It has been said many times that there are two types of forecasts: lucky predictions and inaccurate ones. But just because your forecast will probably never be consistently perfect, doesn't mean that you shouldn't strive to achieve the most accurate forecast possible. Indeed better forecasts lead to better business management. And in these challenging economic times is critical that you have good estimates of what will happen in the future. With this information you will have a better idea of what you will sell or use, what products or material to stock, where the best opportunities for success are located and how to plan what resources will be needed. In the first part of this two day workshop we will lead you through the steps necessary to develop a successful, comprehensive demand forecasting program to meet your organization's specific needs. Instruction will be complemented by actual case studies and discussion involving participants'actual challenges. In the second part of the seminar we will use the results of our new forecasting practices to create a comprehensive inventory management program that will lead your firm to achieving the goal of effective inventory management:"Meet or exceed customers' expectations of product availability with the amount of each item that will maximize profitability or minimize your total inventory investment." Again we will accompany an explanation of "best practices" with actual case studies. There will also be ample opportunity to discuss delegates' specific inventory challenges. In addition to the instruction book describing all of the concepts presented in the workshop all participants will be given copies of these spreadsheet tools demonstrated in the workshop so that they can apply what they have learned in their organizations.

Most organizations sell or use inventory. Often the predictable availability and dependable delivery of this material to the end user is critical to success or even survival of your company. Is it best for your management to control all aspects of acquiring inventory, fulfilling orders and delivering products to your customers? Or should you work with a partner in accomplishing these vital services. In this two-day session, we will discuss and explore: • Identifying your organization's core competencies and what you might consider outsourcing • The difference between a 1PL, 2PL, 3PL, 4PL and 5PL service provider • The possible advantages of outsourcing • The possible disadvantages of outsourcing • The difference between asset-based on non-asset based service providers • How to determine the best service provider to partner with your organization • Making the use of a service provider transparent to your customers • Different ways service providers charge for services and determining what is best in your unique situation • Negotiating a contract with your service provider • Setting goals and standards of service • Monitoring the performance of your program • Deciding when to continue, expand or discontinue a program

Is there any trick hiding in the supplier’s quotation? Are there any further ideas to reduce the price? What are the methods to use to convince the supplier for price negotiations who declared losing money in their business? Everyday working on cost reduction work; Purchasing period getting shorter, Purchasing volume getting smaller; Raw material price continue to increase, but delivery time continue to get longer. The market required company to supply with better products, that is why buyers required to purchase with the lowest price to support the company to reduce total product cost. Every minute, buyers are facing pressure from continuity of cost reduction. Facing fierce Supply Market changes, how to understand supplier's quotation? How to achieve the cost reduction through the supplier negotiation? These are all the challenges that all buyers have to face. ·What is Price Analysis? What are the methodologies in Price Analysis? ·What is Cost Analysis? What are the methodologies in Cost Analysis? ·How do quickly find out the tricky points in the quotation? ·How to motivate supplier to support the cost reduction project? ·How to be a successful negotiator during the business meeting? ·What will be the strategy to leading the price negotiation? ·How to increase supplier power and easily achieve company cost reduction target!

APICS CPIM - Module 1: Basics of Supply Chain Management: Introduction to Supply Chain Management, Demand Management Master Planning, Material Requirements Planning, Capacity Management, Purchasing, Inventory Management, Execution and Control, Physical Distribution, Continuous Improvement.

·Understand the nature of decision making ·Use scientific methods to make decision ·Practice personal assertiveness to increase work efficiency ·Make right choice to reduce possible loss that may cause from wrong decision

-All sessions are designed for multifunctional associates at all levels of the organization. -Deep understanding of the business environment of today and the value chain at all levels. -Leadership at the intersection of People, Technology and Innovation. -Collaboration and global communication models will be incorporated into real time case studies in Supply Chain and Procurement. -Best Practices across the value chain will be translated into leadership action.

Procurement and supply management professionals recognize the need to produce dramatic results in an increasingly complex business environment. This is especially true in these challenging economic times, and necessitates a truly STRATEGIC approach to what was traditionally a transactional procurement function. Truly progressive organizations worldwide have been able to transition from a transactional role to become a strategic sourcing instrument of the organization, which reduces costs, while increasing both efficiency and effectiveness. Such a strategic transition must concurrently address the critical aspects of supplier management. Progressive organizations must therefore establish the strategic capabilities created by both strategic sourcing and active management of supplier risk to assure an optimized supply chain.

Supply Chain Operations Reference model, or SCOR® model in brief, is a model that can be applied to the supply chain of any industry, as well as applied to any organization in the supply chain. By using the methodologies of process analysis and design, performance metrics setting and monitoring, best practice benchmarking and adoption, and staff skill upgrading,SCOR® model enables your organization to strengthen logistic and overall performance in a holistic approach.

Growing in the Age of Risk and Leading with Digital Transformation China's economy growth is slowing down, and the increment is limited. Enterprises are transforming into producing high-value product. Procurement is shifting focus to strategic cost management and value chain optimization. The globalization of supply chain is increasing. In the face of trade wars, the loss of cost advantage, and the relocation of supplier networks, procurement need to make flexible adjustments in a short time. Digitization is changing the traditional business model and industry situation.Chinese consumers are upgrading their consumption habits, which is accelerating the journey to consumer-driven supply chain. That gives a strong push towards procurement specialization and focus on service. Enterprises must keep flexible and efficient in this increasingly competitive world.

Executive Management has increased its dependency on Supply Management to be a major source of improving the bottom line. As a result, a vast majority of CPOs see Cost Reduction as their top business strategy. Savings Initiatives, when properly implemented, have resulted in dramatic reductions in cost and significant improvements in productivity across the entire organization. As in all initiatives, success is dependent not only on an awareness of the potential opportunities, but more importantly, the knowledgeable implementation of the ideas, processes, and techniques that should be utilized. This seminar focuses on the many savings methods for both Direct and Indirect organizational spending that have been used to reduce cost, resist price increases, and increase the stature of the supply management function and those in it.