Australasian Supply Chain Institute (ASCI)

Supply Chain Management

Body of Knowledge
First Edition
SUPPLY CHAIN MANAGEMENT
BODY OF KNOWLEDGE
First Edition: 2017
 INDEX
1 Preface 8

2 Acknowledgement 9

3 Introduction 10-11
10-11
3.1 ASCI Technical Committee 10
3.2 Using this Document 11
3.3 Authority 11
11
3.4 Purpose 11
11
3.5 Scope 11

4 The Supply Chain Management Profession 12

4.1 Definition of a Profession 12
4.2 Supply Chain Management as a Profession 12

5 Knowledge Areas: ASCI SCMBOK 13–14

13-14
5.1 Knowledge Area 1: Supply Chain Management 14
5.2 Knowledge Area 2: Operations Management 14
5.3 Knowledge Area 3: Logistics Management 14
5.4 Knowledge Area 4: Supply Management 14

6 Conclusion 15
15

7 Appendix Part I: Supply Chain Management 16-17

16–17
7.1 Supply chain strategy 16
7.2 Supply chain management 16
7.3 Performance measurement system 16
7.4 Supply Chain Operations Reference (SCOR) 16
7.5 Sustainability 16
7.6 Risk management 16
7.7 Inventory management 16
7.8 Supply management 16
7.9 Supply chain planning 16
7.10 Demand management 16
7.11 Customer Relationship Management (CRM) 16
7.12 Supplier Relationship Management (SRM) 17
7.13 Logistics 17
17
7.14 Supply chain design 17
7.15 Reverse logistics 17
7.16 Compliance 17
7.17 Demand driven supply network 17
7.18 Supply chain technologies 17
7.19 Value chain 17
7.20 Transaction channel 17

5
 INDEX
8 Appendix Part II: Operations Management 18–19
8.1 Operations strategy 18
8.2 Operations management 18
8.3 Manufacturing planning & control system 18
8.4 Manufacturing environments 18
8.5 Process manufacturing 18
8.6 Service industry 18
8.7 Enterprise Resource Planning 18
8.8 Inventory management 18
8.9 Supply chain management 18
8.10 Distribution 18
8.11 Capacity management 18
8.12 Demand forecasting 18
8.13 Operations scheduling 19
8.14 Performance measurement system 19
8.15 Management information systems 19
8.16 Industrial engineering 19
8.17 Process engineering 19
8.18 Materials management 19
8.19 Supplier relationship management 19
8.20 Demand driven supply network 19
8.21 Purchasing 19
8.22 Quality 19
8.23 Accounting 19

9 Appendix Part III: Logistics Management 20-21

9.1 Logistics Management 20
9.2 Logistics strategy 20
9.3 Inventory management 20
9.4 Warehouse management 20
9.5 Order management 20
9.6 Materials handling 20
9.7 Packaging 20
9.8 Global logistics 20
9.9 Reverse logistics 20
9.10 Logistics network design 20
9.11 Transportation 20
9.12 Demand management 20
9.13 Capacity planning 21
9.14 Sourcing and procurement 21
9.15 Customer service management 21
9.16 Risk management 21
9.17 Sustainability 21
9.18 Management information systems 21
9.19 Performance measurement system 21
9.20 Supply chain management 21
9.21 Procurement 21
9.22 Logistic cost concept 21
9.23 Regulations 21

6
 INDEX
9.24 Continuous improvement 21
9.25 Distribution 21

10 Appendix Part IV: Supply Management 22-23

10.1 Supply management 22
10.2 Contract management 22
10.3 Negotiation 22
10.4 Supplier relationship management 22
10.5 Sourcing 22
10.6 Forecasting 22
10.7 Logistics 22
10.8 Inventory management 22
10.9 Project management 22
10.10 Product development 22
10.11 Quality 22
10.12 Risk 23
10.13 Compliance 23
10.14 Corporate social responsibility 23
10.15 Budgeting 23
10.16 Cost management 23
10.17 Supply financing strategies 23
10.18 Performance measurement system 23
10.19 Planning 23
10.20 Leadership 23

11 Glossary of Acronyms 24

12 Glossary of Acronyms 25

7
1 Preface

This ASCI Supply Chain Management Body of Knowledge (SCMBoK) is a result of, valued
review and inputs from both Industry, Academia, and ASCI’s global certification partners.

