2012 logistics & supply chain seminars brief

2012
LOGISTICS SUPPLY CHAIN MANAGEMENT SEMINARS
INTERNATIONAL CERTIFICATIONS

2012
s/n Title of seminar Number of days Dates
1 Introduction to Supply Chain 2 5-6 Apr
NB: Click 2 Optimizing Supply Chain for Profitability 2 11-13 Apr
on any of
the titles to
3 Strategic Logistics Management 3 18-20 Apr
jump to
the slide 4 Optimizing Warehouse Performance 3 25-27 Apr
containing
details of 5 Strategic Sourcing Strategies 3 2-3 May
the
6 Supply Chain Optimization for Profitability 3 9-11 May
seminar
(This
hyperlink 7 Reducing Cycle Time across the Chain 2 17-18 May
will
function 8 Value Based Procurement 3 23-25 May
only when
you are 9 International Buying Best Practices 2 May31-1June
viewing 10 Customer – Focused Supply Chain Management
2 13-14 June
the slide in
slideshow 11 Analytical Techniques for Enhancing Procurement Performance 20-22 June
3
mode)

12 RFQ/Tender Management 2 27-28 June

2012
13 Supply Chain Forecasting & Planning Strategies3 2-4 June
NB: Click
on any of 14 Strategic Procurement Best Practices 2 5-6 July
the titles to
jump to 15 Stores & Stock Control Management 2 5-6 July
the slide
containing
16 Supply Chain Integration (Reducing the Bullwhip Effect)
3 11-13 July
details of
the
seminar 17 Delivering Cashable Savings through Strategic Sourcing
3 11-13 July
(This
hyperlink 18 Cost Effective Material Handling 2 19-20 July
will ( The Bolt & Nuts of the Supply Chain)
function
only when
19 Inventory Accuracy & Cycle Count Workshop 2 26-27 July
you are
viewing
the slide in 20 Warehouse Audit & Performance Management 2 1-2 Aug
slideshow
mode) 21 Integrated Warehousing & Materials Management
3 6-8 Aug

2012
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

2012
MASTER CLASSES ( 5 days each with exams for certification –optional)
1 Transport & Fleet Management Master Class
5 9-13 Apr

2 Strategic Procurement/Contract Management Master Class (Buying 4-8 June
5 into Competitiveness)

3 Advanced Warehousing Material Management Strategies
5 23-27 July

4 Basics of Supply Chain Management (with APICS Training Modules 17-21 Certification)
5 and Sept

5 Advanced Import Logistics, 5 5-9 Nov
Documentation & Customs Compliance
(Leading to Certified Import Compliance
Manager CICM)

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.

 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

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.

 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

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 over
New 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.

 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

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




The Theory of Constraints: A Practical Approach
to 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.

 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?

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

 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

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

 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

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.

 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

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

 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

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

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.

 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


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
outsourcer's 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 organization's 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.

 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

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.

 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


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

 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

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 today's 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.

 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


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.

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

 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)


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 (KPI's) 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.

 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

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.

 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

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:

 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

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.

Warehouse Audit & Performance
Management
Improved performance and track and trace every move  Outline
at every stage of your fulfillment process has become  The Scope of Warehouse Management's
an absolute necessity. Today's 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.

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

Warehouse Management Best Practice
 Today's 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 firm's 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

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.

 In this seminar you will learn how to:  Outline
evaluate 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

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.


 PROGRAMME OUTLINE:
 Importance of Warehousing
 Warehouse Activity Profiling
 Measuring and Benchmarking
Warehouse Performance
 Warehouse Cost Calculations
 Warehouse Management Systems
(WMS)
 Special Topics in Warehousing


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

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.

 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

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.

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 product's inventory,
demand, sales trends, pricing, location, competitive
set, and other critical factors.

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.

 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

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


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.


 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

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.

 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

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.

 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

MASTER CLASSES
(5 Days Each with Exams for Certifications-Optional)

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

 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

Transport & Fleet Management Master
class
 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.

 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.


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.

 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

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.

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

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

 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


VENUE: Multimix Global Learning Centre: 3rd Floor, Tapa House, Imam Dauda Street, By
Sunflag, Eric Moore, Surulere, Lagos

TIME: 9am – 5pm Daily

DURATION/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)

HEADQUARTERS
Multimix Academy
Ground Floor, No 26 Commercial Avenue
Sabo, Yaba.,
P.O.Box 302, Yaba
Lagos, Nigeria

Multimix Branches:
Abuja
Aisha House, Zone 5, Wuse
Opposite Febson Mall, By Spring Bank, Abuja
Tel: 234-7023-328-445.

Port Harcourt:
12, Wokologoma Street, Oroworuko Town

2012 logistics & supply chain seminars brief

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2012 logistics & supply chain seminars brief