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1. Supply Chain Inventory
& Logistics
Your Company Name
1

2. 01 Introduction
02 Forecasting
03 System Design
04 Quality
05 Supply Chain Management
06 Inventory Management and Scheduling
07 Project Management
Outline
2

3. Introduction
Competitive Analysis Value Map
Competitive criteria for Service Operation
Competitive Strategies
Operation Strategies
Background
Operations
Management
Process
Operational
Goals
Process
Timeline
Competitive
Analysis
Strategy
Productivity
Table
Forecasting
Table
Strategies for forward and backward
integration
3
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4. Background4
Places Of
Operation
 Your text here
 Your text here
 Your text here
Major Lines of
Product
 Your text here
 Your text here
 Your text here
Employees
300
Annual Sales
2.5 Billion
Facility, Products/
Services
Investigated
 Your text here
 Your text here
 Your text here
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5. Operation Management 8 Step Process (1/2)
Input
 Raw material
 Human resources
 Land
 Building
Operation & Strategy
 Text here
 Text here
Control Process
 Text here
 Text here
Product & Services
 Text here
 Text here
Text Here
 Text here
 Text here
Text Here
 Text here
 Text here
Output
 Product
 Services
Text Here
 Text here
 Text here
5
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6. Operation Management 7 Step Process (1/2)
Input
 Raw material
 Human resources
 Land
 Building
Operation & Strategy
 Text here
 Text here
Control Process
 Text here
 Text here
Product & Services
 Text here
 Text here
Text Here
 Text here
 Text here
Text Here
 Text here
 Text here
Output
 Product
 Services
6
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7. Operation Management 6 Step Process (1/2)
Input
 Raw material
 Human resources
 Land
 Building
Operation & Strategy
 Text here
 Text here
Control Process
 Text here
 Text here
Product & Services
 Text here
 Text here
Text Here
 Text here
 Text here
Output
 Product
 Services
7
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8. Operation Management 5 Step Process (1/2)
Input
 Raw material
 Human resources
 Land
 Building
Operation & Strategy
 Text here
 Text here
Control Process
 Text here
 Text here
Product & Services
 Text here
 Text here
Output
 Product
 Services
8
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9. Operation Management Process (2/2)
Action
Data
Action
Data
Data
› Customers
› Regulation
› Your text here
› Your text here
Environment
 Capital
 Materials
 Equipment
 Facilities
 Your text here
 Your text here
Inputs
 Alteration
 Transportation
 Your text here
 Your text here
Transformation System
 Facilitation Goods
 Services
 Your text here
Outputs
 Monitoring & Control
 Your text here
9
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10. Operations Goals (1/2)10
Cost efficient are necessary, but managers need to
concentrate on value creation for customers
Minimization of expenses is very important
To leverage shared resources and utilize the order
management to complete orders.
Increases expectations of clients for higher
product variety, customized goods.
To maximize resource productivity ,construct
standardized processes, remove duplicate efforts.
01
02
03
04
05
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11. Operations Goals (2/2)
Goals Measures Targets Frequency Year to Date
Increase number of
new paying
customers by 50%
Conversion of new
contacts within 2
months
50% Monthly 20%
Increase number of
former paying
customers by 25%
Renewing of
previous
relationships that
were inactive
25% Monthly 12%
Improve inventory
turns
# of inventory turns
per year
4-6 Monthly 2
11
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12. 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Baseline
Measurement Surveys
First Operation
Measurement of First
Operations’ Indicators
Process Evaluation
Second Operation
Measurement of Second
Operations’ Indicators
Third Operation
Measurement of Third
Operations’ Indicators
Year
Quarter
Activities
Process Timeline (1/2)12
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13. Process Timeline (2/2)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
BRMS Build
Customer
Service
Risk Assess
Credit
Research
Rules
Engine
Design
Schedule
Budget
Resources
Risks
Schedule
Budget
Resources
Risks
Schedule
Budget
Resources
Risks
Schedule
Budget
Resources
Risks
Schedule
Budget
Resources
Risks
Delayed Concern On Track
13
Analysis
Requirement Gathering
QA UA
Development
Build
Risk Assessment Plan
Prepare Risk Matrix
Publish Risk Matrix Conduct Risk Workshop
Gap Analysis Draft Geo Analysis Report
Conduct Interviews
Understand Architecture Create Design Document
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14. Lower
Higher
RelativePrice
Inferior
Relative Quality
Superior
Competitor 1
Competitor 4
Competitor 2
Competitor 3
Our Company
Competitive Analysis Value Map14
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15. Competitive Strategies Operational Excellence
Customer Intimacy
Product Leadership
15

16. Competitive Criteria For Service Operations
