Strategic supply chain management: Level 6 graduate diploma in purchasing and supply

Harris, David R. Botten, Neil

Strategic supply chain management: Level 6 graduate diploma in purchasing and supply - Chartered Institute of Purchasing & Supply, 2006 - 271p. - CIPS Study Matters .

Study session 1: Concepts underlying strategy and strategic management What is a strategy? What is strategic planning? Approaches to strategy formulation Deliberate and emergent strategies Evaluating the concept of strategic management Study session 2: Models of the strategy process Nature and purpose of models of the strategy process The position, choice and action (PCA) process model Rational planning model Logical incremental model Deliberate/intended and emergent strategy development Strategic management in different organisational contexts Study session 3: Importance of position to corporate strategy The external environment Unique resources and core competences Stakeholder analysis and stakeholder mapping SWOT analysis Study session 4: Importance of structures, cultures, and power to the corporate strategy Organisational structure Structural configurations Power in organisations Organisational culture Classifying corporate cultures Study session 5: Strategies for business growth The generic strategies model Directions for growth Methods of achieving growth Study session 6: Resources to support corporate strategy The resource-based approach to corporate strategy Strategic resources and levels of strategy People as a key resource Information as a key resource Finance as a key resource Technology as a key resource Study session 7: Review the corporate strategy process Reviewing the corporate strategy process Strategy evaluation ? suitability Strategy evaluation ? acceptability Strategy evaluation ? feasibility Study session 8: Develop commitment to, and alignment with, corporate strategy A hierarchy of objectives Communications policy and processes Incentives and remuneration Alignment with strategy Study session 9: Change management Types of strategic change Change: attitudes and context Managing change Change roles Study session 10: Integration of supply chain strategies with corporate and business strategies Supply chain strategy as a ?functional strategy? How to integrate supply chain strategy with other strategies Strategic make/do or buy decisions Study session 11: Innovative supply chain strategies Supplier relationships Cost improvements Quality improvements Supply chain positioning Flexibility and innovation Study session 12: Aligning organisational structures and processes with supply chain strategies Supply chain strategy and organisational structure Centralising or decentralising the purchasing function Cross-functional teams Inter-organisational networks Study session 13: The ?supply chain? concept The supply chain concept The supply chain metaphor Supply chain management in practice Study session 14: Internal and external supply chains in different sectors Internal and external supply chains The internal supply chain Relationship marketing Forecasting demand Supply chains in the private sector Supply chains in the public sector Study session 15: Drivers of change in global supply chains Globalisation Is globalisation a good thing? Drivers for change Technology ? driver or facilitator? Strategies to address a global supply chain Study session 16: The global ?supply market? Global sourcing Is global sourcing a good thing? Regulation: free trade v protectionism Regulation and regional economic integration Cultural issues Study session 17: Lean, added value and value chains The concepts of ?lean? and ?waste? The lean supply chain Critiques of ?lean? ?Value? and ?added value? The value chain How value can be added Study session 18: Power, ethics and the pursuit of socioeconomic goals through supply chains Organisational power The exercise of power Interdependent relationships Ethical sourcing considerations Socioeconomic goals So, are non-commercial goals a good thing? Study session 19: Towards a globalised strategic supply chain model? Network sourcing To partner or not? So, who is right? Adversarial and cooperative strategies Study session 20: Competence-based and lean supply approaches to the strategic supply chain Core competences and the supply chain ?strategy? Replicable and non-replicable competences Lean supply chains ? conclusions


Supply chain management
Strategic plans
Strategic management
Corporate strategy
Change management
Organisational structures


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