Description

This curriculum spans the technical and organisational complexity typical of multi-workshop operational planning programs, addressing the interdependencies between network design, forecasting, and cross-functional governance seen in global service parts operations.

Module 1: Defining Service Level Objectives in a Multi-Echelon Network

Selecting appropriate service level metrics (e.g., fill rate vs. cycle time) based on operational SLA commitments to field service teams.
Aligning service level targets with equipment criticality across product lines, balancing cost and downtime exposure.
Deciding on service level ownership between logistics, service operations, and regional business units in a global organization.
Setting differentiated service levels for emergency vs. scheduled repairs in mobile equipment environments.
Integrating customer contractual obligations into service level definitions for aftermarket support agreements.
Resolving conflicts between local warehouse performance goals and enterprise-wide service level outcomes.

Module 2: Inventory Positioning and Network Design Trade-offs

Determining optimal stocking locations for high-cost, low-turn parts using expected backorder cost analysis.
Evaluating push vs. pull strategies for stocking regional distribution centers based on demand variability.
Calculating safety stock levels at each echelon while accounting for lateral transshipment capabilities.
Assessing the impact of centralized vs. decentralized repair facilities on spare parts availability.
Designing network exceptions for time-critical parts that bypass standard replenishment logic.
Adjusting stocking policies in response to changes in service territory boundaries or depot consolidation.

Module 3: Demand Forecasting for Intermittent and Lumpy Parts

Selecting forecasting models (e.g., Croston, SBA, Teunter) based on historical demand patterns and part lifecycle stage.
Handling zero-demand periods in forecasting when parts are in long-term storage for legacy equipment support.
Integrating engineering change notifications into demand models for parts affected by retrofit campaigns.
Adjusting forecasts using field failure data from connected equipment telemetry systems.
Managing forecast overrides for parts impacted by known regulatory or environmental events.
Validating forecast accuracy by service level tier rather than aggregate inventory metrics.

Module 4: Spare Parts Classification and Segmentation

Developing a multi-dimensional ABC analysis combining criticality, cost, and demand frequency.
Assigning parts to inventory policies based on operational impact of stockouts (e.g., downtime cost per hour).
Updating classification rules when new product lines are introduced with different failure profiles.
Managing exceptions for parts that cross classification boundaries due to seasonal demand spikes.
Aligning procurement lead time assumptions with segmentation to avoid misclassification of long-lead items.
Using failure mode and effects analysis (FMEA) data to refine criticality scores in classification models.

Module 5: Procurement and Supplier Performance Management

Negotiating supplier lead time guarantees with penalty clauses tied to service level impacts.
Establishing dual-sourcing strategies for high-risk, single-source parts to mitigate supply disruption.
Monitoring supplier on-time delivery performance at the part-number level for SLA compliance.
Managing consignment inventory agreements with suppliers while maintaining accurate stock visibility.
Integrating supplier quality defect rates into replenishment safety stock calculations.
Coordinating with suppliers on end-of-life part transitions and last-time buy decisions.

Module 6: Replenishment Logic and System Configuration

Configuring reorder point and order quantity parameters in ERP systems based on actual lead time variability.
Implementing min/max policies with dynamic adjustments for parts experiencing demand shifts.
Setting up reorder triggers that account for in-transit and on-order quantities across locations.
Designing replenishment exceptions for parts with long manufacturing lead times or batch production constraints.
Calibrating system parameters to prevent overreaction to one-time spikes in demand.
Integrating repair turnaround time into nettable inventory calculations for repairable parts.

Module 7: Performance Monitoring and Continuous Improvement

Designing KPI dashboards that link inventory investment to actual field service response times.
Conducting root cause analysis on chronic stockouts for high-priority parts.
Reconciling system-reported fill rates with actual technician part availability in the field.
Adjusting service level targets based on cost-to-serve analysis across customer segments.
Implementing closed-loop feedback from service technicians on part availability and substitution effectiveness.
Running what-if scenarios to assess impact of proposed service level changes on working capital.

Module 8: Governance and Cross-Functional Alignment

Establishing a service parts review board with representatives from finance, service, and supply chain.
Defining escalation paths for resolving inventory allocation conflicts during supply shortages.
Aligning budget cycles with service level planning to ensure funding supports inventory targets.
Documenting decision rights for overriding automated replenishment recommendations.
Integrating new product introduction (NPI) processes with initial spare parts provisioning plans.
Managing data ownership and master data quality for part criticality and lead time attributes.