DOCSLIB.ORG

Supply Chain Management

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Supply Chain Management Bachelor of Science in Business Administration with a major in Supply Chain Management Supply Chain Management graduates are prepared to assume leadership roles in a wide variety of careers in logistics, supply chain, transportation and warehousing areas. Students pursuing a major in Supply Chain Management are required to complete advanced study in Supply Chain Management, Business Logistics, Supply Chain Analytics, and Global Transportation Management. These majors have the opportunity to select from a wide offering of electives in the areas of Business Intelligence, Advanced Supply Chain Management, and Retail Management. Employers recommend that in order to be successful and competitive when entering this field, students should complete one or more internships. Career types associated with SCM Common interests of SCM majors “Thinker” • Work part time in supply chain related areas. “Doer” • Conduct informational discussions with individuals “Organizer” from the industry. Attend networking events. “Coordinator” • Develop strong analytical skills and interpersonal Related skills, values, and qualities communication skills. • Ability to communicate ideas and concepts to others • Explore various professional designations and • Strong verbal and written communication skills licenses relevant to SCM career paths. • Complete an internship in SCM. • Proficiency in analytical thinking, problem solving and effective decision making • Strong interpersonal and networking skills • Ability to manage data For more information about the major Contact the Department of Business Administration, • Ability to understand different cultures in global supply 233 deFrancesco, 610-683-4580, chain environment or visit www.kutztown.edu • Ability to motivate and lead others Courses SCM majors typically enjoy KU Majors related to SCM • Accounting Management, Marketing, Finance, Accounting, Information Technology, Computer Science. • Management • Marketing Enterprising students may also be interested in: Communication Studies, Economics*, • Finance Entrepreneurship*, International Studies*, • Computer Science Leadership*, Multicultural Studies*, Public • Communication Administration, Public Relations*, Social Media, Social Work, Sport Management. • Geography For More Information on Management Careers or to speak to a Career Counselor, contact KU Career Development Center 113 Stratton Administration Center * 610-683-4067 * [email protected] * www.kutztown.edu/careercenter • Enroll in the Career • Enroll in the Career Success • Attend your senior kick-off and Exploration Certificate. • Meet with CDC career Certificate. other info sessions to prepare • Attend info sessions to learn coach. • Complete an internship and/ for job search/grad school. about career development • Attend info sessions to learn or undergraduate research. • Update your resume and and personal branding. about resume writing and • Attend info sessions about LinkedIn profile. • Take a career assessment to externships. internships, interviewing, job • Create cover letter drafts. identify and confirm interests. • Confirm your choice of major search strategies, and grad • Gain experience through • Get involved in campus clubs and consider options for school. internships and/or and organizations. double major or minor. • Build a LinkedIn profile and undergraduate research. • Develop basic workplace skills • Research careers of interest. continue to monitor your online • Secure references for job/grad through students clubs, jobs, or • Complete a job shadowing presence. school applications. volunteer work. (externship) experience. • Complete a mock interview. • Create your “30 second” • Talk with professors, family, • Seek meaningful employ- • Build skills through research commercial. and friends about career ment or volunteer work in a projects, part-time employ- • Meet with CDC to develop ideas. field related to your major. ment, and volunteer work. job search strategies. • Conduct informational • Explore options for part-time • Participate in Careers Cafe & • Research employers. interviews with professionals work opportunity. networking programs. • Network with professionals working in fields of interest. • Write a resume and have it • Attend internship & job fairs. through events and social • Develop a relationship with reviewed by the CDC. • Take on a leadership role in a media. your professors and faculty • Manage your online student organization or work. • Join a professional organization presence. • Consider graduate school in your discipline. options and prepare for • Attend the senior etiquette admissions tests. dinner. • Participate in job fairs and on-campus interviewing. Sample Career Titles Supply Chain Management majors can be found working in a wide variety of career fields. Here are just some career titles that may be of interest. Please note that some jobs may require further education and training. • Account Executive • Information Systems Manager • Public Utilities Manager • Administrative Aide • International Business Manager • Purchasing Agent • Airport Manager • Inventory Controller • Quality Control Auditor • Branch Manager-Any Industry • Job Analyst • Real Estate Agent/Broker • Chief Executive Officer • Load Planner • Recreation Manager • Chief Supply Chain Officer • Logistics Manager • Reports