2012 logistics & supply chain seminars brief


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2012 logistics & supply chain seminars brief

  2. 2. LOGISTICS SUPPLY CHAIN MANAGEMENT SEMINARS 2012 s/n Title of seminar Number of days Dates 1 Introduction to Supply Chain 2 5-6 AprNB: Click 2 Optimizing Supply Chain for Profitability 2 11-13 Apron any ofthe titles to 3 Strategic Logistics Management 3 18-20 Aprjump tothe slide 4 Optimizing Warehouse Performance 3 25-27 Aprcontainingdetails of 5 Strategic Sourcing Strategies 3 2-3 Maythe 6 Supply Chain Optimization for Profitability 3 9-11 Mayseminar(Thishyperlink 7 Reducing Cycle Time across the Chain 2 17-18 Maywillfunction 8 Value Based Procurement 3 23-25 Mayonly whenyou are 9 International Buying Best Practices 2 May31-1Juneviewing 10 Customer – Focused Supply Chain Management 2 13-14 Junethe slide inslideshow 11 Analytical Techniques for Enhancing Procurement Performance 20-22 June 3mode) 12 RFQ/Tender Management 2 27-28 June
  3. 3. LOGISTICS SUPPLY CHAIN MANAGEMENT SEMINARS 2012 s/n Title of seminar Number of days Dates 13 Supply Chain Forecasting & Planning Strategies3 2-4 JuneNB: Clickon any of 14 Strategic Procurement Best Practices 2 5-6 Julythe titles tojump to 15 Stores & Stock Control Management 2 5-6 Julythe slidecontaining 16 Supply Chain Integration (Reducing the Bullwhip Effect) 3 11-13 Julydetails oftheseminar 17 Delivering Cashable Savings through Strategic Sourcing 3 11-13 July(Thishyperlink 18 Cost Effective Material Handling 2 19-20 Julywill ( The Bolt & Nuts of the Supply Chain)functiononly when 19 Inventory Accuracy & Cycle Count Workshop 2 26-27 Julyyou areviewingthe slide in 20 Warehouse Audit & Performance Management 2 1-2 Augslideshowmode) 21 Integrated Warehousing & Materials Management 3 6-8 Aug
  4. 4. LOGISTICS SUPPLY CHAIN MANAGEMENT SEMINARS 2012 s/n Title of seminar Number of days Dates 22 Supplier Relationship Management: Keys to Greater Profitability and Competitive Advantage 2 9-10 Aug NB: Click on any of 23 Warehouse Management Best Practices 3 15-17 Aug the titles to jump to 24 Transportation/Distribution Planning and Management 3 22-24 Aug the slide containing details of 25 Advanced Forecasting & Inventory Management 3 29 –31 Aug the seminar 26 Logistics Cost/Price Analysis and Total Cost Concepts 3 5-7 Sept (This hyperlink 27 Managing Import Logistics, 3 10-12 Sep will Documentation & Customs function Compliance only when you are 28 The Theory of Constraints: A Practical Approach to Improving Supply Sep Flows 3 13-14 Chain viewing the slide in slideshow 29 Quick Response Logistics Strategies 3 20-21 Sep mode) 30 Driving Down Supply Chain Costs (The Lean Principles) 2 26-28 Sep 31 Warehouse Activity Profiling 3 8-10 Oct 32 Order Fulfillment Logistics Management 2 11-12 Oct
  5. 5. 2012 LOGISTICS SUPPLY CHAIN MANAGEMENT SEMINARSs/n Title of seminar Number of days Dates MASTER CLASSES ( 5 days each with exams for certification –optional)1 Transport & Fleet Management Master Class 5 9-13 Apr2 Strategic Procurement/Contract Management Master Class (Buying 4-8 June 5 into Competitiveness)3 Advanced Warehousing Material Management Strategies 5 23-27 July4 Basics of Supply Chain Management (with APICS Training Modules 17-21 Certification) 5 and Sept5 Advanced Import Logistics, 5 5-9 Nov Documentation & Customs Compliance (Leading to Certified Import Compliance Manager CICM)
  6. 6. Introduction to Supply Chain – 2 Days “A company that fails to manage its supply chain at a strategic level is unlikely to meet its business objectives effectively” Increased sophistication in customer requirements and greater competition, have pushed the industry towards higher and higher levels of efficiency in an effort to meet customer needs and cut costs. One of the results of this drive has been the outsourcing of goods and services to third parties, in a way that has inexorably bonded the supply chains of operators, contractors and suppliers. The question today is whether increased efficiency in the way individual companies are run is going to provide the industry with the performance improvements it seeks, or whether a new approach is needed which takes into account the whole Supply Chain. Supply Chain Management is about managing the flow of information, materials, services and money across any activity, in a way which maximizes the effectiveness of the process. It is about introducing new tools or revising well-known techniques in an effort to ask ourselves: "Is this the right thing to do" rather than "Is this the best way we can continue to do the same thing". This is a continuous process, not a one-time fix.
  7. 7.  OBJECTIVES: This 2 day program explores the make up of an entire supply chain and how to get it to function effectively and meaningfully. An in- depth analysis of the major decisions that makes a supply chain viable. COURSE OUTLINE: What is Supply Chain Management? Network Design Methods  Rough Cut Methods  Supply Chain Decisions  Location Decisions  Production Decisions  Inventory Decisions  Transportation Decisions  Supply Chain Modelling Approaches
  8. 8. Optimizing the Supply Chain for Profitability Logistics and the closely related concept of supply chain management underpin business or corporate strategy as far as the latter sets company objectives in sales, market share, share price, returns on shareholder funds, investment and assets, etc. Accordingly, the logistics function within most companies is a service activity which is directly responsible for achieving the above objectives. It is logistics which has a integrating and coordinating function designed to facilitate the production and / or distribution processes. It is these processes which ultimately reflect customer demand and the securing of the necessary raw materials and/or semi-finished goods for incorporation into production and the subsequent satisfaction of customer orders. The Logistics function may then be simply defined as satisfying the needs of the customer. "Introduction to Logistics and Supply Chain Management" is an introductory / first year course which assists students to understand the characteristic elements of integrated business logistics, the role and application of logistics principles to supply/demand/value chain management, the application of a selection of inventory management / analytical tools in solving logistics problems, aspects of strategic integrated logistics management and benchmarking and global integrated logistics activities.
