Supply Chain Management

Professional Development

Workshop Overview

In a dynamic e-Learning format, these 12 course offerings will provide professional development body of knowledge learning in the Supply Chain Management (SCM) discipline. Our virtual classroom format provides knowledge that addresses “the forward flow of products and/or services and the backward flow of information (feedback) in order to maximize revenue (profit).”  The training focuses on the three areas of Operations, Logistics and Procurement via two tracks (6 courses per track): Supply Chain Management (Operations) and Supply Management (Procurement).

  • Pricing:
    • $500 per course


Who Should Attend

Professionals working in the positions of Supply Manager, Procurement Specialist, Purchasing Agent, Buyer or Control Specialist or any other named position that works with suppliers and procures good and/or services.  

What you'll Learn

Supply Chain Management (Operations) Track

You'll learn the “forward flow of products and/or services, the backward flow of information (feedback) in order to maximize revenue (profit).

Supply Management (Procurement) Track

A subset of the Operations Track, you'll focus on moving from a tactical purchasing organization to a strategic value-adding organization considering that “for every 1% saved in SM initiatives, this equates to 5% in additional sales.” 

Workshop Outline

Track Course Overview
Operations Track Applications in Demand and Forecasting 16 key objectives which address the subject including the techniques of Regression Analysis and CPFR—Collaborative Planning, Forecasting and Replenishment with key exercises and case studies.
  Fundamentals of Inventory Management 16 key objectives that address the conflicts between sales, operations and finance, key types vs. classification of inventory, how to properly use safety stock and reviewing and accounting for inventory including BIC formulas with key exercises and case studies.
  How to Optimize Logistics This course will cover areas of Logistics Management including a look at the international arena, which provides the largest challenges in Logistics, through the focus on 14 key objectives.
  BIC Practices in Operations Management 15 key objectives that address how Operations Management interfaces with Supply Chain Management (SCM) including the process and planning tools for moving from a Strategic Plan to a Business Plan.
  21st Century Project Management 14 key objectives including the specific activities that occur in the Critical Path Method (CPM) and Earned Value Management System (EVMS), the interaction of Six Sigma with DMAIC, including the importance of good cross-functional team work.
  Understanding Production Activity Control (PAC) and Scheduling 17 key objectives including capacity calculations, understanding load profiles and work orders, scheduling and loading techniques, dispatching with Critical Radio (CR) calculation, reducing bottlenecks and application with the Chocolate Factory Simulation.
Procurement Track Applications in Cost Modeling 17 key objectives to support processes in good budgeting, contrasting cost types vs. behavior vs. decisions, calculating supplier profitability and rolling out to both your internal customers and suppliers with key exercises and case studies.
  Principles of Contracting 17 key objectives to support the application of the UCC—Uniform Commercial Code, price vs. cost contracts, work control and dispute resolution with key exercises and case studies.
  Managing Risk in the Supply Chain 13 key objectives including a review of 6 risk categories, the application of the Law of Agency and SOX (its effect on Supply Management), managing hazardous waste and preventing employee discrimination and/or harassment with key exercise and case studies.
  21st Century Negotiations 15 key objectives to support the use of tools such as SWOT and Porter’s Five Forces Model, establishing the theme (objective), understanding 22 skill sets, utilizing tactics, and preparing a Negotiation Plan with key exercises and case studies.
  Fundamentals of Supplier Relationship Management 17 key objectives to support a focus on lowering TCO—Total Cost of Ownership, two approaches to supplier segmentation, the use of mapping, developing a diverse supply base and supplier audits/evaluations with key exercises and case studies.
  Implementing Strategic Sourcing 12 key objectives supporting the 7 steps with an understanding of 5 key Supply Strategies, the development of the Risk vs. Profit Matrix, utilizing technology, stakeholder buy-in and timely roll-out with key exercise and case studies.

Workshop Leads

Pat Woods, CPSM, CPSD, C.P.M., CPIM

Patrick S. Woods, CPSM, CPSD, C.P.M., CPIM

PATRICK S. WOODS has for the past 30 years had the phenomenal opportunity to work with over 300 companies in the U.S., Asia, Netherlands, Middle East, Africa, Central America, Former Soviet Union and upcoming, Colombia-Latin America in various facets of Supply Chain Management, including training, certifications and consulting solutions. For the past 20 years, Patrick has led and presented C.P.M. and CPSM review training for both corporations and ISM/APICS’ affiliates, resulting in numerous participants achieving certification status and is also the GLOBAL BEST PRACTICES (GBP) Chair for ISM-Dallas. He previously held the role of Professional Development Chair for NAPM-National Association of Purchasing Management (the forerunner of ISM) and had responsibility for seven Southeastern U.S. states and Puerto Rico. Patrick has worked with major corporations such as Alcatel, Boeing, Fujitsu, Halliburton, Ingersoll-Rand, Atlas Copco, Verizon and Pertomina in the areas of supply chain and materials management, traveling extensively in Asia and the former Soviet Union. He has also founded the current on-line learning initiative that has been a huge success with such companies as Halliburton, Ingersoll-Rand, Atlas-Copco and Verizon, resulting in both a U.S. and world-wide roll-out with approximately 2,000 participants, primarily in the areas of C.P.M, CPSM, CPIM and Six-Sigma. He has a degree in Industrial Management from the University of Alabama, with a minor in Economics.

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