Goals Our Company Competitor 1 Competitor 2 Competitor 3
Cost Text Here Text Here Text Here Text Here
Quality Text Here Text Here Text Here Text Here
Speed Text Here Text Here Text Here Text Here
Flexibility Text Here Text Here Text Here Text Here
Reliability Text Here Text Here Text Here Text Here
Safety Text Here Text Here Text Here Text Here
Accessibility Text Here Text Here Text Here Text Here
16
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17. Strategies for Forward & Backward Integration
Raw
Materials
Intermediate
Goods
Manufacturing
Marketing
Sales
After Sales
Services
Forward Integration
Backward Integration
Balanced Integration
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17
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18. Market Requirements
Perspective
What the market
position requires
operations to do
Bottom-up
Perspective
What day-to-day
experience suggest
operations should do
Operations Resources
Perspective
What operations
resources can do
What the business
wants operations to
do
Top-down
Perspective
Operation Strategy
18
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19. Productivity Table
Ref. Metric Year 1 Year 2 Year 3
1 No. of employees on a work team 10 10 10
2 No. of teams throughout organization 50 125 375
3 Weekly productivity gain for team (hours) 10 10 10
4 No. of weeks per year (vacation excluded) 50 50 50
5 Average hourly rate $25 $25 $25
6 Percentage of utilization annually 0.75 0.75 0.75
7
Increased employee productivity within a work team
(Ref 2*3*4*5*6)
$468,750 $1,171,875 $3,515,625
8 Risk adjustment 30%
9
Increased employee productivity within a work team
(risk adjusted)
$328,125 $820,313 $2,460,938
19
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20. Forecasting
Forecasting
Table
20
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21. Forecasting Table
Forecasting
Current Month
Actual
Month 1
Forecast
Month 2
Forecast
Month 3
Forecast
No. of Machines Text Here Text Here Text Here Text Here
Inventory Text Here Text Here Text Here Text Here
Costing Text Here Text Here Text Here Text Here
Requirement Text Here Text Here Text Here Text Here
Skill Text Here Text Here Text Here Text Here
Technology Text Here Text Here Text Here Text Here
Products/Services Text Here Text Here Text Here Text Here
Workload/Schedule Text Here Text Here Text Here Text Here
21
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22. System & Design
Capacity Planning for Product
Capacity Strategy Planning
Capacity Requirement Table
Process planning
Facility layout
Location
Planning &
Analysis
Location
Planning &
Analysis
Design of Work
System
Process Selection
& Facility Layout
Strategic
Capacity Panning
for Products &
Services
Product &
Service
22
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23. Product & Service Design (1/2)23
January
Concept
Generation
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February
Concept
Screening
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March
Preliminary
Design
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April
Evaluation &
Improvement
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May
Prototyping &
Final Design
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24. Assets
The physical and digital touchpoints that the
customer interacts with, and the tools employees
using to deliver a service.
People
Anybody who contributes to the service either
directly or indirectly. For example, although
management has little direct contact with
customers, they are still hugely influential in
shaping their experience.
Culture
The unwritten rules that dictate employee
attitudes and approaches. Thinking born from
history, management style and employee
experience
Policy
The rules, standard operating procedures and
workflows the company uses to provide the
service.
Product&Service
Design(2/2
24

25. Capacity Planning for Product
Unit of
Measure
Product Family
Total
Load
Capacity
Available
Load
%A B C D
Production Plan April 50 80 40 60
Machining Time Hours 250 400 400 60 1110 1500 74
Packaged Product
Space
Cu Ft 500 800 400 1200 2900 3600 80.6
Non-clean-room
Labor
Hours 3750 1200 1000 3000 8950 9600 93.2
Oven-curing Space Cu Ft 500 800 800 1800 3900 3600 108.3
Clean-room Labor Hours 1000 800 600 2400 4800 6000 80
Quarantine Cu Ft 1200 1920 2400 4800 10320 12000 86
Gold Tr. Oz 400 640 320 960 2320 3000 77.3
Total Load %Load = Total
Load/Available Capacity
25
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26. Capacity Requirement Table
Year 01 02 03 04
Small (000s) 150 170 200 240
Family (000s) 115 140 170 200
Small Mach. Cap. 3,00,000 Labor 6
Family Size Mach. Cap. 2,40,000 Labor 6
Small
Percent capacity used 50%
Machine requirement 1.5
Labor requirement 3
Family size
Percent capacity used 47.92%
Machine requirement 0.96
Labor requirement 2.88
26
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27. Capacity Strategy Planning
Jan Feb Mar Apr May Jun
Demand 4500 5500 7000 10000 8000 6000
Beginning Inventory 250 2130 2140 1230 -2680 -4300
Net Requirements 4250 3370 4860 8770 10680 10300
Beginning # of Workers 6 6 6 6 6 6
Required Workers 4 4 5 9 10 11