  9. 9.  Overview of Logistics and Supply chain Management Logistics & Supply Chain Concepts Processes in Logistics and Supply chain Management Strategic Issues for Logistics and Supply chain Management Dimensioning the Supply Chain Opportunity Integration, Planning & Measurement Managing the Logistics Process Leading in a Dynamic Environment Fundamentals of Sales & Operations Management Warehousing Operations Competence Materials Management Depot and Distribution Management Achieving supply chain visibility through IT applications Supply Chain Optimization – Crafting & Implementing a Managerial Platform Case Studies/Syndicate Group Activities Lean Principles & Cycle-Time Compression
  10. 10. SUPPLY CHAIN INTEGRATION (Reducing the Bullwhip Effect)We are witnessing the emergence of  Organisations are building supply a new era in supply chain chain technology infrastructures management; the era of real time that tap the potential of a variety management has come to stay. of new information tools and High bandwidth connectivity, real- presentation platforms. Supply time messaging systems, and chain management prcatices have information technology-based been evolving concurrently. These decision support tools are driving new best practices in supply chain big changes in supply chain management reflect lessons strategies and operations. learned from corporations all overNew technology is revolutionizing the world. corporate supply chains around  In this interactive seminar, you will the globe, enabling a level of discover the power of real-time sophistication previously only supply chains imagined.
  11. 11.  OUTLINE An overview of the real –time supply chain The history and evolution of supply chain management An introduction to the latest application software technology used to integrate real- time supply chains A look at the best practices in supply chain management and lessons learnt from several international corporations a look at how you can test your knowledge by making real-time data-based decisions in response to internal and external supply chain disruptions The Bullwhip effect, its causes, consequences and how to curb it
  12. 12. Driving Down Supply Chain Costs (the Lean Principles) Logistics and supply chain has become the new source of competitive advantage because what  AGENDA was once tactical is now strategic. Customer  Strategic Lead Time Management response is measured in minutes, not weeks. Real-time business data is a need, not a luxury.  Logistics Pipe Line Management What would happen to the future of your  Managing Tradeoffs in Logistics company if a competitor could?  Principles of Logistics Costing  deliver an equivalent value faster or more  Cost drivers and Activity based Costing consistently to your customer  provide the same level of service with half of  Developing a service driven Logistics System your inventory  Gaining Competitive advantage through  provide the same level of service with a Logistics significantly lower asset investment  reduce transaction cost by 50% or more  develop an off-shore partner that can provide equivalent value at 60% of your cost
  13. 13. The Theory of Constraints: A Practical Approachto Improving Supply Chain Flows Most visions do not inspire excitement and correct aligned action from the senior management team. To bring a company’s net profits to equal current sales within 4 years, every functional executive must be aligned towards rapid growth. Such achievement requires flawless logistics and a completely different marketing and sales approach. Competitive pressures force us to continuously do more for less. As work becomes more complicated, people lose focus on the overall goal and how they impact global results. Theory of Constraints (TOC) has been expanded for all organisations to maximize their throughput with minimum frustration and waste. The TOC is a set of holistic processes and insights and insights, all based on a systems approach that simplifies the improving and managing of complex organisations by focusing on the few physical and logical constraining “leverage” points. Furthermore, it provides a tool set to build and implement the “levers” (holistics rules) that synchrnise the parts to achieve an order of magnitude improvement in the performance of the system as a whole.
  14. 14.  Theory of Constraints tools identify  OUTLINE these constraints and focus the entire  Definition of a constraint organisation on simple, effective  The A and B example solutions to problems that seemed insurmountably complex and  Finance and Measurements – A new unsolvable. frame of reference This workshop provides an overview of  Core Problems – class example all aspects of the Theory of Constraints  Critical Chain Overview methodology. It is intended to give  Root Cause Analysis managers evaluating the methodology  Systems Approach – Supply Chain and those embarking on a TOC effort a deeper understanding of the breadth  The Five Focusing Steps and depth of the thinking processes  Physical vs Invisible Constraints behind TOC and the derivative  Conflict Resolution applications.  Marketing and Sales Overivew  Where is your constraint?
  15. 15. Supply Chain Optimisation for Profitability Today logistics is much more than the  This course is aimed at creating operational management of physical flows awareness on the desirability of supply of goods. Logistics -and Supply Chain- chain management (SCM) concepts for Management, by fulfilling the strategic organizations that desire competitive vision of the corporation, contributes to edge. The focus will be on the basics of the creation of added value and to the Supply Chain Management. The business success. Its leverage strength participants will get a chance to rethink comes from encompassing in the same the way their organization integrates systemic approach the physical, suppliers, production and distribution in administrative and financial flows, from the globally competitive economy. the raw materials procurement to the  The Objective of this course is to put delivery of finished products. This requires an international perspective participants through the basic concepts of including the interfaces with distributors, managing the flow of materials in a supply suppliers and sub-contractors. That chain. In this course participants will get a approach creates a competitive advantage complete overview of material flow, from through internal and external suppliers, to and from your organization. A better cost control A more effective management of relationships between the chain elements
  16. 16.  COURSE CONTENTS: Fundamentals of Logistics & Supply Chain Management Business Logistics Importance of Information Systems and Technology in an SCM Environment Performance Measures for Measuring Logistics & Supply Chain Effectiveness Improving Cycle Times across the Chain Introduction to Inventory Management and Control Logistics and Supply Chain and Corporate Strategy Developing and Managing Supply Chain Relationships Transport Management
  17. 17. REDUCING CYCLE TIME ACROSS THE CHAIN Using time-based competition as one  OUTLINE of your most powerful strategic  The emergence of global competition weapon has been found to be very productive. Driving down the time it  Time as a competitive weapon takes to develop and deliver new  How work is structured products, dramatically reduce  Developing the baseline inventory and manufacturing time.  Review and application of the cycle Sharing the cost of quality and win time tool chest back market share is fundamental to  Making it happen supply chain success. Substantial market share has been lost over years to competitors and no industry is immune. The pressure is on to be nothing less than the best. But being the best takes radical change and it’s no easy matter How to reduce total cycle time in your company is a new way of tackling the problem
  18. 18.  PROGRAMME FOCUS Understanding where time is lost Understanding how to reduce wasted effort Understanding the tools and techniques available Understanding how to implement the effort. This three day programme focuses on providing management with a string vision and understanding of cycle time reduction techniques and provides a blueprint for a successful company deployment
  19. 19. SUPPLY CHAIN FORECASTING & PLANING STRATEGIES The key to good planning in any  Master schedulers should attend as business is to start with the best having a reasonable accurate detailed forecast of sales that can be put forecast with which to work will together. Without starting the improve the function of Master planning process off with a reasonable Scheduling considerably. forecast all materials and capacity  COURSE OBJECTIVES planning throughout the organisation  The objectives of the course are to will be suspect. In addition, your customer service will suffer and show participants the importance of remain at a low level. forecasting in good planning for an organisation. The importance of The target group for this seminar is measuring the forecast accuracy is anybody working in a sales, marketing discussed and methods of measuring and planning roles. Other accuracy shown. The seminar management functions will also find concludes by using a computerised the seminar useful as a reasonable forecasting tool to illustrate several of aggregate forecast for the sales and the techniques that have been operations planning process is discussed. essential.
