

*Manufacturing Strategy & Frameworks
*Implications of Corporate Strategy on Manufacturing
*Manufacturing Capability Assessment
*Manufacturing Capability Development
*Quantitative Assessment; and,
*Future of Manufacturing Strategy
Recommended
Prerequisite:
AssetID#: 1000000138

Course Title: Developing and Validating the Production Plan
Abstract: The production plan is a key output of the sales and operations planning process that sets
product family production volumes for all subsequent priority planning processes. This
course explores the development and validation of the production plan and the
measurement of the performance of the production planning process.
Description: Because the production plan sets the limits for the lower level processes, it must be
feasible with the current and planned resources if those plans are to be feasible. The
methods used to develop and validate the production plan and to measure performance
must be consistent with the business choices that the firm has made. Those methods and
choices are explored in this course.
*Developing the Plan

*Resource Planning
*Performance Measurement

Prerequisite:
Operating Environments
Manufacturing Resource Planning (MRP II)
Capacity Management
Priority Planning
You should have completed the the following courses:
Master Planning of Resources Concepts

Sales and Operations Planning Concepts
Sales and Operations Planning Management Considerations
AssetID#: 1000000632

Course Title: Developing the Master Schedule
Abstract: This course explores the processes for developing and testing the feasibility of the master
production schedule. It also explores the processes for creating the final assembly
schedule and synchronizing it with the master production schedule.
Description: The master scheduling processes transform production plans for product families into
anticipated build schedules that operations can execute. Those plans must be tested for
feasibility and any imbalances between the capacity available and capacity required must
be resolved before the master production schedules are released. The final assembly
schedule documents how the firm will process master schedule items to meet specific
customer orders and it must be synchronized with the master production schedules.
This course explores the processes for developing and testing the feasibility of the master
production schedule. It also explores the processes for creating the final assembly
schedule and synchronizing it with the master production schedule.
*Establishing the MPS

*Testing the MPS Feasibility
*Final Assembly Scheduling

Prerequisite:
Capacity Management
Planning
You also should have completed the following courses:

Relating Master Scheduling to the Environment
Master Scheduling Management Considerations
AssetID#: 1000000647

Course Title: Emerging Concepts and the Supply Chain
Course No: MFG884 Proficiency: Advanced
Abstract: This Online Self-Study course explores the linkage between the organization’s strategy and
its supply chain. It also explores concepts that affect the supply chain structure and
relationships.
Description: Once an organization reaches a certain level of performance in its operations, additional
improvements are difficult to achieve without cooperation with customers and suppliers.
The organization must also look at managing the supply chain or network. Effective
management of the supply network requires improving interorganization operations to
improve efficiency and effectiveness in the network. Communications and information
technologies are frequently an enabler for those improvements. In addition, the added
complexities of managing a global supply network must be understood.
Agenda: * Supply Networks
* Improving Supply Chain Operations
* Supply Chain Relationships
* Global Sourcing and Distribution
Recommended An individual who is taking this course as a follow-up to core courses should have
Prerequisite: completed the following core courses or have equivalent knowledge:
Implementing the Strategic Plan

Strategic Issues
AssetID#: 1000000893

Course Title: Evaluating Performance of Production Operations
Abstract: This Online Self-Study course explores collecting and maintaining data to ensuring the
accuracy and integrity of operational information and the reporting of operational
performance.
Description: Measurements of the performance of operations are based on data from the planning and
control systems and from operations itself. The data collected from production operations
and the data collection techniques and technologies must be consistent with the production
operations environment. Performance must be measured in both physical and financial
terms. The actual performance must be compared to past performance and targets. This
course explores data collection and measurement of the performance of operations.
* Data Collection
* Evaluating Inventory Accuracy
* Operations Performance Measures
* Production Cost Management

Prerequisite:
Controlling Resources
AssetID#: 1000000795

Course Title: Evaluating Quality Management Processes
Abstract: This Online Self-Study course explores the use of statistical process control to improve the
quality of products and services and to reduce waste.
Description: There is variability in all processes and the resulting products and services. Understanding
the nature and magnitude of the variability and controlling it over time are necessary steps
in improving quality and reducing waste. Statistical process control (SPC) is an approach
that enables the firm to understand the capability of a process and track its performance
over time. This course explores statistical process control and capability analysis.
*Process Variation
*Statistical Process Control (SPC)
*Process Capability
Recommended You should have completed Quality, Waste, and Continuous Improvement.
Prerequisite:

Quality, Waste, and Continuous Improvement
AssetID#: 1000000800

Course Title: Execution and Control of Operations Concepts
Abstract: This course explores factors that affect the configuration, implementation, and operation of
the execution and control of operations processes and the linkages with other planning and
control processes.
Description: The execution and control processes are those that use the resources of the organization
to transform the detail plans into products and services. The four subprocesses are:
prioritize the work to be done, execute the plans and report the results, evaluate the
results, and take any required corrective actions. These subprocesses must be consistent
with the basic business choices made by the organization and integrated with the other
planning and control functions. These relationships are explored in this course.
*Execution & Control Interfaces

*Effects of Business Choices
*Effects of Improvement Initiatives

Prerequisite:
AssetID#: 1000000792

Course Title: Forecasting and Inventory in a Manufacturing Environment
Abstract: This Expert On Demand course provides the opportunity for the learner to develop a high-
level understanding for how to incorporate the multiple forecasts, e.g., marketing, financial
and finished goods, into a overall perspective of the business' ability to service its customer
base.
Description: This course covers the business relationship between
the various forecasts that are created within the manufacturing business
environment. Included are discussions that address how manufacturing strategy
can provide a sustainable competitive advantage. A section is devoted to the discussion of
the relationship between forecasting and inventory management. Various inventory
management techniques are overviewed with a summary level discussion of benefits and
cautions. Wrapping up this course is a discussion of Collaborative Planning, Forecasting
and Replenishment (CPFR) processes and systems that strive to eliminate demand and
supply uncertainty.
Agenda: Modules within the course cover
the areas of:
Importance of Forecasting in the Manufacturing Planning Process
*Impact of the Manufacturing Forecast on Finished Goods
*Alignment, Synchronization and Integration of the Manufacturing Forecast
Manufacturing Forecasting and Inventory Management

*The Relationship Between Forecasting and Inventory Management
*Methods to Improve Inventory Turns and Efficiency on the Shop Floor
*Inventory Cost Minimization Strategies
Collaborative Planning, Forecasting, and Replenishment (CPFR)

*CPFR's Evolution from Customer to Manufacturing
*CPFR's Nine Step Process
*Overview of Different Scenarios for Sales Forecast, Order Forecast and
Order Generation
Summary
Recommended
Prerequisite:
AssetID#: 1000000147

Course Title: Forecasting Demand
Abstract: This Online Self-Study course explores the need for, and uses of, projections of future
aggregate and item demand in a variety of business environments. Various forecasting
techniques, selection methods, and forecast performance measures are addressed.
Description: This Online Self-Study covers the topic of demand forecasting. Every organization
prepares multiple forecasts for many different uses from sizing the market for a totally new
product to determining how many units of an item to stock at a specific location.
This course discusses the need for and use of forecasts. It also covers sources of
demand, components of demand, and the strengths and limitations of the various
forecasting methods that could be used to satisfy the specific need. In addition, the training
course highlights the mechanics of several forecasting methods.
*Introduction
*Forecasting Concepts
*Forecasting System Design
*Forecasting Techniques
*Performance Measurement
*Conclusion
Recommended This course specifically builds on Demand Management. This course also builds on
Prerequisite: Master Planning of Resources Concepts.
AssetID#: 1000000641

Course Title: Implementing the Strategic Plan
Abstract: This Online Self-Study course explores aligning the operating processes of operations
management with the strategies and objectives of the organization.
Description: The operations management system can support or make it more difficult to implement the
strategic plan of the firm. Defining and developing an operations management system that
supports the strategy of the business requires an understanding of the strategy and the
requirements it places on operations and the components of an operation management
system. The fit of specific techniques to the strategy can them be assessed and the
selected techniques can be integrated into an operations management system.
Agenda:
* Operations Management (OM) System
* OM System Configuration
* Supporting Competitive Advantage

Prerequisite:
AssetID#: 1000000889

Course Title: Manufacturing Planning Systems
Abstract: This Expert On Demand course of provides the opportunity for the learner to develop
a high-level understanding of the key
components of an ERP process. Typically computer program based, the course
addresses the inputs to the ERP, the outputs from the ERP and the
relationship of the ERP in driving the manufacturing processes. A
comparison and contrast of other manufacturing planning processes such as agile
manufacturing, flow manufacturing, Just-In-Time (JIT) manufacturing and lean
manufacturing.
Description: Manufacturing Planning Systems covers the effective planning of all resources of a
manufacturing company. It addresses operational planning in units, financial planning in
dollars, and has a simulation capability to answer “what if” questions. It is made up of a
variety of functions, each linked together: business planning, sales and operations
(production planning), master production scheduling, material requirements planning,
capacity requirements planning and the execution support systems for capacity and
material.

Course Title: Manufacturing Planning Systems
Agenda:
Demand Planning
Reognizing all demands for products and services to support the marketplace.
Prioritizing demand when supply in a capacity-constrained environment.
Forecasting, order entry, order promising, determining branch warehouse requirements,

interplant orders, and service parts requirements.
Production Planning
Setting the overall level of manufacturing output (production plan) to meet sales plan.
Ensure that production meets business objectives of profitability, productivity, and

competitive lead times.
Master Planning
Preparing the anticipated build schedule (MPS) expressed in specific configurations,

quantities and dates.
Keep schedule consistent with forecast, production plan, and material and capacity
limitations.
Resource Planning
Establishing, measuring, and adjusting limits or levels of long-range capacity.
Based on the production plan but may be driven by higher level plans beyond the time
horizon for the production plan, i.e., business plan.
Addresses those resources that take long periods of time to acquire
Shop Floor Reporting
Selecting/installing/maintaining system for using data from shop floor to maintain and
communicate status information on shop orders and work centers.
Recommended
Prerequisite:
AssetID#: 1000000134

Course Title: Master Planning of Resources Concepts
Abstract: This Expert On Demand course introduces the master planning of resources processes
and their interrelationships with the other levels in the planning and control system
hierarchy. It also explores the business choices that affect those processes.
Description: This Expert On Demand training course introduces the concepts of master planning of
resources. Master planning of resources is composed of two of the levels of priority and
capacity management processes plus the demand management processes. This course
explores the components, scope, and benefits of those processes.
The training course also reviews concepts and terminology that apply to those processes
and explores the effect of key business choices on these processes.
Agenda: This training course is comprised of the following topics:
*Introduction
*Business planning
*Scope of master planning of resources processes
*Linkages
*Effects of business choices
Recommended This course specifically builds on Operating Environments, Manufacturing Resource
Prerequisite: Planning (MRP II), and Priority Planning.
AssetID#: 1000000643

Course Title: Master Scheduling Management Considerations
Abstract: This Online Self-Study course explores the management considerations that arise when
creating, implementing, and operating master scheduling processes.
Description: This Online Self-Study course examines the master scheduling processes, which are the
link between the higher level planning processes and the execution decisions and actions.
The primary outputs of the processes are the master production schedule (MPS) and the
rough-cut capacity plans.
This course emphasizes why the processes must be consistent with the operating
environment and why they must also be consistent with and supportive of the goals of the
organization. It also explains how the master schedules must be managed after
implementation, to ensure that the higher level plans are achieved and the lower level
plans are feasible.
Agenda: This course consists of the following components:
*Introduction
*MPS Changes
*Managing the MPS
*Maintaining MPS Integrity
*The Master Scheduler
*Conclusion
Recommended This course specifically builds on Capacity Management and Planning. The student also
Prerequisite: should have completed Master Planning of Resources Concepts and Relating Master
Scheduling to the Environment.
AssetID#: 1000000626

Course Title: Master Scheduling Techniques
Abstract: This course provides a working knowledge of advanced techniques used to develop and
maintain the master production schedule.
Description: Once the basic methods of developing the master production schedule are understood,
more advanced methods can be evaluated and applied. Variations on the available-to-
promise calculations, methods for consuming the forecast, mixed-model scheduling, and
advanced scheduling methods are explored in this course.
*Consuming the Forecast

*Available-to-Promise Methods
*Multiple-Level Scheduling
*Advanced Scheduling Methods

Prerequisite:
Master Scheduling Management Considerations
Developing the Master Schedule
AssetID#: 1000000628

Course Title: Measuring Master Scheduling Performance
Abstract: This course explores indicators of how well the master scheduling processes meet
customer requirements and business objectives. It also explores indicators of the
effectiveness of the policies, tools, techniques, and resources employed to execute the
master scheduling processes.
Description: The efficiency and effectiveness of a process must be measured before that process can
be improved. One set of indicators of master scheduling performance looks at how well the
processes support the customer and the business. The other set looks at how well the
business supports the master scheduling process.
This course explores those indicators from the perspective of supporting the business
strategy and plans, supporting the customer service objectives, and supporting the master
scheduling processes.
*Support of Sales and Operations Planning

*Effectiveness of the Process
*Efficiency of the Process
*Customer Service

Prerequisite:
Recognizing and Processing Actual Demand
Master Scheduling Management
Developing the Master Schedule
Master Scheduling Techniques
AssetID#: 1000000629

Course Title: Measuring Organizational Performance
Abstract: This Online Self-Study course explores the various methods of developing, deploying, and
evaluating measurement processes that are central to effective management and
leadership of the organization.
Description: The measurement system influences the behavior of individuals and organizational units. It
must encourage behavior that is consistent with and supportive of the firm’s strategy. This
course explores the measurement system and performance indicators that are aligned with
specific forms of competitive advantage, structure choices, and infrastructure choices.
Agenda: The topics included in this course are:
*Measurement Concepts
*Organizational Measurements
*Strategic Implications of Measurements
Recommended The student should also have taken Strategic Issues, Choices Affecting the Operations
Prerequisite: Structure, and Choices Affecting the Operations infrastructure. This course specifically
builds on Performance Measurements, Choices Affecting the Operations Structure, and
AssetID#: 1000000862

Course Title: Production Scheduling for Process Industries
Abstract: This Online Self-Study module explores the different types of manufacturing environments
in which a production scheduling system must operate with particular emphasis on process
production environments.
Description: This course reviews manufacturing resource planning (MRP II), in the form of master
production scheduling (MPS), in order to provide a rudimentary baseline for how a
production schedule is developed. Process flow scheduling (PFS) is described as one
alternative to MRP II systems that is particularly suited to process industries. Finally,
various forms of scheduling logic, such as just-in-time (JIT), material requirements planning
(MRP), theory of constraints (TOC) and process flow scheduling (PFS), are compared.
Topics covered include:
* Characteristics of manufacturing environments that impact scheduling system

design and decisions
* Specific and unique challenges faced by process and consumer goods
manufacturers
* Master production scheduling methodology and rough-cut capacity planning
* Process flow scheduling principles and methodology
* Comparison of the scheduling logic used in JIT, MRP, TOC, and PFS systems
Agenda: * Introduction
* Review of Production Scheduling for Discrete Products
* Process Flow Scheduling
* Polygoo Manufacturing - Case Example
* Comparison of Scheduling Logic
* Conclusion
* Assessment
Recommended This course is designed for anyone who deals with production planning and control,
Prerequisite: particularly in high volume consumer goods or process industries. Although this module
does not have required prerequisites, previous exposure to the concepts of material
requirements planning (MRP) and manufacturing resource planning (MRPII) systems is
suggested.
AssetID#: 1000000328

Course Title: Project Management
Abstract: Every organizational change effort is a project and should be managed. This Online Self-
Study course explores the concepts, approaches, and methods for defining, evaluating,
selecting, and managing projects.
Description: The organization typically has more opportunities than it has resources to undertake them
at one time. Proposed uses of resources must be evaluated and a subset is selected for
implementation. The selected projects must be planned, the plans must be executed, and
each project must be properly terminated. Finally, the organization should learn from each
project so that it can better manage future projects. The level of formal evaluation,
planning, and control will vary with the cost, time, and effect on the organization. This
course explores each of those aspects in the life of a project.
*Project Evaluation
*Project Planning
*Project Implementation
*Project Closeout
Recommended The student should also have taken Strategic Issues, Choices Affecting the Operations
Prerequisite: Structure, and Choices Affecting the Operations infrastructure.
AssetID#: 1000000863

Course Title: Quality, Waste, and Continuous Improvement
Abstract: This course explores quality improvement and process improvement initiatives and tools
that can be used to improve operations.
Description: Quality improvement and waste reduction have been described as two sides of the same
coin. Both enable the organization to improve its competitive position and profitability. It is
important that the operations professional understand the quality and process improvement
principles, approaches, and tools. This course covers those topics.
Agenda:
*Fundamentals of Quality
*Quality in Manufacturing
*Quality Improvement Tools
Recommended You should have completed the APICS Basics of Supply Chain Management
Prerequisite: curriculum or have equivalent knowledge. You should have completed:

Just-in-Time
AssetID#: 1000000794

Course Title: Recognizing and Processing Actual Demand
Abstract: This Online Self-Study course explores the approaches and methods for accepting and
processing actual demand. It also explores measures of customer service and means of
maintaining effective communication with customers.
Description: This Online Self-Study covers the recognition and processing of customer demand. It is
imperative that there is efficient and effective execution of the customer/order fulfillment
processes, since the ultimate goal is overall customer satisfaction. Problems in the
execution of the processes can lead to customer returns, lost sales, and lost customers.
This training course discusses factors that affect the process such as capacity issues,
machine failure, or a late delivery by a supplier. The course also discusses effective order
entry and fulfillment processes related to both internal and external customers, order
promising, and customer service measurements.
At the conclusion of this course, you should have a solid understanding of how to recognize
and process actual demand within your organization.
*Introduction
*Concepts and Policies
*Order Promising
*Customer Service Measurements
*Conclusion
*Assessment
Recommended This course specifically builds on Operating Environments, Marketplace Drive, Customer
Prerequisite: Expectations and Definition of Value, Customer Relationships, and Execution and Control.
AssetID#: 1000000644

Course Title: Relating Master Scheduling to the Environment
Abstract: This course explores concepts and configuration of the master production scheduling
processes in a variety of business environments. It also reviews the relationship of the
master scheduling processes to other processes.
Description: The master scheduling processes transform the production plan into feasible schedules
that can be executed by production operations and suppliers. The master scheduling
requirements and processes are affected by many internal and external factors. Those
processes must be configured to support the specific business environment, and linkages
must be established between them and the other processes in the operations planning and
control system.
This course explores concepts and configuration of the master production scheduling
processes in a variety of business environments. It also reviews the relationship of the
master scheduling processes to other processes.
*Master Scheduling Concepts

*Forms of the Bill of Material
*Relating to the Environment
*Linkages to Other Processes
Prerequisite:
Capacity Management
Planning
AssetID#: 1000000648