Workforce Adjustment 0 0 0 0 0 0
Production Quantity 6380 5510 6090 6090 6380 5800
Ending Inventory 2130 2140 1230 -2680 -4300 -4500
27
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28. Process Planning28
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Projects
Batch
Production
Mass
Production
Continuous
Production
HighStandardization
HighLow
Volume
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29. Facility Layout
Milling
PlatingDrilling
GrindingAssembly & Test
01
02
0304
05
29
Process Layout - work travels to dedicated process centers
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30. Design of Work System
Process
Processes that need to be
outsourced and identify
areas of improvement
 Identify Client
Requirement
 Review Scope of Work
 Identify Service Areas
 Review
Technology
Hardware & network;
software design &
development & system
operations
 Software Review
 Volume of Work
 Resources Required
 Infrastructure/Systems
 Allocations
 Project Proposal
People
Organizational roles &
responsibilities; required
skills & human resources
programs & communication
models in support of the
outsourcing program
 Technology
 Set-up
 Staffing & Training
 SOP Set-up
 Quality Set-up
 Reporting Set-up
Infrastructure
Facility requirements &
strategy
 Pilot Run
 Daily
 Deliverables
 Reporting Analysis
 Production Metrics/SLA
 Feedback
Management
Project organization, risk
management, planning,
tracking, communication,
charge management,
quality assurance, budget
control and staffing issues
 Identify Client
Requirement
 Review Scope of Work
 Identify Service Areas
 Review
30
02
Initial
Stage
Planning
Stage
Execution
Stage
Limitation
Stage
Relationship
Management
01 03 05
04
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31. Location Planning & Analysis
Location
Estate Size in
M2
Motorway
Distance In Km
Possibilities of
Material
Procurement
Qualification of Job
Seekers
1 6900 5 Very good Medium
2 7200 6 Very good High
3 3500 1 Good Medium
4 8200 10 Acceptable Low
5 5300 6 Good Very high
6 5000 7 Good Medium
7 6900 3 Acceptable High
8 10000 10 Acceptable Medium
9 9300 7 Good Low
10 4600 15 Very good Medium
31
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32. Quality
Process Planning
Facility Layout
Quality Cost Report
Quality Control Check Sheet
Quality Cost Comparison
Quality Control KPI Dashboard
Quality Control Management
Quality
Management
Quality
Control
32
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33. Quality Management System for Improving
 Ordering
 Inspection
 Preservation
 Traceability
 Sustainability
 Maintenance
 Calibration
 Records
 Define requirements
 Confirm order
 Issue work Instructions
 Organize Labour &
materials
 Records
 Preservation of data
 Document Control
 Location
 Building sustainability
 Working conditions
 Safety & security
 Labour force
 Training
 Health & Safety
 Communications
 Customer feedback
 Measurements
 Preventive actions
 Audits & reviews
Verify &
Process
Stock &
Materials
Plan &
Equipment
Records &
Documentation
Human
Resources
Environment
al Resources
Analysis &
Monitoring
Customer
Requirement
Customer
Satisfaction
Continuous
Improvements
33
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34. Quality Management Timeline
125
93.5%
204
95%
238
98%
338
98%
423
91%
520
91%
Units
Yield
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34
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Process Change

35. Quality Control Management
Analyze
To study or examine
something in detail for an
explanation
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Evaluate
To determine or estimate the
significance, quality, or value
of assessment
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Improve
To make something
better in a particular
way
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Planning
A detail or process of
thinking and organizing step
by step to achieve a desired
goal
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35
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36. Quality Control KPI Dashboard
Defect Severity Distribution
15%
10%
13%
25%
37%
Low
Medium
High
Blocker
Trivial
0
2
4
6
8
10
Low Medium High Blocker Trivial
Test Execution Summary
3%
8%
89%
Passed
Failed
Blocked
88%
5%
4%
3%
Passed
Failed
Blocked
Not _Exected
Full Executed
Module-wise Test Execution Summary
40
20
30
7
4.4
0
3
0
3
0
5
10
15
20
25
30
35
40
45
50
Financial Module Quality Module Administration Module
NoofTestCases
Modules
Passed Failed Blocked
8
7
8
7
6
7
5
6
7
0.0 2.0 4.0 6.0 8.0
QP_V1.1
QP_V1.2
QP_V1.3
QP_V1.4
QP_V1.5
QP_V1.6
QP_V1.7
QP_V1.8
QP_V1.9
DSI
Defect Severity Index
36
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37. Quality Management Dashboard37
Issues created by day
0
10
20
30
40
50
60
70
80
Jan Fab Mar Apr May Jun July Aug Sep
Severity of open issues
Number of open feature requests : 9
45%
25%
20%
10%
0%
10%
20%
30%
40%
50%
Medium Low Immedate High
Priority of open issues
Number of open bugs:7
Open(verify failed)
10%
Open
33%
Fixed
14%
Closed(Verified)
43%
All Reported Issues
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.