  20. 20.  OUTLINE Introduction – the importance of forecasting in a business environment Why do we need forecast? What do we need to forecast in our business? What is statistical forecasting? Forecasting methodologies Measuring forecast accuracy Using computerised forecasting packages
  21. 21. CUSTOMER-FOCUSED SUPPLY CHAIN MANAGEMENT ‘You can’t manage it if you don’t measure it’ is one of the oldest maxims around, yet is one that needs some significant new attention for companies involved with Logistics and Supply Chain Management projects. The key objective of logistics and supply chain management is to improve the company’s performance by looking beyond individual functional areas within the company and focus on cross-functional and even cross company issues. Companies have found out that performance measures that seem desirable for one part of the business may actually impede the performance of the business overall
  22. 22.  KEY ISSUES  OUTLINES Taking the customer’s point of view  Supply chain management – the SCOR into consideration model Transcending individual functional  Benchmarking and performance areas management Considering cycle times and not just  Measuring across supply chain nodes the financial figures  Self assessment Focusing on key drivers of supply  Identifying and prioritising chain performance improvement opportunities  Utilizing KAIZEN supply chain management principles  Improve cycle time across the chain
  23. 23. International Buying Best Practices Taking greater control of inbound logistics is  HIGHLIGHTS an opportunity to not only reduce costs, but  Overview Of international Procurement also to forge more collaborative relationships with internal groups, suppliers,  International Transport & Shipping and transportation carriers, which ultimately Documentation results in” Smarter” business processes that  Import Documentation + Procedures benefit all parties.  Warehousing & Materials Management  Managing Stock Supplies Understanding cost drivers and opportunity Levels/Valuation areas to leverage agreements; Benefits of supplier alliances; How to effectively  Understanding And Working With leverage volume for improved contribution; Cultural Differences how standardization and process  Fundamentals Of International Logistics improvement positively impact pricing and  Outsourcing & Managing 3pl supplier support; Supplier base reduction Relationships strategies; a focus on continuous improvement; Techniques to make continuous improvement a reality
  24. 24. VALUE BASED PROCUREMENT Introduction: There are many exciting things happening in the Purchasing Profession today-- new philosophies, new techniques, new paradigms, and increased recognition. With this recognition have also come new demands as purchasing activities and our suppliers are being recognized as a strategic source for the continuous improvements that are needed to stay competitive. Yet repeatedly we see that to provide the vast contributions available from a world-class purchasing organization requires a continuing emphasis on the basic fundamental concepts of good purchasing practices. This seminar is designed to provide basic principles and concepts of purchasing practices to those new to purchasing or other professionals involved in the procurement process.
  25. 25.  OUTLINE The importance of good purchasing on the bottom line. Do’s and Don’ts in dealing with suppliers How to reduce costs. How to best protect the organizations interest. How to reduce risk and get what you paid for. Methods of obtaining and evaluating supplier proposals. Methods of Price and Cost analysis How to negotiate with suppliers How to use a series of model agreements and check lists to assist in buying capital equipment, services, and expense items. How to get the most out of the supplier relationship
  26. 26. MANAGING CONTRACTS AND SERVICE LEVEL AGREEMENTS Outsourcing contract managers face a number of significant challenges, including understanding and managing a changing business, ensuring appropriate alignment between business processes and the outsourcing contract, and handling widely varying expectations from the client and outsourcers organizations. As such, the outsourcing contract manager requires a refined set of business, service-level management and contract governance skills in order to effectively support the organizations needs. Fundamentally, the Service Level Management (SLM) process provides a methodology for introducing and implementing reasonable expectations for the customers and your service desk or customer support centre. SLM acts as guides for establishing good, sound business relationships. Using comprehensive scenario discussions and real-life case studies facilitated by seasoned instructors, experienced contract managers will learn how to succeed in an environment where critical processes have been outsourced. Numerous examples, tools and analyses provide valuable information on what makes outsourcing contracts successful and help ensure the appropriate alignment between these complicated contracts and client business needs.
  27. 27.  OUTLINE  Outsourced Environment Overview  Performance Management  Contract Change Management COURSE OBJECTIVE  Communication Management This course provides a set of practical  Business Control Management tools and techniques designed to get  Offshore Outsourcing Risk Management you up to speed quickly on  Purpose of Service Level Management outsourcing contract issues. This is  Developing Your Service Level Agreement "real-life" information, directly from  How to Negotiate Service Level the trenches and facilitated by Management instructors who have successfully  How to Measure and Report Against your managed long-term, multi-million- SLA dollar outsourcing contracts.  How to Conduct Ongoing Maintenance of your SLA  The Requirements Process  Reviewing the SLA Template
  28. 28. RFQ/Tender Management Introduction Good endings usually require good beginnings. This is particularly true for contracting where best practices in RFQ/Tender management are essential for a successful project outcome and minimization of total cost. This program is designed to take the participant from the time the requirement is defined and a contract is desired thru the major steps of the tendering/RFQ process that conclude with contract placement. The critical issues of understanding owner and contractor objectives, developing the tender team, risk mitigation thru contract types, structuring the tender, contractor selection, evaluating proposals with price and cost analysis, and finally planning and conducting successful negotiations all receive thorough focus in this valuable program that is certain to add to the organization’s bottom line.