Course Title: Sales and Operations Planning Concepts
Abstract: The sales and operations planning process is impacted by various elements of the
business environment, integrates the multiple plans of a business, and provides direction
for subsequent more detailed and near-term planning. This course explores the concepts
that impact the sales and operations planning process and the ways that the process can
be adapted to fit various environments.
Description: The sales and operations planning process transforms the strategic and business plans
into tactical plans that serve management as a game plan to achieve competitive
advantage and meet the business objectives. This game plan integrates customer-focused
marketing plans for both existing and new products with management of the supply chain
for those products. The processes integrate the marketing, sales, development, sourcing,
manufacturing, and financial plans into the organization's game plan.
*Characteristics and Benefits

*Process Overview
*Adapting the Process

Prerequisite:
Manufacturing Resource Planning (MRP II)
Capacity Management
Planning
AssetID#: 1000000630

Course Title: Sales and Operations Planning Management Considerations
Abstract: Integration of the business and operational realities, goals, objectives, and strategies of an
organization is key to an effective sales and operations planning process. This course
explores the management considerations in establishing and operating the sales and
operations planning process.
Description: Senior management must be involved in many decisions regarding the sales and
operations planning process. They also have a critical role in the ongoing execution of the
processes.
This course explores the management considerations in establishing and operating the
sales and operations planning process. The need for individual commitment and
consensus decision-making is explored. Then specific decisions related to the design and
management of the process are explored.
*Organization
*Defining the Process
*Managing the Process
Prerequisite:
Capacity Management
Planning
Sales and Operations Planning Concepts
AssetID#: 1000000646

Course Title: Sales and Operations Planning Process
Abstract: This Online Self-Study course explores the five primary steps in the sales and operations
planning process. It also discusses the roles and responsibilities of individuals involved in
each step.
Description: In this Online Self-Study, users learn about the five primary steps in the sales and
operations planning process:
1. Preparation of month-end reports
2. Demand planning
3. Supply planning
4. Pre-SOP meeting
5. Executive S&OP meeting
Users will also learn the inputs, tasks, and outputs needed in each step to effectively
implement and maintain sales and operations planning processes.
*Introduction
*S&OP Planning Grids
*Generate Forecast
*Demand Planning
*Supply Planning
*S&OP Planning Meetings
*Conclusion
*Assessment
Recommended This course specifically builds on Operating Environments, Manufacturing Resource
Prerequisite: Planning (MRP II), Capacity Management, and Planning. The student also should have
completed Master Planning of Resources Concepts, Sales and Operations Planning
Concepts, and Sales and Operations Planning Management Considerations.
AssetID#: 1000000627

Course Title: Scheduling Production and Process Operations
Abstract: This course explores how the priority plans are converted into schedules that operations
can execute and how those schedules and the resources needed to execute them are
managed.
Description: Priority plans identify what is needed and when, but they do not provide a schedule of the
work to be performed for operations. The work must be scheduled to indicate when each
work element must be completed to meet the priority plans. The work waiting at a resource
must be prioritized so that schedules can be met and the work can be performed in an
efficient manner. When schedule or capacity constraints are encountered, adjustments
must be made to the schedules or the resources. These are the aspects of the execution
and control processes that are explored in this course.
Agenda:
* Scheduling Production and Projects
* Scheduling Operations
* Managing Priorities
* Managing Schedules
Recommended You should have completed the Execution and Control of Operations Concepts course.
Prerequisite:

AssetID#: 1000000796

Transportation
Course Title: Carrier Management
Curriculum Area: Transportation
Course No: TRN204 Proficiency: Intermediate
Abstract: This Expert On Demand course covers the steps involved in effectively and successfully
managing transportation carriers. Effective management of the transportation function can
have the impact of significant cost savings. This online training will highlight many of the
ways in which companies can achieve such savings in the transportation carrier area.
Description: This Expert On Demand course teaches participants how to select, assess and
manage transportation carriers. It covers the importance of
shipper/carrier relationships and the value that can be obtained through
effective partnerships. To obtain this value, companies can follow a
series of recommended steps (outlined in presentation), focusing on
understanding goals and requirements of their logistics department, defining
requirements for selecting providers, asking a list of carefully selected
carriers to submit proposals and selecting a carrier from this
pool. The presentation also describes how to monitor carrier
performance after the selection process.
Agenda: Topics covered in the course include:
*Specific steps involved in managing transportation carriers (starting with identifying and
understanding goals of the transportation department, and ending with continual monitoring
and evaluation of carriers)
*Typical improvement opportunities within transportation departments, in terms of carrier
management
*Competitive environment of the transportation industry and its impacts on the
management process
*“Best practice” criteria for each step of the process
*Benefits and disadvantages of using third party providers
Recommended
Prerequisite:
AssetID#: 1000000074

Course Title: Collaborative Transportation Management
Abstract: This one-hour Expert On Demand course is presented by Professor Dawn Russell of Penn
State
University. The course highlights the key aspects of collaborative transportation
management and the value it provides to companies. It describes the
beginnings of the field, the current state, and the projected
future. Professor Russell describes the processes involved in
collaborative transportation management, and the players who carry out these
processes. Also included in the presentation is information on the
technology used.
Description: Collaborative transportation management involves the synchronization of product delivery
and information flow across organizations within the supply chain. Several organizations
have piloted this “cousin” of CPFR (Collaborative Planning, Forecasting, and
Replenishment), including Wal-Mart, with results that include decreased empty mile
reduction and decreased unload time at destination. This online course highlights the key
aspects of collaborative transportation management and the value it provides to companies
who use it.
Agenda: Topics covered within the course include:
*Definition of collaborative transportation management

*Origins of collaborative transportation management/need for its development
*Relationship to other collaborative initiatives, such as CPFR
*Players who are using collaborative transportation management
*Technology involved in collaborative transportation management
*Value of collaborative transportation management
*Best practices and lessons learned for implementation of collaborative transportation
management
Recommended Fundamentals of Fulfillment

Prerequisite: Transportation Routing & Scheduling
Information Technology for Transportation
AssetID#: 1000000085

Course Title: Fulfillment Fundamentals: Transportation
Abstract: This Online Self-Study presents information about transportation and its relationship with
other fulfillment functions. It also examines the modal choices, network design, tradeoffs,
metrics, and technologies used in transportation. The module concludes with a
transportation case analysis problem.
Description: This Online Self-Study focus on the transportation system, explaining the key activities in
transportation—private fleet management, modal and carrier selection, cost considerations,
service factors, and performance measurement. The module will also discuss the use of
technology in transportation management, the relationship between transportation and
other fulfillment functions, and strategic issues in transportation.
The training course will start with an overview that discusses how transportation fits into the
general fulfillment framework and how product type affects transportation. The course will
then cover the key activities of transportation, such as:
*Functional control of transportation
*Outsourcing
*Modal selection
*Modal option
*Carrier selection
*Rate negotiation
*Carrier performance evaluation
Next, the training course will discuss technology and its impact on and criticality to
transportation, as well as the various types and systems of information technology that are
used in transportation. Finally, the training course will cover strategic issues of the field,
such as strategic trade-offs, changing purchasing relationships, human resource
challenges, globalization, and future trends.
*Overview
*Key Activities
*Technology
*Strategic Issues
*Future Trends
*Case Activity
*Conclusion
Prerequisite:

Course Title: Fulfillment Fundamentals: Transportation
AssetID#: 1000000528
Course Title: Fundamentals of Fulfillment
Abstract: This Online Self-Study course provides an overview of the fulfillment component of the
supply chain. This course is also available in Mandarin and German.
Description: Specifically, this course outlines the major processes, issues, and client solutions in the
warehousing, transportation, and eFulfillment fields. It places a strong emphasis on ways in
which companies can achieve value and competitive advantage in each of the above-
mentioned areas. The target audience for this course is practitioners with limited
experience in this area.
*Course Overview
*Introduction to Fulfillment
*Fulfillment Networks
*Order Processing
*Warehousing
*Inventory Management
*Transportation
*eFulfillment
*Fulfillment Outcomes
*Course Summary
The course also includes several case studies and activities in which users can apply
fulfillment concepts.
Prerequisite:
AssetID#: 14

Course Title: Information Technology for Transportation
Abstract: This 1-hour Expert On Demand session will provide an overview of information technology
tools for transportation management with a specific focus on the role of Transportation
Management Systems (TMS).
The session will be led by Dr. Brian Gibson, Associate Professor of Logistics from Auburn
University. Dr. Gibson has been involved in transportation management and I.T. issues
throughout industry and academic careers that span nearly twenty years.
Description: Transportation is a critical component of the supply chain from both a service and cost
standpoint. It provides the key links between physically separated members of a supply
chain and has the key role of keeping the goods flowing through the system in a consistent,
timely, safe manner. With global trade expanding, lean manufacturing operations
demanding high frequency deliveries, and e-commerce requiring efficient movement of
small shipments, it is clear that transportation will continue to be a key activity in the supply
chain.
*Transportation Information Issues and Requirements

*Existing Technologies and Tools
*Emerging Models and Techniques
*Managing the Cost of Technology

Prerequisite: Fundamentals of Fulfillment
Carrier Management
Transportation Routing & Scheduling
AssetID#: 1000000431

Course Title: Integrating Transportation Strategy with Supply Chain Strategy
Abstract: This Expert On Demand course explains the role and importance of transportation as it
relates to the broader areas of logistics and supply chain. It discusses the importance of
effective transportation management in achieving supply chain management goals and
objectives.
Description: This Expert On Demand course highlights the relationship between transportation and
supply chain management, focusing on how the strategies of each relate.
Discussed first in this course is supply chain and logistics management, in order to provide
a proper perspective and element background for looking at how transportation strategy is
integrated with supply chain strategy. The course then covers the topic of transportation
management strategy – what are some of the major areas of strategic interest and concern
to those managing transportation activities? Next, the training highlights the third party
logistic industry. Finally, the course covers information technology capabilities, along with
tips and key ideas toward the objective of leveraging transportation to supply chain
success.
Upon completion of this course, the user will understand how transportation decisions can
be made to benefit the overall supply chain.
Agenda: The following specific areas will be covered:
*Organizational strategies
*Goals and objectives of transportation in comparison with logistics and supply chain
objectives
*Communication between transportation management and logistics/supply chain
management
*Integration of transportation with other logistics activities
*Performance metrics for transportation

AssetID#: 1000000281

Course Title: Logistics in the Supply Chain
Abstract: This Expert On Demand recorded presentation addresses the role of logistics in the supply
chain as a whole.
Description: This Expert On Demand course provides an introduction to logistics in the supply chain.
The course starts by introducing the key elements and components of logistics, as well as
the growth and development of logistics. The course then reviews the relative importance
of logistics - by different sectors and countries.
Next, it discusses integration and trade-offs in logistics - followed by the relationship

between customer service and logistics. Finally, the course will address the different
logistics channels and the implications of different competitive positions.
*The major components of logistics

*How logistics has developed
*The relative importance of logistics to companies and economies
*The different channels of distribution
*The need for an integrated approach to logistics

AssetID#: 1000000336

Course Title: Logistics Strategies for Retailers
Abstract: This two-hour Expert On Demand discusses effective logistics strategies for European
retailers.
Description: In this two-hour Expert On Demand, successful logistics strategies will be discussed for the
European retail industry.
This training course begins by establishing the importance of logistics to retailers. It then
looks at the range of current developments that are making the tasks of managing retail
logistics evermore challenging. The course presenter makes some basic observations
about the nature of retail logistics before going on to look at the objectives of retail strategy.
Next, the training course differentiates various retail logistics strategies against three or
four different dimensions. It investigates different structures that the distribution channel
companies use.
Then, it reviews a range of strategic options that companies have. It reviews this from the
perspective of secondary distribution, primary distribution, and in-store logistics.
Additionally, the question of outsourcing the logistics function is examined.

Course Title: Logistics Strategies for Retailers
Agenda: This course is composed of the following components:

*Introduction
*Pressures on Retailers
*Basic Principles & Interfaces
*Strategy Objectives & Benefits
*Inventory Studies
*Replenishment Systems
*Improving Asset Utilization & Increasing Revenues
*Direct Product Profitability
*Strategic Dimensions of Retail Logistics
*Grocery and Non-Food Retail Channels
*Secondary Distribution – Supplier Terms
*Secondary Distribution – Increasing Operational Efficiency
*Secondary Distribution – Improving Customer Service
*Disadvantages of Centralising Distribution
*Logistics Systems Evolvement Model
*Distribution System for Imported Goods
*Instore Logistics
*Retail Logistics Outsourcing
*Retail Outsourcing Issues
*Conclusion
Recommended
Prerequisite:
AssetID#: 1000000605

Overview of International Logistics: Managing Supply Chains in a Global
Course Title:
Environment
Abstract: This Expert On Demand online course is an overview of global supply chain management
and international logistics. It includes discussion of global supply chains, importance of the
operating environment, and understanding the major forces and trends impacting global
supply chains.
Description: This Expert On Demand course provides an introduction to international logistics for those
who have a background in general logistics, but who are unfamiliar with the
differences involved in doing business in a global environment.
*Intro to Managing Global Supply Chains
*Operating Environment Issues – Time, Culture, Distance, Infrastructure
*Globalization of Business
*Growth of Regional Markets like NAFTA & EU and it's SC Impact
*Impact of Currency Fluctuation on Global Supply Chains
*Impact of Industry Consolidation on Global Supply Chains
Recommended
Prerequisite:
AssetID#: 1000000072

Course Title: Reasons for Logistics Outsourcing
Abstract: This Online Self-Study course addresses the specific reasons why a company should
decide to outsource all or part of its transportation function.
Description: Please see Agenda below.
*The different types of third party operations

*Outsourcing services that are offered
*The major advantages and disadvantages of outsourcing logistics
*Some key issues in service provider selection
Recommended
Prerequisite:
AssetID#: 1000000338

Course Title: Road Freight Transport
Abstract: This one-hour Online Self-Study addresses the road freight transportation mode,
specifically looking at its role in Europe. It covers its primary characteristics, how
companies should select specific types of vehicles, and what the selection criteria should
be in the process.
Description: This one-hour Online Self-Study covers the topic of road freight transport in Europe. For
most companies, the largest element of their logistics cost is the cost of transport. In
Europe, as in many parts of the world, by far the most common mode of transport that is
used for the movement of freight is road freight transport.
This training course discusses the key characteristics of this mode of transport. It also
covers how to select a specific type of vehicle and the various selection criteria that should
be involved in the decision process.
The Online Self-Study will address the processes and functions needed to achieve a
successful road freight transport operation.
*Introduction
*Key Characteristics of Road Freight Transport
*Approach to Vehicle Selection
*Selection Criteria: Vehicles and Their Operation
*Selection Criteria: Other Factors
*Conclusion
Prerequisite:
AssetID#: 1000000503

Course Title: Selecting and Managing Transportation Providers
Abstract: How do you choose a transportation provider? What are the criteria you use to make your
selection, and how do you evaluate their service? This two-hour Expert On Demand online
presentation will help you procure your transportation providers wisely, and give you the
tools to aid you in measuring the success of their performance.
Description: From a cost and time standpoint, no other supply chain activity consumes as many
resources for most organizations as the transportation activity. Thus, organizations must
procure transportation services from the most appropriate carriers to promote supply chain
quality, responsiveness, and cost efficiency. This session will discuss processes for
selecting the most appropriate mode of transportation, identifying quality carriers to move
the freight, and managing the carriers' performance.
This presentation is appropriate for individuals with limited exposure to the role of
transportation in the supply chain, key management issues, and appropriate performance
evaluation tools. The subject matter can be applied to any industry or client whose
business involves moving large quantities of freight across town or around the globe.

* Modal and Carrier Capabilities, Selection Criteria, and Selection Processes
* Carrier Evaluation - Scorecarding Methods
* Core Carrier Programs and Alliances
Recommended Familiarity with basic freight transportation concepts and methods.

Prerequisite:
AssetID#: 53

Course Title: Symptoms of Poor Transportation Management
Abstract: This two-hour Online Self-Study covers how to identify the sources of poor transportation
performance and management, so that companies have the opportunity to improve their
situation. Key to developing this awareness is establishing a continual process to monitor
performance. This online course will review ways to identify the areas of poor performance
with a focus on early identification.
Description: This two-hour Online Self-Study training course is designed to help you understand the
value of proactively managing your transportation operations in the supply chain.
Continuous improvement in the delivery of perfect orders is dependent upon your ability to
effectively monitor performance, detect problems and diagnose their causes, and take
corrective action in a timely fashion. Key topics of coverage include:
*Uncovering the symptoms of poor performance. Recognizing minor problems before they
gain momentum and spin out of control is key to preserving an effective transportation
operation.
*Understanding the sources of poor performance. Knowing that problems are present is not
enough, you must learn to diagnose them and get to the root causes.
*Preventing poor performance. The course will discuss methods of proactive performance
measurement and event management that promote excellent control of transportation
activities.
Agenda: Topics included in the course are:
*Determining Symptoms
*Sources of Poor Performance
*Preventing Poor Performance
*Conclusion

Prerequisite:
AssetID#: 1000000309

Course Title: Transportation Activity Based Costing
Abstract: This two-hour Online Self-Study covers the principles and practices of activity based
costing for transportation. It is designed to help you understand ABC and build your
knowledge base regarding relevant issues. The primary objectives of the training are to
foster an understanding of the importance of accurate costing and present a method for
adopting ABC.
Description: During this two-hour Online Self-Study you will learn about activity based costing within the
transportation field. You will gain valuable insights into the purpose, design, and use of
ABC methods.
In order to reap its benefits, you need to understand the ABC approach. The first topic of
the training course will provide some general background information on ABC – its
purpose, unique features, applications, and benefits.
Transportation activities provide ample opportunities to apply ABC principles and reap its
benefits. In the next topic, you will go through a step-by-step walk through an ABC system
that can generate extensive knowledge regarding the cost of transportation operations.
The final section of the training course will discuss how Activity Based Management (ABM)
uses ABC information to drive strategic planning, enhance performance, and improve the
value that customers receive.
Industry examples, activities, and short cases will be used to highlight key points and
bolster your knowledge.
Agenda: Topics include:
*Introduction
*ABC Approach
*Methodology
*Decision Making
*Conclusion
*Assessment
Recommended Transportation Scorecarding/Carrier Evaluation
Prerequisite: Fulfillment Fundamentals: Transportation
AssetID#: 1000000534

Course Title: Transportation Costing and Pricing I
Abstract: This Expert On Demand course provides participants with insight into freight transportation
costing concepts, key cost drivers, and methods for monitoring and managing freight costs.
Description: Globally, more than $1 trillion is spent moving goods. Without question, managing this
tremendous expense is critical to the success of most organizations. Transportation
managers and freight services buyers need to understand both the cost factors involved in
moving goods and the pricing practices of carriers in order to properly form transportation
strategies and purchase plans. This online course provides participants with insight into
freight transportation costing concepts, key cost drivers, and methods for monitoring and
managing freight costs.
This course is appropriate for individuals with limited exposure to transportation services
procurement and strategic transportation planning.
*Cost and Price Definitions

