Comprehensive overview of total supply chain management

    Here, I would like to share my view of total supply chain management. It consist of overall supply chain from beginning to the end. 

    This is a very interesting topic to know about.... It could mainly apply to manufacturing as an overall.

Below is a mind map of the total supply chain management. The resolution might not be that good. If you need a pdf copy or a mind map copy (using simple mind apps format), please email me. 

And here are the outline. If you need a well formatted word file or PDF file, please email me. 

Total Supply Chain Management

o What is supply chain management

 It is a management knowledge

 It is a chain, from beginning to the end

 It is a full stretch of knowledge from getting the supply to the buyer

o What are the topics in supply chain management

 Sourcing

• Supplier & potential supplier

• Supplier selection

• Terms & conditions

o Pricing

o Invoicing

o Payment terms

• Quality requirement

• Types of suppliers

o Direct manufacturer

o Distributorship

o Representatives

o Overall

 B2B

 Design

• From R&D

• The purpose

• Where use application

 Logistics

• Freight management

o Freight in

o Freight out

o Types of freight

 Air

 Ocean

 Road

• Warehousing

o Receiving

o Storage

o Outgoing

o Return of goods

o 3PL

• Customs

• Trade & Compliance

 Procurement

• Direct materials & indirect materials

o What is direct materials

o What is indirect materials

• PO placement

• When to buy

• Product quality

• How many to buy

• Types of procurement

o Buy to forecast

o Buy to PO

• Types of materials model

o Consigned

 Full or partial

 Pros & Cons

o Turnkey

 Full or partial

 Pros & Cons

o Buy/Sell

o Drop ship

o Customer managed

o High value

o Attrition

 Material costing

• Standard pack

• EAU

• Negotiation

• Distribution

• Consolidation pricing for negotiation

o By material itself

o By supplier

o By mother company

o By total spend

• Types of cost optimization

o Annual re-pricing

o Rebate

o Many more creative ways

 Materials planning

• What type of attrition

• What is required

o When to bring in

o When to use

 ERP

• Will be discussed in another topic

 Production Planning

• Function

o Build the product in the shortest time possible

o Optimize capacity & ship out once completed building

o When to build

o When to ship

o Minimize waste

o Counter check ineffeciency

• Resolve capacity constraints

• Types of build

o Build to forecast

o Build to PO

• Forecast

 Inventory management

• Keep the lowest possible inventory

o Pros & cons

• Ties up cash

• Expiry date

• A balanced model?

• Inventory tracking & reporting

 Reverse Logistics

• What is this? 

o Return & Repair

o Upgrades

o Rework

o Refurbishment

o Warehousing & safekeeping

• Value added services

• Usually, the cost is high

o Why is total supply chain management so important?

 It is a chain

• All are inter-related

 Impact as an overall

 To discuss more

o Areas not covered here

 Quality

• Quality management system

o Quality standards

 ISO

 Aerospace

 FDA

 Medical

 Military

 Telco

• Incoming Quality

 Engineering

• R&D

• Process

• Manufacturing

• Supplier quality

• Facility

• Test

• Industrial engineering

 Production

 Supplier quality management

 Finance

• Account Payable

• Account Receiveable

• Bad debts

• Returns

• Rebates

 Customer management

 Customer quotation

 Customer contract

 IT

 HR

 Customs

 Trade & compliance

    I hope you enjoy reading this article. If you wish to know more on this topic, please email me. 

    Thank you for taking the time in reading this article. Your feedback is highly appreciated. 

Thanks & best regards,

Ronald Gan

Training provided on account management - an overview

    This is the training that I have provided previously on account management in an EMS industry. 

Just to share what are the topics involved in account management.

Below is the list of items as above, in text form:

Account Management Overview & Training

o Company internal Definition

 Find from Intranet

o Roles & Responsibilities

o Organization

 Customer

 Hierarchy 

o Trainings proposed

 Usual HR Training

 Mandatory Training Required by COO

• Cornerstone

o Search "Training Market Sector"

 RFQ Explanation

• How to use the system?