Analyst • City Manager • Logistics Specialist • Restaurant/Food Manager • Commodity – Industry Analyst • Management Analyst • Retail Sales Manager • Communications Officer • Management Trainee • Sales Manager • Construction Supervisor • Manufacturing Supervisor • Service Organization Manager • Consultant • Market Information Specialist • Sourcing Manager • Convention Manager • Media Planner • Supply Chain Analyst • Customer Success Specialist • Occupational Analyst • Supply Chain Coordinator • Department Store Manager • Operational Excellence Analyst • Supply Chain Manager • Director, Logistics • Operations Manager • System Coordinator • Director, Supply Chain Management • Planner • Traffic Manager • Entertainment Agent • Procurement Specialist • Training Manager • Government Services Administrator • Procurement Management • Transportation Director • Hospital Administrator • Production Superintendent • Wholesale Sales Representative • Industrial Relations Director • Product Manager • Warehouse Manager Common Internship Sites and Employers Supply Chain Management majors often find internships and employment in the following fields/industries: • Warehousing • Health Care Industry • Transportation Company • Entertainment Industry • Federal/State Government • Business Solution Companies • Manufacturing • Nonprofit Organizations • Schools/Universities • Service Industries • Consulting Handshake is the primary online resource for preparing and connecting students and alumni with employers. Useful Websites for Supply Chain Management Majors: Whether you are researching related career fields, applying for internships or jobs, or planning to join a professional association, these websites are for you! Industry Information and Professional Associations Job Search Sites Association for Supply Chain Manage- ment KU Small Business Development Center www.ascm.org www.kutztownsbdc.org Council of Supply Chain Management Executive and Management Job List Professionals www.nationjob.com/management www.cscmp.org Marketing/Management Jobs Institute for Supply Management www.marketingjobs.com www.instituteforsupplymanagement.org LinkedIn Jobs Warehousing Education and Research www.linkedin.com/jobs Council www.werc.org The Traffic Club of the Lehigh Valley www.trafficcluboflv.org To learn more about these careers, visit http://online.onetcenter.org or www.bls.gov/oco Building Your Resume for a Career in Supply Chain Management Building a strong resume for your career field starts long before you ever start your job search. Employers want to hire graduates who not only have the necessary educational background but also have experience applying that knowledge to real life situations. Take note of the skills and knowledge obtained through your educational background and hands-on experiences. Highlight transferable skills such as fluency and technological proficiencies. Learn more about your field and develop the necessary skills for employment by gaining hands-on experience through externships, internships, part-time jobs and related volunteer positions. Develop profession- ally through campus involvement and professional memberships. This illustrates responsibility, leadership abilities and time management skills. For More Information on Management Careers or to speak to a Career Counselor, contact KU Career Development Center 113 Stratton Administration Center * 610-683-4067 * [email protected] * www.kutztown.edu/careercenter .
Load more

Recommended publications
  • Business Development and Project Management 4 Manager – Business Development and Project Management
    JOB DESCRIPTION Manager – Business Development and Project Management 4 Manager – Business Development and Project Management About Us The Indian Institute for Human Settlements (IIHS) is a national education institution committed to the equitable, sustainable and efficient transformation of Indian settlements. IIHS aims to establish an independently funded and managed national university of eminence for research and innovation focused on the challenges and opportunities of India’s urban transition. The proposed IIHS University will be an institution of eminence that will host an integrated programme of quality campus-based education and research, training and lifelong learning for working professionals, distance and blended learning, as well as a whole array of practice and advisory services. The university will have a strong interdisciplinary orientation bringing together theory and praxis that is grounded in the South Asian context and also engages with and draws from knowledge across the globe. For more information, please see http://www.iihs.co.in About the Practice Programme at IIHS This position will be part of the Practice Programme at IIHS. The Practice Programme is responsible for providing cutting-edge and integrated solutions to India’s urban development challenges by bringing together faculty and experts across diverse domains of knowledge and practice; exposing learners to real-life problems; and integrating practice into academics and research. Job Description The Manager – Practice Office will be part of the core Practice team, responsible for supporting and building the Practice Programme. The key roles of the Manager will include business development, programme and project management (including setting up and managing processes), relationship building with key partners and collaborators, and knowledge management.
