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    Supply Chain Leadership

    Foundation course to explain supply chain management and the business value of supply chain management

    Common senior leadership-driven objectives of 98 percent on-time customer service, 95 percent capacity utilization, and 10 days of inventory may not only be challenging, but may be infeasible for the organization to achieve, given the characteristics of the manufacturing and distribution system. Learn how to quantify these trade-offs, set feasible objectives, minimize the total supply chain, and improve the likelihood of achieving your plan through high tech supply chain logistics solutions.

    Supply chains are extraordinarily complex and no single solution exists to resolve all issues that arise. This course contains no fads, no silver bullets, no three-letter acronyms and no wishful thinking. Diagnosing supply chain problems, incorporating quality into strategic planning, quantifying improvement opportunities, and leading improvement initiatives requires difficult data analysis, tough choices, and hard work. The purpose of this course is to simplify the complicated and explore different approaches for improving business performance, basic business information systems, distribution center performance metrics, integrated inventory management programs, procurement performance metrics, and customer service performance metrics.

    Issues Targeted in this Course

    • Risks in supply chain management
    • Inventory management optimization
    • Performance measurements in the supply chain: useful performance metrics and project performance metrics
    • Direct approach to strategic planning as it relates to production strategies
    • Role of information technology in supply chain management
    • Aligning information systems with business

    Objectives and Benefits

    • Integrate supply chain strategy, planning, and execution
    • Analysis of supply chain management and measuring supply chain performance: diagnose the root causes of poor performance
    • Quantify the devastating effects of uncertainty on supply chain performance
    • Develop methods for identifying organizational structure and performance metric disconnects

    Day 1: Foundation

    • Establish essential principles of effective supply chain design, management and operation
    • Define customer requirements operationally
    • Understand the impact of current business process, decision process and information flows on operations

    Day 2: System

    • Quantify the customer service, capacity investment and inventory trade-off
    • Develop an information strategy that supports operations
    • Blend make-to-stock and make-to-order strategies

    Day 3: Decision Making

    • Customize and apply lean production principles to your environment
    • Improve deficient physical processes
    • Identify flawed business and informational processes

    James Rappold

    James Rappold has served as a supply chain consultant in the analysis and improvement of manufacturing, distribution and information systems for dozens of organizations, including BASF, Briggs & Stratton, Corning Glass Works, General Mills, IBM, Merck KGaA (Germany), Philip Morris, Procter & Gamble, Rockwell Automation, Sunoco Oil, The U.S. Air Force, Sango Ceramics in Semarang, Indonesia, and Polioles in Mexico City. He is a recipient of the University of Wisconsin-Madison Chancellor’s Distinguished Teaching Award and has published articles in numerous journals such as Operations Research, Manufacturing & Service Operations Management and Naval Research Logistics. Dr. Rappold holds a B.S. in Industrial Management and Mathematics from Carnegie Mellon University and an M.S. and Ph.D. in Operations Research and Industrial Engineering from Cornell University.

    Pedro Rodriguez

    Pedro Rodriguez is a management consultant and instructor at the University of Wisconsin-Madison. He is the former director of global materials planning at Rockwell Automation based in Milwaukee, Wis.. Rodriguez has led teams in procurement, strategic sourcing, operations, materials planning, logistics, and supply chain lean six sigma in the automotive, aerospace, industrial equipment, and automation industries. He holds a B.S. in marine engineering from the Polytechnic University of Catalonia in Barcelona, Spain, and M.S. degrees in both industrial engineering and business from the University of Wisconsin-Madison.