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Quest Training

Supply Chain Finance Strategy & Financial Optimization Training Course

Links procurement, inventory, logistics and demand planning decisions to cash flow, total cost and profitability, uniting supply chain strategy with finance.

SCFM · Supply Chain Finance & Working Capital ManagementAll Levels#2207ClassroomEnglish , Arabic
Duration
5 Days
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Free substitution at any time · 30+ days' notice: full refund minus 10%. Cancellation policy

Sectors:Procurement, Contracts & Supply ChainCategories:Supply Chain Finance & Working Capital Management

Course Overview

This advanced course provides a practical framework for integrating supply chain strategy with financial management and optimization. It focuses on how procurement, inventory, logistics, supplier management, and demand planning decisions influence cash flow, cost structures, profitability, and overall financial performance. Participants will examine the financial drivers of supply chain performance, including total cost, working capital, cash conversion, inventory investment, supplier terms, logistics expenditure, and supply chain risk. The course emphasizes translating operational data into financial insights that support better management decisions. Through practical analysis, financial modeling, performance measurement, and business cases, participants will learn how to identify cost and value opportunities across the supply chain, evaluate trade-offs between cost, service, resilience, and liquidity, and develop financially aligned supply chain strategies. The program concludes with an integrated financial optimization approach that enables participants to prioritize initiatives, quantify potential benefits, establish financial KPIs, and develop actionable improvement plans aligned with organizational objectives.

Learning Objectives

  • Analyze the financial drivers influencing supply chain performance and profitability.
  • Evaluate supply chain costs across procurement, inventory, logistics, and supplier operations.
  • Apply working capital and cash conversion principles to supply chain decisions.
  • Assess the financial impact of inventory policies, purchasing strategies, and supplier terms.
  • Analyze total cost of ownership and identify hidden cost drivers across the supply chain.
  • Evaluate cost-service-resilience trade-offs when making strategic supply chain decisions.
  • Develop financial KPIs for monitoring supply chain efficiency and value creation.
  • Apply financial analysis techniques to supply chain investment and improvement initiatives.
  • Identify opportunities to reduce costs while protecting operational performance and service levels.
  • Prioritize supply chain optimization initiatives based on financial impact, feasibility, and risk.
  • Strengthen collaboration between finance, procurement, operations, and supply chain functions.
  • Develop an integrated financial optimization roadmap for supply chain performance improvement.

Who Should Attend

This course is designed for supply chain, procurement, logistics, inventory, materials management, demand planning, operations, and supplier management professionals who are responsible for cost, efficiency, working capital, or financial performance. It is also suitable for finance professionals working closely with supply chain functions, including financial controllers, management accountants, treasury professionals, financial analysts, and business performance specialists. The program is particularly relevant to managers, department heads, and decision-makers responsible for supply chain strategy, cost optimization, operational efficiency, profitability, liquidity, and cross-functional financial performance.

Learning Outcomes

  • By the end of the course, participants will be able to:
  • Analyze the financial impact of supply chain decisions on organizational performance.
  • Build a clear view of supply chain cost structures and major cost drivers.
  • Evaluate inventory investment and its impact on working capital and cash flow.
  • Assess supplier pricing, payment terms, and commercial conditions from a financial perspective.
  • Apply total cost of ownership analysis to procurement and sourcing decisions.
  • Evaluate logistics and distribution costs and identify optimization opportunities.
  • Develop financial KPIs linking operational performance with financial outcomes.
  • Quantify the potential financial benefits of supply chain improvement initiatives.
  • Analyze trade-offs between cost reduction, service levels, resilience, and liquidity.
  • Prioritize optimization opportunities using financial value and implementation criteria.
  • Establish cross-functional financial governance for supply chain performance.
  • Prepare an actionable financial optimization plan for a supply chain function or business unit.

Course Outline

Course Outline

Day 1

Supply Chain Finance Strategy & Financial Performance

  • The strategic relationship between supply chain and financial performance
  • Financial drivers of supply chain value
  • Supply chain cost structures and profitability
  • Cash flow, liquidity, and supply chain decisions
  • Working capital and cash conversion fundamentals
  • Mapping financial flows across procurement, inventory, logistics, and fulfillment
  • Linking operational KPIs to financial outcomes
  • Identifying financial leakage across the supply chain
  • Practical workshop: Build a financial performance map for a supply chain
Day 2

Cost Optimization, Procurement Finance & Total Cost of Ownership

  • Supply chain cost analysis and cost-driver identification
  • Procurement spend and financial impact
  • Total Cost of Ownership methodology
  • Purchase price versus total acquisition cost
  • Supplier pricing, payment terms, and commercial conditions
  • Sourcing decisions and financial trade-offs
  • Cost-to-serve analysis
  • Identifying hidden and indirect supply chain costs
  • Practical workshop: Calculate and compare total cost scenarios for sourcing options
Day 3