*Cost Types
*Importance of Costing
*Cost Components
*Trucking Costs
*Airline Costs
*Rail Costs
*Cost Allocations
*ABC Model Overview & Examples
*ACME Case Study
*Managing Fuel Consumption
*Effective Asset Utilization
*Web-centric Providers
*Value of Information in ABC
Prerequisite:
AssetID#: 1000000211

Course Title: Transportation Costing and Pricing II
Abstract: This Expert On Demand course is a continuation of Transportation Costing & Pricing I. It
focuses on pricing concepts, modal rate development methods, and strategies for
controlling freight rates from the perspective of the freight buyer.
Description: Managing transportation expenses is critical to the overall success of a company. This
online course identifies ways in which costing and pricing can help manage these
expenses.
This course is appropriate for individuals with limited exposure to transportation services
procurement and strategic transportation planning.
*Pricing influence of the marketplace, economics, and government

*Pricing strategies
*Zones of negotiation
*Factors, players, and roles in price negotiation
*Legal details of contracts
*Class rate system
*Transportation rates for airlines, ocean vessels, and containers
*Negotiating lower transportation rates
*Utilizing multiple transportation strategies
Recommended Transportation Costing & Pricing I
Prerequisite:
AssetID#: 1000000238

Course Title: Transportation Key Performance Indicators (KPIs)
Abstract: This Online Self-Study course addresses the issue of performance measurement in the
transportation area, and it provides information to help select and utilize appropriate key
performance indicators (KPIs). Best choices for KPIs are those that satisfy the criteria for
effective measurements and are consistent with the objectives and goals of the
transportation area. Developing capable approaches to performance measurement will
enable continuous improvement and ensure the continued success of the transportation
area.
Description: This course covers methods of measuring performance within the area of transportation
operations. Specific performance measures are discussed from the perspective
of:
*Description of measure
*Description of how to conduct measurement
*Discussion of what would be good performance vs. poor performance for this
measure
*Summary of how to improve these measurements
*Criteria for effective KPIs

*Performance measurement process
*Utilizing KPI information
*Examples of KPIs

Prerequisite:
AssetID#: 1000000086

Course Title: Transportation Routing and Scheduling
Abstract: This Online Self-Study provides participants with the proper procedures and
guidelines for effectively and efficiently performing transportation routing and
scheduling. It discusses the importance and benefits of routing and
scheduling to transportation departments, and to companies overall. The
course also helps participants to understand routing and scheduling
problems by highlighting the main problem characteristics and restrictions, as
well as the primary principles of effective routing and scheduling.
Description: Effective transportation routing and scheduling can have a huge impact on
customer satisfaction, supply chain performance, and organizational success. This Online
Self-Study explains how managers can best get raw materials,
production parts, and finished goods to their intended destination efficiently
and effectively.
The course discusses three major aspects of routing and

scheduling:
*Understanding routing and scheduling problems

*Solving routing and scheduling problems
*Using computers in routing and scheduling
The course also includes a short case study and several activities in which
users can apply routing and scheduling concepts.

Course Title: Transportation Routing and Scheduling
*Types of routing and scheduling activities that must be planned and

managed
*Factors that influence or restrict how routing and scheduling problems can
be addressed
*Categories of common routing and scheduling problems and their
characteristics
*Widely accepted principles for developing effective routes and schedules
*Main categories of routing and scheduling solution techniques used to

address various problems
*General framework for navigating routing and scheduling problems and
developing solutions
*Appropriate uses and benefits of routing and scheduling software
*Types and structure of software tools
*Choosing a routing and scheduling software package

Prerequisite:
AssetID#: 1000000077

Course Title: Transportation Scorecarding/Carrier Evaluation
Abstract: This Online Self-Study course addresses the strategic tools that can be used to manage
the area of transportation scorecarding and carrier evaluation. The course includes a
general process/methodology for conducting a scorecarding activity.
Description: Transportation performance scorecarding is the process by which companies develop and
maintain key reports on the cost and quality of the services rendered by their external
carrier base. These key reports, called carrier scorecards, provide an ongoing evaluation of
a transportation provider’s ability to meet key customer requirements (e.g., damage rates,
on-time delivery percentages, billing accuracy, etc.).
This course explains the transportation scorecarding process, describes how to start a
scorecarding program, and highlights the ways you should use the results of scorecarding
to improve transportation carrier performance. The value created by the course is that,
beyond introducing a process and methodology, it helps identify what is important with
respect to the topic.
Agenda: Course topics are:
*Introduction
*Background and Benefits of Scorecarding
*Developing a Scorecarding Program
*Using Scorecarding Results
*Conclusion
Recommended Transportation Key Performance Indicators
Prerequisite:
AssetID#: 1000000213

Warehousing
Course Title: A Model for Determining Total Warehousing Costs
Curriculum Area: Warehousing
Course No: WHS106 Proficiency: Intermediate
Abstract:
This Expert On Demand training course illustrates a methodology for determining the
annual cost of operating a distribution center. The course presenter will review research
results that describe how both 3PL and private warehousers determine warehousing costs.
The course will illustrate the differences in these approaches.
Description: This recorded presentation (given by Professor Tom Speh of Miami University
of Ohio) is designed to illustrate a methodology for determining the annual
cost of operating a distribution center.
The methodology for calculating warehouse cost will be presented and the underlying logic
will be explained. Participants will be told how the model can be used for benchmarking,
assigning warehouse costs to products and customers, transfer pricing, and comparing
private to third party warehousing. Course users will be provided a copy of the
spreadsheet, and a manual that describes in detail how to use the methodology.
*Problems associated with determining warehouse costs

*How 3PLs and private warehouse companies determine warehouse costs
*Basic components of the warehousing cost model
*How the model was developed
*How to use and apply the model
*Examples of actual application

Prerequisite: Warehouse Design
Labor Scheduling
Physical Inventory Control
AssetID#: 1000000075

Course Title: Benchmarking Warehouse Operations
Course No: WHSDR00018 Proficiency: Intermediate
Abstract: This is a one-hour Distance Learning Program session. It will discuss performance
measurement for warehouse operations.
This recorded session was presented by Doug Thomas. Dr. Thomas is an Assistant
Professor of Supply Chain Management at Penn State University. He teaches courses in
the undergraduate and MBA programs on warehouse operations, demand fulfillment and
supply chain modeling. His research interests include coordinating production and
inventory planning across the supply chain, inventory management and performance
measurement.
Description: Many different activities are performed in a warehouse and it is often difficult to directly
compare the performance of one warehouse to another. For example, one warehouse
might perform many single items or “each” picks while another moves mostly full pallets.
During this recorded session, the following areas are discussed: different warehouse
activities (e.g., single item picking, case picking, pallet picking) as well as the resources
that are used to perform these activities (e.g., labor hours, equipment, space). You will be
presented a technique called Data Envelopment Analysis (DEA) for comparing the
efficiency of warehouses that perform different activities with different resources and apply
this technique to a set of diverse warehouses.
*What are the different kinds of warehouse activities and what resources are used?
*How can efficiency comparisons be made across a diverse set of warehouses?
Recommended Participants should have some familiarity with warehousing concepts.

Prerequisite:
AssetID#: 1000000495

Course Title: Developing & Retaining Logistics Personnel
Abstract: This 1.5-hour Expert On Demand course is presented by Professor Scott Keller of Michigan
State
University. The course identifies ways in which warehouse management at companies of
all
types can improve the performance of their employees. This will, in
turn, improve the performance of the warehouse itself and improve the
performance of the company as a whole.
Professor Keller discusses specific
methods of performance improvement including better training, implementation of
incentive programs, and more. He also describes how to assess the needs of
your warehouse employees - to learn what they need in their daily operations to
be better performers. This recorded presentation is based upon an
extensive survey conducted by Professor Keller that included more than 700
subjects.
Description: This online course will provide participants with a clear understanding of the core elements
necessary for developing and managing a useful plan to create an internally customer-
focused logistics service environment. The concept of the “internal customer” will fully be
explored and specific principles will be disclosed that when implemented within the firm: (1)
identify supervisor/employee behaviors necessary to satisfy the most important internal
customer needs, (2) establish internal costs associated with providing for the needs, (3)
outline specific methods used to provide for internal customer needs, and (4) keep internal
customers informed of the benefits they receive from the plan.
*The changing role and competencies of logistics supervisors and front-line employees
*Establishing a workable and measurable “internal marketing plan” for developing and
retaining highly productive and customer-conscious logistics employees
*Clearly defining the benefits and barriers of implementing a successful plan
*Defining the elements of a successful internal plan and providing managers the principles
for employing the plan within their firm, department, and/or operation

Prerequisite: Warehouse Operations
Labor Scheduling

Course Title: Developing & Retaining Logistics Personnel
AssetID#: 1000000076
Course Title: Distribution Planning
Course No: WHS102 Proficiency: Basic
Abstract: This course explores concepts of and approaches to establishing and managing a
distribution system. It addresses strategic and tactical decisions, distribution inventory
management, and performance measurements.
Description: Distribution planning begins with the strategic and policy decisions regarding the
distribution network structure and operations. It ends with measuring the performance of
the system. The operational distribution planning processes include: forecasting demand,
determining stocking levels, determining when replenishment orders should be triggered,
and managing transportation.
*Policies & Choices

*Inventory Planning
*Network Structure

Prerequisite:
Physical Distribution Systems
AssetID#: 1000000631

Course Title: Fulfillment Fundamentals: Warehousing
Abstract: This one-hour Online Self-Study introduces you to warehousing functions, design,
processes, product handling, and major management issues. Users will learn principles for
designing warehouses, running warehouses, and measuring performance of the operation.
Description: In this Online Self-Study you will learn the key activities that occur in a warehouse, the
tradeoff decisions that must be made within the four walls of the warehouse, factors that
determine warehouse design and operation, as well as management considerations and
strategic issues companies face in warehousing.
The training course will begin with an overview that discusses the role of warehousing in
fulfillment systems, how product type impacts warehousing operations, and why location of
a warehouse is critical. Next, the training course will cover warehousing activities such as
product handling, storage, value-added services, cross-docking, and warehouse
design/operations.
Next, the training will cover factors that determine warehouse design and operation such
as:
*Type of product
*How the product is received
*Nature of the orders
*Service levels required
*Transportation mode
The training course then looks at management considerations within warehousing. It

concludes with highlighting strategic warehousing issues such as outsourcing, labor, and
future trends.
Agenda: Topics covered in this training course include:
*Overview
*Key Activities
*Warehouse Design and Operation
*Management Considerations
*Strategic Issues
*Case Activity
*Conclusion
Prerequisite:
AssetID#: 1000000529

Course Title: Holiday Season eFulfillment Study
Abstract: This 3-hour Expert On Demand presentation highlights key findings from the 2001 Holiday
Season eFulfillment Study. This study, discussed in the presentation, reviews fulfillment
performance by retailers selling over the Internet.
Description: This Expert On Demand presentation highlights key findings from Accenture's third annual
Holiday Season eFulfillment Study. The study featured in this presentation examines
fulfillment performance being delivered by retailers selling over the Internet. It covers the
delivery of goods during the 2001 holiday season. Parallel studies were conducted in
Europe and the United States, both of which are featured in the presentation.
The presentation covers how companies in the study conducted processes like order
placement, customer communications, delivery, and returns - all of which are critical to the
overall success of eTailers. Another key portion of the study is the comparison of eTailers
to traditional retailers and catalogers, as well as a comparison between geographies.
*Order placement performance experiences

*Capabilities in consumer communications for eTailers
*Delivery experiences for consumer orders
*Returns capabilities of eTailing companies
*Balanced scorecards
Recommended
Prerequisite:
AssetID#: 1000000224

Course Title: Improving Distribution Center Performance
Abstract: This Expert On Demand course will show how you can improve the productivity of your
company's warehouse operations through changes in space and time management.
Description: The focus of this online presentation is on identifying ways to improve the management of
space and time at a warehouse. It also addresses ways to define and measure these
improvements.
This course includes details on the following areas of warehouse management:

*Challenges of space management
*Typical problems involved with managing time (labor) in a warehouse
*Productivity and quality issues
*Role of planning in a warehouse
*Role of information technology in a warehouse to help manage space and time
*Potential barriers to improving warehouse productivity
Agenda: This course covers the following topics:
*Introduction
*Space and Time Management
*Space Challenges
*Time Problems
*Time Practices
*Productivity and Quality
*Warehouse Quality
*Storage and Capacity
*Velocity and Scheduling
*IT Roles
*IT Applications
*Barriers
*Goals Hierarchy
*Goals Rules
*Connectivity
*Assessment Test
A Model For Determining Total Warehousing Costs
Warehouse Operations
AssetID#: 1000000087

Course Title: Inventory Management Simulation
Course Type: Simulation Length (hours): 3
Course No: INV204 Proficiency: Advanced
Abstract: In this three-hour simulation, users determine inventory management strategies for an
electronics manufacturer.
Description: This online simulation is a 2- to 3-hour hands-on, interactive, engaging inventory
management simulation. It simulates the kinds of analyses routinely conducted by
inventory and supply chain analysts and managers. The learning objective is to sensitize
users to the full range of inventory management costs that must be balanced to have an
efficient and effective inventory management system within a well-functioning, profitable
supply chain.
Users interact with the stand-alone simulation software to iteratively search for a lowest
overall cost solution, which balances inventory management costs and customer level-of-
service goals. Documentation is provided within the software in the form of memos (MS
Word and PowerPoint files). User debriefing notes are accessible at the exercise’s
conclusion. Within the debriefing notes, comparative benchmarks are provided based on
prior user performance in this simulation.
Additional overview material may be downloaded here.IMPORTANT NOTE: This course is

password protected. Please use passcode 4567 when prompted, to enter the course.
Agenda:
Topics covered in the simulation include:
*Criticality of effective inventory management

*Processes involved in inventory management
*Financial and operational impacts of inventory management
Recommended Basic Inventory Concepts

Prerequisite: Calculating Safety Stock
Symptoms of Poor Inventory Management
AssetID#: 1000000101

Course Title: Labor Scheduling
Abstract: This Online Self-Study training course focuses on how to avoid problems within the area of
labor scheduling. It examines challenges such as scheduling to cover all hours that the
warehouse is open, including finding and managing employees on second and third shifts.
Description: This three-hour Online Self-Study discusses how to effectively manage labor scheduling
within logistics. It will look at four areas where labor productivity can be impacted:
*Labor costs and personnel issues

*Organization and dispatching of work
*Material handling, selection, and facility layout
*Staffing levels and strategic issues
For the first area, the course emphasizes the basic data collection and assessment that
must take place in order to be able to make intelligent decisions about which improvements
to make. In the second topic discussed, on the organization and dispatching of work, the
course provides details on the changes required (operating procedure, a change in a
warehouse management system, or both).
Thirdly, the course discusses re-slotting and introducing new material handling equipment,
which will typically require a significant effort in both systems and physical movement as
well as a potential capital investment. Finally, in the last topic the course highlights the
tradeoff between labor capacity (and therefore cost) and customer service objectives.
Agenda: This course includes the following topics:
*Introduction
*Labor Costs & Issues
*Picking
*Facilities & Equipment
*Productivity
*Conclusion

Warehouse Operations
AssetID#: 1000000284

Course Title: Reverse Logistics and Returns Management
Abstract: This two-hour Online Self-Study will cover the concepts surrounding the management of
returns. It will focus on the processes and key elements of reverse logistics and returns
management, as well as the criticality and significance of reverse logistics to successful
supply chain performance.
Description: In this two-hour Online Self-Study, reverse logistics and returns management are
described. Reverse logistics can be defined as "the process of planning, implementing,
and controlling the efficient, cost effective flow of raw materials, in-process inventory,
finished goods and related information from the point of consumption to the point of origin
for the purpose of recapturing value or proper disposal."
The training course examines each of the aspects of the above definition, following and
explaining each step of the reverse logistics and returns management process. Within
each step, the course highlights specific practices that can be incorporated to make
processes more efficient. It reviews the various options, such as methods of disposition,
that managers need to make decisions on during each step.
Not all products are the same, however. Thus, the training module covers the differences
between types of returns and how these differences impact how companies go through the
returns process. In addition, this Online Self-Study addresses how forward and reverse
logistics differ and how reverse logistics fits within the product life cycle.
*Introduction
*Key Reverse Logistics Management Elements
*Return Rates & Types of Returns
*Forward vs. Reverse Logistics
*Product Life Cycle Management
*Conclusion

Prerequisite: Warehouse Operations
AssetID#: 206

Course Title: Storage & Handling Equipment I
Abstract: This Expert On Demand recorded presentation provides an overview of the various types
of storage and handling equipment used in warehousing. It highlights what types of
equipment should be used for specific warehouse situations and conditions.
Description: See Agenda below.
Agenda: Topics covered in this course include:
*The main storage methods and associated equipment (including block stacking, drive-in,
push-back, live storage, wide aisle racking, double-deep, powered mobile, narrow aisle
racking)
*Self assessments
*Relative attributes
*Suitability for different product categories
Recommended
Prerequisite:
AssetID#: 1000000345

Course Title: Storage & Handling Equipment II
Abstract: This Expert On Demand recorded presentation is a continuation of Storage & Handling
Equipment I. It highlights additional types of equipment and their specific applicability in a
warehouse.
Description: See Agenda below.
Agenda: Topics covered in this course include:
*Automated palletized systems (including single-deep and double-deep crane systems,

aisle transfer methods, and satellite storage systems)
*Pallet transport equipment (including conveyors and automated guided vehicles)
*Self assessment (floor density and pallet density comparisons for automated and
conventional palletized systems)
Recommended
Prerequisite:
AssetID#: 1000000346

Course Title: Warehouse Design
Abstract: The most common mistake made in distribution center design is the failure to plan from the
inside out. This Expert On Demand online course helps to answer the following questions:
How large should the distribution center be? How should it be laid out? Where should it be
located?
Description: This course will go through the methodology for distribution center design, beginning with
the process of sizing the warehouse in order to determine how much space is needed to
hold a planned inventory. This process will include consideration of cube utilization and
ways to make better use of the cubic space available in any warehouse. Layout
considerations, including the special problems of handling unusual storage requirements
and the relative advantages of fixed vs. floating slots, will be reviewed.
The course will also review the importance of finding the right location. The location
determination depends on where the customers are, where the sources are located, and
what the objective is in establishing the distribution center. The selection process will be
examined, as well as sources of outside advice in site selection. Then we will look at the
make or buy question in warehouse real estate and review the visible and hidden costs of
property management. Finally, warehouse construction ideas will be outlined.
Agenda: Course topics include:
*Introduction to Warehouse Design

*Warehouse Design Step 1: Planning Horizons - Planning Levels
*Warehouse Design Step 2: Planning Base
*Warehouse Design Step 3: Warehouse Zoning
*Warehouse Design Step 4: Picking Concepts
*Warehouse Design Step 5: Equipment Selection
*Warehouse Design Step 6: Layout
*Warehouse Design Step 7: Staffing and Equipment Schedules

Prerequisite:
AssetID#: 1000000314

Course Title: Warehouse Operations
Abstract: There are ten or more different kinds of warehouses. Each may require a different
operations approach. This Expert On Demand presentation will expose each of these
"flavors" of warehousing.
Description: This online course will discuss each of the following types of warehousing:
*Overflow
*Distribution
*Retail
*Fulfillment
*Bulk
*Replacement parts
*Reverse logistics
*Temperature controlled
*Hazmat
*Household goods
The distinct operating requirements of each will be considered, in terms of labor

management, warehouse processes, and warehouse technology.
The course also includes quizzes and short activities.
Agenda: The three components of the course are:

*Managing the Labor Force
*Warehouse Processes
*Warehouse Technology

Prerequisite:
AssetID#: 1000000088

Course Title: Warehousing Metrics
Abstract: This Online Self-Study will identify several approaches to measuring warehouse
performance. It will also discuss the dangers of measuring too much or failing to recognize
which numbers are truly significant.
Description: This course will give you the background and tools necessary to evaluate the performance
of a warehouse and the functions involved within the facility. It will answer questions such
as:
*What aspects of the warehouse operation should we measure?