38. Quality Control KPI Metrics
53%
No. Of Defects Per Lot
35%
No. of corrective actions
83%
Cost of quality
38
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39. Quality Cost Report
Types of Cost Quality Cost Percentage of Sales
Prevention Cost
Type 1 35,000
10%
Type 2 10,000 45,000
Appraisal Cost
Type 1 20,000
2.7%
Type 2 30,000 50,000
Internal Failure Cost
Type 1 50,000
5%
Type 2 12,000 62,000
External Failure Cost
Type 1 25,000
7%
Type 2 30,000 55,000
39
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40. Year 1 Year 2
Amount Percent Amount Percent
Prevention Cost 00.00 00.00 00.00 00.00
Appraisal Cost 00.00 00.00 00.00 00.00
Internal Failure
Cost
00.00 00.00 00.00 00.00
External Failure
Cost
00.00 00.00 00.00 00.00
Total Quality Cost 00.00 00.00 00.00 00.00
Total Sales 20,000 25% 10,000 15%
QualityCostReport
Comparison
40
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41. Name of Data Recorder Your Text Here
Location Your Text Here
Data Collection Date Your Text Here
Defect
Type/Event
Occurrence
Dates
Total
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
Description 1 9 8 3 20
Description 2 1 4 5
Description 3 10 10
Description 4 3 6 9
Description 5 4 8
Description 6 6 1 7
Description 7 3 3 6
Description 8 2 2 4
Description 9 5 5
Total 0 13 6 20 11 4 0 74
QualityControlCheck
Sheet
41
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42. Supply Chain Management
01
02
03
04
05
06
07
Supply Chain Management Process
Supply Chain Management Goals
Supply Chain Management Bifurcation
Components Of Supply Chain
Supply Chain Management Advantages
Supply Chain KPI Dashboard
Supply Chain KPI Metrics
42
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43. Supple Chain Management Process (2/2)
Raw Materials Manufacturing Retail
RetailSupplier Consumer
43
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44. Supply Chain Management Process(2/2)
Strategic Planning
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Supply Planning
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Manufacturing
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Order Fulfillment
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Procurement
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Demand Planning
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Warehousing
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Transportation
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44
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45. Supply Chain Management Goals
Cost efficient and cheap products are necessary, but supply chain
managers need to concentrate on value creation for their customers
04
Minimization of supply chain expenses is very
essential
01
To leverage inventory as a shared resource and utilize the
distributed order management technology to complete orders
from the optimal node in the supply chain
05
To maximize resource productivity, construct
standardized processes, remove duplicate efforts and
minimize inventory levels
03
Increased expectations of clients for higher product variety,
customized goods, off-season availability of inventory and rapid
fulfillment should be matched
02
01
05
04
03
02
45
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46. Supply Chain Management Bifurcation
Supply Chain
Strategy
Supply Chain
Planning
Asset Management
Procurement
Logistics
Supply Chain Enterprise
Applications
Product Life Cycle
Management
46
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47. Supply
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Manufacturing
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Distribution & Warehousing
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Retail
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Consumer
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Supply Chain
Management
01
02
03
05
04
Components of the Supply Chain47
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48. Supply Chain Management Advantages48
Develops better customer
relationship and service
Creates better delivery mechanisms
for products and services in
demand with minimum delay
Improvises productivity and
business functions
Minimizes warehouse
and transportation costs
Minimizes direct and
indirect costs
Assists in achieving shipping of
right products to the right place
at the right time
Enhances inventory management,
supporting the successful execution of
just-in-time stock models
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49. Supply chain KPI Dashboard(1/2)
Cost of Carry MTD
35
25
10
22
8
Risk
Freight
Service
Storage
Admin
0 10 20 30 40
Units Per Transaction
$137.89 APV
Compared to $156.99 last month
5.30 UPT
Compared to 5.46 last month
Inventory Turnover
0
1
2
3
4
5
6
2005FY 2006FY 2007FY 2008FY 2009FY 2010FY 2011FY 2012FY
Inventory Turnover Target
% Out Of Stock Items
0.0
0.5
1.0
1.5
Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec
Out of Stock Target <1
49
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50. Supply Chain Management KPI Dashboard (2/2)
OrdersKpis - Monthy
Global Financial Performance Volume Today
-10
0
10
20
30
40
50
NA EUR Asia SA
Cash to Cash Cycle Time Account Rec. Days
Inventory Days Accounts Payable Days
Metric
This
Month
Past
Month
Change
Past 30
Days
Inventory $826,905 $754,638 10%
Shipping
Costs
$23,092 $25,748 -10%
Perfect
Order….
