Most procurement disputes about supply chain recovery planning originate in a specification written too quickly. Warehouse performance on recovery planning is decided by layout and discipline long before technology. The content is relevant to those who own this aspect of procurement and supply operations and to those who are held accountable for its results. They leave able to brief senior management on supply chain recovery planning in terms that support a decision. Cases are chosen to expose the trade-offs in the procurement and supply operations capability rather than to illustrate ideal conditions. Improvement in recovery planning stalls when it depends on one capable individual rather than a defined method. The programme takes participants through supply chain recovery planning end to end, from framing the problem to closing it out. Applied research in procurement and supply operations consistently shows that early structure around recovery planning reduces downstream rework. Participants finish with a short, specific brief on this area of procurement and supply operations ready to put in front of a decision maker.
Expected Learning Outcomes
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Assess the current state of supply chain recovery planning against a structured set of criteria rather than impressions.
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Build the approval and segregation controls preventing procurement fraud in recovery planning.
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Segment spend on supply chain recovery planning and apply a sourcing strategy proportionate to risk and value.
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Negotiate payment terms on recovery planning that improve cash without damaging supply.
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Set a realistic target state for supply chain recovery planning and a defensible route to it.
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Recognise early indicators that recovery planning is drifting away from its intended design.
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Assess continuity risk in supply chain recovery planning and build a proportionate mitigation.
Who Should Attend
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Finance staff reviewing spend and working capital in supply chain recovery planning.
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Internal auditors examining controls over recovery planning.
