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Designing and Leading Supply Chain (Designing and Leading Competitive Supply Chains) 5-Day Course

Course Description

This course covers the last and final step in developing effective supply chains, providing senior management with insight into strategy and models for developing supply chain systems for speed, flexibility and competitive differentiation.

Who Should Take the Course

Designing and Leading Competitive Supply Chains is designed for upper-middle and senior-level executives responsible for the development and management of logistics and supply processes strategy. Representative titles include: vice president, director, or manager of logistics, purchasing, supply chains, operations, distribution, or materials management.

What the Student Will Learn

The student will learn the most current methodologies and research as well as world-class experience in supply chain practices. Prominent guest speakers provide the student with timely insight at evening events on contemporary issues in business and technology. The student will also create a personal solution framework for priority issues or challenges they face within the organization. The student will work with learning tools in both group discussion and reflection sessions specially created to build strategic bridges between content and applicability. The student will leave with a concrete process for turning new vision into organizational direction and results.

Included Materials

A three-ring Participant Notebook is provided. The Notebook contains all of the relevant course and study materials

Alan Stenger

Picture of Stenger Since joining the Penn State faculty in 1972, Dr. Stenger has taught graduate and undergraduate courses in supply chain management, logistics systems management, logistics research methods, carrier management, transportation economics and quantitative methods in logistics. He was Graduate Advisor for the Department of Business Logistics for 16 years, and is currently Associate Director of the Center for Supply Chain Research. Dr. Stenger has engaged in a wide range of educational and consulting activities both in the United States and abroad. This includes work with companies in the industries such as the chemical, pharmaceutical, consumer packaged goods, glass, information technology, and railroad. Dr. Stenger's research interests focus primarily on the organization and management of supply chain and logistical activities in manufacturing and merchandising firms, with particular emphasis on the use of decision support and information technology as enablers.

Course Outline

Designing and Implementing Supply Chain Concepts
  • Principles of Supply Chain Management
  • Framework for Achieving an Integrated Supply Chain
  • Measuring Supply Chain Performance Relative to Corporate Goals
  • Designing Appropriate Supply Chain Strategies
  • Operating Effective Supply Chains Through "Intensive Management"
  • Information and Decision Support Technology in Supply Chains
  • Supply Chain Simulation
Managing Global Supply Chains
  • Unique Challenges of International Supply Chains
  • Ownership vs. Management vs. Control of Supply Chains
  • Product Design and Mass Customization
  • Time Accounting vs. Cost Accounting-Inventory Velocity
  • The Global Factory
  • Outsourcing
  • Role of e-Business Initiatives
  • Cases in Global Supply Chain Operation
Supply Chains and the New Financial Imperatives
  • Competitive Strategy and Valuation
  • Creating Shareholder Value
  • Cash Flow-The Basis of Value
  • The Supply Chain Role in Improving
    • Cash Flow Margin
    • Growth and Investment
    • Growth and Investment
Supply Chain Activities and the Evolving Organization
  • The mind of the Customer and Customer Service
  • Purchasing Materials and Logistics Services
  • Trends in Supply Chain Logistics Activities
  • Supply Chain Strategies within the Firm's Competitive Drive
  • Supply Chain Management in Today's Changing Organizations
  • Seeking Value Through Relationships
  • Managing Effective Change
Conclusions-Strategic Supply Chain Imperatives for the Future
  • New Supply Chain Strategies and Structures
  • New Customer and Supplier Relationships
  • New Cross-Functional Relationships and Measurements
  • Improving Operating Performance
  • Measuring Supply Chain Management's Impact on Corporate Performance