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Certified International Sourcing Manager – CISM

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(Week 1) Evolution of corporate role/strategic planning,

1. Moving From Purchasing and Supply Management to Supply Chain Management

Describe some of the more pressing issues/initiatives facing modern Internaational business.
Explain how world class organizations are “leveling up”.
Explain “strategic management”, “strategic sourcing”, and the relationship of “strategic sourcing to supply chain management”.
Explain the skill set required for strategic sourcing.
Explain what is meant by a “supply chain orientation”.
escribe “the New Supply Paradigm”.
Explain the modern definition of “Supply Chain Management”.
Explain how supply chain managers and organizations can become “Supply Chain Masters”.
Describe strategic thinking as it pertains to supply chain management.

2. International Purchasing and Supply Chain Management Trends

Explain how future trends in international purchasing and supply chain management will affect organizations.
Explain how future strategies can be designed to accommodate those trends.

3. Key Supply strategies for Tomorrow: Perspectives on the Future of Purchasing and Supply

Explain development of “category strategies”.
Describe how to develop and management suppliers.
Explain leveraging of technology enablers.
Explain effective and efficient internal and external collaboration.
Describe how to attract and retain supply management talent.
Explain management and enabling of the future supply chain management organization.

4. Supply Chain Technology Trends:

List several of the more exciting state-of-the-art “technology enablers” applied in International Supply Chain Management
Explain how these technologies can be applied.

5. Building the Strategic International Supply Chain Management Organization

Explain the following:

How to create an organizational vision.
How to create an environment for success.
How to staff the environment.
How to automate and simplify high volume transactions.
How to focus on supplier and customer relationships.

6. Summative case providing lessons on strategic supply chain management and planning.

(Week 2) Strategic Sourcing,

1. Strategic Sourcing: Critical Elements & Keys to Success

“Strategic Sourcing” as compared with tactical or transactional sourcing.
The importance of Strategic Sourcing.
The skill sets needed for Strategic Sourcing and how to obtain those requisite skill sets.
The transition process from tactical to strategic sourcing: building a step-by-step methodology/plan
Where e-Procurement fits with Strategic Sourcing.

2. Total Quality Supply Base Management

The relationship between Strategic Sourcing & Strategic Supply Management (SSM)
How to categorize purchases in Strategic Sourcing
How to employ and develop Early Supplier Involvement (ESI)
The processes of Supplier Relationship Building and alliance partnering
How to categorize, certify, and manage suppliers

3. Total Quality Supplier Assurance

The importance and role of the Organizational Mission & Functions Statement
Three Questions to be answered in Strategic Supply Planning
The role of Supplier Site Visits, Qualification, & Survey Results
How to conduct Total Quality Assurance & the role of Material Review Boards
The relationship between purchased Item Quality & Supplier Quality Assurance
The use of Statistical Process Control (SPC) & Total Supplier Quality in assuring quality

4. Supplier Qualification and Selection

The Supplier Marketplace Model & Environmental Factors affecting it
Why you need to know Your Marketplace & Your Supplier
What Your Suppliers Need to Know about you— The role of the Welcome Booklet
How to perform Supplier Qualification & Due Diligence Studies
How to understand the Supply Base
The Solicitation, Purchase Commitment, & Supplier Selection processes

4. Part II Solicitations, Bids, Proposals, & Source Selection: Building a Winning Contract

The Sourcing Life-Cycle
Pre-Bid/Proposal Phase: Procurement Planning, Solicitation Planning & Preparation
Pre-Bid/Proposal Phase: Pre-Sales Activities & Bid/No Bid Decision
Bid/Proposal Phase: Bid/Proposal Development & Reviews/Approvals
Bid/Proposal Phase: Source Selection Planning & Evaluation
Post-Bid/Proposal Phase: Contract Negotiation & Formation
Planning, Solicitations, & Source Selection – Best Practices

5. Supplier Performance Evaluation—The Report Card

The various methods for evaluating the Supplier’s Performance
Supplier Rating System Factors
Criteria/Standards for an Effective System
Supplier Rating System Reports & Forms
Rating Guidelines & Policy Standards

6. Measuring the Process—Internally & Externally

Nine Key Areas of Purchasing Objectives
Metrics—How Well Are You Developing Your Supplier Base?
Supply Base Management Costs
Metrics—How Well Are You Managing Your Supplier Base?
Value-Added Cost Savings
Cost Avoidance Accrual Methodology

7. Lessons Learned: Ten Ideas for Effective Strategic Sourcing

List and describe ten ideas/suggestions on how to conduct effective and efficient strategic sourcing.
Explain the favorable impact on the organization from use of these techniques.

4. Summative case providing lessons on strategic sourcing.

(Week 3) Supplier Relationship Management

1. Supplier Relationship Management (SRM) and Collaborative Value Creation

List and explain the various components of an effective supplier relationship management program.
Explain how organizations are moving from cost reduction to value creation.
Explain the relationship between SRM and Strategic Sourcing.

2. Supplier Relations Development: Providing the Groundwork for Supplier Certification

Explain the relationship between SRM and CRM.
Explain how supplier certification depends on SRM and supplier relations development.

3. Constructing the Optimal Supplier Relationship Program

Explain the following six steps in the process of constructing the optimal Supplier Relationship Program:

Articulate the desired relationship.
Establish a preliminary relationship plan.
Explore the potential joint commitment between the supplier and the buyer, then review.
Design a joint relationship management team.
Develop the process for doing joint work, execute objectives and measures, and review again.
Reassess the relationship against objectives and measures.

4. High Performance Supplier Relationship Strategies

Explain the strategies, practices and behaviors firms have used to establish rationalized supply bases and improve supplier working relationships.
Explain how firms have forged deep supplier relationships in rationalized supply bases.
List several of the benefits of deep supplier relationships.

5. Reducing the Supplier Base and Managing Supplier Relationships

Explain the Impact of Supplier Relationship Management (SRM) on supply chain systems and organizations.
Describe a system of SRM Classification & Consolidation.
Explain how to host a Supplier’s Day & Supplier Linking.
Explain the purpose and role of a Supplier Advisory Council (SAC).
Explain the difference between/among Sole Sources, Limited Competition, & Insufficient Supply.
Explain the Outsourcing process and use of Third Party Service Providers.
Explain how to use appropriate B2B Internet Technologies.
Explain when and how to change supply partners.

6. Summative case providing lessons on supplier relationship management.

(Week 4) Advanced Cost Management Techniques.

1. Advanced Cost Management Techniques: Introduction

l Define Cost Management.
l Define Value Management.
l List the 7 components of Cost and Value Management.
l Explain the formulae for the 7 components of Cost and Value Management.
l Explain when the 7 components are employed during a product’s life cycle.
l Name some principles of Cost and Value Management.
l List some computer applications aiding in Cost and Value Management.

2. Cost Reduction Strategies

Explain various cost reduction strategies and ideas.
Explain how to employ effective and efficient price and cost analysis.
Explain how “Total Cost of Ownership” and “Total Systems Cost” can be used to reduce cost for the organization.
Describe the use of “Should Cost” Models and Techniques.
Describe various innovative solicitation models and their use.
Explain Target Cost Analysis and Target Pricing.
Explain how to obtain low cost in offshore sourcing.

3. Value Engineering and Value Analysis

Define Value (Cost) Engineering
Define Value (Cost) Analysis
Understand the benefits of using Value Engineering and Value Analysis for the Buyer
Understand the benefits of using Value Analysis for the Supplier
Understand where and when Value Engineering and Value Analysis can be applied
Understand VE misconceptions
Describe some VE successes

4. Summative case providing lessons on advanced cost management techniques..