With effective supply chain management, you can align operational planning and create a seamless value-creation process. Present your supply chain management strategy with the help of our template and save your company money with an ideal distribution of resources across the supply chain. Ensure a smooth process with our supply chain management template: http://www.presentationload.com/crowdfunding-powerpoint-template.html Content: - an introduction to the Supply Chain Operations Reference model - charts providing an overview of all entities of the supply chain - roadmap to a market coefficient supply chain - a diagram of the supply chain organization pyramid - detailed representations of supply chain planning - various forecasting, planning and decision-making models - the role of communication technology in supply chain management - an overview of the front and back-end information systems - checklists for supply chain management implementation Your benefits: - ready-made PowerPoint slides - increase efficiency in the value chain - optimize the supply chain with various analysis tools - realize cost savings with process adjustments - present convincing supply chain management strategies

1. PREMIUM POWERPOINT SLIDES
Management
Supply Chain

2. SUPPLY
CHAIN MANAGEMENT
POWERPOINT TEMPLATE

3. The best supply chains aren't just fast and
cost-effective. They are also agile and
adaptable, and they ensure that all their
companies' interests stay aligned.”
Hau L. Lee
US Professor of Operations,
Information and Technology in Harvard Business Review

4. DEFINTION
Abbreviations
SCM
SCD SCP SCE
Supply Chain Management
SupplyChain
Design
SupplyChain
Planning
SupplyChain
Execution

5. BASICS
SCOR Model
Supply Chain Operations Reference Model
The SCOR model is a management tool that analyzes and evaluates the performance of supply chains.
It provides a consistent structure for setting metrics, processes, best practices, staff skills and their networks.
It also describes the entire value chain process, from suppliers to the end customer.

6. THE SCOR MODEL
Supply Chain Operators
The main processes are carried out by those involved in the supply chain:
OPERATOR (SCM PROFILE) PLAN SOURCE MAKE DELIVER RETURN
Customer Order Processor
Product Launch Support Representative
Material Planner
Packer
Order Picker
Demand Planning Officer
Receiving Officer
Warehouse Officer
Goods Transport Officer (internal; traffic)
Goods Transport Officer (external: forwarding agent)
….
Subdivisions Core Divisions

7. BASICS
Supply Chain Management Overview – 1
DEVELOPMENT
QUALITY
MANAGEMENT
CONTROLLING
PURCHASING PRODUCTION
PAYMENT
SYSTEMS
DISTRIBUTION
MARKETING
WAREHOUSING
SALES
SUPPLY CHAINMANAGEMENTNETWORK

8. BASICS
Supply Chain Management Overview – 3
SUPPLIER
(internal or external)
SUPPLIER‘S SUPPLIER
SUPPLIER‘S SUPPLIER
CUSTOMER‘S CUSTOMER
CUSTOMER
YOUR COMPANY
PLAN
PLAN
DELIVER
RETURN
SOURCERETURN
MAKE DELIVER
RETURN
PLANSOURCE
RETURN
MAKE
DELIVER
RETURN
SOURCE
RETURN
SOURCE
RETURN
MAKE
DELIVER RETURN

9. BASICS
A Supply Chain Process
Cultivating
relationships with
strategic suppliers
Integrating suppliers
and consumers
Goal: rapid
market launch
Accurate and adaptable
production
Maintaining quality standards
Goal: fast service
"One face to the
customer"
principle
Informing about order
processing status
Identifying key
customer markets
Implementing joint
programs
Recycling flow of
used products
Determining production and material
flow through customer demand
Forecasting and
stabilizing demands
CUSTOMER
CUSTOMER
SERVICE
ORDER
PROCESSING
PRODUCT
DEVELOPMENT
SOURCING
NEEDS
ASSESSMENT
PRODUCTION
PRODUCT RETURN
RELATIONSHIP
MANAGEMENT

10. BASICS
Supply Chain Organization Pyramid
QUALIFICATION
LEVEL
OPERATIONALLEVEL
TACTICAL LEVEL
STRATEGIC LEVEL
Supply Chain Organization
Sales and Operations Planning
Inventory Management
Human Resources
Supply Chain Reporting and IT
Inbound
Logistics
Production Planning
and Scheduling
Outbound
Logistics
Supply Chain
Configuration

11. INTERNAL NETWORKING
Benefits of Internal Networking
Supply chain networking is developed
both between company interfaces and
within the company itself. This is
reflected by an optimal flow of
information and communication
between EDP systems of different
companies, and internally between each
department such as Marketing,
Development, Purchasing, Finance, or
Production.