94.5% 94.1% 0%
Back Order
Ra….
12.1% 12.5% -3%
Warehouse
Ca….
98.0% 95.4% 3%
Orders to Ship
Overdue
Shipments
Open POs
Late Vendor
Shipments
106 20 198 12
Inventory
Category Product Sku In Stock
Electronics Product A 789451 106
Electronics Product B 874842 12
Electronics Product C 874101 8
Electronics Product D 711238 87
Electronics Product E 611235 -
Filter Order Status: Backordered
Metric This Month Past Month
Add Name Backordered Apr 11, 2015
Add Name Backordered Apr 8, 2015
Add Name Backordered Apr 7, 2015
Add Name Backordered Apr 6, 2015
Add Name Backordered Apr 5, 2015
Add Name Backordered Apr 4, 2015
Add Name Backordered Apr 3, 2015
Add Name Backordered Apr 2, 2015
50
Appliances 189
Automotive
136
Computers 401
Electronics 515
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51. 20%
Percentage of Problem with Supplier
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based on data. Just left click on it and select “Edit Data”.
4:2
Number of Active Suppliers Per Supply
Employee
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based on data. Just left click on it and select “Edit Data”.
60%
Requested Time in Full
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based on data. Just left click on it and select “Edit Data”.
SupplyChainKPI
(2/3)
51

52. Benefits of lean
operations
Inventory & Logistics Management
Inventory Tracker Table
Aggregate Planning
Lean Manufacturing
Scheduling
Inventory Management System
Inventory Management & Scheduling
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52
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53. Inventory Management Systems
Receiving & Put
Away
WI – FI &
Barcode System
Location
Management
Inventory
Management
Reporting
Management
Picking &
Packing
53
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54. Inventory and logistics dashboard54
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Perfect Order Rate
0
30
60
90
Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17
95.8% This year
92.1%
One Time Shipping
87%
Within time $mt
Within time Limit– 549
Out of time Limit - 73
Avg Delivery Time in Days
1 – 2 Days
2 – 3 Days
3 – 4 Days
4 – 5 Days
% of Warehousing Costs are order Picking Costs
Warehousing Operating Costs distribution
Order Picking
60%
Storage 18%
Shipping 13%
Receving 12%
Center 7%
Transportation Related Costs
Transapction Costs 42%
Warehousing Costs 26%
Inventory Carrying Costs
21%
Asminstrave Costs 5% Order Processing Costs 5%
$273,053 Avg Transportation Costs
Distribution of Transportation related Costs
Shipments by Country
0.0
0.5
1.0
1.5
Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17
Germany 35%
France 28%Switzeriand…
Austria 19%

55. Inventory Planning KPI Dashboard
G
45
80
100
40
65
82
85
0 40 80 120
6
5
4
3
2
1
0
6 5 4 3 2 1 0
VOL of last 7 days (Orders)
Completed
8
Orders
18
SKU
500
Whole
80
M3
40 of 58 Completed
30%
Total for the Day
58
Orders
81
SKU
1500
Whole
880
M3
0
40
80
120
6 5 4 3 2 1 0
REC PUT
KPI of last 7 Days
Pending Receiving
2
Persons
60
SKU
1200
Whole
150
M3
48
Orders
40 of 58 Completed
30%
Pending Put Away
5
Persons
30
SKU
200
whole
50
M3
28
Orders
40 of 58 Completed
30%
55
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56. Inventory Delivery on Time Dashboards
Delivery in Full (DIF)
99.5%
Delivery on Time (DOT)
99.5%
Month – to – date total logistics Cost as a
percentage of sales
12%
Inventory to Sales Ratio
0
1.5
3
1/1/2017
1/3/2017
1/5/2017
1/7/2017
1/9/2017
1/11/2017
1/13/2017
1/15/2017
1/17/2017
1/19/2017
1/21/2017
1/23/2017
1/25/2017
1/27/2017
1/29/2017
1/31/2017
2/2/2017
2/4/2017
2/6/2017
2/8/2017
2/10/2017
2/12/2017
2/14/2017
2/16/2017
2/18/2017
2/20/2017
2/22/2017
2/24/2017
2/26/2017
ORD
Quarter – to –date Days sales of inventory (DSI)
60
Days
OverdueOrder
Open
Orders!
Inbound
Trucks!
Last 24 Hour
No Stock/
Pick!
Inbounds
Overdue
Orders!
