Supply Chain A Decision-Making Framework

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Supply Chain A Decision-Making Framework by Mind Map: Supply Chain A Decision-Making Framework

1. 1. Get the big picture: Introduction

1.1. 1.0 Overview Module 1

1.1.1. Mindmap

1.1.2. Learning Objectives

1.2. 1.1 MyBabyDreamsInColors

1.2.1. Your job in 1.1

1.2.2. A. The Supply Chain of MyBaby

1.2.2.1. MyBaby: Introduction and Questions

1.2.3. B. 3 questions

1.2.3.1. Wordclouds 'Source from Russia'

1.2.3.2. Wordclouds 'Process in Estonia'

1.2.3.3. Discussion 'Distribution Centers'

1.2.4. C. Teacher's answer to the 3 questions

1.2.4.1. MyBaby: Answers

1.3. 1.2 The Seneca 3-step Model

1.3.1. Your job in 1.2

1.3.2. A. Debriefing of MyBaby

1.3.2.1. The Three-Step Model

1.3.3. B. The Seneca 3-step Model

1.4. 1.3 Step 1 - Where to sail... The Business Target

1.4.1. Your job in 1.3

1.4.2. A. The Lunch case

1.4.2.1. The Lunch Case

1.4.2.2. Wordcloud 'Why this specific place?"

1.4.3. B. Answers to the Lunch case

1.4.3.1. Answers to the Lunch Case

1.4.4. C. 4 Micro Attributes for MyBaby?

1.4.4.1. MCQ '4 Micro Attributes'

1.4.5. D. Teacher's answer for the Micro Attributes of MyBaby

1.4.5.1. Answers to Micro Attributes

1.4.6. E. The Macro Attributes

1.4.6.1. The Macro Attributes

1.5. 1.4 Step 2 - How to sail... The Company Specifications

1.5.1. Your job in 1.4

1.5.2. A. The Company Specifications

1.5.2.1. The Company Specifications

1.5.3. B. Other values for MyBaby?

1.5.3.1. Discussion 'Values for MyBaby'

1.6. 1.5 Step 3 - Favorable winds The Supply Chain Decisions

1.6.1. Your job in 1.5

1.6.2. A. What is important in the Supply Chain of MyBaby?

1.6.2.1. The 3 "most important" questions?

1.6.2.2. Survey "wood supply"

1.6.2.3. Survey "processing"

1.6.2.4. Supply Chain Key Questions

1.6.3. B. The 5 functional boxes in SCM: Global view

1.6.3.1. 5 main groups of SCM questions

1.6.4. C. The 5 functional boxes in SCM: Details

1.6.4.1. (1) The Supply Box

1.6.4.2. (2) The Production Box

1.6.4.3. (3) The Distribution Box

1.6.4.4. (4) The Return Box

1.6.4.5. (5) 5he Logistics Box

1.6.5. D. The transverse boxes in SCM

1.6.5.1. Transversal questions

1.7. 1.6 The Big Picture

1.7.1. A. Summarizing the Big Picture

1.7.1.1. The Big Picture (first version)

1.7.2. B. The Big Picture (visual)

1.7.3. C. An exercise

1.7.3.1. MCQ 'The Crèche'

1.7.3.1.1. EH

1.8. 1.7 Homework"Dinner at Home"

1.8.1. Your job in 1.7

1.8.2. A. Introduction video

1.8.2.1. Dinner at Home: an exercise

1.8.3. B. Homework

1.8.3.1. Instructions

1.8.3.2. Peer assessment

1.9. 1.8 To go further

2. 2. Business Target and Business Strategy

2.1. 2.0 Overview Module 2

2.1.1. Quick feedback on Module 1

2.1.2. The Focus of Module 2

2.1.2.1. Overall plan

2.1.3. Mindmap

2.1.4. Learning Objectives

2.2. 2.1 Multi-Criteria Decision Making

2.2.1. Your job in 2.1

2.2.2. A. Dominated and Undominated Solutions

2.2.2.1. The non-dominated solution

2.2.3. B. The "Find a Compromise" Approach (AWS)

2.2.3.1. Average Weighted Sum: How it works

2.2.3.2. Average Weighted Sum: Summary

2.2.4. C. The "Fix all but one" Approach

2.2.4.1. "Fix all but one": Principles

2.2.4.2. "Fix all but one": Cost is the Target"

2.2.5. D. An exercise

2.2.5.1. MCQ 'Delivery time VS Cost: best solutions'

2.2.6. E. Conclusion & Discussion

2.2.6.1. Multi-Criteria Decision Making: Conclusion

2.2.6.2. "Multi-criteria issue"

2.3. 2.2 What Financial Yardstick?