Working Capital, Inventory & Cash Flow Optimization

  • Inventory as a financial investment
  • Inventory turnover and days inventory outstanding
  • Excess, slow-moving, and obsolete inventory
  • Safety stock and service-level financial trade-offs
  • Replenishment and order quantity decisions
  • Supplier payment strategies and cash timing
  • Cash conversion cycle optimization
  • Balancing liquidity, availability, and operational resilience
  • Practical workshop: Identify opportunities to release working capital without compromising service
Day 4

Financial Analytics, Supply Chain Risk & Investment Decisions

  • Supply chain financial analytics and management reporting
  • Building financial dashboards and performance indicators
  • Scenario and sensitivity analysis
  • Financial evaluation of supply chain improvement projects
  • Cost of supply chain disruption and operational risk
  • Risk-adjusted decision-making
  • Evaluating technology, automation, logistics, and capacity investments
  • Prioritizing initiatives according to value, risk, and feasibility
  • Practical workshop: Build a financial business case and prioritize optimization initiatives
Day 5

Integrated Financial Optimization Strategy & Implementation

  • Developing an integrated supply chain finance strategy
  • Aligning supply chain objectives with corporate financial priorities
  • Designing financial targets and accountability mechanisms
  • Establishing cross-functional governance between finance and supply chain
  • Building a supply chain financial optimization portfolio
  • Measuring realized financial benefits
  • Sustaining cost, cash flow, and working capital improvements
  • Implementation planning and performance reviews
  • Final workshop: Develop a comprehensive Supply Chain Financial Optimization Roadmap with priorities, financial impact, owners, KPIs, and implementation actions

Upcoming Dates

Selected date

Casablanca · 25 – 29 Jan 2027 · Classroom

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CityDatesPrice per ParticipantEarly Bird
MunichScheduled
2 – 6 Nov 2026€5,400—
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MuscatScheduled
9 – 13 Nov 2026€5,300—
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OnlineScheduled
15 – 19 Nov 2026€1,700—
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ParisScheduled
23 – 27 Nov 2026€5,700€5,130until 2 Nov
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RiyadhScheduled
30 Nov – 4 Dec 2026€4,200€3,780until 9 Nov
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ViennaScheduled
7 – 11 Dec 2026€5,700€5,130until 16 Nov
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RomeScheduled
7 – 11 Dec 2026€5,800€5,220until 16 Nov
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AmmanScheduled
13 – 17 Dec 2026€3,100€2,790until 23 Nov
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AmsterdamScheduled
21 – 25 Dec 2026€5,400€4,860until 30 Nov
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BakuScheduled
28 Dec 2026 – 1 Jan 2027€4,800€4,320until 7 Dec
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BangkokScheduled
4 – 8 Jan 2027€6,100€5,490until 14 Dec
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BarcelonaScheduled
11 – 15 Jan 2027€5,400€4,860until 21 Dec
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BerlinScheduled
18 – 22 Jan 2027€5,800€5,220until 28 Dec
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CairoScheduled
25 – 29 Jan 2027€3,300€2,970until 4 Jan
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CasablancaScheduled
25 – 29 Jan 2027€4,300€3,870until 4 Jan
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DammamScheduled
1 – 5 Feb 2027€4,200€3,780until 11 Jan
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DohaScheduled
8 – 12 Feb 2027€4,400€3,960until 18 Jan
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DubaiScheduled
14 – 18 Feb 2027€4,400€3,960until 25 Jan
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FrankfurtScheduled
22 – 26 Feb 2027€5,800€5,220until 1 Feb
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GenevaScheduled
1 – 5 Mar 2027€6,300€5,670until 8 Feb
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IstanbulScheduled
8 – 12 Mar 2027€4,700€4,230until 15 Feb
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Kuala LumpurScheduled
8 – 12 Mar 2027€4,400€3,960until 15 Feb
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LisbonScheduled
15 – 19 Mar 2027€5,400€4,860until 22 Feb
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LondonScheduled
22 – 26 Mar 2027€5,600€5,040until 1 Mar
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MadinahScheduled
29 Mar – 2 Apr 2027€4,200€3,780until 8 Mar
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MadridScheduled
5 – 9 Apr 2027€5,400€4,860until 15 Mar
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MakkahScheduled
12 – 16 Apr 2027€4,200€3,780until 22 Mar
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ManamaScheduled
19 – 23 Apr 2027€4,700€4,230until 29 Mar
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MilanScheduled
26 – 30 Apr 2027€6,000€5,400until 5 Apr
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MarrakeshScheduled
26 – 30 Apr 2027€4,300€3,870until 5 Apr
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Available in: Istanbul · Dubai · London · Riyadh · Doha · Amsterdam

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