INB20008 – Global Logistics & Supply Chain

Management

Exam Revision Collaborate Session

Format of the Exam

180 minutes + 10 minutes Reading time

40% of the overall assessment covered by this exam

Remember to take you student ID with

you
Structure of the exam

Exam structure:
Part A: Case: 16 points
Part B: 5 short answer questions, attempt only 4
questions total 24 points

Total 40 points
Weight: 40%
How to prepare for the exam

 Review the Learning Materials and Weekly

Activities for each week.
 Review the readings and view the video clips.
 Review your assignments.
 Review the Discussion Board posts.
 For each of the above make sure to summarise
the main points and ensure you understand the
key terms and concepts.
Let’s review the Case Studies

• Case Study 7.1 – Tires for You Inc.

• Case Study 8.1 – Telco Corporation
• Case Study 9.1 – MAQ Corporation
• Case Study 9.2 – Baseball Card Emporium
• Case Study 10.1 – Power Force Corporation
• Case Study 10.2 – TV Gadgetry
• Case Study 12.2 – HQ Depot
• Case Study 14.1 – Inflate- a- Dome innovations
• Case Study 14.2 – Grand Reproductions
• Case Study 11.1 – Vibrant Video
• Case Study 11.2 Bob’s Custom BBQ’s
• Case Study 2.1 Red Fish, Blue Fish, LLP
Week 1: Supply Chain
Management: an overview

Review of some general concepts relating to

Global Logistics and Supply Chains

• Designing a Supply Chain Network: Upstream

suppliers, downstream customers
• Supply chain management: disciplines
included
• Ethical considerations
Week 2: Demand Management

Balancing demand and supply:

External: price and lead time
Internal: Inventory, production and flexibility

Forecasting:
Independent demand vs dependent demand

Demand fluctuation
Trend
Random (cannot be anticipated)
Seasonal patterns (weather and holiday)
Business cycles
Week 2: Demand Management

Basic questions involved in forecasting

Purpose
Time horizon
techniques
What data is being used?
Form of the completed forecast
Accuracy

Forecasting techniques
Simple moving average
Weighted moving average
Exponential smoothing
Week 2: Fulfilment models

Fulfilment models:
Integrated fulfilment
Dedicated Fulfilment
outsourced fulfilment
drop shipped fulfilment
store fulfilment
flow-through fulfilment

CASE 7.1: Tires for you

Week 3: Order management
and Customer service

Influencing the order (Before it is received)

Segment the customer by profitability
Identify the product
Develop and execute the best processes
Measure performance and improve

Order execution (after the order is received):

Communication between buyers and sellers

ABC: Activity based costing: Resources (labour cost for picking) are
assigned to activities (picking a product), then activities are assigned
to cost objects (products, customers, markets or business units).
Week 3: Fig 8.1 p 235
Week 3: Customer service

4 distinctions (without damage or loss)

Right product
Right time
Right quantity
Right place

CASE 8.1 Telco Operation

Week 4: Managing inventory
in the supply chain

Inventory definition:
all the goods and materials held by an organisation for sale
or use
a list of items held in stock.

 Or
Materials in a supply chain, or in a segment of a supply
chain, expressed in quantities, location and/or values.
Week 4

Batching economies or Cycle stock

Uncertainty and safety stocks
Time in transit and work in progress
Seasonal stocks
Anticipatory stocks

Material requirement planning

Inventory costs (capital costs, storage space costs, inventory service
costs as taxes and insurances and inventory risk cost).

Case 9.1 MAQ Corporation

Case 9.2 Baseball Card Emporium
Week 5 Distribution Management
fulfilment operations

 Role of distribution and facility functionality in SCM.

Distribution facility function (warehouse function):

Accumulation
Sortation
Allocation
Assortment

Distribution execution:
Receiving/Put away/picking/shipping
Week 5 Distribution Management
fulfilment operations

 Metrics/kpi’s
Cost efficiency
Inventory accuracy
Order fill rates
Capacity utilisation

Case 10.1: Power Force

Case 10.2: TV Gadgetry
Week 6: Procurement

Purchasing activities include:

• learning of a need
• locating and selecting a supplier
• negotiating a price
• following up to ensure delivery and payment.
 
The two main categories of purchased goods are direct materials,
which are components used to make finished goods, and indirect
materials, which are goods used to support the operations of a firm.
 
Total cost of ownership
Quality/Management/delivery/service/communications/price
Week 6

Consumer items
Industrial products
Resale products

Purchasing function:
• Research
• Sourcing and negotiating
• Operational support
• Administration and support
Week 7: Supply Chain Relations

• The importance of relationships in the supply chain

• Types of relationships
• Vertical and horizontal
• Range of relationship types
• Transactional
• Collaborative
• Strategic
• Manage and Develop SC relations
• Strategic Assessment
• Evaluate alternatives
• Select partner
• Structure operating model
• Implement and continuous improve
Week 7

• Third party logistics (3PL)

• Types of 3PL providers
• What are some examples?

Transportation/warehouse/distribu
tion/shopper/financial/information
• Customer satisfaction with 3PL services
• What are of the issues?

Case 12.2: HQ Depot

Week 8: Supply Chain technology
Managing information flows

• Information sharing in the supply chain

• Information must be:
• Accessible/Relevant/accurate/timely/transferable
• The role and pitfalls of technology in supply chain information
• Five drivers of supply chain excellence:
optimisation/synchronisation/adaptability/velocity/profitablity
• Information technology challenges : People/concurrent change/variety/poor
planning/budgets

• Supply chain information system (SCIS)

• Selecting technology for the organisation
Case 14.1: Inflate-A-Dome innovations
Case 14.2: Grand Reproductions Inc.
 Week 9: Logistics and Transport

• Subdivisions of logistics
• Business logistics
• Military logistics
• Event logistics
• Service logistics
• Factors affecting the cost and importance of logistics
Competitive relationships, inventory effect, transportation
effect, dollar value, density and susceptibility to damage. 
•  Value-added roles
• Definition of terms
• Logistics activities

Case 11.1: Vibrant Video

Case 11.2: Bob’s Custom BBQ’s
Week 10: Supply Chain Peromance
measurement

• Supply chain performance metrics

• Quantitative, easy to understand etc
• Developing a supply chain metric
• There are seven important elements:
• A team effort; suppliers and customers; a tiered structure; owners; mitigate
conflicts; consistent and developing support

• The supply chain financial impact

Week 11: Supply Chain Sustainability
and reverse flow

• Reverse flows
• Eight categories of reverse flows
• Products that have failed
• Products that are old
• Products that are unsold from retailers
• Products being recalled due to a safety or quality defect
• Products needing 'pull and replace' repair before being put back in service.
• Products that can be recycled
• Products or parts that can be remanufactured and resold.
• Scrap metal  
Week 11: Supply Chain Sustainability
and reverse flow

• Reverse logistics systems

the process of moving or transporting goods from their final
destination for the purpose of capturing value or for proper disposal
 versus closed loops
supply chains are designed and managed to explicitly consider both
forward and reverse flow activities in a supply chain. 
 
• Reverse flow: a challenge as well as an opportunity
customer service, environmental issues and economic benefits
•  Achieving a value stream through reverse flow logistics
Week 12: Global dimensions of supply
chains

• Three eras of globalisation

• Supply chains in a global economy

• Global markets and strategy

• What are the four important characteristics?

• Supply chain security: a balancing act

• North American free trade agreement and supply chain potentials

Questions?
Thank you.