*How should we measure?
*How should we report these measurements?
The training course will discuss how some of the answers to these questions will vary
depending on the type of warehouse operation and management goals.
The course will start by explaining the major functions of warehousing, such as storage and
shipping. It will then discuss performance measures and how these can be used for each
function of warehousing. Finally, it will describe how to evaluate these measurements and
achieve better efficiency and effectiveness in each warehouse function.
Agenda: The following topics are included in the training course:
*Introduction
*Major Warehouse Functions
*Performance Measures Background & Types
*Measures by Warehouse Function
*Evaluating Measures
*Conclusion

Prerequisite:
AssetID#: 1000000292

Service Management
Course Title: Fundamentals of Service Management
Curriculum Area: Service Management & Customer Support
Course No: SVC101 Proficiency: Basic
Abstract: This six-hour Online Self-Study will introduce you to Service Management and its different
segments.
Description: Fundamentals of Service Management is intended for those who have a basic
understanding of the supply chain area, but little or no experience in Service Management;
or who have an understanding of one segment of Service Management and need to learn
about the others.
Agenda: The following is a description of each course module.
* Overview - This module gives you a basic introduction to Service Management, its
segments, its value to an organization and the strategies used to maximize service
effectiveness. * Customer Interaction - Customers have expectations of manufacturers and
service providers that are typically met through some form of interaction. This module
provides an understanding of the Customer Interaction segment-including functions, value,
tools and technologies, and challenges.
* Service Parts Management - Effective Service Parts Management can be highly
profitable, and help to create significant competitive advantage. This module provides an
understanding of the Service Parts Management segment-including functions, value, tools
and technologies, and challenges.
* Service Labor - The most costly aspect of Service Management is sending a
technician to fix a problem-Service Labor. Focusing on more effectively and efficiently
managing these Service Labor capabilities will increase customer satisfaction and
decrease the cost to the manufacturer. This module provides an understanding of Service
Labor-including functions, value, tools and technologies, and challenges.
* Warranty and Revenue Management - One-way companies can initiate after-sales
services, and thus added revenue, is by offering a warranty that guarantees a product's
performance. This module provides an understanding of the Warranty and Revenue
Management segment--including functions, value, tools and technologies, and challenges.
Recommended
Prerequisite:
AssetID#: 69

Course Title: Procurement Customer Intimacy & Insight
Course No: SVC104 Proficiency: Basic
Abstract: This one-hour Expert On Demand training course discusses the role of customer insight
within the procurement area. It highlights common problems between procurement
managers and the end users, and then identifies ways in which procurement managers can
better serve their internal customers.
Description: In this one-hour Expert On Demand training course, you will review topics within the area of
customer insight and intimacy. It helps to answer the question, "How can I, as part of the
Procurement organization, better serve my internal customers?"
The presentation centers on identifying lessons learned in procurement, and then

discussing how to implement programs around them to better understand and serve the
user. The lessons learned that will be highlighted in the training course include:
*Users and suppliers know more than you do
*Compliance will always be spotty and a constant effort
*Failure to understand the user’s concerns is fatal
The scope for acceptance is larger than anyone will initially agree
*Controls that are unrealistic will only be followed by weak managers
*Involvement and integrity are very powerful links to users
*Trust and confidence are what the user actually accepts

*Introduction
*Lessons Learned
*Responsibility & Definition
*Value of Procurement
*Roles & Cost Areas
*User Acceptance
*User Requirements
*Alternatives & Success factors
*Acceptance
*Site coordinators
*Best practices & barriers

AssetID#: 1000000537

Course Title: Sales Order Management Overview
Course No: SVC501 Proficiency: Intermediate
Abstract: This two-hour Online Self-Study provides an overview of the customer order management
process, the role of order management in supply chain management, and overall order
flow/lifecycle. Variations in order management for a variety of international considerations
are addressed, including international logistics, shipping documentation and financial
settlement methods, as are challenges and metrics for effective order management.
Description: As competition increases, trade continues to globalize and customer requirements get
more complex, an understanding of how order management fits within the broader set of
supply chain activities becomes increasingly essential. This course describes the role of
order management within supply chain management, using the supply chain operations
reference model (SCOR), developed by the Supply Chain Council (SCC), as its framework.
The major order management business processes and the decisions, information and
documents that are required by each process are described, as are variations in the
process due to the type of business, industry or geographical markets. International
variations are also addressed, including international logistics, documents, and financial
settlement methods.
This course concludes by identifying some of the critical performance measures, or

metrics, for order management and describes key challenges and best practices to address
them.
* Sales Order Management Introduction

* Role in Supply Chain Management
* Order Flow/Lifecycle
* Variations in Order Management
* Challenges in Order Management
* Conclusion
Recommended
Prerequisite:
AssetID#: 1000000415

Course Title: Service Parts Management
Course No: INV304 Proficiency: Intermediate
Abstract: This two-hour Online Self-Study focuses on inventory management for service parts. It
discusses the unique inventory models that must be utilized for this type of product, due to
its low demand rates.
Description: This two-hour Online Self-Study discusses how effective management of service parts
inventories is critical to customer satisfaction. For instance, if a tractor manufacturer runs
out of a key replacement part in the middle of harvest season, a farmer could face serious
difficulties.
The complicating factor is that many of these parts have very low demand rates, and
therefore require models and procedures that different from those developed in the
Calculating Safety Stock course. This course presents simple models based on an
appropriate probability distribution of slow demand rates. Because many service parts
systems have multiple tiers, we develop models of multi-level systems composed of
regional warehouses and dealers.
This course is ideal for anyone who understands basic inventory management tools, but
who is faced with managing slow-moving parts. Students who manage service parts, or
other important or high-cost, slow-moving parts, will also be interested in this course. The
course includes many examples.
Agenda: This training course includes the following components:
*Introduction
*Forecasting
*Poisson Distribution
*Reorder Points
*Multi-level Systems
*Multi-product Systems
*Conclusion
Recommended Fundamentals of Service Management
Prerequisite:
AssetID#: 1000000523

Course Title: Service Supply Chain Management [Premium]
Course No: SVC102 Proficiency: Intermediate
Abstract: This one-hour Expert On Demand training course provides an overview of strategies within
the service management field. It highlights each strategy and illustrates how to effectively
implement them. It also uses company examples to show best practices within the various
strategies.
Description: In this Expert On Demand training course, professor Hau Lee reviews the topic of service
management, focusing on how to execute the most effective strategies within the field. The
course focuses on three areas.
The first is the reasons why after-sales service is so important:

*Source of revenue
*Potential catastrophic consequence to customer
*Means of product differentiation
*Creation of goodwill
*Feedback for product improvement
*Customer loyalty and retention
*Upgrade (up-sell) & cross-sell opportunities
The second is the challenges of service management:

*Not viewed as glamorous
*Lack of top management attention
*High turnovers of personnel with skills
*Proliferation of stock-keeping units
*Support of multiple generations of products
*High pressure of customer service
*Demanding, irate, impatient customers
*Information gaps
Finally, the third area of course focus is the elements of service management:
*Design
*Planning
*Execution

Course Title: Service Supply Chain Management [Premium]
*Introduction
*Challenges & Elements
*Service Management Flows & Quality
*Performance Improvements
*Improvement Examples 1
*Improvement Examples 2
*Opportunities
*IBM Case Study
*Saturn Case Study
*Mopar Case Study
*Conclusion
*Assessment
Recommended Fundamentals of Service Management
Prerequisite:
AssetID#: 1000000395

Inventory Management
Course Title: Basic Inventory Concepts
Curriculum Area: Inventory Management
Course No: INV101 Proficiency: Basic
Abstract: This two-hour Online Self-Study provides a broad overview of the major concepts of
inventory management. This course is also available in German, Mandarin and Japanese.
Description: Inventory, in most fulfillment systems, is the second
largest expense next to transportation. Not only does inventory account for
significant operating expenses (such as insurance, labor, storage space, etc.),
it also involves a considerable "investment," which could be spent in almost any
other endeavor undertaken by a company. This training course investigates what
inventory is, how it should be most effectively used to maintain a satisfied
customer base and at the same time reduce costs/free up money for other
initiatives, what the specific processes and analyses involved in inventory
management are, and what the future holds for inventory management (new
technology, supply chain relationships, etc.).
Agenda: Concepts taught include:
*Role of inventory in fulfillment

*Cost of inventory/drivers of inventory costs
*Role of forecasting in managing inventories
*Inventory performance metrics
*Role of technology within inventory management
This course includes multiple activities and a short case study in which users can apply
inventory management concepts.

Prerequisite:
AssetID#: 1000000094

Course Title: Basic Retail Replenishment and Forecasting Statistics & Probability
Abstract: This two-hour Online Self-Study provides an overview of basic statistics and probability
concepts.
Description: This two-hour Online Self-Study is designed to help you understand basic statistics and
probability concepts. The course emphasizes how a knowledge of basic statistics and
probability theory can help you in the following ways:
*Allows you to compare forecasting methods
*Gives you an understanding of how much confidence you should have in a forecast
*Allows you to communicate about forecasting with others
Many replenishment systems set safety stock using probability theory. Understanding
some of the basic concepts of probability will take the mystery out of how this process
works. Furthermore, many of the estimates of fill rates and expected inventory levels use
basic probability theory. After completing this course you will have the fundamental
building blocks of these techniques and it will help you understand future training modules.

*Introduction
*Descriptive Statistics
*Normal Distribution
*Conclusion
*Assessment
Recommended
Prerequisite:
AssetID#: 1000000593

Course Title: Basics of Fulfillment
Abstract: This course provides an overview of the fulfillment area. The module gives users an
orientation to the world of fulfillment. It describes the basics of fulfillment, the purpose and
role of fulfillment, and its relationship to supply chain and business functions.
Description: This course will introduce you to the environment, basic concepts and terminology used in
warehousing, distribution, and transportation. Through a variety of relevant topics, the
course provides to you insights into the key strategies, processes, tools, and metrics used
to meet fulfillment goals and perfect order performance.
Put in their simplest terms, fulfillment managers must seek out effectiveness, efficiency,
and productivity in their operations. This course provides a foundation in how to accomplish
those three goals by addressing the concepts, techniques and, where appropriate, the tools
to:
* Meeting the requirements of the customer for on-time and complete orders - If a
company is able to meet and exceed the customer's goals for fulfillment, it will often enjoy a
strong competitive advantage.
* Meeting the customer requirements at lowest possible total fulfillment cost – Efficient
fulfillment is another critical goal. Fulfillment activities are some of the largest controllable
expenses of a business.
* Accomplishing customer service and cost goals, while earning the highest possible
return on assets invested in fulfillment operations - plan for and measure the efficient use of
assets used in the fulfillment process.
* Introduction - provides the big picture before you drill down into the details.
* Network Strategy - understand nodes (facilities) and links (transportation between the
nodes) and the process of creating the fulfillment network
* Transportation Management - how products get to you and the customer. This topic
presents information about transportation and its relationship with other fulfillment
functions.
* Warehousing Management - warehousing functions, design, processes, product
handling, and major management issues.
* Information Management - the role of technology in the fulfillment process - it is often as
important to move information as it is to move product.
* Measurement - If you want to improve fulfillment, measure the performance through key
metrics like fulfillment costs, service, and return on assets.
Prerequisite:
AssetID#: 1000000970

Course Title: Calculating Safety Stock
Abstract: This Online Self-Study teaches users how to calculate safety stock. It explains safety stock
calculations in multiple environments. Users will work through several problems involving
the calculation of safety stock. This course is also available in Mandarin and Spanish.
Description: This course describes how to calculate safety stock. It begins by explaining the importance
of good safety stock management. It then describes the roles and types of inventory. The
remainder of the course is spent on teaching the procedures of calculating
safety stock in a continuous review environment, as well as in a periodic
review environment. Users will work through multiple safety stock calculations.
*Roles and types of inventory

*Calculating safety stock processes in continuous environments
*Calculating safety stock processes in periodic environments

Prerequisite: Replenishment - Order Quantity
AssetID#: 1000000096

Course Title: Customer Segmentation and Service Level Differentiation
Course No: INVDR00025 Proficiency: Intermediate
Abstract: During this DLP recording, we will focus primarily on potential supply chain efficiency gains
via segmentation. That is, how can a firm use the fact that customers will have differential
value (i.e., willingness to pay) for certain levels of supply chain service in terms of fill rate,
order cycle time, etc.
Description: Nearly all firms have key customers and customers who are less important. It is usually
wise to differentiate treatment of “A” and “C” customers in a variety of ways including
pricing, joint marketing and design efforts and supply chain levels of service. In fact, if a
firm is not using customer segmentation to provide different customer service levels, they
are most probably over-delivering to “C” customers or under-delivering to “A” customers.
We will look at the implications of inventory rationing and other order prioritization schemes
to see how they affect customer service levels and supply chain operating cost.
Speaker BIO: Doug Thomas is Assistant Professor of Supply Chain Management at Penn
State University. Dr. Thomas teaches courses in the undergraduate and MBA programs on
warehouse operations, demand fulfillment and supply chain modeling. His research
interests include coordinating production and inventory planning across the supply chain,
inventory management and performance measurement.
*How can customer segmentation be used to improve supply chain efficiency?

*What are the challenges in using segmentation to achieve supply chain improvements?
Recommended Familiarity with inventory and distribution operations

Prerequisite:
AssetID#: 1000000719

Course Title: Design of Distribution Systems Simulation
Abstract: This 4-hour Simulation is an online tutorial that will help you to define and establish an
understanding of distribution system concepts and vocabulary.
Description: This course will do the following:
* Give you a brief overview of distribution systems

*Let you observe a running of a distribution simulation
*Walk you through an analysis of factors which will affect stock level policy
*Allow you to play the distribution simulation
*Identify some key lessons from the simulation
*Information and inventory flows in a distribution system

*Pipeline stock, cycle stock, safety stock
*Alternative measure of customer service
*Logistics system structure and operations
*Calculation of inventory reorder points and economic-order-quantities
*Mathematical derivation of the EOQ formula
*Empirical determination of safety stock levels
*Normal distribution and analytic calculation of safety stock
*Push vs. pull inventory management
*Rules-of-thumb for distribution system design
*Information systems implications of effective design

Prerequisite:
AssetID#: 1000000356

Course Title: Forecasting Simulation
Abstract: This Simulation is designed to improve the forecasting skills of individuals with limited prior
forecasting backgrounds. Improved forecasting expertise is valuable for anyone who has
ever participated or will ever participate in budgeting and planning efforts at a company.
Description: This Simulation will give you the opportunity to practice and apply forecasting techniques
and principles. Within this forecasting simulation, you're asked to assume the role of a
forecaster. Using the data provided within each of the problems in this forecasting
simulation, you'll need to create one or more forecasts as specified.
Your goal is to develop accurate forecasts. Forecasting accuracy is based on comparing

your forecasts to the actual outcomes that are known to have occurred (revealed only after
you commit to specific forecasts required in each forecasting problem in the simulation).
Once downloaded, to access the Forecasting Simulation, use the password 4567
Agenda: The Forecasting Simulation consists of the following components:
*Introduction
*Simulation Details
*Forecasting Approaches
*Problem #1 Overview, Simulation Run, and Debriefing

*Simulation Debriefing
Prerequisite: Replenishment - Order Quantity
AssetID#: 1000000489

Course Title: Implications of RFID on Supply Chain Management
Abstract: This DLP recorded session will provide an overview of RFID (Radio Frequency
Identification), as well as a discussion on the costs, benefits, and impacts of using this
technology.
Description: During this DLP session Professor Doug Thomas of Penn State will provide a brief
overview of radio frequency identification tags and then discuss the costs and benefits to
both manufacturers and retailers of using RFID. Iin addition we will also discuss the supply
chain management implications of RFID on people, process and technology. Finally, we
will see where RFID may have a positive impact in the near term and also investigate
challenges and opportunity in the medium term.
BIO: Doug Thomas is Associate Professor of Supply Chain Management at the Smeal
College of Business at Penn State University. Dr. Thomas teaches courses in the
undergraduate and MBA programs on warehouse operations, demand fulfillment and
supply chain modeling. His research interests include coordinating production and
inventory planning across the supply chain, inventory management and performance
measurement.
* In what specific areas will manufacturers and retailers see supply chain benefits from
RFID?
* What are the people, process and technology implications of RFID for supply chain
management?
Recommended
Prerequisite:
AssetID#: 1000002562

Course Title: Inventory Centralization in Multi-Echelon Distribution Systems
Abstract: During this one-hour recorded Distance Learning Program session, Dr. Doug Thomas of
Pennsylvania State University will discuss the benefits and drawbacks of centralizing
inventory stores in a multi-echelon distribution network and what the factors are that
determine whether or not inventory should be centralized.
Description: During this session we will discuss the costs and benefits of storing inventory at a central
location rather than placing goods close to the point of consumption. Centralizing inventory
typically reduces safety stock requirements but increases transportation costs and order
cycle time. Determining when inventory should be stored centrally in a multi-echelon
distribution network requires the consideration of many factors including product value,
time sensitivity and criticality of the product and demand profiles at various points of
consumption. These and other issues will be discussed, and a case study analyzing these
tradeoffs will be presented.
*What are the benefits and drawbacks of centralizing inventory stores in a multi-echelon
distribution network?
*What are the factors that determine whether or not inventory should be centralized?
Recommended The participant should have familiarity with inventory and distribution operations.
Prerequisite:
AssetID#: 1000000520

