Supply chain and operations: applied workshop

Demand-to-delivery flow

Use demand-to-delivery flow to make decisions inspectable.

Map information and goods from order to delivery.

Teaching example: An information update does not mean goods reached the warehouse.. Predict the result, independently check the key step, and compare these assumptions with the actual role. Do not use demonstration results as real-world advice.

Demand forecasts and error

Use demand forecasts and error to make decisions inspectable.

Compare forecast and actual demand and retain error history.

Teaching example: Forecast 100 vs actual 80 overestimates by 20.. Predict the result, independently check the key step, and compare these assumptions with the actual role. Do not use demonstration results as real-world advice.

Inventory and service levels

Use inventory and service levels to make decisions inspectable.

Reconcile opening stock, receipts, issues and closing stock.

Teaching example: Opening 30 + receipts 20 − issues 35 = closing 15.. Predict the result, independently check the key step, and compare these assumptions with the actual role. Do not use demonstration results as real-world advice.

Capacity and bottlenecks

Use capacity and bottlenecks to make decisions inspectable.

Compare hourly capacity across three stages.

Teaching example: The lowest-capacity stage constrains a serial process.. Predict the result, independently check the key step, and compare these assumptions with the actual role. Do not use demonstration results as real-world advice.

Supplier and procurement trade-offs

Use supplier and procurement trade-offs to make decisions inspectable.

Compare cost, lead time, quality and concentration risk.

Teaching example: The lowest unit price can bring higher inventory or quality costs.. Predict the result, independently check the key step, and compare these assumptions with the actual role. Do not use demonstration results as real-world advice.

Delivery metrics and root causes

Use delivery metrics and root causes to make decisions inspectable.

Define on-time delivery and categorise delays.

Teaching example: 18 on-time orders out of 20 = 90%; define the promised date.. Predict the result, independently check the key step, and compare these assumptions with the actual role. Do not use demonstration results as real-world advice.

Improvement pilot and controls

Use improvement pilot and controls to make decisions inspectable.

Plan one small improvement, measurement and exception handling.

Teaching example: Check whether an improvement shifts waiting to the next stage.. Predict the result, independently check the key step, and compare these assumptions with the actual role. Do not use demonstration results as real-world advice.

Worked example · fictional

From a problem to inspectable work

Synthetic inventory: on hand 100, inbound 50, committed 40; daily demand 20, lead time five days, safety stock 30. Position = on-hand + inbound − commitments.

1. Position = 100+50−40 = 110; reorder point = 20×5+30 = 130. Position differs from on-hand; ordering depends on the defined policy.
2. Further judgment: Lead-time variation rises. Is the original safety stock still justified?
3. Reassess demand/lead-time variability, service goals and shortage cost

Deliver order-to-delivery improvement plan: the calculation reference is 110; the recommendation must respect Reassess demand/lead-time variability, service goals and shortage cost. Separate numbers, inference and unknowns.

Failure case and repair

In Capacity and bottlenecks, copy tool output without definitions, then retain the conclusion when asked: Lead-time variation rises. Is the original safety stock still justified?

Even a result of 110 does not explain when Reassess demand/lead-time variability, service goals and shortage cost is supported.

Position = 100+50−40 = 110; reorder point = 20×5+30 = 130. Position differs from on-hand; ordering depends on the defined policy. Then test assumptions in Delivery metrics and root causes.