56
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57. Inventory Turnover KPI Metrics
Orders = 58
M3 = 81
SKU = 83
WHOLE = 1500
Total for the Day’
Orders = 8
M3 = 80
SKU = 18
WHOLE = 500
Completed
INBOUND
57
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58. Logistics KPI Metrics(1/2)
Perfect order rate
87%
Within Time Limit = 249 Out Of Time Limit = 73Delivery Status
Shipment by Country
21%
Switzerland
19%
Austria
35%
Germany
20%
France
58
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59. Logistics KPI Metrics(2/2)
95.8%
avg monthly
rate
Perfect Order
Rate
75%
Inventory
Service Level
Warehouse Operating Cost $296,566
59
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60. Inventory Tracker Table
Inventory
Control
Product
Detail
Quantity
Purchase
Price Unit
Quantity in
Stock
Value Stock
in Hand
Reorder
Level
Recorder
Quantity sold
Quantity
Sold
Discontinued
product
ABC001 Product 1 100 $100.00 50 $5,000.00 25 100 50
ABC002 Product 2 50 $200.00 25 $5,000.00 50 50 25
ABC003 Product 3 50 $250.00 0 $0.00 25 50 50
ABC004 Product 4 50 $500.00 0 $0.00 50 50 50
ABC005 Product 5 100 $110.00 52 $5,720.00 25 100 48
ABC006 Product 6 100 $120.00 75 $9,000.00 50 100 25
ABC007 Product 7 100 $150.00 50 $7,500.00 25 100 50
ABC008 Product 8 50 $135.00 0 $0.00 50 50 50
ABC009 Product 9 100 $110.00 50 $5,500.00 25 100 50
ABC010 Product 10 100 $100.00 65 $6,500.00 50 100 35
ABC011 Product 11 100 $200.00 50 $10.000.00 25 100 50
ABC012 Product 12 100 $110.00 50 $5,500.00 50 100 50
ABC013 Product 13 100 $250.00 50 $12,500.00 25 100 5
60
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61. Aggregate Production Planning (2/2)
Total Cost = 755(500)+145(100)+30(80) = 524,900
61
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A B C D E F G H I
Month
# of
Workers
# Hired # Fired
# of units
per
workers
Production
(BxE)
Cum.
Product.
Cum
Demand.
Inventory
January 267 33 2.931 783 783 780 3
February 183 85 3.517 640 1423 1420 3
March 342 160 2.638 902 2325 2320 5
April 316 27 3.810 1200 3525 3520 5
May 321 306 3.224 2002 5527 5520 7
June 2.198 2000 7527 7520 7
Total 755 145 30

62. Lean Manufacturing
Short Cycles People
 Total employee involvement
 Control through visibility
 Housekeeping
 Total Quality focus
Systems
 Level load & balanced flow
 Preventative Maintenance
 Supplier Partnerships
 Pull systems
Total Quality Focus
 Your text here
 Your text here
Technology
 Structured flow manufacturing
 Small lot production
 Setup Reduction
 Fitness for use Continuous
Improvement
 Your text here
 Your text here
Lean
Manufacturing
62
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63. Benefits of Effective Lean Techniques and Management
63
Increase in Throughput
15%
Defects Flow
Distance
Materials
Handling
Rack Storage
Annual
Physical
Inventory
Time
Number of
Dark lifts
Engineering
Cycle Time
90% 80% 70%
68%
50%
45%
12%
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64. Inventory Scheduling
Inventory Position & Cost
Inventory Total Cost
Beginning of the Week End of the Week Weekly Cost
Date
Order
Arrived
Net
Inventory
Inventory
Position
Demand
Net
Inventory
Order
Placed?
Order
Arrived
date
Order
Quantity
Holding
Cost
Var. Order
Cost
Fixed Cost
10/9/2009 0 500 500 70 430 No 0 430 0 0
10/16/2009 0 430 430 60 370 No 0 370 0 0
10/23/2009 0 370 370 70 300 No 0 300 0 0
10/30/2009 0 300 300 90 210 No 0 210 0 0
11/6/2009 0 210 210 100 110 Yes 11/27/2009 350 110 700 20
11/13/2009 0 110 110 100 10 Yes 12/4/2009 350 10 700 20
11/20/2009 0 10 10 45 -35 Yes 12/11/2009 350 0 700 20
11/27/2009 350 -35 315 55 260 No 0 260 0 0
Company Name ABC Company
Item Name Book1
Date 9-oct-09
System Parameters
Initial Inventory 500
Safety Stock level 150
Order Quantity 350
Lead Time (week) 3
Cost
Weekly Holding cost (per unit) 1
Unit cost 2
Order Cost 20
Weekly Penalty (backorder) Cost 3
64
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65. Project Management
Project Management KPI Dashboard, Metrics
Roles & Responsibilities Matrix
Project Team
Work Down Structure
RASCI Matrix
Project Controls