  29. 29.  OUTLINE Upon completion of this seminar, participants will know:  Organizational Impact: The tendering process and the major steps that should be followed  The organization will benefit by: Pre-tender checklist  Reduced cost of contracts for materials Mitigation of risk by selection of & services contract type  Reduced risks in contracting Methods of selection and qualifying  Improved supplier performance contractors  Higher productivity of contracting The criticality of the statement of work personnel How to evaluate the proposals using  Greater strategic focus of those price analysis and/or cost analysis involved in contracting Terms & conditions for economic price adjustments Basic negotiation planning and strategies
  30. 30. Analytical Techniques for Enhancing Procurement Performance Introduction:  OUTLINE Supply Management is about  Upon completion of this seminar, participants buying the right thing, at the right will know: time, at the right quality, at the  How to perform a SWOT analysis for purchasing right price, from the right supplier,  KPIs for purchasing operations in the right way. In order to do these steps “right” requires skill  Analytics for supplier segmentation sets in many analytical techniques.  The analytics of strategic purchasing This fast paced program covers  Price hedging methods and alternatives many of the basic analytics that  Cost estimating relationships purchasing and contract personnel  Simple regression and measures of central use to obtain maximum value for tendency their organizations.  The analytics of evaluating supplier costs  Supplier qualification analytics and enhancing supplier performance
  31. 31.  Organizational Impact: The organization will benefit by: Reduced total cost for purchased goods and services Greater focus on strategic sourcing issues Better analytics to support procurement decisions and strategies Improved supplier selection and performance criteria Greater level of professionalism and skills in those involved in the purchasing and contracting process
  32. 32. Supplier Relationship Management: Keys to Greater Profitability and Competitive Advantage Introduction Continuous improvement in all aspects of the supply chain is necessary to remain competitive in todays global economy. The traditional adversarial relationship and transactional focus of buyers and suppliers cannot meet this demand for continuous improvement. As a result, significant changes are occurring in the philosophies and approaches that define the relationship between buyers and sellers in world-class organizations. Simply put, Supplier Relationship Management (SRM) provides an organizational focus on communicating and collaborating with suppliers on the many steps of the Supply Management process. This focus reduces the total cost of acquisition, transportation, and possession of goods and services for the benefit of both the buyer and seller while improving final product quality, value to the customer, and profitability to the organization.
  33. 33.  OUTLINE How to obtain shorter lead-times How to measure supplier performance The importance of SRM in continuous improvement Supply Chain Management Benefits to early supplier involvement The move to Strategic Sourcing Classification system for supplier base Process for Strategic Alliances Key elements in improving the supplier relationship Best Practices in supplier qualification, measurement and recognition The basics of reengineering
  34. 34. Strategic Procurement Best Practices The development and implementation of carefully crafted strategies for the acquisition of all goods, equipment, and services has become a critical issue in all organizations wishing to reduce operating cost while improving quality and productivity. This program explores key concepts forming the basis of strategic procurement and the management of the supply chain and moves though leading edge issues that confront the purchasing organization today.
  35. 35. Delivering Cashable Savings through Strategic Sourcing Effective purchasing and supply management can contribute significantly to the success of modern organizations. Strategic supply management is founded on the conviction that a significant competitive edge can be gained from the supplier an organization has developed and its supply systems and supplier relations. Participants will be energized and equipped with good understanding of latest concepts to complement their challenging functions. Objectives: After attending the workshop, the participants will be able to understand more on New customer-supplier relationship Changing role of purchasing Supply management strategies Application of JIT concepts throughout the supply chain
  36. 36.  OUTLINE Introduction of Purchasing Sourcing Strategy Strategic Differences of Using Many Suppliers VS A few Suppliers How to Select Supplier (Supplier Selection) Strategic Alliances & Partnership Strategies Supply Chain Key Performance Metrics Carrying Stock Costs & Safety Stock Just in Time (JIT)
  37. 37. Strategic Sourcing Strategies INTRODUCTION: The procurement function has changed dramatically over the last several years. And it continues to change and evolve almost daily. To know how well your organization is performing, you need numeric baselines or points of comparison. The baseline can be your prior years performance. But it is most helpful if you use the same key performance indicators (KPIs) as other organizations you benchmark with or those published by a research firm, such as Cost Savings, Managed Spend as a Percentage of Total Spend, Cost Savings as a Percentage of Managed Spend, Procurement Operating Costs as a Percentage of Managed Spend, Return on Investment, Percent of On-Time Supplier Deliveries, Supplier Defect Rate, Customer Satisfaction and Procurement Cycle Time OBJECTIVES: This 2 day program explores the makeup of an entire supply chain and how to get it to function effectively and meaningfully. An in-depth analysis of the major decisions that makes a supply chain viable.
  38. 38.  OUTLINE: Purchasing becomes supply management Supply management: an organisation-spanning activity E-commerce II Outsourcing: to make or to buy Strategic Sourcing Global supply management Pricing Cost analysis Negotiation Relationship and contract management Specifications and standardisation The procurement of equipment Purchasing services Supplier development
  39. 39. Optimizing Warehouse Performance Efficient use of your warehouse is a key  COURSE OBJECTIVE area where you can gain and exploit  This seminar will equip you with the skills and knowledge you require in order to maximise the advantages over your competition, be it effectiveness and efficiency of processes within your in manufacturing, production or warehouse. From the fundamentals of warehouse distribution. management and warehouse management systems, to performance and information management, this seminar will be highly valuable for Warehouse and Optimizing Warehouse Performance is a Distribution Managers of all levels. three day seminar that will ensure that you control your organisations inventory effectively, reducing cost and having the right stock on hand at the right time.
  40. 40.  COURSE OUTLINE • Key issues that all warehouse managers should understand • What are the warehouse managers’ Health and Safety responsibilities? • Understand warehouse equipment • Ensure optimal warehouse layout and design • Warehouse management systems • Effectively manage warehouse information • Enforcing standards, policies & procedures • Managing & motivating staff at your warehouse • Measure & managing warehouse performance and KPIs
  41. 41. Cost Effective Material Handling (the bolt and nut of the supply chain) The concern is to be able to move the goods with speed and low cost. However because the handling activity must be repeated many times, what may be apparently minor inefficiencies in any one trip can add up to substantial diseconomies when taken over many products and over a period of time. One of the key aspects of material handling, and one of principal importance since the rise of retailers like Wal-Mart and Kmart in warehouse management has been the introduction of technology which has substantially improved efficiency and made Wal-Mart a model. One critical issue in material handling this course will address is ergonomics which has to do with matching the job and workplace to the worker instead of forcing the worker to adapt to a standardized workplace. This is not only to improve safety but comes with associated benefits:
  42. 42.  OUTLINE The Role of the Warehouse in Logistics and Business Fundamental Principles and Concepts of Material Handling How to Analyze Material Handling Problems and Improve Operations Material Handling Integration and Justification Safety & Ergonomics in Material Handling Supply Chain Background Developing the Cell Plan Warehouse and Materials Management Operations Competencies
  43. 43. Inventory Accuracy & Cycle Count Workshop Recent industry reports show that inventory costs as a percent of total logistics costs are increasing. Despite this rise, many organizations have not taken full advantage of ways for lowering inventory costs. There  After completion of the workshop, a participant are a number of proven strategies that will provide will be able to: payoff in the inventory area, both in customer service  Describe the true purpose of cycle counting and in financial terms. Some of these strategies for lowering inventory costs involve having less inventory  Perform an ABC analysis of inventory while others involve owning less of the inventory you  List at least 5 benefits of cycle counting have. Regardless of which techniques you employ,  Learn how to set up and use a "control group" proactive inventory management practices will make a measurable difference in your operations.  List at least 6 common causes of inventory errors  In this workshop, the participants will learn how to  OUTLINE implement or improve a cycle counting program and  What is cycle counting what the real purpose of cycle counting is: finding and  Benefits of cycle counting fixing the causes of inventory errors. Also included are several methods for selecting items to count, using  Requirements for cycle counting correct accounting techniques, and reconciling any  Deciding what to count and when outstanding transactions.  Reconciling differences In addition, the participants will learn various reporting  Reporting results methods to illustrate the results of the cycle counting program to employees and management.