    [Show full text]
  • International Business Development INTERNATIONAL BUSINESS DEVELOPMENT New York State SBDC Central Administration
    International Business Development INTERNATIONAL BUSINESS DEVELOPMENT New York State SBDC Central Administration 10 North Pearl Street Albany, NY 12246, USA Tel: 518-944-2857 Fax: 518-320-1593 E-mail: [email protected] Website: www.nysbdc.org Plattsburgh l New York State l Niagara Falls l l Albany l Buffalo Rochester l Syracuse Long Island New York City Funded in part through a Cooperative Agreement with the U.S. Small Business Administration NEW YORK STATE SBDC 国际业务部 e New York State Small Business Development Center 美国纽约州中小企业发展中心总署国际业务部，是美国纽约州中小企业发展中 (NY SBDC) is the premier business assistance organization funded 心总署的重要组成部分, 其职能是帮助各类中小企业进入、开发和拓 展国际市 by the U.S. Small Business Administration and the State of New 场和业务。 York. e program provides a wide range of assistance and services 国际业务部向各类中小企业提供多方面的专业咨询与服务，协助企业寻找和利 to start-up and existing businesses across the state. 用商机，并直接协助企业进入和拓展国外市场，推动企业与国外的合作。同时 也为中国的企业进入和投资美国市场提供对接与协助。 rough its 23 regional centers and outreach offices, the NY SBDC applies the resources of government, higher education, and the 国际业务部与国外一些政府经济发展部门和企业界有着广泛的联系 , 并建立了 长期密切的合作关系，通过多方通力合作，实现资源共享，把握商机，降低风 private sector to solve business problems and foster entrepreneurship. 险，有效地推动和扩大双方的商贸往来，促进共同的经济发展。 e NY SBDC focuses on technology-oriented companies, manufacturers, exporters, and projects that advance investment, job development, and the economic growth priorities of New York State. Business assistance services are available to all New Yorkers that 国际业务部向企业提供的服务和协助包括： request them. ■ 推荐对外投资、国际项目、对外贸易，对接并协调双边的合作 e NY SBDC ■ 提供对外项目投资、国际贸易商机信息，协助市场调研、评估和选择 Business Research ■ 提供政府相关政策、法规、税收、商务运作、文化习俗等方面咨询和指导 Network – one of ■ 协助寻找国外合作方、制造商、批发商、代理商，对接与建立合作关系 the most advanced business ■ 帮助建立合资企业和独资企业，协助投资、项目外包、出口加工业务的对接 information ■ 提供专题培训，组织和安排各类讲座、论坛、商贸洽谈对接会、大型会议 resources in the United States, ■ 组织美国政府、企业工商贸易代表团赴国外进行商务考察访问，协调各类商务活动 provides NY SBDC ■ 协调与安排来访的外国政府 、 企业、工商贸易代表团组在美国的官方和商务活动 business advisors with the latest economic development, business, demographic, regulatory, and other information that can have an impact on business success.
    [Show full text]
  • USING ENTERPRISE RESOURCE PLANNING (ERP) for ENHANCING BUSINESS PROCESSES in SMALL and MEDIUM ENTERPRISES (Smes)
    USING ENTERPRISE RESOURCE PLANNING (ERP) FOR ENHANCING BUSINESS PROCESSES IN SMALL AND MEDIUM ENTERPRISES (SMEs) By: Mimin Nur Aisyah Abstract Increasing number of small medium enterprises (SMEs) is using enterprise resource planning (ERP) as they start to recognize the benefits provided to the organisations. The benefits include tangible and intangible benefits. They can be identified in the operational, managerial, strategic, organizational, as well as in IT infrastructure dimension. To successfully implement ERP, organizations should recognize the barriers in attaining expected benefits, especially people-related issues which are more dominant than the technical-related. A combination of IT factors and business factors motivate SMEs to adopt ERP. However, several factors characterized in SMEs should be considered in analyzing their need for ERP. SMEs must prepare themselves in both technical aspects and human aspects. It is also very important for SMEs to recognize critical success factors (CSFs) that contribute to a successful ERP implementation. CSFs can be used to measure the success at different points in the ERP life cycle. Keywords: Enterprise Resource Planning (ERP), small and medium enterprises (SMEs), critical success factors (CSFs), ERP benefits, and ERP adoption INTRODUCTION When your company deals with the daily business complexity, such as what products to be delivered, how much capacity will be needed, when and where the activities should be carried out and other related activities then it is time to call for the Enterprise Resource Planning (ERP). ERP helps companies to plan forward their planning and controlling decisions. It also provides the understanding of the implications brought by any changes made in plan.