Course Title: Inventory Management Metrics and Classification
Abstract: This Expert On Demand course introduces the importance of effective metrics, the types
and applications of supply chain metrics, and the link between metrics and inventory
classification.
Description: Metrics are a business fundamental. To manage any process, we must be able to
measure it. Effective supply chain management requires a suite of metrics that track both
capital utilization and customer service.
This course will explain how to calculate different metrics. More importantly, the course will
provide a framework for understanding supply chain performance and comparing
performance across firms. These concepts are particularly useful in designing supply chain
measurement systems and for creating metrics to evaluate the success of a supply chain
initiative.
Agenda: This course includes the following topics:
*Introduction
*Inventory Classification
*Classification Examples
*Business Metrics
*Inventory Measures
*Service Measures
*Metric Pitfalls
*Metric Theory
*Metric Issues
*Summary
Prerequisite:
AssetID#: 1000000282

Course Title: Inventory Management Opportunity Assessment
Abstract: This Online Self-Study course will walk the student through a five-step approach for
assessing the opportunity for significant improvements within inventory management.
Description: In this three-hour Online Self-Study, the users will be shown the five steps of a process for
assessing potential improvements in inventory cost and customer service. The conclusions
are based on a representative sample of SKUs, so individuals do not need to spend
months gathering data.
By the end of this course, they will understand the key cost components of an inventory
system, as well as other important data that serve as inputs to the analysis.
Drawing on other courses in safety stock and order quantity, this course compares existing
inventory models and costs at companies with new, recommended policies. It will also
provide a framework for analyzing the underlying drivers of cost and service and illustrate
which are most powerful for fundamental improvements.
The course will be useful for anyone who has not studied inventory management in detail
and will be making recommendations for new inventory or supply chain policies.
Agenda: Specific topics included in this course are as follows:
*Overview of the 5-Step Procedure

*Representative Sample of Items
*Determine Performance/Policies
*Recommend Improved Policies
*Compare Current/New Policies
*Change the Givens
*Conclusion

Prerequisite: Symptoms of Poor Inventory Management
AssetID#: 1000000209

Course Title: Item Inventory Management
Abstract: This course explores the techniques for planning and controlling the stock of individual
items in inventory. It also explores the methods of valuing inventory.
Description: This course explores the techniques for planning inventory that answer the following
questions for an individual item.
*Which items to stock

*When to replenish the stock
*How much to order when replenishing the stock
It also explores the techniques for controlling inventory and commonly used methods for
determining the value of inventory.
*Introduction
*Order Review Techniques
*Lot-Sizing Techniques
*Safety Stock Techniques
*Inventory Control Techniques
*Conclusion
Prerequisite:

AssetID#: 1000000725

Course Title: Lean Manufacturing & Kanban
Abstract: This hour Online Self-Study course is designed for anyone who deals with production
planning and control, particularly in situations of high-volume manufacturing or where there
is a significant bottleneck. The course includes many examples.
Description: Much of the Japanese success in international markets has been the result of the adoption
of Just-In-Time (JIT), a concept first introduced by the Toyota Motor Corporation. JIT is a
total manufacturing system encompassing product design, equipment selection, materials
management, quality assurance, line layout, job design, and productivity improvement.
The Toyota Production System was developed over a period of 20 years and led to higher
quality, lower cost, and substantially less labor time per vehicle than was achieved by
Toyota’s international competitors.
The production/material control system associated with JIT is called the Kanban system.
This course focuses on the broader philosophical aspects of JIT and describes the Kanban
system in detail. It also examines implementation issues as well as the strengths and
weaknesses of JIT. Finally, it introduces alternatives to Kanban, including CONWIP and
OPT. To this end, several principles of managing bottlenecks, including the concept of
drum-buffer-rope will be illustrated.
Agenda: Specifically topics covered include:
*The philosophy of JIT

*The way a Kanban system works, with diagrams
*The requirements of a Kanban system, including low setup times and a flexible workforce
*How to calculate the number of Kanbans
*How Kanban/JIT enables mixed model production
*Alternatives to Kanban, including constant work in progress (CONWIP) and OPT, with
examples of each
*Principles of bottleneck management, including drum-buffer-rope
*Comparisons of Kanban, CONWIP and OPT and where they best apply based on product
and process characteristics
Recommended
Prerequisite:
AssetID#: 1000000097

Course Title: Lot Sizing
Abstract: This Online Self-Study course is designed for anyone who makes decisions about lot sizes
in production, including those who work with JIT/Kanban, MRP or OPT. Many examples
are included.
Description: One key decision of production planning is the batch or lot size. Frequent setups reduce
lot sizes and therefore can reduce inventory; however, productive capacity is lost every
time a setup occurs. Costs may increase and deliveries may be delayed. The question,
then, is how to trade off the inventory savings with the lost production time and other costs
of small lot sizes. This course builds on the Materials Requirements Planning course and
addresses the decision of choosing lot sizes in production.
Agenda: Specific areas covered by this course include:
*The Economic Production Quantity (EPQ.

*Rules of thumb for setting lot sizes, including Lot-for-Lot (L4L) and other simple ways of
trading off setup and holding costs.
*Problems of lot sizing and some of the assumptions that can lead to poor performance.
*Setup reduction and its effect on lot sizing.
Recommended
Prerequisite:
AssetID#: 1000000359

Course Title: Measuring Forecast Error & Variability
Abstract: This Online Self-Study course covers the topics of variability and error in forecasting. In
every area of the supply chain management, we face variability and uncertainty. Variability
in any part of the supply chain drives up cost and erodes our ability to serve customers. To
control and manage variability, it must first be able to be measured. This course examines
the concept of variability and describes graphical and statistical approaches to measuring
it.
Description:
Agenda: Many important concepts will be covered, including:
*Histograms
*Measure the mean, median, and mode.
*Measurements of spread including the standard deviation.
*Measurements of relative variability such as the coefficient of variation – CV.
Additionally, in this module, we introduce several important approaches to measuring and

improving forecast processes including:
*Measures of bias such as average error.

*Measures of precision and dispersion including the standard deviation, mean square error,
mean absolute deviation, and mean absolution percent error.
*Measures that dynamically evaluate forecast performance such as tracking signals.
Recommended
Prerequisite:
AssetID#: 1000000291

Course Title: MRP & Dependent Demand
Abstract: Materials Requirements Planning (MRP) is, perhaps, the most commonly used production
planning tool in most industries. MRP addresses the problem of determining and meeting
requirements for all parts and components that are assembled into each final product. The
goal is to coordinate materials at the various stages of the production process. MRP is a
forward-looking plan for final product and component production and procurement over
some future time horizon.
Description: This course is designed for anyone who deals with production planning or with MRP and
who should be aware of potential problems and pitfalls with its use. It also serves as an
introduction to MRP for those who have not been exposed to this important tool. The
course includes many examples.
Agenda: This course introduces many of the key elements of MRP as well as some of its
weaknesses. Specifically, it will cover:
*The fundamental purposes of MRP

*The three key elements of MRP – bill of materials explosion, lead time offset and inventory
netting
*Sample MRP charts and calculations
*Safety stock and safety lead times
*Problems and weaknesses of MRP, including safety stocks, fixed lead times, and lot sizes
*Where to apply MRP and where to avoid it
*The difference between Materials Requirements Planning and Manufacturing Resources
Planning (MRP II)
Recommended
Prerequisite:
AssetID#: 1000000357

Course Title: Nonstationary Inventory Models
Course No: INV203 Proficiency: Advanced
Abstract: Many businesses face changes in demand that are driven by underlying conditions of the
product or industry. In business environments that experience seasonal changes in
demand or face underlying market trends that either increase or decrease demand, more
sophisticated, non-stationary forecasting models are required. This is a three-hour Online
Self-Study course.
Description: This course shows how to develop several important forecasting models including those
that capture:
*Seasonality – such as products that experience increased summer demand.

*Cycles – including multi-year trends that change demand.
*Trends – from both inside and outside the company that can increase or decrease
demand.
The sensitivity of these models to their input parameters will be examined, and the course
will show how advanced models can be created that simultaneously capture multiple
underlying forces such as seasonality with a trend. The online course includes
spreadsheet models with examples and practice problems.
Agenda:
Recommended This class is designed for students who have a good understanding of statistics or those
Prerequisite: who have taken the modules on forecast error and stationary forecasts.
AssetID#: 1000000293

Course Title: Performance Measures for Inventory Systems
Abstract: During this one-hour Recorded Distance Learning Program Session we will discuss
performance measurement for inventory systems. Discussion will focus on customer
facing performance measures such as order cycle time, order fill rate and perfect order
fulfillment. We will discuss both the challenges in implementing customer facing
performance measurements as well as how to connect customer facing measures to
inventory decision making.
Description: Successful inventory management requires understanding how customers value different
service elements (on-time delivery, order fill rate, etc.) and then using this information to
make inventory stocking decisions. In some cases, customer valuation of service elements
is difficult to obtain, but quite often it is made explicit by either a performance related
contract or a supplier scorecard. This session will focus on customer facing performance
measures such as order cycle time, order fill rate and perfect order fulfillment. Both the
challenges in implementing customer facing performance measurements and how to
connect customer facing measures to inventory decision making will be presented.
Instructor Biography: Doug Thomas is Assistant Professor of Supply Chain Management at

Penn State University. Dr. Thomas teaches courses in the undergraduate and MBA
programs on warehouse operations, demand fulfillment and supply chain modeling. His
research interests include coordinating production and inventory planning across the
supply chain, inventory management and performance measurement.
*How should inventory and distribution performance be measured?

*How should inventory be managed to achieve good performance given the potentially
complicated set of customer requirements and desires?
Recommended
Prerequisite:
AssetID#: 1000000516

Course Title: Physical Inventory Control
Abstract: This two-hour Online Self-Study discusses inventory control. Inventory is a valuable asset,
and it is critical to ensuring high customer satisfaction and supply chain productivity.
Whether in a retail store or a factory shop floor, maintaining accurate information about the
location and status of physical inventory is a prerequisite to the use of supply chain
planning and execution tools.
Description: This two-hour Online Self-Study course is designed to introduce the key concepts in
managing physical inventory in any environment. Beyond key concepts, it helps users
understand best practices in:
*Storage and retrieval

*Tracking
*Cycle counting
*Protection
*Managing perishable items
By the end of this module you should have a working knowledge of how physical inventory
control tools such as these contribute to successful execution of manufacturing planning
and control strategies.
This module includes many examples and a short case study.
*Introduction
*Storage and Retrieval
*Tracking
*Cycle Counting
*Protection
*Managing Perishable Inventory
*Conclusion
Prerequisite:
AssetID#: 1000000295

Course Title: Replenishment – Order Quantity
Abstract: This Online Self-Study course is focused on developing economic models that are useful in
rationalizing procurement and manufacturing planning of inventory. The centerpiece of an
economic analysis is the development of a formula that balances inventory holding and
replenishment costs, often referred to as the economic order quantity (EOQ).
Description: Understanding the trade-off between inventory holding cost and the costs of procuring or
manufacturing more inventory is critical in determining the best replenishment quantities.
This three-hour Online Self-Study course is focused on developing economic models that
are useful in rationalizing procurement and manufacturing planning of inventory. The
centerpiece of an economic analysis is the development of a formula that balances
inventory holding and replenishment costs, often referred to as the economic order quantity
(EOQ).
This course is essential for anyone interested in supply chain inventory analysis and is a
building block for many other concepts, such as safety stock and distribution system
design. The course includes a spreadsheet model and many practical examples and
exercises.
Agenda: This module examines the economic order quantity model including the:
*Role of holding costs, such as cost of capital, warehousing costs and product shelf life,
that are driven by many factors
*Impact of transportation using full and partial pallet loads
*Link between order quantity and order timing
*Link between order quantity/order timing distinctions and a periodic and continuous review
inventory model
*Impact of quantity discount models for both all units and incremental units
Recommended
Prerequisite:
AssetID#: 1000000302

Course Title: Setting Service Levels in Multi-Echelon Distribution Networks
Abstract: During this distance learning program recorded session, Dr. Doug Thomas of Penn State
University will discuss how inventory policies affect supply chain cost and customer service
to the customer. In particular, you will be shown the relationship between service levels at
intermediate distribution points and final customer service levels. You will also gain an
understanding of the difficulties in implementing "System-optimal" service levels at
intermediate points.
Description: Most goods are delivered to the eventual (external) customer through some sort of multi-
echelon distribution network. That is, the product moves through multiple stages in the
supply chain (e.g., central depot, regional distribution center, retail outlet, etc.) This
conference call will examine how inventory policies and in particular target service levels at
affect supply chain cost and customer service to the real customer. We will focus on trying
to identify the most cost effective way to achieve a certain service level for the final,
external customer rather than for a series of internal transfers. Often, this requires good
but not great product availability at intermediate distribution levels. In addition, we will
discuss implementation issues, such as (1) the fact that some intermediate facilities (i.e.,
distribution centers) may face both internal product requests as well as customer orders,
and (2) there may be local incentive issues for intermediate points that may conflict with
overall system objectives.
*Do we need high service levels at intermediate distribution points in order to have high
levels of true customer service?
*What are the factors that affect the appropriate service levels in multi-echelon networks?
Recommended Familiarity with inventory and distribution operations.

Prerequisite:
AssetID#: 1000000645

Course Title: Stationary Inventory Models
Abstract: This two-hour Online Self-Study examines the inventory models for stationary products.
The course focuses on product demand situations where there is no reason to believe that
there is a significant trend (growth or decline) or seasonality in the demand for the item
under consideration.
Description: During this two-hour Online Self-Study, you will learn about the inventory models for
stationary products, or those whose demand does not have significant growth or decline
trends or seasonality.
Topics covered in the course will include:
A forecasting framework including a useful schematic representation
*Basic approach in using any mathematical model for forecasting, specifically selection of
the type of model, initial estimation and updating of the parameter values, and use of the
model to produce forecasts
*Two most common approaches for the case of a level demand pattern with noise, namely
use of a moving average or exponential smoothing
*Some concerns regarding when not to use the above methods
Agenda: The course is comprised of the following components:
*Introduction
*A Forecasting Framework
*Forecasting Approach
*Moving Average
*Exponential Smoothing
*Cautions
*Conclusion
*Assessment
Prerequisite: Symptoms of Poor Inventory Management
Inventory Management Opportunity Assessment
Inventory Management Metrics and Classification
Measurement of Forecast Error and Variability
AssetID#: 1000000535

Course Title: Symptoms of Poor Inventory Management
Abstract: Effective inventory management is critical to the success of any company. Learning to spot
signs or symptoms of poor inventory management is the first
step in improving the management of inventory at a company. This Online Self-Study
provides you with information to understand and begin this process.
Description: This Online Self-Study focuses on the four areas of a company where inventory
management problems typically occur:
*Customer Service
*Inventory Control
*Transportation
*Store/Warehouse Operations
It discusses how to identify problems, what the root causes of those problems are, and how
to begin solving inventory management problems.
Agenda: Topic covered include:
*Customer service measures and how to use them to identify symptoms of poor
inventory management
*Tradeoffs between customer service and inventory investment
*Methods of estimating the cost of a stockout
*Benefits of ABC analysis
*Use of sales volume data, units sold data, and customer request data in
ABC analysis
*Ways in which effective mode selection can make lead-times more
dependable, thus improving inventory management
*How inbound transportation can add "hidden" costs to a company's
transportation costs, and what should be done to prevent or lower those costs
*When and how emergency orders should be utilized to maintain reasonable
transportation costs, yet keep high enough levels of customer service
*Factors that go into replenishment times, and that can be looked at to
decrease total replenishment time
*Ways in which sales revenue is lost due to misplaced SKUs at retail stores
*Common inventory management problems in warehouses, such as uncounted
products and space shortages
Prerequisite:
AssetID#: 1000000099

Course Title: Vendor Managed Inventory
Course No: INVDR00008 Proficiency: Basic
Abstract: This Distance Learning Recorded session explores how effective management of inventory
is a key challenge in most supply chains. Hold too much and you incur significant inventory
carrying costs, run the risk of product obsolescence, and waste capacity. Hold too little and
you may not be able to satisfy customer demand. Finding the right balance between too
much and too little inventory requires effective forecasting, visibility, and collaboration. But
how to pull it off is the key question!
Description: Vendor managed inventory (VMI) is a proven model for controlling the level of inventory in
the supply chain. Instead of each organization developing independent plans and
managing inventory independently, a vendor takes full responsibility for managing their
customer’s inventory levels. The supplier monitors the use or sale of its products at the
customer’s locations and decides when to initiate the resupply process and generate
customer purchase orders. Companies in numerous industries have benefited from the
implementation of VMI.
This session will focus on the fundamentals of VMI, covering key issues and challenges,
implementation requirements, and the expected outcome of VMI initiatives. Case studies
and brief activities will be used to demonstrate key points.
The course is appropriate for individuals with limited exposure to the management of
inventory in the supply chain, the use of VMI, and supply chain collaboration. It will be led
by Dr. Brian Gibson, Associate Professor of Logistics at Auburn University. Dr. Gibson has
studied inventory issues throughout industry and has an academic career that spans nearly
twenty years.
*VMI definitions, purposes, processes, and strategies

*Benefits and potential pitfalls of VMI
*Role of technology in VMI
Recommended
Prerequisite:
AssetID#: 1000000426

Customer Service
Course Title: Becoming a Customer Service Ambassador
Curriculum Area: Customer Service
Course Type: Online Self Study Length (hours): 1
Abstract: Are you constantly alert to issues that affect customer service? Do you analyze those
issues and their implications, challenging them on behalf of the customer? Do you bring
emotional intelligence to every interaction with customers, external or internal? Do you
pass on your knowledge and expertise to others? When you can answer a resounding
"yes" to all those questions, you have become a Customer Service Ambassador
Description: Companies with a passion for service, who are almost obsessed with their customers, are
often the most successful. In this course, you will learn that when companies embed that
passion in their employees, employees will be inspired to develop their own customer-
related skills. In this course, you will learn that companies that are excellent service
providers focus constantly on improving their service offerings, and support their
employees in becoming Customer Service Ambassadors. You will learn that in order to
become a Customer Service Ambassador, you need the support of your team. A team—
where like-minded colleagues develop a passion for genuinely excellent customer
service—is the ideal place to make the customer-focused culture a reality. Every
interchange between two people can go wrong—if one or both behaves like a child or a
scolding parent instead of an adult. This course suggests that something as personal as
how you behave can be the difference between satisfying customers and losing them
forever. You will learn how emotional intelligence can help you deal with difficult customers.
• Planning Customer Service Improvements

• Working in Teams
• Using Your Emotional Intelligence
• Developing Your Professional Capabilities
Recommended
Prerequisite:
AssetID#: 1000002861