  44. 44. Warehouse Audit & Performance ManagementImproved performance and track and trace every move  Outline at every stage of your fulfillment process has become  The Scope of Warehouse Managements an absolute necessity. Todays constantly changing Responsibilities business environment requires innovative solutions implementation to manage increasing customer and  Determination of Priorities; Planning, Assignment and trading partner expectations, growing competitive Delegation of Work pressures, new business models and other  Contributions to Budget and Cost Control compliance requirements. Meeting these challenges  Managing the Warehousing Organization of Today while simultaneously reducing operational expenses and Tomorrow is a requirement. The warehouse thus becomes a key  The Importance of Motivation in Warehousing stone of the supply chain. Management  Labor Relations in Warehousing Management Efficient Warehouse Management will optimize  Improving Warehouse Productivity material handling processes, reduce labor costs,  Developing Key Performance Indicators improve facility utilization, increase order accuracy and provide innovative services to customers. It will  Measuring, Appraising and Improving Contribution to support inbound, outbound, and reverse logistics, Profits from Warehousing Operations finished, raw and work-in-process materials,  Developing a Realistic Action Plan to Increase manufacturing and distribution environments and Warehouse Productivity at Your Company advanced value-added services such as kitting and cross docking.
  45. 45. Integrated Warehousing & Materials Management This course has been designed for enterprises  AGENDA wanting to improve the efficiency and  Fundamentals of business logistics: concepts and effectiveness of their warehouse and distribution strategies. operations through development of their front line managers, supervisors and team leaders.  The role of warehousing in logistics & business. The course addresses priority issues confronting  how to select the optimum storage model. managers and supervisors of warehouse  Documentation, record keeping & reporting. operations as they strive for continuous  Warehouse operations competencies improvement and excellent customer service in  Warehousing & inventory management volatile environments. Each session concentrates  Strategies for improving productivity on one of these priority issues and is supported by syndicate consideration of a problem to reinforce  Group project and apply the principles and practices presented. The issues covered over the eight sessions build into a useful foundation and reference source in warehouse operation and management. This foundation can then be built-on as course participants address warehousing issues of
  46. 46. Warehouse Management Best Practice Todays intensively competitive world has forced  AGENDA us to take a hard look at the effectiveness of all  Elements of Warehouse Management elements of a business. More and more demands  Auditing Warehouse Performance are being placed on warehousing as a means of  Making the Warehouse More Effective cutting costs and satisfying customers. This seminar addresses the techniques needed to audit  An Audit Approach to Improvement the efficiency of the warehousing operations  Scorecard Performance Measurement management. It focuses on practical methods that  Grading Warehouses can dramatically improve a firms bottom line. In  Housekeeping for Best Performance addition to the principles, participants will learn  Measuring Operations Performance the latest concepts in warehouse management including the role of ICT in efficient warehouse  Meaningful Operations Metrics management. This course has been designed to  Efficient Warehouse Layout cover a wide range of businesses be they retail,  A New Look at Managing Inventory manufacturing, oil and gas, Telecommunication or  Auditing the operations Sequence distribution, this two-day intensive seminar will deliver the information you need to enhance  Measuring Operations Performance productivity.  Meaningful Operations Metrics
  47. 47. Stores & Stock Control Management Warehouses and stores are often under-rated operations in organizations, yet they are essential  This Two Days Executive Development in providing customer service. This seminar will Programme is designed to cater for the needs of show how to implement all of the essential tools Industry for Stores & Inventory Management and for the effective management of warehousing and supporting their initiatives of making organization stores. In today’s Competitive Market Scenario all more competitive by way of releasing Capital organizations are focusing their efforts on blocked in Inventories, reducing Response time to Inventory Reduction and Lean Management Customers, and improving Customer Satisfaction. practices. It is always essential to control stocks at  various locations in an organization at optimum level. Proper Inventory Control is possible only with the support of efficient Stores Management. In fact, Stores Operations are spread from Receiving Stores, Raw Materials & Bought out Components Stores, Semi-finished Component Stores, Spares Part Stores, General Stores, Tools Stores, Tool Crib, Finished Product Stores, within the organization where as out side the organization it has connectivity from Vendor Managed Inventory to Distribution Centers near Customers through logistics Providers.
  48. 48.  In this seminar you will learn how to:  Outlineevaluate procedures, change and improve methods:  The Role of the Warehouse eliminate wasteful activities/costs :avoid all those  Product Classification internal problems that limit performance, obtain  Layout options added value for money, improve customer service  Methods and Equipment  Health and Safety  Security and Loss  Productivity and Costs  Service levels  Stock Coding  Stock Recording and Checking
  49. 49. WAREHOUSE ACTIVITY PROFILING Business logistics is looked upon as a source of key  PROGRAMME BENEFITS: corporate leverage point for simultaneously  By the end of the programme, participants will be increasing shareholder and customer value. able to: Unfortunately, the links between logistics  Identify causes of problems and opportunities for performance, cost, and value are rarely made. In this improving warehouse operations. course we will make and demonstrate those critical connecting points.  Develop key performance indicators and benchmark warehouse performance. In this programme participants will learn how improving logistics performance in customer service,  Outline a proper framework for selecting a fill rate, response time, inventory turns, receivables, warehouse management system. transportation efficiencies, and warehousing  Acquire a good understanding of the financial aspects productivity translate into operating and capital cost of warehousing and calculate warehouse costs. reductions and increased shareholder value. You will  Understand some advanced concepts in warehousing; also learn the link between logistics performance, such as, cross docking and product returns. cost, and shareholder value; define a full and complementary set of logistics performance benchmarks; and see how to use logistics performance gap analysis to justify new logistics initiatives.