2.3.1. Your job in 2.2

2.3.2. A. There are many financial indicators

2.3.2.1. Financial Target - Introduction

2.3.3. B. EVA: Economic Value Added

2.3.3.1. EVA: the Economic Value Added

2.3.3.2. Summary

2.3.4. C. Working Capital

2.3.4.1. Working Capital

2.3.5. D. An exercise

2.3.5.1. MCQ 'Which component of the EVA is impacted?"

2.4. 2.3 Micro Attributes: how to choose them?

2.4.1. Your job in 2.3

2.4.2. A. Two Questions

2.4.2.1. Micro Attributes: What to specify?

2.4.2.2. Micro Attributes: How to proceed?

2.4.3. B. Pareto Classifications

2.4.3.1. What did Pareto discover?

2.5. 2.4 Micro Attributes: the traditional ones

2.5.1. Your job in 2.4

2.5.2. A. 5 traditional KPI's

2.5.2.1. Summary

2.5.3. B. Price, Delivery time, Availability

2.5.3.1. Price, Delivery time, Availability

2.6. 2.5 Macro Attributes

2.6.1. Your job in 2.5

2.6.2. A. What are the Macro Attributes?

2.6.2.1. Summary

2.6.2.2. Macro Attributes

2.6.3. B. An example: Llenroc Plastics Europe:

2.6.4. C. An exercise

2.6.4.1. MCQ 'Macro/Pareto'

2.7. 2.6 Company Specifications: Aims and Values

2.7.1. Your job in 2.6

2.7.2. A. Company Aims and Values

2.7.2.1. Company Aims and Values

2.7.3. B. An example: Values for "Dinner at Home"

2.7.3.1. Wordcloud 'Values for Dinner at Home'

2.7.4. C. Company Flexibility

2.7.4.1. Responsiveness: Definition

2.7.4.2. Responsiveness: Functional Innovative Products

2.7.4.3. Responsiveness: Conclusion

2.7.5. D. An example: Flexibility for "Dinner at Home"

2.7.5.1. MCQ 'Acceptable flexibility for Dinner at Home'

2.8. 2.7 Conclusions

2.8.1. The Big Picture again

2.8.1.1. Business Strategy and Target: Conclusion

2.8.2. Summary in one slide

2.8.2.1. Diagram

2.8.3. Big Picture for "Non-for-Profit"

2.8.3.1. Discussion

2.9. 2.8 To go further

3. 4. Production: Process Structure

3.1. 4.0 Overview Module 4

3.1.1. The Focus of Module 4

3.1.1.1. Module Plan

3.1.2. Process Structure for Belgian Chocolates

3.1.2.1. Introduction to the Belgian Chocolate Case

3.1.3. Mindmap Module 4

3.1.3.1. Mindmap

3.1.4. Learning Objectives

3.1.4.1. Learning Objectives

3.2. 4.1 Artisan

3.2.1. Your job in 4.1

3.2.2. A. How does it work?

3.2.2.1. The Artisan Organization

3.2.3. B. Your opinion

3.2.3.1. 2 polls "The Artisan organization is great/bad at.." (2 pts)

3.2.4. C. What "my" artisans say...

3.2.4.1. Artisan: What students think about it...

3.3. 4.2 Line

3.3.1. Your job in 4.2

3.3.2. A. How does it work?

3.3.2.1. The Line Organization

3.3.3. B. Your opinion

3.3.3.1. 2 polls "The Line organization is great/bad at..." (2 pts)

3.3.4. C. What "my" line workers say...

3.3.4.1. Line: What students think about it...

3.4. 4.3 Functional Organization / Job-shop

3.4.1. Your job in 4.3

3.4.2. A. How does it work?

3.4.2.1. The Functional Organization

3.4.3. B. Your opinion

3.4.3.1. 2 polls "The Functional Organization is great/bad at..." (2 pts)