    [Show full text]
  • SBA Contracting Resources
    SBA Contracting Resources 8(a) Business Development Program In order to help small, disadvantaged businesses compete in the marketplace, the SBA created the 8(a) Business Development Program What is the 8(a) Business Development Program? The 8(a) Business Development Program is a business assistance program for small disadvantaged businesses. The 8(a) Program offers a broad scope of assistance to firms that are owned and controlled at least 51% by socially and economically disadvantaged individuals. The 8(a) Program is an essential instrument for helping socially and economically disadvantaged entrepreneurs gain access to the economic mainstream of American society. The program helps thousands of aspiring entrepreneurs to gain a foothold in government contracting. Participation in the program is divided into two phases over nine years: a four-year developmental stage and a five-year transition stage. Pro tip: For more information about the 8(a) Program and its detailed requirements, visit the Code of Federal Regulations at: http://1.usa.gov/1DsuPyN What are the benefits of the 8(a) Program? Participants can receive sole-source contracts, up to a ceiling of $4 million for goods and services and $6.5 million for manufacturing. While we help 8(a) firms build their competitive and institutional know-how, we also encourage you to participate in competitive acquisitions. 8(a) firms are also able to form joint ventures to bid on contracts. This enhances the ability of 8(a) firms to perform larger prime contracts and overcome the effects of contract bundling, the combining of two or more contracts together into one large contract.
    [Show full text]
  • SBA's “8(A) Program”: Overview, History, and Current Issues
    SBA’s “8(a) Program”: Overview, History, and Current Issues Updated August 3, 2021 Congressional Research Service https://crsreports.congress.gov R44844 SBA’s “8(a) Program”: Overview, History, and Current Issues Summary The 8(a) Business Development Program—commonly known as the “8(a) Program”—provides participating small businesses with training, technical assistance, and contracting opportunities in the form of set-aside and sole-source awards. A set-aside award is a contract in which only certain contractors may compete, whereas a sole-source award is a contract awarded, or proposed for award, without competition. In FY2020, 8(a) firms were awarded $34.0 billion in federal contracts, including $9.3 billion in 8(a) set-aside awards and $11.1 billion in 8(a) sole-source awards. Other programs provide similar assistance to other types of small businesses (e.g., women-owned, HUBZone, and service-disabled veteran-owned). 8(a) Program eligibility is generally limited to small businesses “unconditionally owned and controlled by one or more socially and economically disadvantaged individuals who are of good character and citizens of and residing in the United States” that demonstrate “potential for success.” Members of certain racial and ethnic groups are presumed to be socially disadvantaged, although individuals who do not belong to these groups may prove they are also socially disadvantaged. To be economically disadvantaged, an individual must have a net worth of less than $750,000 (excluding ownership interest in the applicant’s business, equity in their primary personal residence, and funds invested in an official retirement account), no more than $350,000 in average adjusted gross income over the preceding three years, and no more than $6 million in assets (excluding funds invested in an official retirement account).
