Build a supplier performance regime covering reorder point optimisation with real consequences.
Designing Optimal Reorder Point Strategies for Each Item
Develop the judgement and the documentation needed to run reorder point optimisation properly.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
A supply chain is only as reliable as the least visible link inside reorder point optimisation. Single sourcing on the procurement and supply operations capability looks efficient until the day it is not. The version of the wider procurement and supply operations agenda described in the manual and the version practised on the floor tend to diverge over time. It treats reorder point optimisation as an operating discipline and equips participants to run it as one. Exercises escalate in difficulty, ending with the ambiguous situations that make this aspect of procurement and supply operations hard in practice. The professional literature on the wider procurement and supply operations agenda converges on a small set of controls that reliably work. It suits anyone whose decisions touch reorder point optimisation, in large organisations and small ones alike. The result is the confidence to make and defend decisions about this area of procurement and supply operations under scrutiny. Work concludes with a self-assessment of this part of procurement and supply operations that participants can repeat annually.
Expected Learning Outcomes
Reduce the working capital tied up in reorder point optimisation without creating stock-outs.
Negotiate payment terms on reorder point optimisation that improve cash without damaging supply.
Design receiving, storage and picking flows supporting reorder point optimisation.
Handle the trade-offs in reorder point optimisation between speed, cost and assurance explicitly rather than implicitly.
Draw practical lessons from failures in reorder point optimisation without assigning blame that suppresses reporting.
Assign clear ownership for each element of reorder point optimisation across the functions involved.
Who Should Attend
Technical staff being prepared for supervisory responsibility over reorder point optimisation.
Public sector officials applying reorder point optimisation within a regulated framework.
Supply chain planners forecasting demand for reorder point optimisation.
Contract managers administering agreements covering reorder point optimisation.
Procurement and category managers responsible for reorder point optimisation.
Supplier relationship managers developing partners in reorder point optimisation.
Course Modules
Reorder point optimisation: controls, segregation and fraud prevention
2 sessions · 8 pointsSession 1The approval control on reorder point optimisation that prevents fraud
- Review the audit trail for the last three award decisions on reorder point optimisation.
- Verify segregation between requisition, approval and receipt in reorder point optimisation.
- Prepare the summary of reorder point optimisation that senior management will read.
- Write the specification for reorder point optimisation so two suppliers would price it the same way.
Session 2Where reorder point optimisation typically breaks, and why
- Identify single-source dependencies in reorder point optimisation and cost the alternatives.
- Review whether reorder point optimisation is aligned with the objectives of the supply function.
- Write down the assumptions underpinning the approach to reorder point optimisation.
- Agree the escalation route when supply of reorder point optimisation is disrupted.
Reorder point optimisation: inventory policy and working capital
2 sessions · 8 pointsSession 1Who answers for reorder point optimisation, and to whom
- Apply ethical and environmental criteria to supplier selection in reorder point optimisation.
- Set the stock count cycle for reorder point optimisation and act on discrepancies.
- Record the rationale for each significant choice made about reorder point optimisation.
- Rank the weaknesses in reorder point optimisation by consequence rather than by ease of fixing.
Session 2Contract terms on reorder point optimisation that survive execution
- Identify the data already collected that bears on reorder point optimisation.
- Set the consequence for failing service levels on reorder point optimisation, and apply it.
- Prepare the response for the most likely failure in reorder point optimisation.
- Test the procedure for reorder point optimisation against a realistic scenario.
Reorder point optimisation: continuity, risk and single points of failure
2 sessions · 8 pointsSession 1Releasing working capital trapped in reorder point optimisation
- Evaluate reorder point optimisation on total cost of ownership across the full life.
- Establish the boundary of reorder point optimisation and record what sits outside it.
- Check that records of reorder point optimisation answer the questions likely to be asked.
- Validate claimed savings on reorder point optimisation against actual invoiced spend.
Session 2Making reorder point optimisation work when resources are constrained
- Record what was learned when reorder point optimisation did not go as planned.
- Identify slow-moving and obsolete stock inside reorder point optimisation and decide its fate.
- Benchmark the organisation's reorder point optimisation against comparable operations.
- Define measurable service levels in the contract covering reorder point optimisation.
Reorder point optimisation: specification, requirement and demand
2 sessions · 8 pointsSession 1The single point of failure inside reorder point optimisation
- Set out the decisions in reorder point optimisation that require sign-off and by whom.
- Confirm traceability from supplier to point of use for reorder point optimisation.
- Review whether inventory policy on reorder point optimisation still matches actual demand.
- Negotiate payment terms on reorder point optimisation without pushing suppliers into distress.
Session 2Choosing the right sourcing approach for reorder point optimisation
- Assess supplier financial health for critical elements of reorder point optimisation.
- Establish who is informed, consulted and accountable in reorder point optimisation.
- Identify where judgement in reorder point optimisation is legitimate and where it is not.
- Decide what will be stopped to create capacity for reorder point optimisation.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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