Project controlling process
Project controlling tools
Project team structure
Project team matrix
65
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66. Project Team(1/2)66
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Put Text Here
Text Here
Text Here
Text Here
Text Here
Text Here
A
A
Team A
A A
B B
B B
Team B
BB B
D D
D D
Team D
D D
D D
Team C
CC C
C C
CC C
CC C

67. Proposal Project Manager
Function Name Phone Email
Leave of
Absence
Project Manager <Name> <Phone Number> <Email Address>
Proposal Project Manger
Function Name Phone Email
Time Portion
(%)
<Your Function> <Name> <Phone Number> <Email Address> 100%
<Your Function> <Name> <Phone Number> <Email Address> 100%
<Your Function> <Name> <Phone Number> <Email Address> 75%
<Your Function> <Name> <Phone Number> <Email Address> 25%
Alternative:
Department
<Name> <Phone Number> <Email Address> 00%
Project Team(2/2)
Project Name
67
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68. Project Team Matrix
CEO
Project
Management
Functional
Manager
Functional
Manager
Functional
Manager
Matrix Organization
Functional
Resource
Functional
Resource
Functional
Resource
Functional
Resource
Functional
Resource
Functional
Resource
Functional
Resource
Functional
Resource
Functional
Resource
Project Manager
(Project A)
Project Manager
(Project B)
Project Manager
(Project C)
68
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69. Roles & Responsibilities Matrix
Jeff Michael Reto You Alex Anna Bill Cindy Felix Gred Hans John Livio Luc Marco Paul Peter Sue Ted Tim
Planning/
Schedule
R A I C C Q
Risk
Management
I I Q A R
Quality
Management
R C R A
Procurement R Q R R A
1. Specifications
listing
R R R
2. Site
Requirements
C A R Q R
3. Call for
Tenders
Q A R C R R
4. Budget
Approval
A Q R R R
5. Contract
Negotiations
A Q R R R
*R – Responsible (works on), *A – Accountable, *C – Consulted, *I – Informed, *Q – Quality reviewer
69
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70. RASCI Matrix
RASCI Model
Drop Shipping Business Process
Drop shipping
supplier/
owner
Drop shipping
supplier/
employee
Drop shipping
supplier/
employee2
Bank
Retailer/
Owner
Retailer/
Employee
Express
service/ Courier
Accountant Customer
Activity
Docum
ents
Fill for each & activity: ® responsible, (A) Accountable, (S) Support, © Consulted, (I)
Informed*
Purchase of Goods
1
Initiate manufacturing or purchase of
item
Production Plan/
Invoice
A R I
2
Perform Quality Inspection on
produced item
A R
3
Place Received item in stock
warehouse
A R
Sales Process
4
Order Received at web shop/ retailer
for item from supplier
Order C A
5
Send order 7 delivery address to
supplier
Order I A R
6 Verify payment received by retailer Bank Statement C A R I
7
Execute payment of supplier for
ordered item
Bank Statement I A R A R
8
Send customer confirmation
receiving order & Payment
R
9 Verify payment received by supplier Bank Statement A R
10
Send retailer payment received
notification & confirm
Order
Confirmation
A R I
Transportation Process
11
Initiate delivery of item 7 send order to
warehouse Picking Order AR
12
Select express service 7 arrange order
pickup Express Bill I
R=Responsible A=Accountable C=Consulted I=InformedS=Supportive
70
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71. Work Breakdown Structure(1/2)
WBS Tree Diagram Template
Project Title Company Name
Project Manager Date
Project Title
1. Activity Title
1.1
Task
1.2
Task
1.3
Task
 1.1.1
Subtak
 1.1.2
Subtak
 1.1.3
Subtak
 1.1.4
Subtak
 1.1.5
Subtak
 1.1.1
Subtak
 1.1.2
Subtak
 1.1.3
Subtak
 1.1.4
Subtak
 1.1.5
Subtak
 1.1.1
Subtak
 1.1.2
Subtak
 1.1.3
Subtak
 1.1.4
Subtak
 1.1.5
Subtak
2. Activity Title
2.1
Task
2.2
Task
2.3
Task
 2.1.1
Subtak
 2.1.2
Subtak
 2.1.3
Subtak
 2.1.4
Subtak
 2.1.5
Subtak
 2.1.1
Subtak
 2.1.2
Subtak
 2.1.3
Subtak
 2.1.4
Subtak
 2.1.5
Subtak
 2.1.1
Subtak
 2.1.2
Subtak
 2.1.3
Subtak
 2.1.4
Subtak
 2.1.5
Subtak
3. Activity Title
3.1
Task
3.2
Task
3.3
Task
 3.1.1
Subtak
 3.1.2
Subtak
 3.1.3
Subtak
 3.1.4
Subtak
 3.1.5
Subtak
 3.1.1
Subtak
 3.1.2
Subtak
 3.1.3
Subtak
 3.1.4
Subtak