Course Title: Customer Centric Processes
Abstract: During this course we will examine customer centric processes. Doing these processes
well will allow companies to gain control customer service and create business values.
Description: The session will enable you to gain an understanding of a framework of how Customer
Centric Processes evolve over time. Essentially companies need to continuously fine-tune
and refine their Customer Centric Processes from a more foundational level to eventually to
a level that enables them to create tremendous values for their business. We will examine
a number of world class examples on how such processes can help companies build
business values. And will also go through some of the foundational capabilities the
companies need to build in these processes. Finally we will discuss how companies have
mastered the journey to build excellence in Customer Centric Processes with the
understanding that this is something that can only be built over time.
Bio: Hau L. Lee is the Thomas Professor of Operations, Information, and Technology at the
Stanford Graduate School of Business. His areas of specialization include supply chain
management, information technology, global logistics system design, inventory planning,
and manufacturing strategy. He is the founding and current Codirector of the Stanford
Global Supply Chain Management Forum, an industry-academic consortium to advance
the theory and practice of global supply chain management
• A framework on service evolution
• Process excellence and reliability
• Scale and customization
• Value-creation through business transformation
• Evolution examples
• Intuit
• Netafim
• Service mastery journey
Recommended
Prerequisite:
AssetID#: 1000002814

Course Title: Customer Service Policy: How It Is Structured and Used
Abstract: Best practice organizations guide and inspire their employees so they can perform well and
deliver customer experiences that will bring customers back over and over. That's where
customer service policies come in: applied consistently, with flexibility and a customer
focus, a CSP is a protocol for employees to follow to ensure that each customer
consistently experiences service excellence.
Description: Customer Service Policies describe a course of action, a guiding principle, or a procedure
that, when followed, insures consistent, excellent performance, by both the business and
the employee. In this course, you will learn that CSPs stem from mission and vision and, in
fact, are the way you achieve your mission and reach your vision.
This course explains the step-by-step process involved in developing Customer Service
Policies, including a sample form, all of which can easily be adapted to fit your specific
needs.
Given the pace of business change today, CSPs can easily become obsolete. This course
explores ways to monitor and measure CSPs so you can determine when and how to
improve them.This course also tackles common concerns—when does it make business
sense to be flexible rather than consistent; and do you vary a CSP just because a customer
demands it?
• The Basis for Creating a Customer Service Policy
• Mechanics of Developing Customer Service Policies
• Monitoring & Measuring Your Customer Service Policies
• Business Practices & Customer Service Policies
Recommended
Prerequisite:
AssetID#: 1000002913

Course Title: Delivering Against Customer Needs
Course Type: Online Self Study Length (hours): 2.5
Abstract: To "deliver against customer needs" requires you to know what your customers—external
or internal—want. When you do, you can plan and implement improvements to products, to
services, and to the organization itself. This ensures that the products and services you
deliver are those that meet and exceed your customers' needs.
Description: In this course, you will learn that, to increase customer satisfaction and loyalty, your
contracts, service level agreements, or other forms of agreements should include
achievable, desirable, jointly agreed upon target levels of customer service.
You will also learn that listening to customers is perhaps the only way to know which
service characteristics and which service standards are important to your customer. You
will study some of the mechanisms for listening, and learn how to use them.
This course suggests that problems, complaints, and difficult customers are really gifts from
your customers, and that dealing with these risky situations honestly and with a sense of
urgency can actually increase customer loyalty.
Finally, you will learn about techniques that promote an organization-wide focus on
delivering service excellence: metrics, the business excellence model, and the balanced
scorecard.
• Working to Agreed Standards

• Measuring Against Standards
• Customer Feedback Mechanisms
• Dealing with Risk
• Techniques for Improving Customer Service
Recommended
Prerequisite:
AssetID#: 1000002842

Course Title: Developing Relationships With Your Customers
Abstract: Whatever your job role, you have customers. Whether they be external, an end-user, or an
internal customer, such as a colleague in the warehouse, they are all customers and
therefore you are part of the cycle of service excellence. Customer Service is intangible.
You cannot see it but your customers experience it and everything you do with both internal
and external customers impacts on business success as our external customer service is
an eventual output of our internal customer service.
Description: The objective of the course is to help you learn the essential methods of maintaining
successful relationships with key customers. Part of this is determining some of the current
concepts and language of customer service in the supply chain and logistics industries.
The course will help you to plan how you can provide added service value for customers,
enhancing your organization’s product and service range. After completing this course you
should be able to improve both your own customer service skills and contribute to your
organization’s business success.
• Basic Concepts of Customer Service in Supply Chain and Logistics Industries

• Managing your Key Customers
• Enhancing Service Value
• Providing Customer Service Within the Rules
• Meeting and Exceeding Customers’ Expectations
Recommended
Prerequisite:
AssetID#: 1000002801

Course Title: Introduction to Customer Service Performance Measures
Abstract: When employees provide effective and efficient customer service, the positive impact on
the business can be huge. Without sound performance measures, though, it is impossible
to deliver a consistently high level of customer service.
Description:
In many industries, improving customer service and customer satisfaction levels give a
company a definite competitive advantage. So, how do you satisfy customers? Through
service excellence…delivered through an excellent service experience. How do you know
your customers are satisfied? By measuring how well you do—your performance—against
standards or industry benchmarks.
Relevant, customer-facing performance measures can significantly improve customer
service performance. Customer service performance measures answer the questions,
“How are we doing in our customers' eyes?” and "How can we improve?" Performance
measures can transform customer service from managing by intuition to managing by fact
and reason.
• The Basis for Creating a Customer Service Policy
• Mechanics of Developing Customer Service Policies
• Monitoring & Measuring Your Customer Service Policies
• Business Practices & Customer Service Policies
Recommended
Prerequisite:
AssetID#: 1000002973

Course Title: Introduction to Order to Cash
Abstract: This course will focus on the ‘Order to Cash’ cycle and the impact that this can have on
your business. We will consider this impact both in terms of the financial performance of
the business and your ability to provide top class customer service.
Description: During this course you will receive not only an overview of the process and how it can be
improved, but also some of the key financial measures used in the business, which, with
good management of ‘Order to Cash’ can be significantly improved.The ultimate aim is to
ensure that you have an understanding of how significant the ‘Order to Cash’ process is in
adding value to your business and your customers. In order to do this we will be addressing
the objectives listed.
Agenda: The key areas covered will be:
• What is Order to Cash?
• How does it impact Business Performance?
• How does it impact Customer Service?
• What are the key risks associated with O2C?
• Key Areas to control in ‘Order to Cash’ and
• How to Leverage ‘Order to Cash’ for competitive advantage in Customer Service
Recommended
Prerequisite:
AssetID#: 1000002968

Course Title: Introduction to Repacking
Abstract: Today, distributors and retailers expect case quantities, pack sizes, and labeling to be
tailored to their specific requirements. In fact, manufacturers and suppliers are likely to
encounter an adamant customer message: “Take care of our unique demands or we’ll take
our business elsewhere.”
While this environment presents a challenge, it also presents an opportunity for
manufacturers and suppliers to leverage repacking demands into competitive advantage
for themselves and the customer. The ability to meet increasing demands for flexibility at
limited incremental impact on cost, quality, or delivery translates into market share growth
and enhanced profitability.
Description: In the quest to drive revenues up, companies give in to or go along with their customers'
repacking demands. It is all too common for supply chain considerations and costs to be an
afterthought in Sales, Marketing, or Customer Service. But other issues must be
considered: while the added revenues are great, it takes time, effort, and money to fulfill
special repacking requests at the distribution center level.
This course looks in depth at the options, benefits, and requirements for successful
repacking initiatives. Supply chain professionals will benefit from a clearer picture of why
customization is potentially beneficial for the organization, rather than a necessary evil that
creates logistics costs and hassles. Those in customer-facing roles—for example, in Sales,
or in Customer Service—will gain insights into supply chain considerations that must be
taken into account before making a commitment to a customer.
• Repacking: Concepts & Requirements
• Establishing Repacking Capabilities
• Balancing Repacking Service with Cost
Recommended
Prerequisite:
AssetID#: 1000002928

Course Title: Introduction to Retailer Performance Measures
Abstract: "If you want to improve something, measure it." While there is certainly truth in this saying,
that truth comes with caveats. Case in point: retailer performance measures—no matter
how useful—are easily misinterpreted. For the good of the retailer, the shopper, and your
company, you should be able to identify misleading or incorrect interpretations, explain why
the interpretation is wrong, and suggest the correct one. Another caveat is tradeoffs:
improving one metric can adversely affect another. Recognizing tradeoffs helps you avoid
or work around them.
Description: In this course, we examine a few important retailer performance metrics in detail and
discuss issues associated with measurement and interpretation:
• Periods of Supply – hours, months, years? An historical measure or a forecast?
• Inventory Turns – how is average measured? What is the relationship to periods of
supply?
• GMROI – considering the return on and the profit contribution of the inventory
investment
• Order Arrival Due Date – how delivery windows affect the perfect order
• Shelf Profitability – how well SKUs perform
• Lead Time – a great way to improve many metrics simultaneously, but you have to
know what "lead time" really means
• Availability – how well demand is being satisfied, and lost orders vs. backorders
• Cash to Cash Cycle Time – the shorter the cycle, the faster sales turn into cash
• Promotions – store-level execution and performance against plan
• Total Logistics Cost – managing "total cost" means managing tradeoffs
• Periods of Supply Metrics
• Inventory Turns Metrics
• Gross Margin Return on Investment
• Order Arrival Due Date Metrics
• Shelf Profitability Metrics
• Lead Time
• Availability Metrics
• More: Cash to Cash Cycle Time, Promotional Event Metrics, Total Logistics Cost
Recommended
Prerequisite:
AssetID#: 1000002910

Course Title: Introduction to the Customer Service Framework
Abstract: This online self-study course proposes that, in the current business environment, customer
service excellence spells the difference between companies that are merely good and
those that are hugely successful.
Description: In this course, the learner studies the elements of excellent customer service. That includes
the Customer Service Framework, which enables a company to plan and communicate
how it will deliver excellent service to customers. The framework includes a customer
service strategy and operational plan, both of which are linked to the business plan.
Learners also examine levels of service, where excellence is defined as essential to market
leaders. The course ties in Customer Relationship Management, covering how CRM's
whole-organizational approach to building comprehensive information about customers can
be used to improve customer relationships and customer service. The course also looks at
the link between service excellence and brand reputation.
• Levels of Customer Service
• Customer Relationship Management (Introduction, and Customer Information)
• Customer Service Strategy
• Service Excellence and Brand Reputation
Recommended
Prerequisite:
AssetID#: 1000002809

Integrated Supply Chain Management
Course Title: Advances in Demand and Supply Network Integration [Premium]
Curriculum Area: Integrated Supply Chain Management
Course No: ISC301 Proficiency: Intermediate
Abstract: Advances in Demand and Supply Network Integration is a one-hour Expert On Demand
recorded presentation by Professor Hau Lee, Stanford University.
Description: In this Expert On Demand course, participants will review some innovative companies who
are engaged in new initiatives to improve their supply chains by developing tight linkages
with their supply chain partners. Industry-wide efforts in this area are beginning to be more
prevalent. We will describe both success and failure stories, but more importantly, we will
cover the organizational barriers that these companies must overcome for successful
implementation.
*Definition of Integration
*Information Sharing
*Coordination and Resource Sharing
*Organizational Integration
*Performance Measures
*Saturn Case Study
Recommended Introduction to Supply Chain and

Prerequisite: What Is Integrated Supply Chain Management?
AssetID#: 1000000083

Course Title: eBusiness & Supply Chain Management [Premium]
Course No: ISC302 Proficiency: Advanced
Abstract: This four-day Workshop focuses on how eBusiness has enabled new models of supply
chain management.
In recent years, the advancement of information technology and the Internet provide great
opportunity for a new era of supply chain integration. The use of the Internet increasingly
has greater impact as it redefines the operations of the supply chain.
eBusiness has emerged as "the execution of the front-end and back-end operations in a
supply chain using the Internet." By using eBusiness, companies can realize great values
through efficiency improvements, better asset utilization, faster time to market, reduction in
total order fulfillment times, enhanced customer service and responsiveness, penetrating
new markets, higher return to asset, and ultimately, higher shareholder value.
This Workshop focuses on how eBusiness has enabled new models of supply chain
management. You will examine innovations from the perspectives of the many
stakeholders involved: the established companies that are affected by innovations in their
industry; the established companies that are the innovators; the new ventures that are
using innovations to change the landscape of existing industries; the information
technology providers; and the third-party logistics or contract manufacturing providers.
The course utilizes case discussions, lectures, group studies, and guest appearances
representing the multiple stakeholders described above.

Course Title: eBusiness & Supply Chain Management [Premium]
Agenda: The following topics are included in this course: Day 1:
*Framework of eBusiness and Supply Chain Management

*Data-Rich Supply Chain Management
*Internet-Driven Logistics
*Adapting eBusiness Strategies to Changing Customer Requirements
Day 2:
*Cross-Enterprise Integration
*Industry-Wide Business to Business Model
*Back-End Solutions for eFulfillment
Day 3:
*New Product Introduction and Design

*Evolution from Providing Products to Services
*Visionary Models from the Accenture Center for Strategic Technology
*New World of ePropelled Supply Chain Management
Recommended
Prerequisite:
AssetID#: 8

Course Title: Information Distortion and Demand Management [Premium]
Abstract: In this one-hour Expert On Demand presentation, you will review the drivers of information
distortion, which result in the Bullwhip Effect in supply chains. You will learn the
consequences that demand distortion has on supply chains and key strategies to identify
and counter the distortion.
Description: This course is presented by Professor Hau Lee of Stanford University.
*The Bullwhip Effect

*Consequences of Demand Distortion
*Four Causes of the Bullwhip Effect
*Counter-Strategies to the Bullwhip Effect

Prerequisite:
What is Integrated Supply Chain Management?
AssetID#: 1000000081

Course Title: Introduction to Hewlett-Packard Case
Abstract: During this 1-hour Expert On Demand course you will explore and consider the challenges
of managing the proliferation of product variety, in the context of a real-life case study.
Description: A major challenge in managing supply chains is the proliferation of product variety. The
Deskjet Printer division of Hewlett-Packard was faced with increasing product variety,
increasing inventory, and declining service in Europe. They had several viable options to
consider which included implementing air shipment from Vancouver to Europe, opening a
factory in Europe, or performing localization at a European DC. You will analyze one of
these options and determine whether you would recommend this option to Hewlett-
Packard.
Agenda:
Recommended
Prerequisite:
AssetID#: 1000000166

Course Title: Postponement and Design for Supply Chain Management [Premium]
Abstract: Postponement and Design for Supply Chain Management is a one-hour Expert On
Demand recorded presentation by Professor Hau Lee of Stanford University.
Description: In this recorded presentation, you learn effective ways to manage the supply chain when
product variety is expanding based on some of the basic concepts of product and process
design. You review principles that allow companies to do mass customization using design
best practices and different postponement strategies. At the end, you see how two
companies conducted thorough analyses to determine the right postponement strategies
for their business environments.
*Concepts of Design for Supply Chain Management

*How to Apply Postponement Principles
*Postponement by Process Re-engineering
*Postponement by Pull Expansion
*Analysis of Shifting Postponement Boundary
*Postponement by Standardization
Recommended The following two courses should be completed prior to taking this course:
Prerequisite:
Introduction to Supply Chain
What Is Integrated Supply Chain Management?
AssetID#: 1000000082

Course Title: Strategic Issues
Abstract: The business strategy of an organization defines how it will function in its environment.
This course explores strategic issues and provides an understanding of factors that can
change an organization’s competitive position and affect its strategy.
Description: The business strategy of an organization defines how it will function in its environment.
Developing the strategy requires an understanding of both the business and the
environment in which it operates. The business strategy is the foundation for the lower-
level strategies for business units and supporting functions. The development process
must ensure that all strategies for the organization are consistent. As a part of developing
its strategies, the organization must determine what characteristics of the organization and
its products and services will distinguish it from current and potential competitors.
*Introduction
*Enterprise Strategies
*Developing Strategic Plans
*Distinctive Competencies
*Strategic Initiatives
*Conclusion

Prerequisite:
Organizational Fundamentals
Customer Expectations and the Definition of Value
AssetID#: 1000000866

Course Title: Supply Chain Leadership and Its Impact on Business Performance
Course No: VCR205 Proficiency: Intermediate
Abstract: This is a one-hour Expert On Demand recorded presentation which highlights the key
findings of an extensive research project on how companies derive competitive advantage
from their supply chains. The research team was comprised of individuals from Accenture,
Stanford University, and INSEAD.
Description: According to Dell, the supply chain is “the biggest leverage point we have.” At Spanish
clothing
manufacturer/retailer Zara, “the supply chain is the business model.” And international
trading company Li & Fung opines that “customer value lies in our ability to architect and
operate supply chains.”
The above observations may not be those of typical companies. But more and more, they
match
the insights and opinions of today’s leading companies. In fact, a real correlation has been
drawn between companies’ financial success and the depth and sophistication of their
supply
chains. That connection — supply chain excellence tied to financial performance — is a
key
finding of this report, which was developed by three interconnected research teams
working
with hundreds of companies on two continents.
However, the report’s identification of a direct link from supply line to bottom line is only the
beginning. The multidisciplinary research team also formed conclusions about how and
why
leading companies incorporate supply chain management into their business strategies.
Another channel of inquiry focused on the design and development of integrated operating
models, which were found to be the key strategic difference between supply chain leaders
and
also-rans. Furthermore, the team devoted significant effort to understanding how supply
chain
leaders execute against their operating strategies and adapt them to changing market
needs.
Using the key findings of this report, this course discusses the relationship between supply
chain excellence and financial performance: the “why,” the “who,” the “what” and the “how.”
Today’s and tomorrow’s leaders are invited to look more closely at
the growing business-wide impact of supply chain excellence.

