Course syllabus

Duration: 6 days

Objectives:

The “test” of the strategy it is its implementation. This is why this module put strong emphasis on roadmaps for the implementation of strategy, the links between strategies and actions at operational level and the key enablers to successful implementation and change management issues. Supplier Relationship Management is explained with particular reference to supplier integration and performance management.

Pre-reading:
Supplier Management and Development Purchasing and Supply Management by Monczka, Trent and Handfield.

Contents:

DA Y 1

• Purchasing Excellence Model.
• Purchasing assignment presentation.

DA Y 2
Category Management

Profiling and prioritizing the sourcing categories

• Geographic scope definition: Global Vs. local.

Developing the segment strategy

• Segment identification and profiling.
• Business requirements and supplier base.
• Understanding the segment cost structure.
• Market analysis and Porter’s 5 Forces.
• Strategic mapping and Kraljic.
• Supplier portfolio analysis.
• Establishing and leveraging a World Class supply base.

DA Y 3
Upstream Purchasing involvement:

• Value analysis and Value Engineering.
• Supplier involvement in New Product Development.
• Role of purchasing in NPD.

Corporate Social Responsibility and Purchasing

DA Y 4
Introduction to Supplier Relationship Management

• SRM: What it is, and what it is not!
• Why do we need SRM?
• Aspiring to “preferred customer” status.

The major steps in the SRM process

• Identify and differentiate your suppliers.
• Focus and analyse the key suppliers and relationships.
• Set up and implement a customised approach.
• SRM organisation.

Skills and competences required in Purchasing:

• Skills relative to the maturity of the Purchasing function.
• Skills relative to different job descriptions.
• Skills required according to the type of category.

DA Y 5

• Workshop: definition of a category strategy using students’ real case.
• Workshop: definition of the strategy towards a key supplier.

DA Y 6
Examination

Duration: 6 days

GLOBAL SOCIAL RES PONSIBILITY
Objectives:

This is currently an area of growing interest and concern, as many companies create their own CSR positions and appoint their own managers. This module looks in detail at the concept, risk and activities surrounding corporate social responsibility (CSR). It also considers the development of SRI, socially responsible investment, as some funds now focus exclusively on companies that have a proven track record in terms of CSR.

Pre-reading:
Perspectives in Business Ethics - 3rd international edition McGraw Hill, Hartmann L (2005) Chapters 1 pages 5 to 37 & 4 pages 280 to 306.

CORPORATE GOVERNANCE
Objectives:

This new module responds to the growing need for awareness of the fundamentals of Corporate Governance and the consequences of inappropriate or poorly monitored processes.
Building on a foundation of generic organisational and governance models, specific reference is made to recent high profile events and the consequential legislative responses. A solid governance structure links directly back to the obligations of a corporation to society, issues related to ethics and pre-requisites to sustainable growth.

Contents:

GLOBAL SOCIAL RES PONSIBILITY

DA Y 1
Challenges facing a company which seeks to operate in a consistent manner with the agenda of sustainable development as defined through both government and non-governmental organisations.

DA Y 2

• Identify the basic concepts and logic of business ethics.
• Introduction to the idea of Company Social Responsibility.
• Gain awareness of leading contemporary themes and issues in Company Social responsibility.
• Globalisation.
• Sustainability.

DA Y 3

• Comprehend the stakeholder theory.
• The European Social Model and a comparison of North American and European approaches to the subject.
• Evaluate leading approaches to moral philosophy which are of relevance to discussions in Business Ethics.
• Comparison of their contrasting implications in relation to selected controversial issues.
•  

CORPORATE GOVERNANCE

DA Y 4
Introduction to Corporate Governance

• Governance structures: theory and practice.
• One- and two-level board systems.
• Board structures and responsibilities.
• Non-executive directors.
• Board committees and subsidiary boards.
• The roles of institutional investors.
• Corporate governance in Germany.
• Corporate governance in Japan.

