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ASCM CEO Abe Eshkenazi, CSCP, CPA, CAE, offers his viewpoint on supply chain and the latest ASCM news.
Letters to the readers SCM Now magazine from Editor-in-Chief Elizabeth Rennie and other members of the editorial staff.
The official ASCM blog features insights, analyses and ideas from experts and ASCM leaders to help advance supply chains.
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ASCM research cuts through the clutter and brings you critical ideas and innovations in supply chain management, best practices, how-to steps, and practical advice that give you and your organization a competitive advantage.
“Supply Chain Management: Beyond the Horizon” is an industry-focused initiative with research and educational components. The research was conducted by Michigan State University in conjunction with APICS.
Transportation Journal is an ASCM academic journal devoted to presenting new knowledge about the supply chain, logistics and transportation fields.
APICS, through a partnership with The Manufacturing Institute, explores how manufacturing and supply chain can attract, retain and advance women.
In May 2009, APICS conducted two surveys of operations and supply chain management professionals. Respondents related the relevancy of specific APICS Operations Management Body of Knowledge (OMBOK) Framework topics to their work. Respondents evaluated each APICS OMBOK Framework topic as directly relevant, generally relevant, or not relevant to their own or their teams' responsibilities. Analysis of the data revealed which topics have greater relevancy for each job title and industry. A checked box indicates that the topic is very relevant—a frequent responsibility. Unchecked boxes indicate the topic is not relevant or is a task performed infrequently. Over the course of an operations management professional's career, he or she may encounter all topics covered in the framework.
APICS created two appendices out of the surveys for the APICS OMBOK Framework. The first appendix is based on the results for the non-manufacturing industries of distribution, health care services, retail, utilities, and hospitality. The second appendix is based on operations and supply chain management professionals currently in the following job titles:
OMBOK Chapter 2—Strategy
2.1 Operations Strategy
2.2 Supply Chain Strategy
2.4 Operations Management Links to Other Business or Organizational Areas
2.5 Product/Service Design
2.6 Strategic Capacity
OMBOK Chapter 3—Supply Chain
3.1 Responsiveness, Agility, and Efficiency
3.2 Supply Chain Visibility
3.3 Risk Management
3.4 Locating Facilities
3.8 International Regulations
3.9 Strategic Sourcing
3.10 Customer Relationship Management
3.11 Lean Management
OMBOK Chapter 4—Processes
4.1 Process Mapping
4.2 Manufacturing Process Environments
4.3 Service Processes
OMBOK Chapter 5—Planning and Control
5.1 Enterprise Resources Planning (ERP)
5.2 Inventory: Dependent
and Independent Demand
5.3 Master Planning
5.4 Demand Management and Forecasting
5.5 Sales and Operations Planning (S&OP)
5.6 Material Requirements Planning (MRP)
5.7 Distribution Requirements Planning (DRP)
5.8 Inventory Management
5.9 Inventory Models
5.10 Vendor-Managed Inventory
5.11 Collaborative Planning, Forecasting,
and Replenishment (CPFR)
OMBOK Chapter 6—Scheduling
6.2 Standards (Time Measurement)
6.3 Scheduling Techniques
6.4 & 6.5 Dispatching* (See OMBOK 6.5)
6.6 Queuing and Simulation
6.7 Theory of Constraints (TOC)
6.8-6.9 Advanced Planning Systems (APS)
6.10 Production Activity Control (PAC)
6.11 Manufacturing Execution System
Management - Tracking
OMBOK Chapter 7—Project Management
7.1 Project Organization
7.2-7.3 Planning Processes
OMBOK Chapter 8— Advanced Manufacturing and Service Technology
8.1 Information Technology
8.2 Automated Manufacturing
8.3 Advanced Service Systems
OMBOK Chapter 9—Emerging Operations Technologies
9.1-9.4 Web Collaboration/E-Business,
Warehouse Management Systems (WMS), Virtual Team Collaboration Rapid Prototyping
Pearson VUE System Maintenance
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