12. INTERNAL NETWORKING
Marketing and Distribution
The subsequent or downstream areas and their tasks can now be adjusted accordingly :
Marketing and Distribution provide various ways to determine meaningful sales and production
figures:
 Demand pooling
 Negotiations with
suppliers
 Agreement on framework
conditions
 Determination of a
production schedule
 Agreement on the
production order
sequence
 Capacity planning
 Transport capacity
commitment
 Agreement on the
loading sequence
 Route planning
 Clear product description
and documentation
 Simple usability
 Exchangeability of
replacement parts
 Prompt, round-the-clock
service
CUSTOMERSURVEYS,DIALOGUEWITH
CUSTOMERS MARKETRESEARCH,COMPETITORANALYSIS ECONOMICAND INDUSTRYANALYSIS
PURCHASING PRODUCTIONPLANNING TRANSPORTAND DISTRIBUTION CUSTOMERANDAFTER-SALES
SERVICE

13.  The predetermined
quality standards have
an impact on product
development and
material selection.
 Such standardization
allows for additional
cost savings in the
development phase.
INTERNAL NETWORKING
Development and Quality Assurance

14. INTERNAL NETWORKING
Purchasing and Distribution
Purchasing is used to
coordinate a networked
supply chain. In the
development of goods, it
should guarantee that
these products are
available the purchasing
market.
Additionally, Purchasing
must pay attention to
quality assurance and take
sales and sourcing into
consideration.
Inventory planning can
relieve the strain on
Purchasing when an
accurate and early
assessment is available.

15. INTERNAL NETWORKING
Supplier Management Processes
Decision-making Framework of Supplier
Management
Supplier identification
Supplier limitation
Supplier analysis
Selection of
suppliers
Management of supplier relations
Management of
suppliers
Supplier evaluation
Purchasedproducts
and supplier
Sourcing
strategy
Corporate
strategy

16. SUPPLY CHAIN PLANNING
Definition
Supply chain planning includes
all functions of strategic,
operational and tactical
development. These
contribute to improving the
process execution of one or
more companies in a
networked supply chain.
SALES
CUSTOMER
SERVICE
INVENTORY
ENGINEERING
COMPANY
NETWORK
MATERIAL
RESEARCH &
DEVELOPMENT
MARKETING
SUPPLY CHAIN
PLANNING

17. INTEGRATIVE PLANNING
Involving partners along the supply chain
Integrating at least one first-tier supplier (a
supplier who distributes directly to the
manufacturer of a product ) and the customer
Challenging everyone to expand to a multi-tier
network
OPTIMIZATION
Defining and establishing target levels and
limitations for planning problems
Generating alternative solutions
Implementing optimization methods
SUPPLY CHAIN PLANNING
Properties of Supply Chain Planning Methodology – 1
supplier Manufacturer trade Customer

18. Simplifies how optimal practices are determined through
a transfer of knowledge that can be obtained in a how-to
model
Determines consequences if specific previous
assumptions in models are true
Predicts future development
Explains the relationship between input und output in a
complex system
Determines the most appropriate solution when a
previous criterion wasn‘t possible to meet
DecisionModels ForecastModels
PLANNING MODELS
Forecast and Decision Models

19. DEMAND PLANNING NETWORKPLANNING PRODUCTION
PLANNING
DISTRIBUTION
PLANNING
SUPPLY PLANNING
PLANNING MODEL
Various Planning Models in Supply Chain Management
Download at www.PresentationLoad.com