The key objective of the ASCI SCMBoK is to set a foundation for Supply Chain Management
that could unify the Australasian Supply Chain Community towards a set of accepted and
agreed upon standards and nomenclatures pertaining to Supply Chain Management. It
provides a knowledge reference within the Supply Chain Management domain and subject
areas, which is generally agreed as both essential and generally known.

The ASCI SCMBoK is the first step in an ongoing collaborative process of refinement towards
a regionally accepted ontology for the Supply Chain Management domain. It is more than
simply a collection of terms, a professional reading list or a description of professional
functions. It is also more than a collection of information.

I am excited to also confirm that ASCI is moving forward with its strategy to Professionalise
Supply Chain Management by forming the foundations of the Professional Registration of
Supply Chain Managers in Australia. Both the establishment of a formal Complaints and
Disciplinary System and regular industry risk reviews with insurers to determine professional
indemnity have been established.

Please join me in sharing this First Edition of ASCI SCMBoK with your organisation and supply
chain network to ensure it is well utilised and referenced.

Warm regards,

Dr. Pieter Nagel

CEO Australasian Supply Chain Institute

8
2 Acknowledgement

The ASCI SCMBoK would not have been possible without the generosity of ASCI’s global
certification partners APICS, Demand Driven Institute (DDI) and Institute for Supply
Management (ISM). Through each of these trusted and long standing partnerships, ASCI has
entered into license agreements to utilise their Bodies of Knowledge. As a result, vital global
content has been incorporated into the ASCI SCMBoK.

ASCI will continue to work with its international partners to retain the integrity of this
document and ensure its ongoing alignment with global Supply Chain Management Bodies
of Knowledge.

9
3 Introduction
The ASCI Supply Chain Management Body of Knowledge (ASCI SCMBoK) is a complete set
of concepts, terms and activities that make up the supply chain management domain. In the
case of the ASCI SCMBoK, these have been constructed in collaboration with industry and
academia and with ASCI’s global certification partners.

A body of knowledge (BoK) is the complete set of concepts, terms and activities that make up
a professional domain, as defined by the relevant learned society or professional association1.
It is a type of knowledge representation by any knowledge organisation2.

A body of knowledge is the accepted ontology for a specific domain. The ASCI SCMBoK is
based on the ASCI Supply Chain Management Model which has four key components, each
containing a prescribed aggregation of knowledge in that particular component which is
considered required in those areas.

These four key components are:

• PART 1: Supply Chain Management

• PART 2: Operations Management
• PART 3: Logistics Management
• PART 4: Supply Management

One of the key objectives of the ASCI SCMBoK to set a base that could unify the Australasian
Supply Chain Community towards a set of accepted and agreed upon standards and
nomenclatures pertaining to Supply Chain Management. It provides a set of knowledge
within Supply Chain Management domain and subject areas, which is generally agreed as
both essential and generally known.

The ASCI SCM Bok is the first step in an ongoing consultative process of refinement towards
a regionally accepted ontology for the Supply Chan Management Domain.

3.1 ASCI Technical Committee

The ASCI Board has also established the ASCI Technical Committee as a Subcommittee of
and an advisory body to the ASCI Board, to:

• oversee the ASCI Supply Chain Management Body of Knowledge

• create the applicable review/consultation procedures and technical advisory structures
• review requests for advisory opinions; and
• review technical requirements and make recommendations to the Board

1 https://en.m.wikipedia.org/wiki/Body_of_knowledge#cite_note-Oliver_2012-1
2 https://en.m.wikipedia.org/wiki/Knowledge_organization

10
3.2 Using this Document

The ASCI SCMBoK has been developed as a knowledge framework for assessing capability
across a variety of contexts such as the education system and professional practice within the
industry.

The development of this document rested heavily on the APICS BoK and other knowledge
frameworks such as the Demand Driven Institute and the Institute for Supply Management.

To maintain currency of the ASCI SCMBOK through other knowledge frameworks referenced
in the “References” section of this document. The purpose of this approach is to enable the
ASCI SCMBoK to be updated regularly should one of these other frameworks be modified,
providing interim updates of the ASCI SCMBoK outside of its own maintenance and update
cycle.

3.3 Authority

The ASCI Board has the full authority of the ASCI SCM Body of Knowledge and delegated
the authority for the oversight, review and continuous improvement/refinement of the ASCI
SCM Body of Knowledge (ASCI SCMBoK) to the ASCI Technical Committee, which is a
subcommittee of the ASCI Board and an advisory body, appointed by the ASCI Board.