    [Show full text]
  • Business Development Manager (BDM) for a CBO
    Sample Job Description Business Development Manager (BDM) for a CBO Context and Explanation This SAMPLE job description highlights some of the roles and duties AAAs, CBOs and AAA/CBO networks should look for in a Business Development Manager and should be modified to suit the specific needs of the agency seeking to fill the position. Function The Business Development Manager is principally responsible for raising revenue and expanding business oppor- tunities that allow the organization to achieve and sustain its mission. The BDM achieves these goals by creating and executing an ethical business strategy to: a) expand existing funding relationships and b) identify and secure opportunities with new business partners (e.g., integrated health systems, managed care organizations and large employers) through grants, pilots, business service contracts and/or private-pay services. Primary Responsibilities • Collaborates with staff, Board of Directors, partners, vendors and other staff to carry out the mission and goals of our organization • Develops and regularly updates a comprehensive business development plan, with targeted goals, objectives, methods, quantifiable outcomes and timelines to achieve agency sustainability and annual budget goals • Analyzes and identifies scope for business case analysis and recommends solutions and improvements to business procedures • Develops program sustainability strategies to ensure financial viability of programs and services • Identifies business opportunities (i.e., long-term services and supports, care
    [Show full text]
  • A Better Way to Measure & Value Business Relationships: The
    AN ADVISORY SERVICES WHITE PAPER A Better Way to Measure & Value Business Relationships: The Enterprise Relational Quotient™ Assessment © 2010 The Relational Capital Group April 2010 AN ADVISORY SERVICES WHITE PAPER Contents Executive Summary ..................2 Executive Summary We All Know Relationships We All Know Relationships Impact Results Impact Results ..........................3 A recent national survey of VP level and above executives showed nearly universal agreement that relationships have a highly significant impact The Performance on business results each year. And it wasn’t just customer relationships Management Paradox ...............3 delivering the impact, but rather a wide range of internal and external relationship types. If business relationships are having such a significant The Warmth and impact, how can they be better measured, managed and strengthened to drive improved performance? Competence Model ..................4 The Performance Management Paradox What Do We Mean Effective internal and external relationships are critical to the daily by “Business performance of nearly every organizational function. Basic business Relationship” Anyway? .............4 performance levers such as customer loyalty, operational productivity, cross- functional collaboration, employee retention and leadership development The Enterprise all depend on healthy, productive relationships between people. So here’s the paradox: why don’t organizations have more insight, expertise and RQ™ Assessment .....................5 visibility on the key business relationships that are so clearly critical to their success? Perhaps because they’ve lacked a clear, compelling and Relationship reliable method for measuring and valuing them. Assessment Findings .................5 What Do We Mean by “Business Relationship” Anyway? Predictive Validity of Some may have the perception that the words “business relationship” refer the Enterprise RQ™ to the superfluous interpersonal aspects of conducting business.
    [Show full text]
  • Client Development & Relationship Management
    Business Development Inc.’s Marquee Training and Coaching Program Client Development & Relationship Management - Getting New Business in the Door© Lawyers, law firms and other professional services firms are facing intense competitive challenges and opportunities in today's marketplace. These days, each and every Partner has a role in contributing to their firm’s growth and success – it is no longer optional. Understanding the business development process intimately and maximizing each Partner’s role and contribution in this area is crucial to continued success. Program Description: This highly tailored and interactive workshop measurably increases participating lawyers’ and the firm’s book of business, improves client development skills and client service. This program focuses on integrating into each participant's practice, successful and systematic strategies and tactics that secure, develop and advance relationships with appropriate contacts. Emphasis is placed on making the most of each participants personal client development style, areas of contribution and selling or service skills by developing a personal routine and pipeline for: whom to target for work; where to find them; how to approach; what and how to communicate: and how to follow-up as appropriate. In some states, this program comes with CLE credits (up to 14 depending upon the jurisdiction). Content: The objective of this program is to bring measurable new business in the door. Our past results show that this program yields a minimum of five dollars returned to the firm
    [Show full text]
  • Business Development Guide November 2016
    Business Development Guide November 2016 The purpose of this guide is to provide business proponents, and those who work with them, with a tool to assist in the business development process. The guide briefly outlines this process and, more importantly, highlights many of the considerable business development and operating resources available to individuals and businesses. The guide is divided into five main areas: • Exploring the Idea; • Evaluating the Idea – Feasibility; • Developing the Business Plan; • Implementing Your Business Plan; and • Ongoing Business Management. There are several sub-sections within each of these broad areas, which identify additional sources of information to assist in the development process. This guide is not intended to be a complete list of all available resources. Rather, the guide outlines a process and highlights some key resources that may be helpful. It is not intended that a business proponent utilize all resources in this model. Depending on the phase the proponent is currently in, only some of the resources identified in this document will apply. Key resources, which are particular to a business development project, can be identified and used according to the type and nature of the business idea. Saskatchewan Agriculture assumes no responsibility for the accuracy or completeness of information contained in this document. The website addresses provided and the material contained therein, are subject to change on a continuing basis. All reasonable efforts are made to keep this resource guide current.