Course Title: Supply Chain Leadership and Its Impact on Business Performance
*Research study overview and key findings

*Implications of those findings
*Supply chains in the future
Recommended
Prerequisite:
AssetID#: 1000000126

Course Title: Supply Chain Opportunity Assessment [Premium]
Course No: VCR204 Proficiency: Advanced
Abstract: Supply Chain Opportunity Assessment is a five-day Workshop that provides structured
frameworks for identifying and quantifying specific cost-saving initiatives, revenue-
generating opportunities, and asset-utilization improvement opportunties within the
Procurement, Manufacturing, Distribution and Transportation supply chain areas. In
addition, the course provides approaches to developing value-based business cases using
financial measures specific to each supply chain area.
Supply Chain Opportunity Assessment is a case-based course in structured analyses in the
Procurement, Manufacturing, Distribution, and Transportation functional areas. The course
provides structured frameworks for identifying and quantifying specific cost-savings
initiatives, revenue-generating opportunities, and asset-utilization improvement
opportunities within a specified area of the supply chain. The course also provides
approaches to developing value-based business cases using financial measures.
Agenda:
*Procurement
*Manufacturing
*Distribution
*Transportation
*Financial implications
Recommended You should complete a course offering on integrated supply chain management, or have
Prerequisite: relevant job experience, prior to attending this course. Other relevant courses (such as
Procurement Concepts, Procurement Process, Operational Excellence, Fundamentals of
Fulfillment, etc.) can provide further background before taking this course.
AssetID#: 10

Course Title: Supply Chain Performance Measurements
Abstract: This Expert On Demand recorded presentation focuses on performance measurements

across the supply chain.
Description: This online recorded presentation discusses the role of performance measurements within
supply chain management. It covers what these measures are and how they should be
implemented. It also discusses in what specific situations and in what industries the
various performance measurements work most effectively.
Agenda: *Underlying premise of supply chain performance measurements
*Meaning of supply chain management
*Goals of supply chain management
*Borrowing from the balanced scorecard to measure supply chain performance
*Examples of supply chain performance metrics
*Implementing BSC measures
Recommended
Prerequisite:
AssetID#: 1000000362

Course Title: What Is Integrated Supply Chain Management? [Premium]
Course No: ISC306 Proficiency: Basic
Abstract: What Is Integrated Supply Chain Management? is a one-hour Expert On Demand recorded
presentation by Professor David Pyke, Dartmouth College. This presentation highlights
supply chain management topics, such as components of supply chain models and the
various ways that materials, information and funds can flow across supply chains.
Description: In this recorded presentation, you review the basic viewpoints on supply chain
management including the essential elements of supply chain models and the complex
ways materials, information and funds can flow across supply chains. You learn some of
the key challenges and opportunities for improving supply chain performance, in addition to
issues facing supply chain organizations today.
*Viewpoints on Supply Chain Management

*Definition of Supply Chain Management
*Flows of Information, Materials, and Funds
*Improvement Initiative - Individual Location
*Improvement Initiative - Decouple Point
*Improvement Initiative - ECR
*Issues

Prerequisite:
AssetID#: 1000000080

Value Creation and Realization
Course Title: Creating An Agile Supply Chain
Curriculum Area: Value Creation and Realization
Abstract: During this one-hour Expert On Demand course, you will explore how today's global
marketplace is becoming increasingly volatile and unpredictable. Traditional forecast-
based approaches to managing supply chains are becoming less effective. In their place
are emerging new models for matching supply and demand, based upon an agile and
responsive network of synchronized organizations.
Description: Presented by Dr. Martin Christopher of Cranfield School of Management at Cranfield
University, this session will explore how innovative companies are addressing the
challenges of marketplace turbulence through the creation and implementation of agile
supply chain strategies. In addition, a route map for creating the agile supply chain will be
presented.
*Competing in turbulent markets

*Comparing agile and lean concepts in supply chain management
*The logistics pipeline
*The seven steps to agility
Recommended
Prerequisite:
AssetID#: 1000000411

Course Title: Impact of Supply Chain Performance on Shareholder Value: Part 1 of 2
Course No: VCRDR00031 Proficiency: Intermediate
Abstract: This Distance Learning Recorded session will examine how supply chain glitches affect
shareholder value; specifically the focus is on changing stock prices and stock returns after
a supply chain glitch is announced.
Description: This two-part series presents objective and hard evidence on the relationship between
supply chain performance and corporate performance by estimating the detrimental impact
of supply chain glitches on performance.
This course discusses how the impact of performance varies by different firm
characteristics and competitive environments. How this results in making the business
case for supply chain initiatives and justifying investments in technologies and solutions
that improve supply chain performance will also be discussed.
Target audience for this course is those individuals who are involved in developing and
implementing supply chain solutions, senior supply chain managers, chief information
officers, and chief financial officers.
Impact of Supply Chain Performance on Corporate Profitability: Part 2 of 2--is the

continuation of this course and examines the impact of glitches on performance measures,
specifically: profitability, sales growth, cost structure, and inventory turnover.
* Why it is important to link supply chain performance to corporate performance

*Methods, approaches, and data used to estimate the impact of supply chain glitches on
corporate performance
*Evidence on how supply chain glitches affect corporate performance
*Implications of the results and evidence in making a business case to create more robust
and reliable supply chains
* Potential solutions for reducing the frequency and severity of supply chain glitches.
Recommended
Prerequisite:
AssetID#: 59

Course Title: Impact of Supply Chain Performance on Corporate Profitability: Part 2 of 2
Abstract: This Distance Learning Recorded session discusses how the impact of performance varies
by different firm characteristics and competitive environments. It also focuses on
explaining how problems in the supply chain affect various accounting performance
measures.
Description: This two-part series presents objective and hard evidence on the relationship between
supply chain performance and corporate performance by estimating the detrimental impact
of supply chain glitches on accounting performance.
This course is a continuation of Impact of Supply Chain Performance on Shareholder
Value: Part 1 of 2. While that course focuses on the impact of supply chain glitches on
stock price and stock returns, this course focuses on supply chain glitches and how they
impact accounting performance measures, such as: operating income, sales, costs, assets,
and inventories.
The following topics are included:
* Why it is important to link supply chain performance to corporate performance

*Methods, approaches, and data used to estimate the impact of supply chain glitches on
corporate performance
*Evidence on how supply chain glitches affect corporate performance
*Implications of the results and evidence in making a business case to create more robust
and reliable supply chains
* Potential solutions for reducing the frequency and severity of supply chain glitches
The target audience for this course is those individuals who are involved in developing and
implementing supply chain solutions, senior supply chain managers, chief information
officers, and chief financial officers.

Course Title: Impact of Supply Chain Performance on Corporate Profitability: Part 2 of 2
Agenda: The following topics are included in this session:

*Financial Measures
*Shareholder Value, Discounted Cash Flow, Economic Value Added, Price/Earnings Ratio,
Earnings per Share, and Internal Rate of Return
*Supply Chain Value Levers
*Manufacturing, Distribution and Inventory Management Value Levers
*Inventory Management Case Study
*The eMarkets
*B2B Marketplaces: Buyers vs Sellers
*Retailer Business Models: Amazon.com vs Wal*Mart
*Grocer Business Models: Webvan vs Kroger
Recommended Impact of Supply Chain Performance on Shareholder Value: Part 1 of 2

Prerequisite:
AssetID#: 1000000365

Course Title: Integrated Supply Chain Management eCourse [Premium]
Course Type: eCourse Length (hours): 16
Abstract:
Integrated Supply Chain Management eCourse focuses on the interrelationships and
interdependencies of sourcing, production and delivery across supply chains. This course
requires an average of 90 minutes per day of your time doing either independent study or
virtual team/class sessions.
Description:
ISCM eCourse is taught by Professors David Pyke of Dartmouth College and Hau Lee of
Stanford University using a combination of Expert On Demand presentations, a team-
based case study with live faculty debrief, and Web-based community discussions. The
ISCM eCourse focuses on the interrelationships and interdependencies of sourcing,
production and delivery across supply chains. Key supply chain principles addressed
include:
*Plan according to market demand signals
* Design and differentiate the product closer to the customer
* Develop supply chain-wide information technology
* Use supply chain-spanning performance measures
The audience for this course should include those who understand the interrelationships
and interdependencies between supply chain elements.

* Course Introduction
* What Is Integrated Supply Chain Management?
* Postponement and Design for Supply Chain Management
* Hewlett-Packard Case Study
* Information Distortion and Demand Management
* Hewlett-Packard Case Study Debrief
* Advances in Demand Network Integration
* Successful Supply Chain Strategies and Course Wrap-up

Prerequisite:
AssetID#: 7

Course Title: Order Fulfillment Performance and Shareholder Value
Abstract: Order Fulfillment Performance and Shareholder Value is a 90 minute recorded Distance
Learning Program session that was presented by Dr. Eric Johnson of Dartmouth College.
Supply chain performance is intrinsically linked to shareholder value. When order
fulfillment stumbles, customers flee and the stock market reacts.
Description: In this session we will examine the links between order fulfillment and shareholder value.
We will see that effective supply chain management relies on accurate and appropriate
performance measures. We will discuss the common pitfalls of operational performance
measures and examine how insights from metrics theory can help us design effective order
fulfillment metrics.
*Impact of Supply Chain Management on Shareholder Value

*Supply Chain Metrics
*Metrics Theory
*Order Fulfillment Metrics
*Order Aging and Delivery Windows
*Effect of Systemic Variability on Order Fulfillment
Recommended
Prerequisite:
AssetID#: 1000000422

Course Title: Supply Chain Analytics [Premium]
Abstract: This is a five-day workshop that introduces commonly used tools and techniques used to
analyze supply chain data. It is targeted at supply chain professionals with limited supply
chain analysis experience.
Supply Chain Analytics builds skills in tools and techniques commonly used to analyze
supply chain data. This five-day classroom-based course also provides "hands-on"
experience using these approaches in a simulated environment. Working in teams,
participants prepare a comprehensive analysis of supply chain data, including the
challenges of everyday issues relating to database construction, manipulation, and
management.
Tools used are Access, Excel, and PowerPoint software.
*Supply Chain Overview (product, supplier, transportation, customer, and inventory

functions)
*Access Training (two components on two different days)
*Case Briefing (two components on two different days)
*Supply Chain Toolkit
*Database Analysis Tips and Techniques
*Data Review and Cleansing
*Functional Database Overview
*Multiple team work sessions throughout course
*Team Presentations
Recommended The prerequisite training is Introduction to Supply Chain or relevant job experience.
Prerequisite:
AssetID#: 3

Course Title: The Effect of Total Quality Management (TQM) on Corporate Performance
Abstract: This Distance Learning Recorded session discusses the topic of Total Quality Management
(TQM). Total Quality Management is the management paradigm that is based on the
sound principles of customer focus, employee involvement and development, and effective
management and continuous improvement of processes. This course presents information
on the potential high value of TQM, as well as on the criticism that TQM does not produce
enough financial impact to make it worth implementing.
Description: This session will present and discuss rigorous and objective evidence on whether it makes
good business sense to adopt TQM. The evidence is based on a five-year research study
of nearly 600 quality award winners. The session will cover three main themes.
First, it will describe the financial benefits of implementing TQM effectively. Financial
benefits are measured using variables such as operating income, sales, costs, and stock
returns.
Second, it will discuss how the financial benefits vary by organizational characteristics such
as size, capital intensity, extent of diversification, and the maturity of TQM implementation.
This evidence will set realistic expectations of what benefits organizations with different
characteristics can expect to get from TQM.
Third, it will describe a methodology, including various performances measures and data
sources, that organizations can use to link their quality initiatives to financial results.
Target audience for this topic includes those who are involved in designing and
implementing quality management systems, as well as quality executives involved in
developing and implementing business excellence models, such as the Baldrige and
EFQM model.
Agenda: The following topics are included in this course
*The controversy about the value of TQM and why it is important to resolve this controversy
*Methods, approaches, and data used to estimate the impact of TQM on corporate
performance
*Evidence on the extent of impact TQM has on corporate performance
*Evidence on how the impact of TQM is moderated by firm characteristics such as the size
of the organization, capital intensity, extent of diversification, and the maturity of the TQM
implementations
Recommended
Prerequisite:
AssetID#: 1000000367

Course Title: Value Creation in Old Economy Firms
Course No: WSCDR00009 Proficiency: Basic
Abstract: This one-hour recorded audio conference is presented by Dr. Dave Pyke. Dr. Pyke is a
Professor of Operations Management at the Amos Tuck School of Business Administration
at Dartmouth College.
Despite the buzz about the new economy, one can create immense value in old economy
firms. This session will examine one imaginative case of value creation in a chemical
company: Nalco.
Description: During this interactive session, participants got the opportunity to test their creative skill by
brainstorming ways to help Nalco generate exceptional returns. Then the instructor shares
details of Nalco’s innovations, including implementation challenges. The session concludes
with general insights and questions about where Nalco should go from here. This session
should be valuable for managers who help develop creative solutions and carry out
detailed implementation plans. The case focuses on the process industry, but its
application is much more general, encompassing much of manufacturing and many supply
chains.
*Value Creation
*Logistics
*Supply Chain Management
Recommended
Prerequisite:
AssetID#: 1000000427

World Class Supply Chain Expertise
Course Title: APICS CPIM Basics of Supply Chain Management Module [Premium]
Curriculum Area: World Class Supply Chain Expertise
Course Type: Compilation Length (hours): 27.5
Course No: APX10100 Proficiency: Advanced
Abstract: The courses in this program make up the Basics of Supply Chain Management (BSCM)
test module preparation suite for the APICS Certified in Production and Inventory
Management (CPIM) exam. BSCM is the first of five total tests that make up the complete
APICS CPIM exam. For more information on the CPIM exam, click here.
Description: For more than 26 years, the APICS Certified in Production and Inventory Management
(CPIM) program has helped prepare individuals for higher degrees of responsibility within
their organizations. The CPIM program provides the foundation for the recognition that they
have achieved a standard of knowledge in production operations. According to APICS
more than 66,000 professionals worldwide have earned the CPIM designation and the
number continues to grow.
Included in the Basics of Supply Chain Management (BSCM) test area are the following
domains (hours indicate the course materials available to support each area):
*Business-wide Concepts (9 hrs)

*Demand Planning (6 hrs)
*Transformation of Demand into Supply (8.75 hrs)
*Supply (3.75 hrs)
The BSCM preparation program consists of 4 one-hour Self-Assessment Preparation

courses and 19 supporting Body of Knowledge courses (23.5 hours).

Course Title: APICS CPIM Basics of Supply Chain Management Module [Premium]
Agenda: For each domain area, a comprehensive package of tools and techniques are used to
provide an indicator of individual’s mastery of the content. This program consists of two
major components:
*Self-Assessment Courses:
*Take the Self-Assessment courses first to determine your proficiency and need for further
study in each area of the domain.
*Body of Knowledge Courses:
*As necessary the Self-Assessment courses will dynamically refer you to the appropriate
Body of Knowledge courses to increase your knowledge and prepare you for the BSCM
exam.
Once you have completed the Self-Assessment courses and any further study to your
satisfaction, contact APICS to schedule your exam!
Recommended
Prerequisite:
AssetID#: 1000000624

Course Title: APICS CPIM Detailed Scheduling and Planning Module [Premium]
Abstract: The courses in this program make up the Detailed Scheduling and Planning (DSP) test
module preparation suite for the APICS Certified in Production and Inventory Management
(CPIM) exam. DSP is the third of five total tests that make up the complete APICS CPIM
exam. For more information on the CPIM exam, click here.
Included in the Detailed Scheduling and Planning (DSP) test area are the following
*Planning Material Requirements to Support the Master Schedule (7.5 hrs)

*Planning Operations to Support the Material Plan (6.5 hrs)
*Planning Procurement and External Sources (4.0 hrs)
The DSP preparation program consists of 3 Self-Assessment Preparation courses and 15

supporting Body of Knowledge courses (12.5 hours).

Course Title: APICS CPIM Detailed Scheduling and Planning Module [Premium]
major components:
Body of Knowledge courses to increase your knowledge and prepare you for the exam.
Recommended
Prerequisite:
AssetID#: 1000000765

Course Title: APICS CPIM Execution and Control of Operations Module [Premium]
Abstract: The courses in this program make up the Execution and Control of Operations (ECO) test
(CPIM) exam. ECO is the fourth of five total tests that make up the complete APICS CPIM
Included in the Execution and Control of Operations (ECO) test area are the following
* Sequence the Work and Execute the Plans (5 hrs)

* Implement Controls and Report Results (5 hrs)
* Evaluate Performance and Provide Feedback (4 hrs)
The ECO preparation program consists of 3 Self-Assessment Preparation courses and 10

supporting Body of Knowledge courses.

Course Title: APICS CPIM Execution and Control of Operations Module [Premium]
major components:
Recommended
Prerequisite:
AssetID#: 1000000818

Course Title: APICS CPIM Master Planning of Resources Module [Premium]
Abstract: The courses in this program make up the Master Planning of Resources (MPR) test
(CPIM) exam. MPR is the second of five total tests that make up the complete APICS
CPIM exam. For more information on the CPIM exam, click here.
Included in the Master Planning of Resources (MPR) test area are the following domains
(hours indicate the course materials available to support each area):
*Demand Management (5.5 hrs)

*Sales and Operations Planning (4.75 hrs)
*Master Scheduling (5.5 hrs)
The MPR preparation program consists of 3 Self-Assessment Preparation courses and 13

supporting Body of Knowledge courses (15.75 hours).

Course Title: APICS CPIM Master Planning of Resources Module [Premium]
major components:
Recommended
Prerequisite:
AssetID#: 1000000656

Course Title: APICS CPIM Strategic Management of Resources Module [Premium]
Abstract: The courses in this program make up the Strategic Management of Resources (SMR) test
(CPIM) exam. SMR is the fifth of five total tests that make up the complete APICS CPIM
Included in the Strategic Management of Resources (SMR) test area are the following
*Align Resources with the Strategic Plan (5.25 hours)

*Integrate Operating Processes and Strategic Plans (7 hours)
*Implement Change (4.5 hours)
The SMR preparation program consists of 3 Self-Assessment Preparation courses and 10

supporting Body of Knowledge courses.

Course Title: APICS CPIM Strategic Management of Resources Module [Premium]
major components:
Recommended
Prerequisite:
AssetID#: 1000000909

Course Title: Attention Economy
Course No: WSC101 Proficiency: Intermediate
Abstract: The Attention Economy is a 2-hour Expert On Demand presentation. The scarcest
resource in business today is not information or knowledge, but human attention. In this
session, Davenport and Beck describe the key elements of attention management in
business. They address such issues as the measurement of attention, the lessons we can
learn from “attention industries,” and the role of technology in managing attention. Some of
the contexts into which attention management can be newly applied include information
and knowledge management, strategy, globalization, and leadership, but the authors focus
specifically on the implications of supply chain management.
Description: See above.
Agenda:
Recommended
Prerequisite:
AssetID#: 1000000167

Course Title: Masters of Supply Chain: Direction in Supply Chain Management
Abstract: Bill Copacino, Accenture's Managing Partner of Supply Chain Management presents this
one-hour Expert On Demand recorded presentation. This session explores the differences
in supply chain performance between companies that are considered "Masters of Supply
Chain", and the companies who are considered average supply chain performers.
Description: Historically, Supply Chain expertise has been thought of as a “nice to have” skill set,
however now Supply Chain is becoming a much more strategic and competitively critical
variable. The gap between leading and average players is widening. This presentation
covers what these gaps are, and what the leading companies are doing to achieve Supply
Chain excellence. In addition, the Six Core Capabilities that these Masters of Supply Chain
focus on are explored, and well as suggestions on how those companies lagging behind
can catch up.
*What’s happening in the Marketplace?

