Vskills Certified supply chain management professional

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Vskills certification for Supply Chain Management Professional assesses the candidate as per the company’s need for managing and optimizing the supply chain operations. The certification tests the candidates on various areas in supply chain business process integration, resource-based view, SCT, JIT, channel coordination, theory of constraints, total quality management, global supply-chain, sustainability and supply chain modeling.

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Vskills Certified supply chain management professional

  1. 1. Certified Supply Chain Management Professional VS-1204
  2. 2. Certified Supply Chain Management Professional www.vskills.in CCCCertifiedertifiedertifiedertified Supply Chain ManagementSupply Chain ManagementSupply Chain ManagementSupply Chain Management ProfessionalProfessionalProfessionalProfessional Certification CodeCertification CodeCertification CodeCertification Code VS-1204 Vskills certification for Supply Chain Management Professional assesses the candidate as per the company’s need for managing and optimizing the supply chain operations. The certification tests the candidates on various areas in supply chain business process integration, resource-based view, SCT, JIT, channel coordination, theory of constraints, total quality management, global supply-chain, sustainability and supply chain modeling.. Why should one take this certification?Why should one take this certification?Why should one take this certification?Why should one take this certification? This Course is intended for professionals and graduates wanting to excel in their chosen areas. It is also well suited for those who are already working and would like to take certification for further career progression. Earning Vskills Supply Chain Management Professional Certification can help candidate differentiate in today's competitive job market, broaden their employment opportunities by displaying their advanced skills, and result in higher earning potential. Who will benefit from taking this certification?Who will benefit from taking this certification?Who will benefit from taking this certification?Who will benefit from taking this certification? Job seekers looking to find employment in supply chain organizations, SCM service providers, consulting companies and supply chain departments of various companies, students generally wanting to improve their skill set and make their CV stronger and existing employees looking for a better role can prove their employers the value of their skills through this certification. Test DetailsTest DetailsTest DetailsTest Details • Duration:Duration:Duration:Duration: 60 minutes • No. of questions:No. of questions:No. of questions:No. of questions: 50 • Maximum marks:Maximum marks:Maximum marks:Maximum marks: 50, Passing marks: 25 (50%) There is no negative marking in this module. Fee StructureFee StructureFee StructureFee Structure Rs. 3,500/- (Includes all taxes) Companies that hire VskillsCompanies that hire VskillsCompanies that hire VskillsCompanies that hire Vskills Supply Chain Management ProfessionalSupply Chain Management ProfessionalSupply Chain Management ProfessionalSupply Chain Management Professional Supply Chain Management Professionals are in great demand. Companies specializing in supply chain, consulting and logistics are constantly hiring skilled Supply Chain Management Professionals. Various public and private companies also need Supply Chain Management Professionals for their supply chain departments.
  3. 3. Certified Supply Chain Management Professional www.vskills.in Table of ContentTable of ContentTable of ContentTable of Contentssss 1.1.1.1. Introduction to Supply Chain ManagementIntroduction to Supply Chain ManagementIntroduction to Supply Chain ManagementIntroduction to Supply Chain Management 1.1 Origin of the term and definitions: 1.2 Problems addressed 1.3 Functions of Supply Chain Management: 1.4 Importance of Supply Chain Management 2.2.2.2. Historical Development of Supply Chain ManagementHistorical Development of Supply Chain ManagementHistorical Development of Supply Chain ManagementHistorical Development of Supply Chain Management 2.1 Creation era 2.2 Integration era 2.3 Globalization era 2.4 Specialization era (phase I): outsourced manufacturing and distribution 2.5 Specialization era (phase II): supply chain management as a service 2.6 Supply chain management 2.0 (SCM 2.0) 3.3.3.3. Supply Chain Business Process IntegratSupply Chain Business Process IntegratSupply Chain Business Process IntegratSupply Chain Business Process Integrationionionion 3.1 Customer service management process 3.2 Procurement process 3.3 Product development and commercialization 3.4 Manufacturing flow management process 3.5 Physical distribution 3.6 Outsourcing/partnerships 3.7 Performance measurement 3.8 Warehousing management 4.4.4.4. ResourceResourceResourceResource----Based View TBased View TBased View TBased View Theoryheoryheoryheory 4.1 History of the resource-based view 4.2 Criticism/Limitations 5.5.5.5. Theories of Supply Chain ManagementTheories of Supply Chain ManagementTheories of Supply Chain ManagementTheories of Supply Chain Management 5.1 Knowledge-based view (KBV) 5.2 Strategic choice theory (SCT) 5.3 Agency theory (AT) 5.4 Just-in-time (JIT) 5.5 Systems theory (ST) 5.6 Customer relationship management (CRM) 5.7 Available-to-promise (ATP) 5.8 Types of CRM 6.6.6.6. Channel Coordination in Supply Chain ManagementChannel Coordination in Supply Chain ManagementChannel Coordination in Supply Chain ManagementChannel Coordination in Supply Chain Management 6.1 Characteristics of coordination schemes: 6.2 Contract types