3.4 Purpose

The ASCI SCMBoK is used by the ASCI Technical Committee to advise the ASCI Board on
all matters involving the ASCI Supply Chain Management Body of Knowledge including its
interaction with academic and other outside educations organisations.

3.5 Scope

The ASCI SCMBoK is used by ASCI for the endorsement of degree and post-graduate degree
programs of study (where applicable), for assessing capability through the ASCI Professional
Pathways and assessments of Continuous Professional Development offerings to ensure that
those contribute to the purpose of the ASCI CPD Program.

11
4 The Supply Chain Management Profession
4.1 Definition of a Profession

Professions Australia defines a profession as being:

“... a disciplined group of individuals who adhere to ethical standards and who hold
themselves out as, and are accepted by the public as possessing special knowledge and
skills in a widely recognised body of learning derived from research, education and training
at a high level, and who are prepared to apply this knowledge and exercise these skills in the
interest of others.”3

4.2 Supply Chain Management as a Profession

Given the pervasiveness of Supply Chain Management enabling all business operations, it is
problematic to definitively define the SCM profession.

Professionals purport to have specialist skills which can be relied upon. Consequently,
legislation will require that a Professional exercises the required skill to an appropriate level
expected by that profession.

Any negative consequence to the organisation arising from neglect by the Professional to
exercise the required level of skill may mean that a legal judgement could be made against
them if their lack of professionalism caused loss to others.

Professional Standards Schemes are legal instruments that bind occupational associations
such as ASCI to monitor and improve the professional standards of their members in order to
protect stakeholders across the Supply Chain.

In Australasia, Supply Chain Managers do not require a licence to manage the supply
chain. To provide a form of regulation for the profession, ASCI is working on developing
professional standards for Supply Chain Managers.

Requirements of ASCI to participate in such professional standards scheme include having

the following systems in place:

Admission requirements to the association:

• A Code of Ethics
• A publicly accessible Complaints and Discipline process
• Continuing Professional Development (i.e. continuing occupational education) of its
members
• Compulsory standards for Professional Indemnity Insurance for all its members, up to a
specified level of liability
• Risk Management systems that monitor all of the above, and track claims made against
any members
• An Industry-agreed Supply Chain Management Body of Knowledge

ASCI is the only organisation working with the Professional Standards Authority (PSA)
in pursuit of Federal legislation for Supply Chain Management as a formal profession,
accessible to industry via a Professional Registration Examination based on the Supply Chain
Management Body of Knowledge.

3 Definition from Professions Australia website http://www.professions.com.au/about- us/ what-is-a-pro-

fessional, accessed 11/06/15
12
5 Knowledge Areas: ASCI SCMBOK

The historical entry point into a profession is not through relevant degrees. Only relatively
recently has supply chain related degrees being offered by tertiary institutions. Since
Supply Chain Management is a highly multi-functional process, a structured Supply Chain
Management Body of Knowledge did not exist in Australasia and the knowledge has
been evolving over time. This document now consolidates this evolutionary process into a
structured Supply Chain Management Body of Knowledge.

The SCMBoK addresses this evolutionary process by ensuring all persons seeking
professional membership of the ASCI hold an in-depth understanding of the skills and
knowledge areas common to all SCM professional occupations.

These core knowledge areas are:

• Supply Chain Management

• Operations Management
• Logistics Management
• Supply Management

Independent of any specific SCM role, as a minimum, a SCM Professional is expected to hold
a conceptual understanding of each of these four areas.

The ASCI SCMBoK is used in two ways to support accreditation, endorsements and
certification processes. It provides:

• Essential Core Supply Chain Management Knowledge required for any Supply Chain
Management Professional. This includes Supply Chain Management Professional
Knowledge and Supply Chain Management Problem Solving.
• General Supply Chain Management Knowledge which provides professionals with a
breadth of understanding of the Supply Chain Management industry regardless of his/
her Supply Chain Management job role. This includes Operations Management, Logistics
Management, and Supply Management.

In this context, the ASCI SCMBoK is based on the ASCI Supply Chain Management Model as
below.

It is expected that these knowledge areas will need to be addressed at multiple levels
in different stages of professional development. The very nature of professional work
means that some knowledge and skills are best developed through experience and that
understanding of this experience needs to be demonstrated to these knowledge areas.

13
ASCI Supply Chain Management Framework
The ASCI Supply Chain Management Framework is built upon three pillars of supply chain
management.