  50. 50.  PROGRAMME OUTLINE: Importance of Warehousing Warehouse Activity Profiling Measuring and Benchmarking Warehouse Performance Warehouse Cost Calculations Warehouse Management Systems (WMS) Special Topics in Warehousing
  51. 51. Advanced Forecasting & Inventory Management Seminar Most organizations today have mastered the basics of  OUTLINE inventory management at some level whether for  Creating a vision for World Class Inventory production raw materials, maintenance spare parts or Management tool room supplies. Usually the inventory investment  New Paradigm for Inventory Control is still not aligned properly with the business needs and what results is a poor return on inventory  Advanced Inventory Settings and Inventory Forecast investment, poor customer service or both. This Models seminar will:  Advanced Forecasting & Inventory Management  Guide you to significantly elevate the effective Strategies control and use of inventory  New Roles for Inventory Control Personnel  Provide the most advanced techniques and tools used by world-class companies  Help anyone struggling with order point or min- max inventory systems  Explain the latest on forecast simulation models for improved customer service
  52. 52. LOGISTICS
  53. 53. Logistics Cost/Price Analysis and Total Cost Concepts Introduction Managing and reducing cost continues to be one of the primary focal points of business and governments today. In many organizations, more than half of the total revenue is spent on goods and services—everything from raw material to overnight mail. Maintaining a competitive position and even survival will depend on the organizations ability to use all of the continuous improvement strategies which have been developed to reduce cost across the entire supply chain for the life of the product or service. Fundamental to developing and implementing these strategies is knowledge of Cost/Price Analysis, Value Analysis and Total Cost of Ownership concepts. This seminar provides the concepts of Cost/Price/Value Analysis and Total Cost of Ownership that are essential skill sets in developing and implementing the strategies required to achieve the high levels of cost reductions possible from the supply chain.
  54. 54.  Course Objectives:  Outline Upon completion of this seminar,  Cost Savings Opportunities participants will know:  Performing Price Analysis The Importance Of Price/Cost  Performing Cost Analysis Analysis In Continuous Improvement  Other Important Valuation Criteria Programs  Analysis with a Strategic Continuous Types Of Continuous Improvement Programs Improvement Focus The Difference Between Price And Cost Analysis Criteria For Selecting The Analysis Type Methods Of Price Analysis
  55. 55. STRATEGIC LOGISTICS MANAGEMENT Logistics is critical to the success of every organization. Previously considered an important behind-the-scene operational activity, logistics is  AGENDA now recognized as a strategic tool for creating customer value and loyalty. The emergence of  Understanding Logistics Concepts and Strategies logistics and supply chain management has and Supply Chain Management rendered the traditional concept of business is  Effective Purchasing Management obsolete.  Warehousing Concepts, Inventory Management and Control Companies, both manufacturing and service, are  Effective Transportation and Distribution creators of value, not simply makers of products. Management Supply Chain Management focuses on  Introduction to Quality Management Systems globalization and information management tools  Logistics Management Information System Design that integrate procurement, operations, and and Analysis logistics from raw materials to customer  Human Resource Management Overview satisfaction. Future managers are prepared to add product value, increase quality, reduce costs, and  Logistics Strategic Planning and Performance increase profits by addressing the needs and Management performance of: supplier relations, supplier  Certainty of Uncertainty: Risk Management in-a- selection, purchasing negotiations, operations, Nutshell transportation, inventory, warehousing,  Negotiation: The Art and Science of Solving benchmarking, third-party vendors, electronic Conflicts commerce, recycling, supply chain electronic software, and customer relations.
  56. 56. Quick Response Logistics Strategies  AGENDA It is said that customers are becoming more  Adding Value through Managing the Logistics Chain demanding and less loyal. What once was tactical is  Managing Logistics in a changing environment now strategic. Customer response is measured in  Corporate profitability- the role of Logistics minutes, not weeks. Real-time business data is a  Developing operational Plans for Logistics need, not a luxury.  Developing customer Service Strategies  Just in Time and Lead Time Management These days, every morning is different…change is here to stay, and with it comes new pressures and the  Vendor Managed Inventory need for new strategies. In response, companies like  Strategies for improving Cycle Time yours are looking at the big picture: the complex,  Production Strategies for Quick Response dynamic interplay of cause and effect throughout every part of the business cycle, recognizing the contribution and status of each products inventory, demand, sales trends, pricing, location, competitive set, and other critical factors.
  57. 57. Managing Import Logistics, Documentation & Customs Compliance (2 Days) In international trade transactions, the overriding  With the increasing complexity of international trade consideration is protection. That is protecting stakes, and the movement of goods, the need for companies investments and returns. This applies to all parties to up skill their workforces to lighten the burden of involved in a transaction - the exporter, the importer ensuring compliance with regulations and customer the banker and other intermediaries. requirements has come to the fore. Staff awareness of the consequences of their everyday actions is It essential if needless errors and bad practice are to be is common knowledge that international avoided. It is much cheaper to get it right the first transactions are often fraught with risks such as time. avoidable delays or default in payment and performance or outright repudiation for which redress may be technically difficult due to flawed  This programme will offer step-by-step guides to the documentation. The short and long term implications critical functions along the export import supply chain of this cannot be overemphasized. with emphasis on the role of third party inspection agents. There will be practical activities where participants will deal with live Letters of Credits and real documents to ensure that learning has taken place.
  58. 58.  OUTLINE: Fundamentals of International Trade Understanding Letters and Other Methods Of Payment Export/Import Documentation + Procedures The Role of the Inspection Agents The Customs Clearance Process Import Documentation for Customs Entries Examination of the Type of Entries Free Trade Agreements and Special Treatment Programs Harmonized Tariff and Product Classification Understanding the Hs Code
  59. 59. LOGISTICS PERFORMANCE, COST & VALUE MEASURES (3 Days) Logistics is a key corporate leverage point for  OUTLINE simultaneously increasing shareholder and customer  Introduction to Supply Chain Logistics Performance value. However, the formal links between logistics Measurement performance, cost, and value are not yet well defined.  Logistics & Supply Chain Performance Models Productivity translates into operating and capital cost reductions and increases shareholder value. Improve  Total Logistics Performance Metrics & Benchmarks your logistics performance in customer service, fill  Customer Service Metrics & Benchmarks rate, response time, inventory turns, receivables,  Inventory Management Metrics & Benchmarks transportation efficiencies, and warehousing.  Supply Management Metrics & Benchmarks  Transportation Management Metrics & Benchmarks Learn the link between logistics performance, cost,  Warehouse Metrics & Benchmarks and shareholder value; define a full and  Logistics & Supply Chain Project Justification complementary set of logistics performance Techniques benchmarks; and see how to use logistics performance gap analysis to justify new logistics  Logistics & Supply Chain Activity Profiling & Data initiatives. Mining
  60. 60. Transport Fleet Management Course – 3 Days Good fleet management can result in savings of a few percent, which can translate into millions of dollars on large projects. The fleet is defined as any mobile equipment that does any work, be it above ground, underground, diesel or electric. Operators should firstly ensure the fleet is fit for purpose, correctly specified, adequately maintained and available. The second part of fleet management is the actual managing and efficient usage. Haulage is usually the single biggest fleet cost. As fuel prices rise, this will only rocket upwards. By starting with a good layout design for the overall site, the efficiency of haulage operations can be drastically increased. Roadways should be designed, constructed and maintained to reduce rolling resistance and inertia. These factors can have a large effect on fuel usage. If the roads are not in good condition, vehicles can experience excessive wear. With the rising costs in raw materials like rubber, consumables like tyres can be expensive to replace. Payload management is also essential to the optimisation process. The difference between the weight and density of the materials can be large, especially when comparing dry bulk density to wet loose density of the same substance. While hauling units or trucks have a clear maximum weight payload, fleet management involves more than just knowing what the maximum weight is. The body tray might need to be designed to accommodate the specific materials. Operators also need to understand the move from in situ dry bulk density to wet loose density.
