Module

Ingredient

Learning

Evaluation Requirements

Indicative Issues

2.1

Interactions of Supply Chain Ingredients

2.1 .1 Impacts of Inventory Decision Making

2.1 .1 .1 Analyse the affect of mechanisms mature to manipulate inventory along the provision chain

2.1 .1 .1 .1 Tag the advantages of effective inventory administration practices

Motive and concerns: Question of; Stockholding; Sources | Inventory Management: Stock ranges; Supply; Safety stock calculations |

Inventory Insurance policies | Reverse Logistics: Recovery; Remanufacture; Disposal | Buyer expectations: Supply promising, Verbalize Servicing | Swap-offs | Verbalize fulfilment | Inventory administration

ideas: Dealer managed inventory (VMI);

Efficient Individual Response | Categorising

Inventory: Inventory Stratification; Stock Retaining

Units (SKUs); Accuracy | Forms of stock: Raw materials; Work-in-progress; Performed Items

2.1 .1 .1 .2 Calculate when to articulate inventory the use of appropriate models

Inventory ranges | Verbalize quantity models: Financial Verbalize Amount (EOQ) | Fashions: Reorder point;

Periodic Evaluation; Rolling Schedule| Bullwhip fabricate (Forrester fabricate) | Kinds of inventory costs: Unit stamp to connect; Transportation; Insurance coverage; Tax | Capital costs | Ordering costs | Product maintaining

2.1 .1 .1 .3 Characterize inventory

classification methodology which supports appropriate handling and storage

Inventory Traits | Valuation programs: First in First Out (FIFO); Very most sensible in first Out (LIFO);

Weighted Common Mark (WAC); Particular identification

2.1 .1 .1 .4 Analyse inventory controls to mark sure visibility, accuracy and viability along the provision chain

Stock Management | Stock Checking: Count;

Reconciliation; Shelf lifestyles; Obsolescence; Surplus;

Quality | Inventory Monitoring

2.1 .2 Files and Files Management

2.1 .2.1 Tag appropriate recordsdata to recount supply chain choices

2.1 .2.1 .1 Clarify recordsdata gathering and administration ways

Files gathering ways: Doc evaluate;

Interview; Check; Observation/testing |

Files Management Practices: Files consolidation; Governance – Naming conventions; Metadata/datasets; Files storage solutions; Files

quality; Files security; Supporting application

2.1 .2.1 .2 Characterize how relevant recordsdata informs supply chain solutions and choices

Management Files | Files aim: Intelligence; Files Protection guidelines | Files controls: Validation; Consistency | Files evaluation: Extensive recordsdata; Market analytics; Structured recordsdata analytics; Files visualisation | Truly helpful choice

making: Concerns; Volatility, Uncertainty, Complexity, and Ambiguity (VUCA)

2.1 .2.1 .3 Tag how you would be in contact relevant recordsdata to appropriate stakeholders

Files versus recordsdata | Speaking recordsdata: Presentation; Reports; Industrial case

| Supply chain constructions: upstream/downstream;

verbal substitute; finance | Supply Chain Visibility

2.2 Mark and Resilience

2.2.1 Mark

2.2.1 .1 Clarify how fee is belief to be along the provision chain

2.2.1 .1 .1 Clarify what is intended by the term fee chain

Mark chain: design and make stronger actions | Competitive Advantage | Buyer-centric operations | Mark chain evaluation | Benefits

and disadvantages of fee chain evaluation

2.2.2 Resilience

2.2.2.1 Tag actions taken to connect operational and organisational objectives

2.2.2.1 .1 Clarify what is intended by supply chain resilience

Supply chain resilience | Components affecting supply chain resilience

2.2.1 .1 .2 Tag how ethical influencing ways might per chance per chance even even be mature along supply chain operations to attach objectives

Battle Management | Inner Service Diploma Agreements (SLAs) | Cultural Norms | Influencing skills: Assertiveness; Packed with life listening; Observation;

Self-confidence; Scenario solving | Thomas Kilmann | Swap-offs

2.2.1 .1 .3 Clarify risk administration and control processes

Possibility identification | Possibility evaluate processes: and Likelihood matrix | Possibility mitigation: Acceptance; Avoidance; Slash worth; Transference

2.2.3 Digital and Technological

Transformation

2.2.3.1 Characterize the trends in technologies affecting

supply chain operations

2.2.3.1 .1 Characterize what is intended by digital transformation

Digital Transformation: Connections – Digital, Physical, natural spheres | Web of Things

(IoT) | Industry 4.0

2.2.3.1 .2 Characterize how on hand digital and physical know-how can make stronger supply chain and operational job

Digital and physical know-how: Robotics; Cobotics; Automation; Synthetic Intelligence (AI); Virtual Truth (VR); Augmented Truth (AR) M Built-in verbal substitute channels: Social media;