Operations Management

Logistics Management SUPPLY CHAIN

MANAGEMENT

Supply Management

5.1 Knowledge Area 1: Supply Chain Management

Definition: “Supply Chain Management is a multidisciplinary approach towards a cost-

effective availability, both physically and operationally, of goods and services, against
information, funds, through the optimisation and integration of the capacities, interfaces,
processes and functions across and between major business functions and processes both
within and among companies, such to maximise customer value and gain a competitive
advantage in the marketplace” © Australasian Supply Chain Institute

5.2 Knowledge Area 2: Operations Management

Definition: “Operations Management refers to the administration of business practices to

create the highest level of efficiency possible within an organisation. It is concerned with
converting materials and labour into goods and services as efficiently as possible to maximise
the profit of an organisation” © Investopedia

5.3 Knowledge Area 3: Logistics Management

Definition: “Logistics Management is a supply chain component that is used to meet customer
demands through the planning, control and implementation of the effective movement and
storage of related information, goods and services from origin to destination” © Techopedia

5.4 Knowledge Area 4: Supply Management

Definition: “The identification, acquisition, access, positioning, management of resources

and related capabilities the organisation needs or potentially needs in the attainment of its
strategic objectives” © Institute for Supply Management

14
6 Conclusion

A key objective of the ASCI SCMBoK to set a foundation for Supply Chain Management that
could unify the Australasian Supply Chain Community towards a set of accepted and agreed
upon standards and nomenclatures pertaining to Supply Chain Management.

It provides a knowledge reference within Supply Chain Management domain and subject
areas, which is generally agreed as both essential and generally known.

15
7 Appendix Part I: Supply Chain Management

7.1 Supply chain strategy

The total pattern of decisions that shape the long-term capabilities of the supply chain and
their contribution to overall strategy.

7.2 Supply chain management

The design, planning, execution and control and monitoring of supply chain activities
with the objective of creating net value, building a competitive infrastructure, leveraging
worldwide logistics, synchronising supply with demand, and measuring performance globally

7.3 Performance measurement system

A system for collecting, measuring and comparing a measure to a standard for a specific
criterion for an operation, item, good, service, business

7.4 Supply Chain Operations Reference (SCOR)

A process reference model across cross industry standard diagnostic tool for supply chain
management

7.5 Sustainability
Activities that provide present benefit without compromising the needs of future generations

7.6 Risk management

The process of how to identify and manage risk

7.7 Inventory Management

The branch of business management concerned with planning and controlling inventories

7.8 Supply management

The business processes related to obtaining and managing products and services needed to
operate a business or other types of organisations

7.9 Supply chain planning

The determination of a set of policies and procedures that govern the operation of a supply
chain

7.10 Demand management

The function of recognising all demands for goods and services to support the marketplace.

7.11 Customer Relationship Management (CRM)

The collection and analysis of information designed for sales and marketing support to
understand and support existing and potential customer needs

16
7.12 Supplier Relationship Management (SRM)
A comprehensive approach to managing an enterprise’s interactions with the organisations
that supply the goods and services the enterprise uses

7.13 Logistics
The art and science of obtaining, producing and distributing material and product in the
proper place and proper quantities

7.14 Supply chain design

The determination of how to structure a supply chain

7.15 Reverse logistics

A complete supply chain dedicated to the reverse flow of products and materials for the
purpose of returns, repair, remanufacture and/or recycling

7.16 Compliance
The state of aligning with guidelines, regulations and legislation by outside parties such as
vendors, industry organisations and governments

7.17 Demand driven supply network

A situation where a customer purchase initiates real time information flows through the
supply chain which then causes movement of product through the network

7.18 Supply chain technologies

The terms concepts, philosophies, hardware, software and other attributes used in supply
chain management

7.19 Value chain

The functions within a company that add value to the goods and services that the
organisation sells to customers and for which it receives payment

7.20 Transaction channel

A distribution network that deals with change of ownership of goods and services including
the activities of negotiation, selling and contracting

17
8 Appendix Part II: Operations Management

8.1 Operations strategy

The total pattern of decisions that shape the long-term capabilities of an operation and their
contribution to overall strategy.

8.2 Operations management

The effective planning, scheduling, use and control of manufacturing or service organisation.

8.3 Manufacturing planning & control system

A closed loop information system that includes master planning, material requirements
planning and capacity requirements planning

8.4 Manufacturing environments

The framework in which manufacturing strategy is developed and implemented.

8.5 Process manufacturing

Production that adds value by mixing, separating, forming and/or chemical reactions.

8.6 Service industry

All organisations except farming, mining and manufacturing.

