The document provides an overview of key concepts in project management and supply chain management. It discusses four general tips for project management, including getting everyone to love the project and having one-on-one meetings. It also outlines the seven steps of successful scheduling, which include defining the problem, picking a solution, managing risks, and doing a post-mortem. Additionally, the document defines supply chain components and objectives, describes the bullwhip effect, and discusses inventory policies and types of distribution networks.

2. Outline
 Four General Tips
 Seven Steps of Successful Scheduling

3. General Project Management Tips
 1. Get EVERYONE to love the project.
 What if I don’t love it?
 If you don’t love it, pretend to. We become what we pretend to
be.
 What if my other team members don’t love it?
 Help them find a way. “How can I bring you in?”
 What if my client doesn’t love it?
 Big problem. Find out what they really want – see if you can do
that instead!

4. General Project Management Tips
 2. One-on-one meetings eliminate potential problems.
 People don’t always speak the truth in public.
 Producers should do these regularly, formally or
informally.
 Faculty should do these at least every two weeks.

5. General Project Management Tips
 3. Keep in Constant Communication
 Be in the same room
 Everyone should know where everyone is and will
be, and how to reach them
 Do some social things. Don’t like your teammates?
Pretend to.
 Do internal demos to each other at least once a week!

6.  4. Producers: Carry the Water.
 Make sure everyone has what they need all the
time, whatever that may be.
 Be the Den Mother.
 Learn the joy of servitude.

7. The Seven Steps of Successful Scheduling
 1. Define the problem.
 That is, “What is the goal of this project?”

8. The Seven Steps of Successful Scheduling
 2. Pick a solution.
 Preferably, as simple as possible!
 Once you pick it – make a detailed plan for how it will
happen. A plan is a real thing.
 Don’t get too attached to your solution.

9. The Seven Steps of Successful Scheduling
 3. Manage risks.
 First: Identify Risks.
 Second: Decide how you will mitigate them.
 Third: Periodically review your risk list and mitigation
strategies.
 You might notice that mitigating risks often requires
multiple early prototypes (or, iterations)
 The Spiral Model is a great way to manage risks!

11. The Seven Steps of Successful Scheduling
 4. Do a detailed task breakdown.
 Put tasks in categories, and label how long they will
take, who will do them, when they need to be done, and
how important they are.
 How much detail? Remember, the more days there are in
the estimate for one task, the less certain you are about
how long it will really take.
 EVERY task should be on the list.

12. The Seven Steps of Successful Scheduling
 5. If you are in the red, get out.
 You can beg for more time.
 You can change the solution (Begging may be
necessary).
 You can cut lower priority tasks.
 You can add people to the project – with extreme
caution!
 The important thing: Get out sooner, not later!

13. The Seven Steps of Successful Scheduling
 6. Update the task list weekly.
 Each week, everyone should answer two questions:
What did you do this week, what will you do next week?
 Feedback on predictions is how you get better at
predicting!
 Stay out of the red!

14. The Seven Steps of Successful Scheduling
 7. When the project is over, do a post-mortem.
 How else will you know how to do better next time?

15. Project Management Summary
 Successful Scheduling
 General Tips ◦ 1. Define the problem.
◦ 1. Get EVERYONE to ◦ 2. Pick a solution.
love the project ◦ 3. Manage risks.
◦ 2. One-on-one meetings ◦ 4. Do a detailed task
eliminate potential breakdown
problems.
◦ 5. If you are in the
◦ 3. Keep in Constant red, get out.
Communication
◦ 6. Update the task list
◦ 4. Producers: Carry the weekly.
Water
◦ 7. Do a post-mortem at
the end of the project.

16. Projects we should examine
 Dinosaurs Alive!
 The Virgin Island
 Tabletopia
 How was Pakistan made
 The Wars?
 Gowadar Port
 Tarbela Dam
 Motorway

17. Hey! I was on your project! You didn’t always
do all these things!
 Reasons I sometimes don’t do all of these things:
 Lack of time (a bad excuse, but there it is)
 Some projects are so exploratory that scheduling them is
not really useful
 Sometimes, things are just going so well, all the
formality doesn’t seem necessary

18. Just go on read for knowledge

19. Structure Followed
 What is Supply chain?
 Objective of a supply chain
 Supply Chain Management
 Bull Whip effect
 Drivers of Supply chain performance
 Inventory policies
 Types of Distribution networks

20. What is Supply chain?
Supplier Manufacturer Distributor Retailer Customer
 Consists of all parties involved, directly
or indirectly, in fulfilling a customer
request

21. Is supply chain so simple?
Supplier Manufacturer Distributor Retailer Customer
Supplier Manufacturer Distributor Retailer Customer
Supplier Manufacturer Distributor Retailer Customer
Upstream Downstream

22. Process View
Customer
Customer Order
Cycle Pull
Retailer
Replenishment
Cycle
Distributor
Manufacturing
Cycle
Manufacturer Push
Procurement
Cycle
Supplier