3.4.4. C. What "my" job-shop workers say...

3.4.4.1. Functional: What students think about it...

3.5. 4.4 Summarizing and Comparing

3.5.1. Your job in 4.4

3.5.2. A. Process Structure: main features

3.5.2.1. Recap of the main structures

3.5.3. B. Cost Comparison

3.5.3.1. 1 short survey

3.5.3.2. Cost Performance

3.5.4. C. Speed, Product Range, Flexibility

3.5.4.1. 3 short surveys

3.5.4.2. Speed - Product Range - Flexibility

3.5.5. D. Reliability

3.5.5.1. 1 short survey

3.5.5.2. Reliability

3.6. 4.5 Process Structure in Real Life

3.6.1. Your job in 4.5

3.6.2. A. The artisan organization

3.6.2.1. Graph

3.6.2.2. Explanation

3.6.3. B. The line organization

3.6.3.1. Graph

3.6.3.2. Explanation

3.6.4. C. The functional organization

3.6.4.1. Graph

3.6.4.2. Explanation

3.6.5. D. Your contribution

3.6.5.1. Exercise + Discussions "My Dentist" / "My Bookcase"

3.7. 4.6 Economies of Scale

3.7.1. Your job in 4.6

3.7.2. A. Just a little test

3.7.2.1. Test activity

3.7.3. B. Learning and Learning curves

3.7.3.1. Explanation

3.7.3.2. Compute your learning rate (4 pts)

3.7.4. C. Summary

3.7.4.1. Summary

4. 5. Distribution and Transportation

4.1. 5.0 Overview Module 5

4.1.1. Structure of Module 5

4.1.1.1. Module Plan

4.1.2. Mindmap

4.1.3. Learning Objectives

4.2. 5.1 Missions and Examples

4.2.1. Your job in 5.1

4.2.2. A. The trip of my "Wild Water"

4.2.2.1. The journey of a product: Wild Water trip

4.2.3. B. The Missions of a Distribution Network

4.2.3.1. Distribution Missions

4.3. 5.2 CDN/DDN: Introduction

4.3.1. Your job in 5.2

4.3.2. A. What is Centralized / Decentralized?

4.3.2.1. CDN/DDN: Set the scene

4.4. 5.3 Costs

4.4.1. Your job in 5.3

4.4.2. A. Exercise: Comparison in terms of Costs

4.4.3. B. Facilities & Transport

4.4.3.1. CDN/DDN: Facility & Transportation Costs

4.4.4. C. Handling & Inventory

4.4.4.1. CDN/DDN Inventory and Handling costs

4.4.5. D. Cost summary

4.4.5.1. CDN/DDN Overall Cost comparison

4.5. 5.4 Attributes

4.5.1. Your job in 5.4

4.5.2. A. Exercise: Comparison in terms of Attributes

4.5.3. B. Comparison Table

4.5.3.1. Table

4.5.4. C. Delivery Speed

4.5.4.1. CDN/DDN: Delivery Speed

4.5.5. D. Quality and Shelf Life

4.5.5.1. CDN/DDN: Quality and Shelf Life

4.5.6. E. Product Range / Availability

4.5.6.1. CDN/DDN: Product Range / Availability

4.5.7. F. Customization

4.5.7.1. CDN/DDN: Customization

4.5.8. G. Flexibility

4.5.8.1. CDN/DDN: Flexibility

4.5.9. H. Carbon Footprint

4.5.9.1. CDN/DDN: Carbon Footprint

4.5.10. I. Improve the performance of a DDN

4.5.10.1. Table

4.5.10.2. Exercise: "In which area(s) should we invest in order to improve DDN?"

4.6. 5.5 Spare Parts

4.6.1. Your job in 5.5

4.6.2. A. Past versus Today

4.6.2.1. What to choose for a Spare Part Distribution? Set the scene

4.6.3. B. Forum for possible explanations

4.6.3.1. Discussion

4.6.4. C. Discussion and learning

4.6.4.1. What to choose for a Spare Part Distribution? Answer