8.7 Enterprise Resource Planning

Framework for organising, defining and standardising the business processes necessary
to effectively plan and control an organisation so the organisation can use its internal
knowledge to seek external advantage.

8.8 Inventory management

The branch of business management concerned with planning and controlling inventories.

8.9 Supply chain management

The design, planning, execution and control and monitoring of supply chain activities with the
objective of creating net value, building a competitive infrastructure, leveraging worldwide
logistics, synchronising supply with demand, and measuring performance globally.

8.10 Distribution
The activities associated with the movement of material from manufacturer to customer.

8.11 Capacity management

The function of establishing, measuring and monitoring and adjusting limits or levels of
capacity in order to execute all manufacturing schedules.

8.12 Demand forecasting

Forecasting demand for a particular good, component or service.

18
8.13 Operations scheduling
The actual assignment of starting on completion dates to operations or groups of operations
to show when this operations must be done if the manufacturing order is to be completed on
time

8.14 Performance measurement system

A system for collecting, measuring and comparing a measure to a standard for a specific
criterion for an operation, item, good, service, business.

8.15 Management information systems

Integrated approach for providing interpreted and relevant data that can help managers
make decisions.

8.16 Industrial engineering

The engineering discipline concerned with facilities layout, methods, measurement
and improvement, statistical quality control, job design and evaluation, and the use of
management sciences to solve business problems.

8.17 Process engineering

The discipline of designing and improving manufacturing equipment and production process
to support the manufacture of a product line.

8.18 Materials management

The grouping of managing functions supporting the complete cycle of material flow, from
purchase and internal control of production materials to the planning and control of work in
process to the warehouse, shipping and distribution of the finished product.

8.19 Supplier relationship management

A comprehensive approach to managing an enterprise’s interactions with organisations that
supply the goods and services the enterprise uses.

8.20 Demand driven supply network

A situation where a customer purchase, initiates real-time information flows through the
supply chain, which then causes movement of product though the network.

8.21 Purchasing
The function of and responsibility for procuring materials, supplies and services.

8.22 Quality
Conformance to requirements or fitness for use

8.23 Accounting
The function of maintaining, analysing and explaining the financial records and status of the
organisation.

19
9 Appendix Part III: Logistics Management

9.1 Logistics Management

The management of the forward and reverse movement, handling, and storage of goods
between origin and destination points..

9.2 Logistics strategy

A plan for the logistics elements of a business including warehousing, information systems,
and transportation that is aligned with the overall business strategy.

9.3 Inventory management

The branch of business management concerned with planning and controlling inventories.

9.4 Warehouse management

The management of the activities related to receiving, storing and shipping materials to and
from production or distribution locations.

9.5 Order management

The planning, directing, monitoring and controlling of the processes related to customer
orders, manufacturing orders and purchase orders.

9.6 Materials handling

The movement of items from one point to another inside a facility.

9.7 Packaging
Materials surrounding an item to protect it from damage, able identification and improve
efficiency in movement.

9.8 Global logistics

International transactions in sourcing and distributing goods, services and capital.

9.9 Reverse logistics

A complete supply chain dedicated to the reverse flow of products and materials for the
purpose of returns, repair, remanufacture and/or recycling.

9.10 Logistics network design

The design and periodic review of inbound and outbound transportation networks, all types
of warehouses by number, location, size, layout and optimum mix of inventory levels per
location to meet the organisation’s strategic goals.

9.11 Transportation
The function of planning, scheduling and controlling activities related to mode, vendor and
movement of inventories into and out of an organisation.

9.12 Demand management

The function of recognising all demands for goods and services to support the marketplace.

20
9.13 Capacity planning
A long- to medium- term planning process resulting in providing the logistics capacity to
meet actual demand.

9.14 Sourcing and procurement

The process of identifying a company that provides a needed goods or service.

9.15 Customer service management

A process that enables a business to offer post-purchase service and information to the
customer.

9.16 Risk management

The process of how to identify and manage risk.

9.17 Sustainability
Activities that provide present benefit without compromising the needs of future generations.

9.18 Management information systems

Integrated approach for providing interpreted and relevant data that can help managers
make decisions.

9.19 Performance measurement system

A system for collecting, measuring and comparing a measure to a standard for a specific
criterion for an operation, item, good, service, business.

9.20 Supply chain management

The design, planning, execution and control and monitoring of supply chain activities with the
objective of creating net value, building a competitive infrastructure, leveraging worldwide
logistics, synchronising supply with demand, and measuring performance globally.

