SCM 300 Global Supply Operations Midterm Exam III

• Project


  Unique output with desired outcome; limited budget, deadline
• Four Steps in Project Management


  1. Define the Project

  2. Establish Project Priorities

  3. Work Breakdown Structure

  4. Track Project Progress
• Objectives


  Measurable goals (budget, time, performance and quality)
• Deliverables


  Description of services/products to be delivered (Presentation and/or documents, research, physical item, intangible outputs)
• Milestones


  Specific events in a project (Establishing project timeline, key decisions, and deadlines)
• AON Diagrams


  Visualize project tasks, dependencies, and sequence effectively
• Critical Path


  The longest path (in terms of time) in the AON Diagram
• Slack


  The time an activity can delay without consequences
• Crash a Project


  Cost-effective shortening of project by speeding critical path(s)
• Business Process


  Documented process efficiently transforms inputs into value
• Characteristics of a Good Process


  • Good Intentions (goal-oriented, efficiency, stakeholder consideration, related business processes, seek opportunities for improvement)
  • Reproducible Results (documented and easily understood steps)
  • Measurable and Manageable Results (valuable metrics, metrics that aid in management, using data to learn and improve)
• Common Reasons Business Processes Fail


  • Used to be Good (market evolution, poor/no training, miscommunication)
  • Was Never Good (poor goals/priorities, misalignment, unreasonable expectations)
  • Process Limitations (demand is too high, human resource challenges)
• Cow Path Theory


  New cow is expected to follow path of old cow even though new cow sees faster and more effective way to reach water
• Consulting


  Services related to providing advice to companies, organizations and individuals
• Consulting Careers


  • Entry Level Consultants
  • SMEs generalists
  • Corporate Careers
• Types of Consulting


  • Provides Client Data and/or Information
  • Defines Client Problem (Identify Root Cause)
  • Develop Solutions
  • Provide Professional Recommendations
  • Provide Assistance with Implementing Solutions
• Waterfall Methodology


  Multiple phases; water flow down, the water can't flow back up
• Iterative Methodology


  Flexible method incorporates stakeholder feedback, concurrent phases, and client involvement
• Engagement


  A specific business that is assigned to a consultant or consultant team
• Attributes of a Good Consultant


  • Values feedback
  • Values simplicity
  • Consultant expects resistance to change
• Common consulting errors


  • Trying to maintain happiness
  • Expecting to be liked
• Four Requirements of Business Solution


  • Recommendations tied to goals
  • Monetary benefit
  • Value to work ratio
  • Organizational fit
• Business Process Improvement (BPI) Steps


  1. Desired State

  2. Present State

  3. Gap Analysis

  4. Develop Project Scope

  5. Collect, Share, and Analyze Data

  6. Develop Solutions and Recommendations

  7. Develop an Implementation Plan
• Gap Analysis


  Evaluating and comparing current and desired states
• Scope (Project Scope)


  Definition of project's boundaries and objectives
• Scope Creep (Scope Inflation)


  New goals and deliverables to become part of the project
• The most common error when developing solutions is to try and develop solutions right away
• Block Diagram


  Map of many interconnected processes; not very detailed (Big picture)
• Process Maps (Flowchart)


  One process; very detailed
• Process Map Elements


  • Rectangle (task, operation, data collection point)
  • Diamond (decision point where multiple exit flow paths are possible)
  • Pill (terminator; start/end; entrance and exit to process)
  • Skinny Arrow (flow of customers/material within the process)
  • Ticket (process; entire process; likely depicted in another flow chart)
  • THICK Arrow (movement or transportation)
  • Oval (inspection)
  • Bullet (delay in process)
  • Egg (connector; shows end on one page, shows were to continue on page 2)
• Swimlane


  Process Map + individual/group that is responsible for each activity
• Value of A Process Map


  • Required resources
  • Technology requirements
  • Testing the process
  • Operational estimates
  • Communication
  • Quality tool
• Social Responsibility


  Legal and ethical behavior, sustainability, commitment to the community
• ESG (Environmental Social and Governance)


  Sustainable issues, issues related to the treatment of people, organizational leadership issues
• Due Diligence


  Assessing supply chain partners across risk factors
• Supplier Code of Conduct


  Buyer's expectations document for suppliers
• Manufacturing Compliance


  Required government regulations and standards
• Manufacturing Audit


  Examining if manufacturing contractors are abiding to legal regulations
• Fair Trade


  Program intended to ensure that producers/suppliers get a fair price for their goods
• SA8000


  Certification program that focuses on social responsibility