About the Session

Once the foundation is in place, how effectively does your organization plan, execute, measure, and continuously improve its supply chain?

Part 2 of Assessing the Internal Supply Chain continues the assessment by examining the operational and business-management processes that connect demand, materials, capacity, suppliers, manufacturing, cost, and organizational objectives.

Participants will explore Operations Management disciplines including resource planning, material planning, capacity planning, purchasing, shop floor control, standard product costing, and continuous process improvement. The session will examine the questions organizations should be asking to determine whether these processes are formally defined, effectively executed, measured, and continuously improved.

The assessment then expands to Business Management, connecting supply chain execution with business planning, marketing and sales planning, manufacturing planning, and business system development. Participants will see how these activities help close the loop between strategic objectives and day-to-day supply chain performance.

Finally, the session will demonstrate how assessment results can be translated into meaningful priorities and a continuous improvement work plan—helping organizations move from simply identifying gaps to taking action.

• Assess the effectiveness of resource, material, and capacity planning processes.
• Evaluate purchasing and shop floor controls that support quality, delivery, cost, and productivity objectives.
• Examine the role of standard costing and performance measurement in managing operations.
• Identify opportunities to eliminate waste, reduce lead times, improve quality, and strengthen continuous improvement.
• Understand how business, sales, and manufacturing planning connect strategic objectives with supply chain execution.
• Evaluate whether business systems are evolving to support changing supply chain requirements.
• Translate assessment findings into prioritized, accountable improvement initiatives.

The goal is not simply to assign a score—it is to identify where the internal supply chain can be strengthened and create a practical path toward improved performance.

SPEAKER:

Gary Kerslake CSCP

Customer-focused, manufacturing-savvy professional with over 40 years of line, staff, and consulting experience.

With his hands-on manufacturing expertise, he has given clients practical solutions for lean and supply chain process improvement.