    [Show full text]
  • Senior Project Manager, Southern Region Reports To
    IFF Position Description Title: Senior Project Manager, Southern Region Reports to: Executive Director, Southern Region Department: Southern Region Executive Department Function: The Southern Region includes all aspects of IFF’s work including Core Business Solutions and the Social Impact Accelerator. Core Business Solutions includes: Capital Solutions, which provides loan and other financing products; and Real Estate Solutions, which provides a wide range of real estate consulting services to nonprofits. IFF’s Social Impact Accelerator Group is a cross-cutting team that sits at the nexus of nonprofits, communities, and IFF talent, and expertise. The SIA Group provides thought leadership and expertise to drive corporate strategy across markets and Core Business Solutions, leads IFF’s work in comprehensive place-based solutions and special initiatives, evaluates IFF’s work for nonprofits and communities, and implements internal IFF initiatives. The Group includes Research and Evaluation, Talent Management, Development, and Vital Services. The Organization IFF values equity, diversity and inclusion as part of its mission to strengthen nonprofits and the communities they serve. IFF is an equal opportunity employer. IFF provides flexible loans, facilities-related consulting, research and evaluation, real estate development and other community development leadership to clients across the nonprofit sector in the Midwest, including human service agencies, health centers, schools, affordable housing developers, grocery stores, and arts and culture
    [Show full text]
  • Real Estate Development Project Manager Job Description
    REAL ESTATE DEVELOPMENT PROJECT MANAGER JOB DESCRIPTION About Northern Real Estate Urban Ventures, LLC We are a full service minority and woman-owned real estate development company who is a leading provider of real estate finance and development services for affordable housing, single--family homes, retail and commercial facilities in the Washington, DC metropolitan area. GENERAL RESPONSIBILITIES Development Project Manager is responsible for the financing, approvals and design of infrastructure, townhouse, condominium and affordable housing developments and mixed-use community development projects. Project Managers must provide high quality development management, managing financial objectives of the project, and meeting project objectives. In addition project managers are accountable for developing and fostering effective relationships internally and externally including all third parties (e.g., consultants, public funders and private lenders/equity providers, community organizations, architects, constructions managers, government liaisons, etc.) REAL ESTATE PROJECT MANAGEMENT Responsible for managing the predevelopment activities and project financing tasks of development project including affordable housing tax credit projects and other multifamily and mixed-use development projects Structure and close complex mixed-finance deals with multiple lenders including managing due diligence process Negotiate and draft letters of intent (LOI) for purchase with sellers Apply significant knowledge of LIHTC regulations and industry standards
    [Show full text]
  • Business Development Strategy Analysis PT. X Using the SWOT
    International Journal of Academic and Applied Research (IJAAR) ISSN: 2000-005X Vol. 3 Issue 4, April – 2019, Pages: 4-9 Business Development Strategy Analysis PT. X Using the SWOT Method Novi Shobi Hendri1, Ahmadi2, Okol S Suharyo3, Arica Dwi Susanto4 Indonesian Naval Technology College, Bumimoro-Morokrembangan, Surabaya 60187, Indonesia E-mail: [email protected], [email protected], [email protected], [email protected] Abstract: With the many businesses in Indonesia, the competition for change and uncertainty becomes more stringent, so that this situation creates sharp competition between companies. The aim of the company's strategy is to maintain its competitive position, even if it is possible to be able to increase the mastery of products in the market. PT. X has implemented a marketing strategy that is an integration strategy in its business activities, where the integration strategy is a strategy that expands the company's operations by cooperating with other companies in the same industry. But in reality there are problems in the marketing field. This study uses Strengths, Weakness, Opportunities and Threats (SWOT) methods in which there are stages of strategy formulation that can assist in determining new strategies such as the Internal Factor Evaluation Matrix (IFE), External Factor Evaluation Matrix (EFE), Internal External Matrix (IE) and SWOT matrix. The results of the analysis of the business development strategy of the company PT. X using the SWOT method is as follows: {SO: (S1,S2,S3; O1,O3)(S4,S5; O1,O2)}, {ST: (S1,S2,S3; T1,T2,T5)(S4,S5; T3,T4)}, {WO: (W1; O1,O3)(W2; O1,O2,O3)}, {WT: (W1; T3,T4)(W2; T1,T2,T5)}.
    [Show full text]