4.7. 5.6 Flows: Direct, Warehousing, X-Docking

4.7.1. Your job in 5.6

4.7.2. A. Direct Flows versus Warehousing

4.7.2.1. Direct Deliveries or Retailer Warehouse?

4.7.3. B. Warehousing versus X-Docking

4.7.3.1. Warehousing versus X-Docking

4.7.4. C. X-Docking in Practice

4.7.4.1. X-Docking in Practice

4.7.5. D Comparison and exercises

4.7.5.1. MCQ + Dropdown

4.8. 5.7 Last Mile Issue

4.8.1. Your job in 5.7

4.8.2. A. Last Mile Issue

4.8.2.1. Last Mile Issue

4.8.3. B. How is "Last Mile" organized in your country?

4.8.3.1. Exercise: discussion

4.9. 5.8 Warehouse Design Questions

4.9.1. Warehouse Design

4.10. 5.9 Conclusion,

4.10.1. Conclusion on Distribution

4.10.1.1. Distribution: Conclusions

4.10.2. To go further

4.10.2.1. Bibliography

5. 6. Inventory

5.1. 6.0 Overview Module 6

5.1.1. Mindmap

5.1.2. Learning Objectives

5.2. 6.1 Why we keep inventory?

5.2.1. Your job in 6.1

5.2.2. A. Inventory in the Supply chain

5.2.2.1. Inventory in the Supply Chain

5.2.3. B. Why do we have food on our shelves?

5.2.3.1. Why do you have food on your shelves?

5.2.3.2. Warm-up exercise: Food inventory at home

5.2.4. C. Some of the reasons...

5.2.4.1. Some reasons why we have food on our shelves

5.3. 6.2 Reasons and Typology of Stocks

5.3.1. Your job in 6.2

5.3.2. A. Economies of scale and Cycle Stock

5.3.2.1. Cycle Stock

5.3.3. B. Uncertainty and Safety Stock

5.3.3.1. Safety Stock

5.3.4. C. Known coming events and Anticipation Stock

5.3.4.1. Anticipation Stock

5.3.5. D. Work in progress and Pipeline Stock

5.3.5.1. Pipeline Stock

5.3.6. E. Summary of the 4 stock types

5.3.6.1. Summary of stock types

5.3.6.2. A table that shows all 4 types

5.3.7. F. Exercise: The banknotes in my wallet

5.3.7.1. Dropdown

5.4. 6.3 Holding Invetory Costs!

5.4.1. Your job in 6.3

5.4.2. A. The two main components of inventory costs

5.4.2.1. Cost for holding inventory

5.4.2.2. Explanation: Inventory costs

5.4.2.3. Inventory Costs and EVA

5.4.3. B. A very simple numerical example

5.4.3.1. A 12-€ company

5.4.4. C. One month costs 2%

5.4.4.1. One month costs 2%

5.4.5. D. Global assessment of inventory

5.4.5.1. Supply Chain Inventory picture

5.4.6. E. Exercise: Is the inventory I have too costly ?

5.4.6.1. Explanation: Method

5.4.6.2. 30 days of Inventory

5.4.6.3. Assess inventory for Product A

5.4.6.4. Assess inventory for Product B

5.5. 6.4 How to reduce Pipeline Stock?

5.5.1. Reduce Pipeline Stock

5.6. 6.5 How to reduce/manage Cycle Stock?

5.6.1. Your job in 6.5

5.6.2. A. How to distinguish among CS, SS and AS?

5.6.2.1. Identifiy the type of stock

5.6.3. B. Avoid Fixed Costs

5.6.3.1. Avoid Fixed Costs

5.6.4. C. Live with Fixed Costs

5.6.4.1. Live with Fixed Costs

5.7. 6.6 How to reduce/manage Safety Stock?

5.7.1. Your job in 6.6

5.7.2. A. Avoid Uncertainties

5.7.2.1. Avoid Uncertainties

5.7.3. B. Live with Uncertainties

5.7.3.1. Live with Uncertainties

5.8. 6.7 How to reduce/manage Anticipation Stock?