9.21 Procurement
The business functions of procurement planning, purchasing, inventory control, traffic,
receiving, incoming inspection and salvage operations.

9.22 Logistic cost concept

n logistics, the idea that all logistical decisions that provide equal service levels should favour
the option that minimises the total of all logistical costs and not be used on cost reductions in
one area alone.

9.23 Regulations
The laws and regulations governing the complex interactions and trade activities globally.

9.24 Continuous improvement

The act of making incremental, regular improvements and upgrades to a process or product
in search of excellence.

9.25 Distribution
The activities associated with the movement of material from manufacturer to customer.

21
10 Appendix Part IV: Supply Management

10.1 Supply management

The identification, acquisition, access, positioning and management of resources and related
capabilities that an organization needs in the attainment of its strategic objectives.

10.2 Contract management

Refers to contracted related administrative activities such as bid invitation, bid evaluation,
contract awarding, contract implementation, measurement of work completion, and payment
computation.

10.3 Negotiation
The processes by which a buyer and vendor, agree upon the purchase of an item.

10.4 Supplier relationship management

A comprehensive approach to managing an enterprise’s interactions with the organisations
that supply the goods and services the enterprise uses.

10.5 Sourcing
The process of identifying a company that provides a needed good or service.

10.6 Forecasting
The business function that attempts to predict sales and use of products so they can be
purchased or manufactured in appropriate quantities.

10.7 Logistics
The art and science of obtaining, producing and distributing material and product in the
proper place and proper quantities.

10.8 Inventory management

The branch of business management concerned with planning and controlling inventories.

10.9 Project management

The use of skills and knowledge in coordinating the organising, planning, scheduling,
directing, controlling, monitoring and evaluating of prescribed activities to ensure stated
objectives of a project, manufactured good or service are achieved.

10.10 Product development

The process of creating new products or services that offer new or additional benefits and
value to the customer.

10.11 Quality
Conformance to quality or fitness for use.

22
10.12 Risk
The process of how to identify and manage risk.

10.13 Compliance
The state of aligning with guidelines, regulations and legislation by outside parties such as
vendors, industry organisations and governments.

10.14 Corporate social responsibility

Corporate initiative to assess and take responsibility for the company’s effects on
environmental and social wellbeing.

10.15 Budgeting
A business process that includes estimates of future costs and revenues related to expected
activities.

10.16 Cost management

Process and procedures for planning the allocation of funds and monitoring expenditure
against authorised budgets.

10.17 Supply financing strategies

Planning and implementing financial arrangements with suppliers to meet the financial goals
and objectives of the business.

10.18 Performance measurement system

A system for collecting, measuring and comparing a measure to a standard for a specific
criterion for an operation, item, good, service, business.

10.19 Planning
The process of setting goals and choosing various ways to use the organisation’s resources to
achieve the goals.

10.20 Leadership
A process of influence which maximises the efforts of offers towards the achievement of a
goal.

23
11 Referenced Materials

• APICS Operations Management Body of Knowledge Framework, 3rd Edition http://www.

apics.org/docs/default-source/industry-content/apics-ombok-
framework.pdf?sfvrsn=2
• Certified in Logistics Transport and Distribution: http://www.apics.org/credentials-
education/credentials/cltd
• APICS Dictionary, APICS The Association for Operations Management, Fifteenth Edition,
2016. (App, APICS Dictionary)
• Ptak, C., Smith, C., Demand Driven Materials Requirements Planning, Industrial Press, Inc.,
2016
• Institute for Supply Management: “ISM Glossary of Key Supply Management Terms: Sixth
Edition”

24
12 Glossary of Acronyms

• APICS: The Association for Supply Chain Management

• APICSOMBOK: APICS Operations Management Body of Knowledge
• ASCI SCMBoK: Australasian Supply Chain Institute Supply Chain Management Body of
Knowledge
• CLTD: Certified in Logistics, Transportation and Distribution
• CPIM: Certified in Production and Inventory Management
• CPSM: Certified Professional in Supply Management
• CRM: Customer Relationship Management
• CSCP: Certified Supply Chain Professional
• DDI: Demand Driven Institute
• ISM: Institute for Supply Management
• SCM: Supply Chain Management
• SCOR: Supply Chain Operations Reference
• SRM: Supplier Relationship Management

25
Australasian Supply Chain Institute
Level 7, 91 Phillip St
Parramatta NSW 2150
1300 557 175
http://asci.org.au/

© 2017 Australasian Supply Chain Institute

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