DA Y 5
The Board and corporate ethics

• Transparency and conformance.
• Enron and WorldCom.
• “Sab-Ox” and after.
• Governance problems in financial institutions.
• Board roles in acquisitions.
• Sustainable growth.
•  

DA Y 6
Examination

Duration: 6 days

OPERATIONAL RISK MANAGEMEN T

Objectives:
The management of risk has become a critical issue in many industries, touching on business continuity, sustainability and linking across to Corporate Governance requirements. Purchasing professionals have traditionally practiced some form of risk assessment and mitigation process aimed at minimising the impact of supply failure. This discussion broadens the scope of Risk Management across the value chain and considers not only “predictable” risk categories but also the appropriate response to catastrophic events

CONTRACTURAL RISK MANAGEMEN T

Objectives:
The issues in drawing up contracts and identifying contract risk and how to avoid it. The question of patents, their cost and value, the question of IP (intellectual property) and the growing sector of piracy and counterfeit goods are discussed.

Contents:

OPERATIONAL RISK MANAGEMEN T

DA Y 1

• Introduction to module and risk.
• Decision trees.
• Failure Mode and Effects analysis (FMEA).
• Theory of constraints.
• Undesirable effects.
• Resolving dilemmas.

DA Y 2

• Scenario thinking.
• Pessimistic – Optimistic – Most likely.
• World Café approach.
• “Post-it” scenario planning.

DA Y 3

• Supply Chain Risk.
• Poor information - “bullwhip”.
• Partner risk - disruption, agility.
• Supply chain risk continued.

CONTRACTUAL RISK MANAGEMENT

DA Y 4
Dispute resolution.
Protection of proprietary & Intellectual property.
Subcontracting and employment legislation.
The European insolvency proceedings.
Legal considerations regarding electronic documents and signatures.

DA Y 5

• Financing of legal risks (insurance, factory, transfer…).
• Legal risks in project management.
• Risk management in innovation.
• Regulations concerning arbitration, mediation, compromise, adjudication
• Legal engineering, introducing legal considerations during concept /design & product or service.

DA Y 6
Examination

 
 Duration: 6 days
FU NDAMENTALS OF IT

Objectives:
One of the challenges for business today is to move the organisation towards an information technology centred structure. The need for information and not “reporting” is the foundation stone of a modern organisational structure and this requires modern systems. Electronic Commerce has changed the way business is done. Because it plays a major role in implementing these solutions, the purchasing function must thoroughly understand and manage not only the solutions available on the market and the technical issues to do with products and suppliers, but, most important of all, the issues of implementation and acceptance.

Pre-reading:
Tapscott D. Strategy and the New Economy, Strategy and Leadership, Nov/Dec97, Vol. 25 Issue 6.
Jelassi, T. and Enders A. Strategies for e-business: creating value through Electronic and Mobile Commerce, Prentice Hall, 2005 (first edition).

PROJECT MANAGEMEN T

Objectives:
Purchasing and Supply Managers have three complementary responsibilities; establishing a purchasing strategy, managing purchasing operations and striving for excellence. Excellence requires a blend of continuous and breakthrough improvements, the latter delivered through reengineering projects. This module explores the various approaches to Project Management, explains standard and proven practices and highlights the ingredients that contribute to a successful implementation.

Pre-reading:
Slack, N, Chambers, S and Johnston, R (2001):
Operations Management.

FUNDAMENTALS OF IT

DA Y 1

• Development of the Digital Enterprise.
• Key characteristics of electronic business and the Digital Enterprise.
• E-Business Case Study - Tesco.com (UK).
• Impact of Digital Business on macro-environment and industry structure - “Porter vs The Rest”.
• C-Commerce and “co-opetition”.
• E-Business Case Study - Amazon.com (USA) vs Bertelsmann Online (Germany).

DA Y 2

• Value Creation in Digital Business strategy – Digital Strategy and Issues – Horizontal and Vertical impacts of Digital Business.
• Company-centric” B2B - “Buy-side” and “sell-side” models and cases.
• Buying and Selling in B2B E-markets - “Many-to-Many” E-marketplaces.
• E-Business Case Study - E-marketplaces: Covisint.

DA Y 3

• Opening pockets - E-Business models.
• E-Business Case Study - Ducati (Italy).
• Understanding the fourth channel, key concepts and definitions in e-business channel strategy.
• The Emerging Technology Landscape - new data structures and standards for e-business.
• The Emerging Technology Landscape - Web 2.0 myth or reality.
• Course summary, discussion and questions.

PROJECT MANAGEMEN T

DA Y 4
Introduction and overview of Project Management

• Project Management basics.
• Defining a project - setting objectives and defining project deliverables.
• Work breakdown structures and milestones.

DA Y 5
Designing a project

• Detail planning and Gantt charts.
• Project finance and risk management.
• Project delivery.

DA Y 6
Examination

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