• How to smartly quote

• What is this for?

• Items to take note

 Software & Tools

• IBM

o Planning Analytics

o TM1

• Power BI

• Microsoft Dynamics 365

o Use of CRM

 Customer Contacts

 Customer Organization

 Set opportunities for RFQ

 Trigger NPS

• VPN

• Web based

• Citrix

• Microsoft Office Tools

 Company Intranet navigation

 NPS

o Topics to discuss

 Miller Heimann

• Green sheet

• Blue Sheet

 CRM

 CVN

 Customer Review

• What is this? 

• Format

o In Share point 

• Purpose

• Attendees

o Who needs to attend?

o Who may attend?

• What do you need to do?

o Prepare

o Peer review

o Review with Senior Director

o Review with VP & MSVP

o Anticipate questions

o Access to Power BI

o Access to IBM Planning Analytics (Web1)

o Know how to navigate

 P&L

• Details

• How to obtain the file

 Quotation

• Process Flow

• Ownership

o New

o Existing

• OIL

• Format

o Customer

o Internal

 Finance

• TM1

o What is this for?

• Planning Analytics

o What is this for?

 Pricing File

 Contract

 Financial Forecast

• Site level

• Market sector level

 Inventory E&O

 Branding & Marketing

• Self read

• Company presentations

o Self learnt

o Expectations

 Make mistakes & learn from that

• Avoid repeating the mistakes

 Pay attention to details

 Stand back & think

 Methodology

• Self learning

o Self explore

 Purpose

• Multiple ways

• Think out of the box

• Challenge the status quo

• Questions & Answers after reading the materials

• Daily 1 hours of calibration session

o 10 am

o 3.30 pm

• Practie yourself

o Be hands on

o Don't worry to make mistakes

o Purpose

 Learning curve

 Overview

 Share what is the R&R

 Knows what is CM

• And know when to push back

• Ownership

• Responsibility 

 Gather previous CMs' experience

 Know what is important to CM team

o Characteristics

 Open

 Resourceful

 Always ready

 Independent

 Leader

• Make hard decisions

 Strategic

 People manager

 When in trouble

• Always come with proposals/solutions

 Salesman

• Buyoff & agreement

 Pay attention to details

 Think & strategize

 7 habits

 Story teller

If you would like more information, please leave me a message. 

As usual, I appreciate your feedback & comments. 

Thank you very much.

Best regards,

Ronald Gan

Example of Information gathering before a SWOT analysis

    I have the opportunity to make a good info gathering of an EMS company, before getting into the SWOT analysis. The above graphic is how I draft my work using a mind mapping tool called Simple Mind.

    Generally, information gathering is more difficult to do, when compare to SWOT analysis. You will need to have full information before a proper SWOT analysis could be done, as well as preparing for a way to counter the SWOT. 

Hopefully you will enjoy.  