  61. 61.  The key to management is to know the realistic  OUTLINE physical parameters involved during planning. Management personnel should also assign enough  Fleet Management time for maintenance and servicing of equipment. If the operation is large and complex, computer  Superior User/Customer Service management systems should be used to assist in  Vehicle Management time planning.  Workshop Management Fleet Management Seminar is designed to provide  Loss Control Safety Management comprehensive education specifically to fleet managers like you who seek the fundamental  Transportation and Distribution principles and practices of successful fleet Management management. Program topics include Policies & Procedures, Fleet Organization & Responsibilities,  Managing the Fleet Organization Acquisition & Disposal, Maintenance & Technology and Risk Management.  Improving Productivity
  62. 62. TRANSPORTATION/DISTRIBUTION PLANNING AND MANAGEMENT Course Description Driven by more frequent and increasingly time definite shipments, global trading partners, complex security and regulatory requirements, volatile fuel costs, new technologies and severe shortages of trained labor in some markets, dealing with the complexities of transportation and distribution planning has become a critical corporate function. This course is focused on understanding capacity development, freight consolidation, network alignment, and synchronization. The course develops the principles, practices, and tools required to address all major issues and tradeoffs in domestic and international transportation including key financial and performance indicators for transportation and design of supply chains to minimize transportation and distribution costs.
  63. 63.  OUTLINE Transportation and distribution fundamentals Delivery costs and strategies Modeling carbon emissions Long haul and international transportation Reducing transportation cost Transportation and distribution technology Network design fundamentals Supply chain design strategy and technology Transportation and distribution trends and innovation
  64. 64. ORDER FULFILMENT LOGISTICS MANAGEMENT  The last commitment assumes that  To improve customer satisfaction, the customers always value shorter lead following corporate-wide customer times because it helps them build to service commitment must be met: order rather than forecast, thus  To deliver all orders to all customers minimizing excess inventory required complete and when promised and to to cover forecasting errors. minimize lateness where we fail  This seminar begins with an  To meet customers’ delivery introduction to order and inventory requirement always management and then explains some  To offer even shorter lead times if sales order specific challenges. The doing so would give us a competitive seminar then proceeds to describe advantage by reducing total systems sourcing and scheduling of orders, costs for us and our customers rules related to order fulfillment and payment and the configuration of service capacity.
  65. 65.  OUTLINE Order management overview Inventory management overview Sales order specific configuration Sourcing and scheduling rules configuration Order fulfillment rules configuration Service capacity configuration Payment rules configuration Managing returns
  66. 66. MASTER CLASSES(5 Days Each with Exams for Certifications-Optional)
  67. 67. STRATEGIC PROCUREMENT/CONTRACT MANAGEMENT MASTER CLASS (Buying into Competitiveness) Strategic Procurement delivers the lowest total cost of materials and services, while improving service quality and typically, 1% purchasing cost reduction has the same impact on profit as a 10% increase in turnover. As globalization changes the basis of competition, strategic procurement is moving from the periphery of corporate functions to the core. Procurement professionals need to be able to apply a broad set of approaches and tools to achieve the high expectations, corporate leaders are expecting from the procurement department. OBJECTIVE Strategic contracting programmes on the other hand consist of dynamic instructions, interesting case studies and interactive class exercises. It helps participants turn the procurement and contracting process into a strategic tool that empowers their Supply Chain Management and organisation for strategic performance
  68. 68.  COURSE OBJECTIVES  OUTLINE By the end of the programme,  Definitions: What do we talk about? participants will be able to  Basics of strategic sourcing Identify and discuss the major steps  Best practice in the formation of business involved in the contracting procedure agreements Develop the scope of work and  Development of effective sourcing strategies I recognise the implications of a poorly  Management issues prepared scope  Performance management – the balanced Discuss the contracting strategy score card application including pricing  Globalisation, sustainability and business Select contractors more efficiently integrity: rules and regulations Review the tendering principles and  The changing procurement environment processes  Best in class procurement organisations  The legal side of contracting  Effective contract management principles
  69. 69. Transport & Fleet Management Masterclass Good fleet management can result in savings of a few percent, which can translate into millions of Nairas on large projects. The fleet is defined as any mobile equipment that does any work, be it above ground, underground, diesel or electric. Operators should firstly ensure the fleet is fit for purpose, correctly specified, adequately maintained and available. The second part of fleet management is the actual managing and efficient usage. Haulage is usually the single biggest fleet cost. As fuel prices rise, this will only rocket upwards. By starting with a good layout design for the overall site, the efficiency of haulage operations can be drastically increased. Roadways should be designed, constructed and maintained to reduce rolling resistance and inertia. These factors can have a large effect on fuel usage. If the roads are not in good condition, vehicles can experience excessive wear. With the rising costs in raw materials like rubber, consumables like tyres can be expensive to replace. The key to management is to know the realistic physical parameters involved during planning. Management personnel should also assign enough time for maintenance and servicing of equipment. If the operation is large and complex, computer management systems should be used to assist in time planning.
  70. 70.  COURSE OUTLINE COURSE OBJECTIVE  Definition of Fleet Management Fleet Management Seminar is designed to provide  Superior User/Customer Service comprehensive education specifically to fleet  Vehicle Management managers like you who seek the fundamental  Workshop Management principles and practices of successful fleet  Loss Control Safety Management management.  Transportation and Distribution Management Programme topics include Policies & Procedures,  Managing the Fleet Organization Fleet Organization & Responsibilities, Acquisition &  Improving Productivity Disposal, Maintenance & Technology and Risk Management.