23. Objective of a Supply Chain
 Maximise overall profit
 Profit
 Revenue generated from customer - costs incurred along
the entire chain
(e.g. manufacturing / storing / distributing the product)
 When is Supply chain effective?
 Manage Product, Information and Fund flow

24. Why not max. individual profitability?
Buy Back
Manufacturer Manufacturer
No risk Cost = Rs. 1 Cost = Rs. 1
Buy Back
Profit Rs. 4000 Sharing Profit Rs. 5520 at Rs. 3
Retailer Retailer
Cost = Rs. 5
of Cost = Rs. 5
Bears All Q = 1000 Q = 1200
risk risks
Profit Rs. 4000 Profit Rs. 5160
Customer Customer
Cost = Rs. 10 Cost = Rs. 10
Demand = 900 Demand = 1080

25. So, what is SCM?
 Objective is to be able to have the right products in
the right quantities (at the right place) at the right
moment at minimal cost.

26. Bull Whip Effect
 Each organisation seek to solve the problem from
its own perspective
 Small changes in consumer demand result in large
variations in orders placed upstream
 Dramatic order size variation
 Amplification of order size variation as one moves
up the supply chain
Delay 2 weeks Delay 2 weeks Delay 2 weeks
Supplier Manufacturer Distributor Retailer Customer
Orders 40 Orders 25 Orders 15 Buys 10

27. Causes
 Little or no communication between supply chain
partners.
 Delay times between order processing, demand, and
receipt of products.
 Over reacting to the backlog orders.
 Inaccurate demand forecasts.
 http://www.supplychainonline.com/previews/SCM101
/3.html

28. Drivers of Supply Chain Performance
 Facilities
 Production/Storage Sites
 Responsiveness Vs Efficiency

29. Drivers of Supply Chain Performance
 Inventory
 Raw materials
 WIP
 Finished Goods
 Responsiveness Vs Efficiency
 Sourcing
 Outsourcing
 Transportation

30. Total
costs
Transportation
Cost
Transport
costs
Inventory
costs
Rail Air

31. Inventory
 Where do we hold inventory?
 Suppliers and manufacturers
 warehouses and distribution centers
 retailers
 Types of Inventory
 raw materials
 WIP
 finished goods
 Why do we hold inventory?
 Uncertainty in supply and demand
 Lead Time
 Avoid stock outs (customer goodwill)

32. Terms Involved
 Inventory lot size
 Replenishment Lead time
 Stock out
 Reorder Point
 Safety stock

33. Relevant Costs in an Inventory System
 Procurement costs
 Ordering cost (appx.
administrative, inspection, transportation etc.)
 Holding costs
 Maintenance and Handling
 Taxes
 Obsolescence
 Stock-outs costs
 Lost sales (Customer goodwill)
 Backorders

34. The Inventory Cycle
Profile of Inventory Level Over Time
Q Demand
rate Constant
Demand
Quantity
on hand
Reorder
point
Time
Receive Place Receive Place Receive
order order order order order
Lead time

35. Decisions
 When to order
 How much to order
 Types of System
 Continuous Review
 Periodic Review

36. EOQ: A View of Inventory
Note:
• No Stockouts
• Order when no inventory
• Order Size determines policy
Inventory
Order
Size
Time

37. EOQ - Cost Minimization Goal
The Total-Cost Curve is U-Shaped
Annual Cost
Holding Costs
Ordering Costs
Order Quantity (Q)
QO(optimal order quantity)
or EOQ

38. EOQ: Important Observations
 Tradeoff between set-up costs and holding costs
when determining order quantity.
 Total Cost is not particularly sensitive to the
optimal order quantity
O rder Q uantity 50% 80% 90% 100% 110% 120% 150% 200%
C ost Increase 125% 103% 101% 100% 101% 102% 108% 125%

39. Types of System –
Continuous Review
 Continuously monitored
 R – Reorder point, L – Lead time
 Q – Order quantity
 Time b/w orders vary but Q is fixed

40. Periodic Review
 Monitored at periodic intervals of length “r”
 Quantity set as the amount consumed during this
interval
 Time b/w orders fixed

41. Distribution
 Steps taken to move and store a product from supplier
to customer
 Design Options
 Manufacturer storage with direct shipping
 Manufacturer storage with direct shipping and in-transit
merge
 Distributor storage with package carrier delivery

42. Manufacturer storage with direct shipping
Manufacturer
Retailer
Customers
 Drop Shipping

43. Manufacturer storage with direct shipping
and in-transit merge
Manufacturer
Retailer In-transit Merge by carriers
Customers

44. Distributor storage with carrier delivery
Manufacturer
Warehouse Storage by
Distributor/Retailer
Customers

45. To Summarize
 Components of supply chain (SC)
 Objective of SC is to max. profit
 Bull whip effect
 Facilities decisions
 Inventory policies
 Distribution networks