STRATEGy IN VALuE CHAINS: fROM DEMAND TO SuPPLy

fdc.org.br

STRATEGy IN VALuE CHAINS: fROM DEMAND TO SuPPLy

STRATEGy IN VALuE CHAINS:

fROM DEMAND TO SuPPLy

fDC: melding theory and real-life practices


LEARN ABOuT fuNDAÇÃO DOM CABRAL

fundação Dom Cabral is an international center for company

and executive development that has been ranked as one of the

20 best business schools in the world by the English newspaper

financial Times. By putting together a faculty with great academic

and executive experience, fDC seeks to build knowledge and

become a reference in business thinking.

Seeking to reach this goal, fundação Dom Cabral has as its

premise to work with the client, and not only for the client, in its

constant search to renew knowledge.

ONE Of THE TWENTy BEST BuSINESS SCHOOLS IN THE WORLD.

Another fDC characteristic involves its international alliances and

partnerships with the best business schools in the world. Schools

from China, france, the united States and Canada make up

the alliances and partnerships that make it possible to develop

research and teaching programs with the international focus that

is so desirable in the current business environment.

By melding theory and practice, fDC works to develop executives

and business people who will become agents of sustainable

growth not only to companies but to society as a whole.


Supply chain management must be aligned to market demand

characteristics. Supply chains that are responsive to the qualitative

and quantitative variations in demand tend to have more

efficient service levels, which is the key reason for long-term

competitive differentials. Taking into account the challenges

faced in creating chains that can respond to increasingly volatile

demand characteristics, it is imperative to study and design

supply chains not from a production point of view but from a

market one. This is the nature and the reason for being of this

program: “to analyze and manage supplies chains based on

market demands”. This program does away with the historic

paradigm of aligning supply chains from production to the

market, as the current moment demands exactly the opposite.

KEy BENEfITS

Strategy in Value Chains:

from Demand to Supply

• Managing the supply chain in response to turbulent and

volatile markets.

• Exploring alignment principles among marketing, sales,

production and logistics.

• Managing the balance between pull and push systems.

• Optimizing hybrid leadership strategies in service costs and

levels.

• Building decision-making skills based on integrated plans

between production and logistics.

• Analyzing the profiles of the new logistics and supply chain

management professionals.

• Inserting financial architectures into supply-chain

management.

• Aligning demand chains to social and environmental

responsibilities in a quest for differentiated sustainability.

www.fdc.org.br • atendimento@fdc.org.br • +55 31 3589 7300

A NEW APPROACH TO SuPPLy CHAIN INTEGRATED MANAGEMENT.

WHO SHOuLD ATTEND

Directors and managers involved in logistics, supply chain

management, marketing, the commercial area, production and

supplier management.


HOW THE PROGRAM IS STRuCTuRED

The structure of the Strategic Supply Chain Management

program follows a sequence based on business dynamics.

It presents content and activities that facilitate knowledge

acquisition by putting participants in touch with the latest

TECHNICAL TEAM

The technical team is made up of fDC professors who meld

business experience, conceptual foundations, teaching excellence

and experience in international business.

• Cláudio Boechat – fDC

• Garland Chow – uBC

• Geraldo Magela Mendonça Silva – fDC

• Geraldo Sardinha Pinto filho – fDC

• José Paschoal Rossetti – fDC

• Leonardo Araújo – fDC

• Paulo Tarso Vilela de Resende – fDC

Aligning to

raise the level

of the services

trends in supply chain management. Besides its conceptual

foundations, the program provides case studies, lectures,

business interviews and debating sessions.

Leadership in

operational and

production costs

MANAGEMENT ExCELLENCE IN ThE SUppLy ChAIN

BALANCE IN USING ASSETS

Using integrated

investments

efficiently

Optimizing the use

of productive chain

assets

CONTENT

Supply chains and corporate strategy

A) Supply chains and the corporate context

• Repositioning logistics systems vis-à-vis corporate strategy.

• Efficient movement in the supply chain.

• Strategic alliances in the value chain.

• fundamental concepts in supply chain management.

B) Alliances in supply chains

• Collaborative models in supply chain management.

• Integrating suppliers into supply chains.

• Partnerships in business logistics – managing operators.

• Setting up value-based supply chains.


The market as the main agent in supply chains

• Aligning supply chains demand management and configuration.

• The dimensions of value to the customer.

• Integrating supply and demand.

• Supply-demand: from integration to synchronization.

• The components of demand planning.

• Effective customer response.

• Managing supplier-customer relations.