  4. 4. Certified Supply Chain Management Professional www.vskills.in 7.7.7.7. Materials Logistics ManagementMaterials Logistics ManagementMaterials Logistics ManagementMaterials Logistics Management 7.1 Material requirements planning (MRP) 7.2 The scope of MRP in manufacturing 8.8.8.8. Theory ofTheory ofTheory ofTheory of ConstraintsConstraintsConstraintsConstraints 8.1 The five focusing steps 8.2 Types of (internal) constraints 9.9.9.9. Total Quality ManagementTotal Quality ManagementTotal Quality ManagementTotal Quality Management 9.1 Features 9.2 Notable definitions 9.3 Supply chain centroids 9.4 Tax efficient supply chain management 9.5 Sustainability and social responsibility in supply chains 10.10.10.10. Quick ResponQuick ResponQuick ResponQuick Response Manufacturingse Manufacturingse Manufacturingse Manufacturing ---- IIII 10.1 Development of Quick Response Manufacturing: 10.2 QRM Strategies and Tools: 10.3 Manufacturing Critical-path Time (MCT) 10.4 Organizational structure 10.5 QRM Cell 11.11.11.11. Quick Response ManufacturingQuick Response ManufacturingQuick Response ManufacturingQuick Response Manufacturing----IIIIIIII 11.1 Office Operations 11.2 Material Planning 11.3 Production Control 11.4 Supply Chain 11.5 New Product Introduction 11.6 Creating a QRM mindset 12.12.12.12. Global SupplyGlobal SupplyGlobal SupplyGlobal Supply----Chain FinanceChain FinanceChain FinanceChain Finance 12.1 Benefits of GSCF 12.2 Market size 12.3 Components of SCM: 12.4 Reverse supply chain 12.5 Global applications 12.6 Supply Chain Risk Management 13.13.13.13. Sustainable Supply ChainSustainable Supply ChainSustainable Supply ChainSustainable Supply Chain 13.1 Sustainable SCM 13.2 Sustainability Models 14.14.14.14. Supply Chain ModelingSupply Chain ModelingSupply Chain ModelingSupply Chain Modeling 14.1 Deterministic Analytical Models 14.2 Stochastic Analytical Models
  5. 5. Certified Supply Chain Management Professional www.vskills.in 14.3 Economic Models 14.4 Simulation Models
  6. 6. Certified Supply Chain Management Professional www.vskills.in Sample QuestionsSample QuestionsSample QuestionsSample Questions 1.1.1.1. Value stream mapping is an application of process mapping, devValue stream mapping is an application of process mapping, devValue stream mapping is an application of process mapping, devValue stream mapping is an application of process mapping, developed to applyeloped to applyeloped to applyeloped to apply _______ principles to process improvement._______ principles to process improvement._______ principles to process improvement._______ principles to process improvement. A. Management B. Lean C. Supply Chain D. Cycle Time 2. A supply chain is made up of a series of processes that involve an input, a2. A supply chain is made up of a series of processes that involve an input, a2. A supply chain is made up of a series of processes that involve an input, a2. A supply chain is made up of a series of processes that involve an input, a _______, and an output._______, and an output._______, and an output._______, and an output. A. Shipment B. Supplier C. Customer D. Transformation 3. What i3. What i3. What i3. What is a tool to chart how individual processes are currently being conducteds a tool to chart how individual processes are currently being conducteds a tool to chart how individual processes are currently being conducteds a tool to chart how individual processes are currently being conducted and to help lay out new improved processes.and to help lay out new improved processes.and to help lay out new improved processes.and to help lay out new improved processes. A. Process mapping B. Pareto charting C. Supply chain design D. Design chain mapping 4.4.4.4. What is the design of seamless valueWhat is the design of seamless valueWhat is the design of seamless valueWhat is the design of seamless value----added processes across oadded processes across oadded processes across oadded processes across organizationrganizationrganizationrganization boundaries to meet the real needs of the end customerboundaries to meet the real needs of the end customerboundaries to meet the real needs of the end customerboundaries to meet the real needs of the end customer???? A. Operations B. Supply chain management C. Process engineering D. Value charting 5555.... Identify from the following list a major strategic risk associated with outsourcing.Identify from the following list a major strategic risk associated with outsourcing.Identify from the following list a major strategic risk associated with outsourcing.Identify from the following list a major strategic risk associated with outsourcing. A. Outsourcing landed cost is usually higher than in-sourcing cost. B. The supplier is purchased by a competitor. C. The business loses sight of market trends. D. The cost of supplied material is passed on to the customer. Answers: 1 (B), 2 (D), 3 (A), 4 (A), 5 (A)

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