Company XXX SWOT - Info gathering

Topics

 BD

 Program management

    • Extremely weak

    • No proper training

        o Hit the ground running

    • Very junior

    • Does not really serve the full purpose of this team

 Strategy

    • Nvr change

    • Arrogant 

    • Want to grow to usd X B

        o Did not know what to give & take

 Quotation 

    • Know how

        o Not many really understand the details

        o Not many encouraged to explore variations

        o Not many knows really how the format works

    • Succession plan

        o Slow

        o Not ready

    • Highly secretive

        o Too many fat hidden in the costing file

    • Only good for PCBA

        o HLA, system build & System integration is not well costed

        o Distribution & Direct Fulfillment is not well costed

        o Reverse Logistics is over priced

    • Excel file

        o Macro written by one person

        o No back up plan

    • CBOM weaknesses

    • Overall process weaknesses

 Finance

 Senior management

    • Poor succession plan

    • Very biase

    • Perception

    • All of them have their own agenda

 Engineering in manufacturing

    • 90% of them are weak in these areas

        o Experience 

        o Exposure

        o Skills

        o Knowledge 

        o Language

             Spoken

             Written

        o Problem solving skills

        o Integrity

 Problem solving

    • Weak like hell

        o At working level

        o At senior level

        o Just want to get over it

    • No standard way

 Quality

    • Very poor

        o Don't know how to manage the situation

             Fail to solve a complex problem systematically

    • Bad mentality

    • Significant escapees

        o R&D

        o Manufacturing

    • Majority of the team is weak

    • There is no proper & systematic problem solving tools being used

    • Most of the times, failed to even identify the "Problem Statement"

        o Jump directly to root cause

 Overall Integrity

    • Very lack of integrity

    • No professionalisme

    • All based on personal perception

    • Top management can do what they like

        o Will get their "watch dogs" to run the dirty work for them

             Spread news

             Influence

             De-fame

             Gather information

             Benefits 

    • Only good for senior management - Director & above level

        o Always there will be food & drinking sessions at top level

             Using company's money for "personal agenda"?

    • Lousy medical coverage

 Customers visits

    • Very good

    • Systematic

    • Senior management's involvement

    • Flexible

    • Utilize MH Green Sheet

    • Excellent salesmanship

 CRM tools

    • Ms Dynamics 365

    • IBM cognos

    • IBM TM1

    • Miller Heiman

        o Blue sheet

        o Green sheet

        o Used at all level

                 Standard language

    • Power BI

    • Annual customer survey

        o Customer is getting annoyed by this survey

        o No proper actions taken

             No change

    • Customer review

    • Great tools, BUT

        o Not many people knows how to really use it

             For the real purpose of self improvement

 Engineering R&D - focus in APAC

    • Poor succession plan

    • Not qualified as senior management

        o Poor in managing customers

        o Unable to manage situation

    • Charges are extremely high

    • Lack of business people that is able to quote based on what the customer wants

    • Very inexperience

        o Too young 

    • Always over charge

    • Don't know how to be flexible

    • Refuse to accept the fact that they are weak

        o Still thinks they are the best

    • Arrogant 

 Succession plan - weak

    • Functional / Department head

    • GM

    • Senior level

        o Questionable

    • Operations Directors that are capable

    • Not based on how good a person is

        o Based on how much top management likes the person

 Secret projects

    • Way too many

    • Too secretive

 Internal politics

    • Among regions

        o Massive

    • Personal gains & agenda

    • At top level

    • Very unhealthy

    • Worst I have ever seen

    • Always in a blame game

 Supply Chain

    • It is a big political mess in this group

    • Very weak

        o The team thinks they are very good

             That is because they were never exposed to real good SCM team

    • Leadership sucks in APAC

    • There is no proper plan & long term goals

        o Don't have the know how

    • Sub teams

        o Costing

        o Sourcing

        o Procurement

        o MRO

        o Logistics

        o Warehousing

        o Materials system

    • ERP system used is really outdated

 Travels

    • Senior level travel in business class

    • Hit the ground & start to work

        o No time for rest

 Pay & package

    • Lower than industrial standards

    • Lower than competitor

    • Extremely lousy package in APAC region

    • Package is very good only for Director & above level

 Work hours

    • No flexibility in APAC region

    • Very calculative

Note: 

The information gathered is based on my personal view. If further information is desired, please email me. 

Last but not least, would appreciate your feedback and sharing. 

Outstanding Manufacturing Program Manager

More of my comments & discussion per the link below:

http://mymindmappingcollections.blogspot.com/2008/03/outstanding-program-manager-mindmapped.html

Program Management Terminology

On the left are some of the terminologies that you must know in manufacturing program management. These terms are very useful, so that a program manager can really manage a certain situation well.

By knowing the basic, he or she can ask the right questions, and make the right decision. He or she can then lead the team to the right path accordingly.

P/S: If you would like to know more of each terminology now, please drop me a note. I will do my best to explain clearly to you.