20. PLANNING MODELS
Network Planning
TASK:
Mid to long-term capacity planning at the network level
Improving demand requirements and accordingly,
available capacities
Inventory volume planning for all levels, as well as
partners in the supply chain
Production and resource planning of inbound and
outbound logistics
PLANNING LEVELAND
HORIZON:
Strategic
Tactical
RESPONSIBLE ORGANIZATIONAL
UNITS:
Production Management
Corporate Logistics
CHALLENGE:
Procuring necessary and helpful
information
Handling uncertainty in supply chain
Integrating different functions or supply
chain partners in the preparation of the
forecast
Network
Planning

21. PLANNING MODELS
Network Planning
MASTER PLAN
FIRST-TIER-SUPPLIER
PLANT1
PLANT3
PLANT2
REGIONAL
WAREHOUSES
SALES REGIONS
LogisticscapacitiesstorageProductionfacilities
coordinate

22. PLANNING MODELS
Production Planning
Conflict of interests IN productionplanning and control:
Market
objectives
Highcost
efficiency
Highsupply
readiness
Low
inventories
Highcapacity
utilization
Highdelivery
reliability
Operational objectives

23. PLANNING MODELS
Distribution Planning
TARGET SYSTEMOF DISTRIBUTION PLANNING
IMPLEMENTATION OF DISTRIBUTIONGOALS WITH MINIMAL COSTS FROM:
Transport, Warehousing and Order Processing
DELIVERY
PERFORMANCE
 Number of orders
 Number of batches
 Delivery weight
 Supply volume
DELIVERY SERVICE
 Supply readiness
 Availability rate
 Delivery flexibility
 Rush order rate
 Time frame for order
intake
DELIVERY PERIOD
 Average
 Minimum
 Maximum
 Delivery frequency
 Stock levels
DELIVERY QUALITY
 Average
 Minimum
 Maximum
 Delivery frequency
 Stock levels

24. INTERNET TECHNOLOGIES IN SCM
Information and Communication Technologies
Efficient information and communication technologies (ICT)
facilitate the operation of supply chain management and should
be implemented in companies.
standardized
communication
technologies for data
exchange
front-end
information systems
for transaction
processing
back-end systems for
cross-company
planning,
management and
coordination of the
logistics chain
NN

25. WAN
Wide Area
Network
LAN
Local Area
Network
INTERNET
Worldwide
Network
INTRANET
Internal Network
EXTRANET
Extension of the
corporate network
to external
business partners
Communication technologies serve to safeguard the consistent transmission of a
large amount of data not only within the corporation but between business
associates as well. This is carried out over a data network.
INTERNET TECHNOLOGIES IN SCM
Standardized Communication Technologies

26. USER
Customers, Suppliers, Public
FRONT-END
CONTACT PERSON
CONTENT
DATA
ADMINISTRATORS
Employees, Management,
Contractors
BACK-END
„BEHIND THE SCENES“
CONTENT
DATA
INTERNET TECHNOLOGIES IN SCM
Front and Back-End Information Systems
INTERFACE
Data
Content
DESIGN PROGRAMMING

27. INTERNET TECHNOLOGIES IN SCM
Advantages of Digital Supply Chains
Rapid Scale Intelligent Connected
MANUFACTURER RETAILER
Logistics
Provider
DISTRIBUTORCUSTOMER
Supplier
Talent
Supply Chain
Physical
Supply
Chain
Financial
Supply Chain
Information
Supply Chain

28. CHECKLISTS
Is Supply Chain Management Needed For Your Business Process Chain?
IS SUPPLYCHAINMANAGEMENT NEEDED FOR YOURBUSINESS PROCESS CHAIN? YES NO
Are last-minute (delivery) orders accepted by Sales without verifying their feasibility?
Is scheduled congestion management often practiced in Purchasing?
Does Purchasing align its supplier policy exclusively to quoted prices?
Are purchasing orders often done in a promptly manner with the same suppliers?
Do you frequently have shortages despite having high inventory?
Are last-minute changes often carried out in the production program?
If you answered "yes" to most of these questions, consider familiarizing yourself with the concepts and demands of supply chain
management.

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