Doing business means making choices. That is what you experience in practice with respect to stock management. You are faced with questions like: Which stock models can I use? How can formulas and simulations help me to make rational decisions? How should I set up my process and IT systems? How can I profit from stock and information in the supply chain?
Results
After this course, you will have a better grasp of the function and costs of stock. You will know the importance and meaning of the degree of service. You will also have more insight into the advantages and disadvantages of different stock models. You will be aware of the consequences of the model you are using to determine the stock parameters. You will be able to determine the stock parameters analytically and set up and calculate performance indicators. You will pick up concrete ideas for improving stock management in your own organisation and the chain.
Target audience
This course is for everyone who wants to understand stock management on a tactical level (management, planners, stock managers, and staff members in the ICT and financial departments).
Method
In this course you will learn to apply the theory immediately to your own organisation. Thus, you will carry out practical assignments and simulations working with your own company's figures. For this, you will use the simulation tool SimCurve®. In addition, you will test your understanding, in a playful way, in the Supply Chain Game. Moreover, under the instructor's supervision, you will write an improvement plan on the basis of one of the lesson topics.
More information?
We offer this program as an open training or in-company. If you choose for the in-company variant, the program will be tailored to your specific situation and objectives. The fee for the open training is € 1500 per participant. For more information, contact Involvation or download the complete brochure of the training course Tactical Stock Management (including the course programme). You can also view the training course calendar.
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