 3.1.5
Subtak
 3.1.1
Subtak
 3.1.2
Subtak
 3.1.3
Subtak
 3.1.4
Subtak
 3.1.5
Subtak
4. Activity Title
4.1
Task
4.2
Task
4.3
Task
 4.1.1
Subtak
 4.1.2
Subtak
 4.1.3
Subtak
 4.1.4
Subtak
 4.1.5
Subtak
 4.1.1
Subtak
 4.1.2
Subtak
 4.1.3
Subtak
 4.1.4
Subtak
 4.1.5
Subtak
 4.1.1
Subtak
 4.1.2
Subtak
 4.1.3
Subtak
 4.1.4
Subtak
 4.1.5
Subtak
71
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72. Work Breakdown Structure(2/2)
WBS Name Duration % Comp Start Finish Predecessors
1 1 Operations 16d 10% Mar 6 Mar 27
2 1.1
Planning
Summary
11d 23% Mar 6 Mar 20
3 1.1.1 Task 1 5d 50% Mar 6 Mar 12
4 1.1.2 Task 2 6d 0% Mar 13 Mar 20 3
5 1.2
Managing
Summary
10d 0% Mar 13 Mar 26
6 1.2.1 Task 3 5d 0% Mar 13 Mar 19 3
7 1.2.2 Task 4 4d 0% Mar 21 Mar 26 6.4
8 1.3
Execution
Summary
6d 0% Mar 20 Mar 27
9 1.3.1 Task 5 6d 0% Mar 20 Mar 27 6
10 1.3.2 Task 6 0d 0% Mar 27 Mar 27 9
72
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73. Project Management Priority Dashboard
Project Progress Project SpendTasks Assigned To Priority Status
Set kick – off meeting Alex B. Complete
Agree on objectives Frank C. Complete
Detailed Reqs. Jacob S. Complete
Hardware Reqs. Jacob S. Overdue
Final Resource Paln Jacob S. In Progress
Staffing Alex B. In Progress
Technical Reqs. Frank C. Not started
Testing Kennedy K. Not started
Dev. Complete Jacob S. Not started
Hardware Config. Alex B. Not started
System Testing Kennedy K. Not started
Launch
10/2 10/7 10/12 10/17 10/22 10/27 11/2 11/7 11/12
Set kick – off
meeting
Agree on
objectives
Detailed Reqs.
Hardware Reqs.
Final Resource
Plan
Staffing
Technical Reqs.
Dev. Complete
Hardware config
System Testing
Launch
0 50000 100000
Planned
Actual
Budget
Planned Actual
73
5
2
4
0
1
2
3
4
5
6
Decisions Actions Charge Requets
Pending Items
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Complete
58%
Overdue
23%
In Progress
10%
Not Started
9%
Overall task Status

74. Project Management Monthly Growth Dashboard
10
30
40
30
10
20
50
50
60
1/1/2019 2/1/2019 3/1/2019
Project Progress Project Spend
Sale Graph by Month Sale Graph by Month
Testing
$12,521,000
Total Sales
$13,000,000
84%
Develop
$12,521,000
Total Sales
$13,000,000
64%
$12,521,000
Total Sales
$13,000,000
24%
Design
J A N F E B M A R A P R M A Y J U N J U L A U G S E P O C T N O V D E C
9.303
Sales in 12 Month
181.052
Referrals in 12 Month
181.052
Referrals in 12 Month 0
10
20
30
40
50
30-Apr 07-May 14-May 21-May 28-May 04-Jun 11-Jun 18-Jun 25-Jun 02-Jul 09-Jul 16-Jul 23-Jul
74
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75. Project Status KPI Metrics75
Referrals in 12 Months
64%
Sales in 12 Months
24%
Sales by Month
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76. Project Status KPI Metrics
Project Spend
76
24%
Design
84%
Develop
64%
Testing
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77. Project Controlling Process
Project Control Reporting
& Communication
Schedule Performance
Reporting
Cost Performance
Reporting
Project Status
Reporting
Communication
Plan
Project
Controls
Deliverables
Project Control
Execution
Schedule Management
Execution
Cost
Control
Change
Management
Progress
Measurement
Risk &
Contingency
Management
Project Performance
Assessment
Schedule Performance
Assessment
Cost Performance
Assessment
Performance
Measurement
Forecasting
Variance
Analysis
Project
Planning
Schedule Planning &
Development
Cost Estimating &
Budgeting
Scope
Development
Execution &
Contracting
Strategy
Risk Analysis
& Contingency
77
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78. Project Controls Tools78
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Planner/
Scheduler
Tools
Cost
Controller
Tools
Cost/
Schedule
Risk Analyst
Tools
Cost
Estimator
Tools

79. Coffee Break
11:00 am-11:15 am
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79
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80. Puzzle80
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01
02
03
04

81. Thankyou
Address
# street number, city, state
Contact Numbers:
0123456789
Email Address:
emailaddress123@gamail.com
81