  71. 71. Advanced Warehousing Materials Management Strategies (Leading to Certified Warehouse Manager) In today’s Competitive Market Scenario all organizations are focusing their efforts on Inventory  COURSE OBJECTIVE Reduction and Lean Management practices to  This Five Days Executive Development Programme is achieve Cost Reduction & better Financial designed to cater to the needs of Industry in today’s Management. It is always essential to control stocks economic situation for Stores & Inventory at various locations in an organization at optimum Management and supporting their initiatives of level. making organization more competitive by way of releasing Capital blocked in Inventories, reducing Proper Inventory Control is possible only with the Response time to Customers, and improving support of efficient Stores Management. In fact, Customer Satisfaction. Stores Operations are spread from Receiving Stores, Raw Materials & Bought out Components Stores, Semi-finished Component Stores, Spares Part Stores, General Stores, Tools Stores, Tool Crib, Finished Product Stores, within the organization; whereas outside the organization, it has connectivity from Vendor Managed Inventory to Distribution Centres near Customers through logistics Providers.
  72. 72.  COURSE CONTENT Materials Management, Role of Warehouse Management in Corporate Performance. Inventory Carrying Cost, Procurement Cost, Set Up Cost, Stock out costs, Economic Order Quantity, Modification of Economic Quantity, Replenishment Systems, Safety Stocks Modern Warehousing Practices, Material Handling & Logistics Outsourcing, the role 3PL, 4 PL Inventory Planning & Control, Lean Management Concepts & Practices, Lean Tools, Learning from Toyota Production Systems, Push & Pull Concept of Material Flow, Just In Time Inventory, Kanban, Role of Stores in JIT. Vendor Managed Inventory, Consignment Stocks ICT and Supply Chain Management Stores, Inventory and Supply Chain Performance Measurement Case studies / review
  73. 73. Basics of Supply Chain Management (With APICS Certification Option) ( 5 Days) Explore the basic concepts in managing the COURSE OUTLINE complete flow of materials in a supply chain from  Introduction to Supply Chain Management suppliers to customers. Supply chain concepts are introduced and basic terminology  Demand Management emphasized, as are relationships among activities  Master Planning in the supply chain organization.  Material Requirements Planning  Capacity Management and Production This course also provides a complete overview of Activity Control material flow from internal and external suppliers to and from an organization. After the  Aggregate Inventory Management course, participants will understand the role,  Item Inventory Management objectives, and responsibilities of materials  Purchasing and Physical Distribution management; be able to describe basic  Lean/JIT and Quality Systems forecasting principles and techniques; understand the functions of production planning  Theory of Constraints and Review Activity and master scheduling; and describe the  Demand-Driven Supply Chain Strategy objectives of capacity management and how it relates to priority planning.
  74. 74. Integrated Logistics and Supply Chain Management (5 Days) (Leading to Certified Supply Chain Manager) Participants in the Integrated Logistics and Supply  The course is divided into eight modules. Chain Management course will take part in five days  Module 1: Supply Chain Management of intensive tutorials and group activity. The course  Module 2: Logistics Management – Warehousing will refresh participants’ knowledge of the fundamentals of logistics and supply chain  Module 3: Logistics Management – Transportation management, and explain sophisticated strategies  Module 4: Third Party Relationships and management methods that can be applied to  Module 5: Information Systems, Technologies, establish and maintain competitive advantage. Competitiveness and  Sustainability  Module 6: Operations Management  Module 7: Materials Management and Strategic Sourcing  Module 8: Global SCM and International Business
  75. 75. Advanced Import Logistics, Documentation & Customs Compliance (Leading to Certified Import Compliance Manager CICM) Under the concept of Informed Compliance, the  Participants will learn key trigger points to gain importer must be knowledgeable of the laws and competitive advantage in import logistics operations, regulations governing imports. Customs will assist, and implications of non compliance to all the new but the burden is upon the importer to properly apply government compliance and audit issues. the Customs Regulations to correctly classify  SEMINAR CONTENT imported merchandise. Enforced Compliance will be the negative result of an  Harmonized Tariff Classification importer being ignorant of the regulatory  Duty Saving Through Tariff Engineering requirements. Non-compliance with recordkeeping  Valuation Of Merchandise requirements and an inability to document a process  Special Import Issues that demonstrates Reasonable Care may soon lead to  Costing And Controlling Operations a regulatory or enforcement audit.  The Logistics Process A thorough knowledge of the Harmonized System is essential for anyone involved in global trade. Proper  Port Operations classification under the Harmonized Tariff Schedules  Securing Payments & Performance In Foreign Trade is a regulatory requirement under the Customs  Advance LC Mechanisms And The Practice Of Modernization Act to evidence informed compliance International Guarantees and the exercise of reasonable care.  The Documentation Process & The Cost Of Mistakes  Managing Third Party Relationships In Import
  76. 76. INTERNATIONAL CERTIFICATIONS Dunlap-Stone University/International Import-Export Institute Arizona, USA Certified Exporter Certified international trade Logistics specialist Certified International Freight Forwarder Certified International trade Finance Certified International Trade Manager APICS-Association of Operations Management of America Certified Production and inventory Manager (CPIM) The Certified Supply Chain Professional (CSCP) Chartered Institute of Purchasing and Supply (CIPS) UK International Certificate in Purchasing and Supply International Advanced Certificate in Purchasing and Supply Level 4 Foundation diploma in purchasing and supply Level 5 Advanced diploma in purchasing and supply Level 6 Graduate diploma in purchasing and supply Chartered Institute of Logistics and Transport(CILT) UK International Certificate in Logistics and Transport. International Certificate in Logistics and Transport. International Advanced Diploma in Logistics and Transport. Chartered Institute of Supply Chain Management Ghana Foundation Intermediate Professional Examination I Professional Examination II
  78. 78. CLIENTALE
  79. 79. LOGISTICS SUPPLY CHAIN MANAGEMENT SEMINARS INTERNATIONAL CERTIFICATIONSVENUE: Multimix Global Learning Centre: 3rd Floor, Tapa House, Imam Dauda Street, BySunflag, Eric Moore, Surulere, LagosTIME: 9am – 5pm DailyDURATION/COST:2 days …. N84, 000.00 (eighty four thousand Naira)3 days …. N98, 000.00; (ninety eight thousand Naira)5 days ….. N162, 000.00(one hundred and six two thousand Naira)HEADQUARTERSMultimix AcademyGround Floor, No 26 Commercial AvenueSabo, Yaba.,P.O.Box 302, YabaLagos, NigeriaMultimix Branches:AbujaAisha House, Zone 5, WuseOpposite Febson Mall, By Spring Bank, AbujaTel: 234-7023-328-445.Port Harcourt:12, Wokologoma Street, Oroworuko Town