*Performance Gaps between those who are Masters vs. average players.
*Opportunities for “laggards” to catch up.
*Study results of leading vs. average supply chains and the 6 critical capabilities that the
masters have in common.
Recommended
Prerequisite:
AssetID#: 1000000237

Course Title: Supply Chain 2010: A Value Transformation Odyssey
Abstract: This one-hour Expert On Demand recorded presentation focuses on the evolution of supply
chains, the roles and challenges across the supply chain, and the importance of
transforming the supply chain.
Description: This one-hour Expert On Demand recorded presentation addresses the evolution of the
supply chain over the last decade and how the challenges that exist currently have
influenced our thoughts on supply chain initiatives. It also discusses the roles (the industry,
customer, supplier and supply partners) and challenges facing the supply chain in the near
future. Finally, the presentation emphasizes the importance of transforming the supply
chain and makes three predictions for companies to be successful in supply chain
management - now and in the future.
*What is the state of the supply chain today

*What do we think is going to happen
*What do we need to do to transform ourselves
Recommended
Prerequisite:
AssetID#: 1000000228

Course Title: Supply Chains in Asia: On the Verge of Spectacular Change
Abstract: Supply Chains in Asia: On the Verge of Spectacular Change is a one-hour Expert On
Demand recorded presentation that provides information on the current state of supply
chains in Asia. The presentation is given by Jamie Bolton, an Accenture supply chain
partner in Shanghai.
Description: This presentation describes why supply chain management is critical to the creation of
shareholder value and why it is increasingly on the agenda of global Chief Executive
Officers. It provides an overview of the supply chain challenges in Asia. Using China as a
case study, it details some of the issues and constraints for effectively managing supply
chains in this country. Following a summary of the overall implications for supply chain
management in Asia, the course then provides a seven-step approach for organizations to
think about improving the performance of their own supply chains.
*Supply chain management and shareholder value creation

*Why supply chain management is on the agenda for Chief Executive Officers
*Supply chain challenges in Asia and what their implications are
*Seven approaches for supply chain success
Recommended
Prerequisite:
AssetID#: 1000000413

Alphabetic Index of Courses
A Model for Determining Total Warehousing Costs 238

A Perfect Order 8
Advanced MRO Management 78
Advances in Demand and Supply Network Integration [Premium] 293
Allocation and Order Promising 52
APICS CPIM Basics of Supply Chain Management Module [Premium] 314
APICS CPIM Detailed Scheduling and Planning Module [Premium] 316
APICS CPIM Execution and Control of Operations Module [Premium] 318
APICS CPIM Master Planning of Resources Module [Premium] 320
APICS CPIM Strategic Management of Resources Module [Premium] 322
Assembly Process Design (APD) 176
Attention Economy 324
Authorizing and Reporting Activities for Pull Systems 178
Authorizing and Reporting Activities for Push Systems 179
Basic Inventory Concepts 259
Basic Retail Replenishment and Forecasting Statistics & Probability 260
Basic Techniques of Detailed Capacity Planning Process 53
Basics of Fulfillment 261
Becoming a Customer Service Ambassador 283
Benchmarking Warehouse Operations 239
Best Practices in Managing Supply Risk 79
Beyond Supply Chain Optimization to Enterprise Optimization 54
Buying Nontraditional Services 80
Buying Services (Statement of Work) 82
C.P.M. Certification Study Pack [Premium] 84
Calculating Safety Stock 262
Capability and Organization Risks 86
Capacity Management 9
Capacity Management: Aggregate Planning, Flowline Analysis and Line Balancing 180
Capacity Management: Traditional Approaches 181
Capacity Management: Variability Issues in Flowline Analysis and Conclusions 182
Carrier Management 217
Cellular Manufacturing 183
Change Management 185
Choices Affecting Operations Infrastructure 186
Choices Affecting Operations Structure 187
Collaborative Transportation Management 218

Communicating Customer and Supplier Information 10
Configuring and Integrating Design and Development Processes 188
Configuring and Integrating the Cost Management Processes 189
Contracting for Supply Professionals - Developing User Requirements and Specifications: Part 1 of 8 87
Contracting for Supply Professionals - Elements of Contracts: Part 2 of 8 88
Contracting for Supply Professionals - Terms and Conditions: Part 4 of 8 90
Contracting for Supply Professionals - Types of Contracts: Part 3 of 8 89
Contracting for Supply Professionals: Managing the Contract - On-going Contract Management: Part 8 94
of 8
Contracting for Supply Professionals: Managing the Contract - Process and Roles: Part 5 of 8 91
Contracting for Supply Professionals: Managing the Contract - Start Up Phase : Part 6 of 8 Part 92
Contracting for Supply Professionals: Managing the Contract - Supplier Performance Measurement: Part 93
7 of 8
Controlling Resources 190
Cost Reduction Efforts 96
Cost/Price Minimization: Bid Analysis 97
Cost/Price Minimization: Contracting Types 98
Cost/Price Minimization: Cost Containment Tools 100
Cost/Price Minimization: Elements of Cost/Price Minimization 101
Cost/Price Minimization: Overview 102
Cost/Price Minimization: Supplier Cost Perspectives 103
Cost/Price Minimization: Supplier Pricing Perspectives 104
Cost/Price Minimization: Total Cost of Ownership 105
Cost/Price Minimization: Value Analysis/Value Engineering 107
Creating An Agile Supply Chain 305
Customer Centric Processes 284
Customer Expectations and the Definition of Value 11
Customer Relationships 12
Customer Segmentation and Service Level Differentiation 263
Customer Service Policy: How It Is Structured and Used 285
Delivering Against Customer Needs 286
Demand Management 13
Design of Distribution Systems Simulation 264
Desirable Characteristics of Detailed Material Planning Process 55
Detailed Capacity Planning Characteristics and Techniques 56
Detailed Scheduling and Planning Positioning 57
Developing & Retaining Logistics Personnel 240
Developing a Manufacturing Strategy within the Corporate Strategy 191
Developing and Managing Partner Relationships 109
Developing and Validating the Production Plan 192

Developing Relationships With Your Customers 287
Developing the Master Schedule 193
Distribution Planning 241
eBusiness & Supply Chain Management [Premium] 294
Effective Supply: Evaluating Potential Suppliers 110
Effective Supply: Identifying Requirements 111
Effective Supply: Overview 112
Effective Supply: Sourcing 113
Effective Supply: Supplier Alliances and Partnerships 114
Effective Supply: Supplier Performance Measurement and Supplier Value-Add 115
Effective Supply: Supplier Selection 116
Efficient Supply Systems: Acquisition Methods 117
Efficient Supply Systems: Critical Record Systems 118
Efficient Supply Systems: Development of Effective RFXs 119
Efficient Supply Systems: eProcurement Opportunities 121
Efficient Supply Systems: Overview 122
Efficient Supply Systems: Post Award Contract Management 123
Efficient Supply Systems: Settlement and Close Out 125
Efficient Supply Systems: Supplier Measurement Systems 127
Efficient Supply Systems: Supply Transaction Cycle 128
Efficient Supply Systems: Supply Transaction Terminology 129
Elements of Product Design 14
Emerging Concepts and the Supply Chain 194
Establishing Relationships with Suppliers 131
Evaluating Performance of Production Operations 195
Evaluating Quality Management Processes 196
Execution and Control 15
Execution and Control of Operations Concepts 197
Financial Accounting Part 1-Types of Accounts & Basic Financial Statements 16
Financial Accounting Part 2- Financial Event Analysis 17
Financial Accounting Part 3- Financial Statement Analysis 18
Financial Accounting Part 4- Cost Structure and Profitability Analysis 19
Financial Accounting Part 5- Analysis of Capital Investment 20
Financial Accounting Part 6- Case Study of Analysis of Cash Flows - Outsourcing 21
Financial Fundamentals 22
Forecasting and Inventory in a Manufacturing Environment 198
Forecasting Demand 199
Forecasting Simulation 265
Fulfill Demand [Premium] 23

Fulfillment Fundamentals: Introduction 24
Fulfillment Fundamentals: Networks 25
Fulfillment Fundamentals: Outcomes 26
Fulfillment Fundamentals: Transportation 219
Fulfillment Fundamentals: Warehousing 242
Fundamentals of Fulfillment 220
Fundamentals of International Trade - Part 1 of 2 27
Fundamentals of International Trade - Part 2 of 2 28
Fundamentals of Service Management 253
Global Supply Chain Simulation -- Virtual [Premium] 47
Global Supply Chain Simulation -- Workshop [Premium] 49
Holiday Season eFulfillment Study 243
Impact of Environment on System Design and Deployment 29
Impact of Supply Chain Performance on Corporate Profitability: Part 2 of 2 307
Impact of Supply Chain Performance on Shareholder Value: Part 1 of 2 306
Implementing Supplier Relationships to Support Operational Objectives 132
Implementing the Strategic Plan 200
Implications of RFID on Supply Chain Management 266
Improving Distribution Center Performance 244
Information Distortion and Demand Management [Premium] 296
Information Technology for Transportation 221
Information Used in Detailed Capacity Planning Process 58
Information Used in Detailed Capacity Planning Process 59
Information Used in Material Planning Process 60
Information Used in Material Planning Process 61
Integrated Supply Chain Management eCourse [Premium] 309
Integrating Transportation Strategy with Supply Chain Strategy 222
Introduction to Customer Service Performance Measures 288
Introduction to Hewlett-Packard Case 297
Introduction to Order to Cash 289
Introduction to Repacking 290
Introduction to Retailer Performance Measures 291
Introduction to Strategic Sourcing 133
Introduction to Supply Chain 30
Introduction to the Customer Service Framework 292
Inventory Centralization in Multi-Echelon Distribution Systems 267
Inventory Management Metrics and Classification 268
Inventory Management Opportunity Assessment 269
Inventory Management Practices 31

Inventory Management Simulation 245
Item Inventory Management 270
Just-in-Time (JIT) 32
Labor Scheduling 246
Lean Manufacturing & Kanban 271
Logistics in the Supply Chain 223
Logistics Strategies for Retailers 224
Lot Sizing 272
Maintaining the Validity of Material Plans 62
Management of Procurement & Sourcing: Efficient Procurement Systems 134
Management of Procurement & Sourcing: Overview 135
Managing Legal Matters: Introduction to Procurement Law 136
Manufacturing Planning Systems 201
Manufacturing Resource Planning (MRP II) 33
Marketplace-Driven 34
Master Planning of Resources Concepts 203
Master Scheduling Management Considerations 204
Master Scheduling Techniques 205
Masters of Supply Chain: Direction in Supply Chain Management 325
Measuring Forecast Error & Variability 273
Measuring Master Scheduling Performance 206
Measuring Organizational Performance 207
Measuring the Performance of Detailed Capacity Planning Process 63
Mechanics of Detailed Material Planning Process 64
Monitoring Supplier Performance 137
MRO Efficiencies 138
MRP & Dependent Demand 274
Negotiations – Part 1 of 9: Introduction 139
Negotiations – Part 2 of 9: Internal Negotiations 141
Negotiations – Part 3 of 9: Planning 142
Negotiations – Part 4 of 9: Developing Plans 143
Negotiations – Part 5 of 9: Stakeholder, Team and Committee Group 144
Negotiations – Part 6 of 9: Strategies and Tactics 145
Negotiations – Part 7 of 9: Conducting Negotiations 146
Nonstationary Inventory Models 275
Operating Environment 35
Optimizing the Trade-offs in Logistics Costs 36
Optimum Quality: Overview 147
Optimum Quality: Quality Improvement Methods 148

Optimum Quality: Specifications and Supplier Certification 149
Optimum Quality: Supplier Site Visits 150
Order Fulfillment Performance and Shareholder Value 310
Organization Fundamentals 37
Other Techniques of Detailed Capacity Planning Process 65
Overview of International Logistics: Managing Supply Chains in a Global Environment 226
Performance Measurement Basics 38
Performance Measures for Inventory Systems 276
Physical Distribution Systems 39
Physical Inventory Control 277
Planning and Preparing for Negotiations 152
Postponement and Design for Supply Chain Management [Premium] 298
Prediction Market for Sales Forecasting 66
Priority Planning 40
Procurement & Sourcing in the Firm: Enhancing Business Financial Performance through Procurement 153
and Sourcing
Procurement Concepts 154
Procurement Customer Intimacy & Insight 254
Procurement Process 155
Production Scheduling for Process Industries 208
Project Management 209
Purchasing Basics 41
Quality, Waste, and Continuous Improvement 210
Reasons for Logistics Outsourcing 227
Recognizing and Processing Actual Demand 211
Relating Master Scheduling to the Environment 212
Replenishment – Order Quantity 278
Reverse Logistics and Returns Management 247
Road Freight Transport 228
Sales and Operations Planning Concepts 213
Sales and Operations Planning Management Considerations 214
Sales and Operations Planning Process 215
Sales Order Management Overview 255
Scheduling Production and Process Operations 216
Securing International Intermodal Supply Chains 42
Selecting and Managing Transportation Providers 229
Selling the Procurement Function to the Business 156
Service Parts Management 256
Service Supply Chain Management [Premium] 257

Services Procurement Management Part 1 of 8: Services Procurement Process Overview 158
Services Procurement Management Part 2 of 8: Planning and Documenting User Critical Success 160
Factors
Services Procurement Management Part 3 of 8: Cost/Price Relationships 161
Services Procurement Management Part 4 of 8: Development of the Statement of Work 162
Services Procurement Management Part 5 of 8: Developing the Request for Proposal (RFP) 163
Services Procurement Management Part 6 of 8: Planning and Negotiating for Service Level Agreements 164
Services Procurement Management Part 7 of 8: Services Procurement Contract Management Strategies 165
and Tactics
Services Procurement Management Part 8 of 8: Supplier Performance Measurement 166
Setting Service Levels in Multi-Echelon Distribution Networks 279
Special Industry Requirements for Procurement 167
Standardization Methods 168
Stationary Inventory Models 280
Storage & Handling Equipment I 248
Storage & Handling Equipment II 249
Strategic Issues 299
Successful Sales and Operations Planning 67
Summary Challenges: Conduct Industry Analysis 170
Summary Challenges: Profile Spend Categories 171
Supply Chain 2010: A Value Transformation Odyssey 326
Supply Chain Analytics [Premium] 311
Supply Chain Leadership and Its Impact on Business Performance 300
Supply Chain Operations Strategy Framework 43
Supply Chain Opportunity Assessment [Premium] 302
Supply Chain Performance Measurements 303
Supply Chain Planning: Demand Planning 68
Supply Chain Planning: Finding the Right Model 69
Supply Chain Planning: Integration 70
Supply Chain Planning: Introduction 71
Supply Chain Planning: Leading Practices 72
Supply Chain Planning: Production Planning 73
Supply Chain Planning: Supply Planning 74
Supply Chains in Asia: On the Verge of Spectacular Change 327
Symptoms of Poor Inventory Management 281
Symptoms of Poor Transportation Management 230
Techniques and Concepts for Supplier Partnerships 172
Technology Risks in the Supply Chain 44
Technology Risks in the Supply Chain 173
The Effect of Total Quality Management (TQM) on Corporate Performance 312

The Outsource Decision 174
Top-Down Versus Bottom-Up Approaches to Supply Chain Planning 75
Total Quality Management (TQM) 45
Transportation Activity Based Costing 231
Transportation Costing and Pricing I 232
Transportation Costing and Pricing II 233
Transportation Key Performance Indicators (KPIs) 234
Transportation Planning 76
Transportation Routing and Scheduling 235
Transportation Scorecarding/Carrier Evaluation 237
Understanding Business Requirements for the Procurement Professional 175
Uses of Detailed Capacity Planning Process 77
Using Six Sigma in Logistics 51
Value Creation in Old Economy Firms 313
Vendor Managed Inventory 282
Visibility- The Current Focal Point of SCM 46
Warehouse Design 250
Warehouse Operations 251
Warehousing Metrics 252
What Is Integrated Supply Chain Management? [Premium] 304

Exhibit C - Supply Chain Academy Course Catalog - JAN2008 - v1

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Exhibit C - Supply Chain Academy Course Catalog - JAN2008 - v1

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Accenture Supply Chain Academy

The learning choice for

Supply Chain Concepts & Processes .................................................................................... 8

© 2004-2008 Accenture, All Rights Reserved. -1- 01.2008

© 2004-2008 Accenture, All Rights Reserved. -2- 01.2008

© 2004-2008 Accenture, All Rights Reserved. -3- 01.2008

© 2004-2008 Accenture, All Rights Reserved. -4- 01.2008

© 2004-2008 Accenture, All Rights Reserved. -5- 01.2008

© 2004-2008 Accenture, All Rights Reserved. -6- 01.2008

© 2004-2008 Accenture, All Rights Reserved. -7- 01.2008

Course Title: A Perfect Order

Curriculum Area: Supply Chain Concepts & Processes

Course Type: DLP Recording Length (hours): 1

Course No: CAPDR00001 Proficiency: Basic

This course is designed to provide attendees with an understanding of the elements of a

*What are the elements of a perfect order?

© 2004-2008 Accenture, All Rights Reserved. -8- 01.2008

Curriculum Area: Supply Chain Concepts & Processes

Course Type: Online Self-Study Length (hours): 2

Course No: APX 812 Proficiency: Basic

This course will highlight information such as:

© 2004-2008 Accenture, All Rights Reserved. -9- 01.2008

Curriculum Area: Supply Chain Concepts & Processes

Course Type: Expert On Demand Length (hours): 1

Course No: APX864 Proficiency: Basic

*Need for Communication

© 2004-2008 Accenture, All Rights Reserved. - 10 - 01.2008

Curriculum Area: Supply Chain Concepts & Processes

Course Type: Expert On Demand Length (hours): 1

Course No: APX 808 Proficiency: Basic

*Understanding Customer Perception of Value

© 2004-2008 Accenture, All Rights Reserved. - 11 - 01.2008

Curriculum Area: Supply Chain Concepts & Processes

Course Type: Expert On Demand Length (hours): 1

Course No: APX 809 Proficiency: Basic

*Managing Relationships with Customers

© 2004-2008 Accenture, All Rights Reserved. - 12 - 01.2008

Curriculum Area: Supply Chain Concepts & Processes

Course Type: Online Self-Study Length (hours): 2

Course No: APX 810 Proficiency: Basic

Agenda: This course is comprised of the following topics:

© 2004-2008 Accenture, All Rights Reserved. - 13 - 01.2008

Curriculum Area: Supply Chain Concepts & Processes

Course Type: Online Self-Study Length (hours): 2

Course No: APX 811 Proficiency: Basic

© 2004-2008 Accenture, All Rights Reserved. - 14 - 01.2008

Curriculum Area: Supply Chain Concepts & Processes

Course Type: Online Self-Study Length (hours): 1

Course No: APX 814 Proficiency: Basic

Agenda: The following topics are included in this training course:

© 2004-2008 Accenture, All Rights Reserved. - 15 - 01.2008

Curriculum Area: Supply Chain Concepts & Processes

Course Type: DLP Recording Length (hours): 1

Course No: CAPDR00025 Proficiency: Basic

*Assets, liabilities, equities, revenues, expenses.

© 2004-2008 Accenture, All Rights Reserved. - 16 - 01.2008

Curriculum Area: Supply Chain Concepts & Processes

Course Type: DLP Recording Length (hours): 1

Course No: CAPDR00026 Proficiency: Basic

*Recap Financial Accounting 1

a. Five types of accounts

*Event analysis: A start-up