Through the Center for Supply Chain Excellence, the Richard A. Chaifetz School of Business at Saint Louis University offers executive education programs that provide every member of the supply chain industry significant opportunities to improve corporate profitability and return on assets.
A candidate who completes the program requirements will receive continuing education credentials from the SLU Center for Supply Chain Excellence. This non-academic credit, executive education will establish a permanent record within the Chaifetz School of Business, documenting the recipient’s exposure to state-of-the-art supply chain management techniques.
Members of the Center for Supply Chain Excellence can redeem member discounts on program tuition. Contact the center at email@example.com to learn more.
Integrated Supply Chain Management Program
SLU’s Integrated Supply Chain Management program offers comprehensive management development techniques and tools for professionals involved in inventory management, purchasing, warehousing/transportation, project management and lean principles in the supply chain pipeline. The program is offered in the fall and spring semesters and includes the following courses. A complete brochure is available for distribution.
Spring 2024 Virtual Integrated Supply Chain Management Program Schedule
- Jan. 25: Project Management and Supply Chain Simulation
- Jan. 26: Finance for Supply Chain Professionals
- Feb. 22: Betting On Uncertain Demand
- Feb. 23: Managing Variability in the Supply Chain
- March 7-8: Managing Inventories for Increased Profitability
- March 1-22: Strategic Sourcing and Change Management
- April 4-5: Business Analytics for Supply Chain
- April 25-26: Transportation and Warehouse Management
- May 10: Graduation and Project Presentations
Business analytics is the art of analyzing business data for decision-making. In supply chain management, business analytics combines supply chain-related data and solves specific SCM problems. An example of such a problem is finalizing a location of a new distribution center by analyzing the variables: city population, cost of living, proximity to suppliers, customers, ports and airports.
This course provides a foundation for analytical concepts, techniques and tools required for supply chain decision-making. Participants learn the basic concepts of analytics and acquire the necessary skills for decision-making. They also get hands-on exposure to forecasting and create visualizations to solve specific SCM problems.
- Importance of analytics in supply chain management
- Key analytics concepts related to supply chain management
- Developing supply chain metrics
- Demand forecasting
- Supply chain-based decision-making with current analytics tools
Participants learn to:
- Develop supply chain metrics for analysis
- Use supply chain metrics to make business decisions
- Forecast demand (using the ARIMA model)
- Use proprietary data visualization tools to solve problems
Implementation of a supply chain is expensive and risky. It requires substantial investment in finance and human capital with unknown results. Supply chain operations profoundly impact a company’s income and financial statements in various ways, including purchasing, sourcing, product design, manufacturing, transportation, logistics, packaging, storage and distribution. Nevertheless, many supply chain professionals have no or little knowledge of how their work contributes to financial and income statements. Days in inventory, days in sales outstanding and days in pay profoundly affect the company’s cash flow.
This one-day workshop aims to outline how integrated supply chain tools improve the financial health of companies. Fundamentals of supply chain principles must be firmly in place before any attempts to use expensive information technologies and supply chain tools. Key metrics contributing to a company’s financial health will be addressed to understand the basics of financial and income statements within and between supply chain partners.
- Fundamentals of supply chain principles
- Common traits for top supply chain performers
- Fundamentals of income and financial statements in supply chain
- Profitability: Return on investment, return on asset and economic profit
- Return on equity
- Flow of financial information within supply chain networks
- Bankruptcy model
Inventory management deals with specifying the shape and percentage of stocked goods, including raw materials, work in process and finished goods. It is required at many locations across a supply network to support production and customer requirements.
The scope of inventory management concerns the fine lines between replenishment lead time, carrying costs of inventory, asset management, inventory forecasting, inventory valuation, inventory visibility, future inventory price forecasting, physical inventory, available physical space for inventory, quality management, replenishment, returns and defective goods and demand forecasting. Balancing these competing requirements leads to optimal inventory levels, which is an ongoing process as the business needs shift and react to the wider environment.
Management of inventories, with the primary objective of controlling stock levels within the physical distribution system, balances the need for product availability against the need for minimizing stock holding and handling costs.
- Importance of inventory as an investment
- Functions of inventory
Demand planning and forecasting
Inventory stratification and analysis
Service levels and safety stock
Current topics affecting inventory management
- The importance of inventory to the enterprise
- To describe the critical functions of inventory in the supply chain
- How to apply forecasting concepts to optimize supply chain performance
- How to understand methods and value of inventory stratification
- Methods of calculating safety stock
- How to use metrics in managing inventory
This one-day workshop is a part of the Integrated Supply Chain Management Program managed by the Center for Supply Chain Excellence at SLU.
A supply chain is a complex structure involving multiple partners, companies and even countries. Communication is vital to the ability of the supply chain to meet customer needs while effectively utilizing resources. Through a simple simulation, participants understand the importance of clear communication in a supply chain. Operating in teams, they use financial metrics and dashboards to measure the success of their efforts.