5.8.1. Reduce Anticipation Stock

5.9. 6.8 Conclusion

5.9.1. A. Conclusion on Inventory Management

5.9.1.1. Conclusion on Inventory Management

5.9.2. B. What to keep in mind?

5.9.2.1. Summary

5.10. 6.9 Exercises

5.10.1. Exercises

5.10.1.1. Reducing the Lead time

5.10.1.2. Moving to a remote supplier (Pipeline/Cycle/Safety/Anticipation Stocks) (total cost due to stock)

5.11. 6.10 To go further

5.11.1. Food for thoughts

5.11.2. Discussion

6. Course Conclusion and Final Work

6.1. Your last videos...

6.1.1. Objectives of this last section

6.1.2. A. The helicopter view on the Supply Chain

6.1.2.1. Course Conclusion

6.1.3. B. Is our helicopter view the Panacea?

6.1.3.1. The panacea?

6.1.4. C. All what we didn't do...

6.1.4.1. Missing stuff... and thanks to all!

6.2. Your Final Work

6.2.1. Final Work explanation

6.3. Share your opinion

6.3.1. moocQuality final survey

6.3.2. Your feedback on Coursetalk

7. Welcome

7.1. Let's get to know each other!

7.1.1. Who am I?

7.1.2. Who are you?

7.2. How to navigate this course?

7.2.1. How to navigate on edX

7.2.2. Focus on the Discussion Forum: Best Practices

7.3. What is this course about?

7.3.1. Overview of the whole course

7.3.2. Learning objectives

7.3.3. Evaluation methods

8. Technical and Administrative Questions

9. 3. Production: Process Trigger

9.1. 3.0 Overview Module 3

9.1.1. Quick feedback on module 2

9.1.2. How we will use the Big Picture?

9.1.2.1. The Big Picture: How to use it?

9.1.3. The focus of modules 3 & 4

9.1.3.1. Production Organization: Overall Plan

9.1.4. Mindmap

9.1.5. Learning Objectives

9.2. 3.1 Make-To-Order VS Make-To-Stock

9.2.1. Your job in 3.1

9.2.2. A. Differences between MTO and MTS

9.2.2.1. MTS vs MTO - Introduction

9.2.3. B. Your guess: which attribute is impacted by the choice MTO/MTS?

9.2.3.1. Survey"Which strategy is stronger?"

9.2.4. C. Your guess: which financial element is impacted by choice MTO/MTS

9.2.4.1. Survey "Impact on EVA elements"

9.2.5. D. Pros and Cons

9.2.5.1. MTS vs MTO - Pros and cons

9.2.6. E. Conclusions

9.2.6.1. MTS vs MTO - Conclusion

9.2.6.2. Summary of pros and cons

9.3. 3.2 The Birthday Cake Business

9.3.1. Your job in 3.2

9.3.2. A. Description of the new business

9.3.2.1. Introducing the new business

9.3.3. B. An exercise

9.3.3.1. Your job (instructions)

9.3.3.2. Your answer on the discussion forum

9.3.3.3. Your participation

9.3.4. C. Three proposals for the Operations

9.3.4.1. Three proposals

9.3.5. D. Your guess: why is Solution 2 better?

9.3.5.1. Wordcloud

9.3.5.2. Compare your words to the others'

9.3.6. E. My answer

9.3.6.1. One best solution?

9.4. 3.3 Postponement / Late Differentiation

9.4.1. Your job in 3.3

9.4.2. A. Late Differentiation: concept

9.4.2.1. Late Differentiation

9.4.3. B. Late Differentiation in a nutshell

9.4.3.1. Diagram

9.4.4. C. Electrical Appliances

9.4.4.1. A business example of late differentiation

9.4.5. D. Clothing Industry

9.4.5.1. Late Differentiation in Clothing Industry

9.4.6. E. Summary and examples of your own

9.4.6.1. Summary

9.4.6.2. Examples of Late Differentiation

9.5. 3.4 Variability and Aggregation

9.5.1. Your job in 3.4

9.5.1.1. A. Aggregating demands

9.5.1.1.1. Aggregating variable demands

9.5.2. B. How to measure variability?

9.5.2.1. Variability: how to measure it?

9.5.2.2. Summary

9.5.3. C. Exercises on measuring variability

9.5.3.1. Problems

9.5.4. D. Variability decreases by aggregation

9.5.4.1. Variability: Reduction by Aggregation

9.5.4.2. Summary

9.5.5. E. Exercises on aggregation

9.5.5.1. Problems

9.5.6. F. Examples of aggregation in Supply Chain

9.5.6.1. Examples of gain by aggregation

9.5.7. G. Limits

9.5.7.1. Gain by aggregation: limits

9.6. 3.5 Conclusion

9.6.1. Key takeaways