Distribution strategies

A) The evolution of distribution channels

• Distribution systems and channels and the configuration of

operations networks.

• Aligning distribution channel components.

• Distribution strategies – internal and external.

B) Distribution channel design

• Aligning transport with distribution strategies: planning, routing,

programming, monitoring and performance management.

• Strategic analysis of transport multimodality and intermodality.

C) Distribution system management for strategic advantages

• Supply chains based on push systems.

• Supply chains based on pull systems.

• Performance measurements in distribution systems.

www.fdc.org.br • atendimento@fdc.org.br • +55 31 3589 7300

Purchasing management and risk management/stock

formation

A) Purchasing management and conflicts between

commercialization and logistics

• Realigning purchasing structures.

• Commercialization policies X supply and distribution policies.

• Sourcing and procurement.

B) Risk management and stock management

• Centralized systems X decentralized systems

• Managing stock through logistics integration.

• Risk sharing.

• The balance between movement and warehousing.

Performance indicators for supply chain management

• Control and planning tools.

• BSC applied to logistics management.

• The metrics of the supply chain integration project.

• Performance indicators for integrated logistics.


METHODOLOGy

Program methodology privileges a structured exchange of

experiences and cases, discussion groups, interactive classes and

contact with Brazilian and foreign professors.

Case studies

Business practices are presented, analyzed and debated to reinforce

several concepts that deal with company management.

Reports and lectures

Locally and internationally renowned business people offer a

rare chance to compare theory to practice.

Managing one’s health

Participants will be mentored by an expert professional who will

encourage the development of body awareness and improved

physical fitness, thus preparing them to manage their own health.

uPCOMING SESSIONS/VENuE 2008

June 23 through 27

fDC, Aloysio faria Campus, Nova Lima, MG – Brasil


REGISTRATION/SELECTION

Registration

Applications can be made until May 23, 2008. After this date, all

applications made will be subject to space available.

Cancellations

Cancellations will be accepted only up to 30 days prior to

the start of the program. Late replacements will be accepted

provided that the candidate’s profile suits the program.

Selection process

fDC has established a judicious selection process through which

registration forms are carefully analyzed. Our objective is to

set up groups that will be homogeneous as to their level and

diversity of experiences, and so allow participants to engage in a

fruitful process of exchanges and learning with their peers.

fDC: MELDING THEORy AND REAL-LIfE PRACTICES

“A set of factors turned this course into a unique learning

opportunity: classes with excellent professors who are experts in

logistics, an environment that was conducive to interaction with

experts from the largest companies in Brazil and all the infrastructure

and support offered by Fundação Dom Cabral.”

Rubens B. Benedik

Assistant Director for Supplies and Contracts – Orbitall

www.fdc.org.br • atendimento@fdc.org.br • +55 31 3589 7300

PARTICIPATING COMPANIES – 2007

• banco abn amro real

• bayer cropScience Ltda.

• bebidas wilson indústria e comércio Ltda.

• biolab Sanus farmacêutica

• carbocloro S/a – ind. Químicas

• cVrd – cia. Vale do rio doce

• cognis brasil

• confab industrial

• distribuidora automotiva

• duke energy internacional – geração Parapanema

• embrasil – empresa brasileira de distribuição Ltda.

• empresa folha da manhã S.a.

• fiat automóveis

• fmc Química do brasil Ltda.

• fundação dom cabral

• gerdau

• Henkel

• international Paper do brasil

• ipiranga Química

• Kimberly-clark do brasil indústria e comércio

de Produtos de Higiene Ltda.

• marcopolo

• merial Saúde animal

• novelis do brasil Ltda.

• orbitall Serviços e Processamento de informações

Comerciais S.A.

• Petrobras

• recofarma indústrias do amazonas Ltda. – coca-cola

• Sebrae-rr – Serviço brasileiro de apoio às micro

e Pequenas Empresas do Estado de Roraima

• thyssenKrupp met. campo Limpo

• Volvo do brasil Veículos

• Votorantim internacional brasil Ltda.


Campus Aloysio Faria

Centro Alfa - Av. Princesa Diana, 760

Alphaville Lagoa dos Ingleses

34000-000 - Nova Lima - MG - Brasil

Unidade BH

Rua Bernardo Guimarães, 3071

Santo Agostinho

30140-083 - Belo Horizonte - MG - Brasil

Escritório SP

Ed. Trade Center - Av. Dr. Cardoso de Melo, 1184

Vila Olímpia

04548-004 - São Paulo - SP - Brasil

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