As part of the Integrated Supply Chain Management Program, teams select and complete a process improvement project for a company of their choosing. This project must be completed within the time frame of the program. The workshop equips them with basic project management concepts and tools that will support successful completion of the selected project.
- How to perform a computer-based, multi-cycle supply chain simulation
- How to identify issues arising from the simulation, suggest improvements, and test a revised simulation scenario
- How to form project teams and evaluate possible supply chain projects to be completed within the Integrated Supply Chain program
- The four phases of a project
- The key tools used in preparing and executing a successful project plan
Sourcing exerts considerable influence on the success of any company. As a business function, effective sourcing is key to ensuring the ready supply of materials, goods and services — wherever they may originate. Sourcing also controls a substantial portion of the company’s spend, making it instrumental in the company’s profit potential. It also serves as a beacon for quality and sustainability as it controls the integrity of inputs that eventually become outputs for the business. Failures to uphold organizational values in supplier relationships can irreparably harm the company's reputation.
Relatedly, change management is essential to the success of any organization, although it is very difficult to move organizations in desired needed directions. Yet, managing organizational change is vital to sustained success and survival. As former GE CEO Jack Welch once quipped famously: “If the rate of change on the outside exceeds the rate of change on the inside, the end is near.” Yet, how are individuals and organizations expected to develop receptivity and the means for change? This session will examine key success factors for effecting and sustaining change. We will review models that help to minimize performance gaps and enable growth.
- What is strategic sourcing?
Total cost of ownership and decision-making process
Global sourcing issues
Supplier evaluation and scorecards
To determine when to buy versus make
How to manage supplier performance
Techniques to measure, evaluate and manage suppliers and costs
Keys to implementing change
How to avoid significant performance drops when implementing change
The essential ingredients to change management
Uncertain demand complicates the management of supply. If demand were known, we could produce the right quantities at the right times, schedule just enough capacity, and manage operations at a minimal cost. Instead, fluctuating demand results in supply chains that face shortages, surpluses, and exorbitant expenses. Most firms respond by seeking better forecasts, expecting demand planners to serve as a crystal ball for future events. This does not work. Forecasts are almost always wrong, and no silver bullet exists to improve them. In this course, we examine a better approach that explicitly accounts for uncertainty in demand, yielding decisions that hedge against the unknown. Course topics apply to tactical, operational, and strategic decision-making across a supply chain.
- Managing the tradeoff between too much inventory and not enough
- Reducing supply-demand mismatch costs
- Setting service levels
- How to move from point forecasts to likelihoods
- How to use underage costs, overage costs, and demand uncertainty to calculate order or production quantities
- How to use reactive capacity to reduce supply-demand mismatches
- How to improve service levels via consideration of holding costs and back-order penalties
Transportation and warehousing are among the most vital activities in business success today. Transportation provides connectivity for the focal company to critical sources of supply and reach with customers in the market. It is also the largest area of spend in logistics. Warehousing complements this transportation’s connectivity with suppliers and customers by providing strategic locations for feeding the business and its customers. Both activities see elevated stature in the modern environment, with elevated customer service expectations and capacity constraints making it difficult to fulfill market commitments profitably. Both areas also witness rampant innovation and technological advancements that alter their fundamentals and traditional mindsets. This workshop will examine the strategy and execution of transportation and warehousing in the modern context, providing methods and tools for navigating the challenges and opportunities these two critical supply chain activities present.
Examine the fundamentals of transportation and warehousing execution
Review the strategic and operational decisions faced by supply chain management
Appreciate the evolving roles of transportation and warehousing
Evaluate how the introduction of new technologies influences decision-making
Measure how transportation and warehousing performance influence supply chain and business excellence.
Participants learn how to:
Measure transportation and warehousing performance
Determine transportation and warehousing costs in the context of total logistics cost
Assess the interface between transportation and warehousing decisions to optimize customer service and minimize costs
Apply activity-based management to “right-size” services and costs
Make key decisions in transportation and warehousing that elevate company performance and sustainable outcomes.
Variability is the dominant cause of mismatches between supply and demand, from daily inflections in demand to large-scale supply chain disruptions. In this course, we examine the influence of variability throughout the supply chain, from its impact on simple processes to its effect on complex networks. We also discuss variability mitigation strategies to improve supply chain responsiveness and profitability. The course material applies to a broad audience, from executives to tactical-level employees. Employees from both the manufacturing and service industries will benefit from the topics covered.
Supply chain performance evaluation
Influence of variability on supply chain performance
Variability reduction and mitigation, buffering and pooling
- Key supply chain performance measures
- The impact of variability on WIP, flow rate and flow time
- Why high utilization intensifies the effects of variability
- Strategies to reduce processing time and input variability
- Tactics to buffer against variability via inventory, capacity and time
- Why variability pooling can decrease the amount of buffering required to achieve a given level of performance