What is the typical business profile of people who face these issues?

Sales Vice Presidents and Directors, CMO’s, Marketing Vice Presidents and Directors, Strategy Executives, CFOs , Finance Directors, supply chain Vice Presidents and Directors, Production Vice Presidents and Directors, CIOs

How will I benefit from participating in this workshop?

• Capitalize on supply chain components/attributes to enhance your core competences
• Manage interactions and relationship among functional areas and their impact on market penetration strategies

What will I do in this workshop?

We ask you to come to the workshop prepared to discuss your company strategy and challenges for the future, as well as your perception of what should be done to make your SCM capable of supporting the business as it evolves. The purpose of this is to allow the discussions to be as concrete and meaningful as possible for all participants.
 

The first part of the workshop is allocated to discussing what Supply Chain Management means in a global economy, beyond trucks and shop orders limits, to a truly integrated approach from cost centre to profit generation:

• New global trends in the business environment
• Innovative Supply Chain Management solutions
• New ways of measuring the positive business impact of SCM on the top and bottom lines
• New ways of measuring performance, alignment of reward and recognition structure, appropriate organisation design
   

You examine the four generic competition strategies and their supporting Supply Chain Management strategies, each with concrete industry examples:

• Competing on price/lean SCM
• Competing through products and brands/agile SCM
• Competing through innovative products or solutions/ flexible SCM
• Competing through customer specific solutions/collaborative SCM

Through practical cases you will discover how Supply Chain Management decisions can impact the financial results of your company.
 

The second part of the workshop focuses on understanding the links between the various corporate functions and the main Supply Chain Management processes.

• Marketing and sales/customers
• Finance
• Manufacturing
• Procurement/external partners
• R&D
• IT

We use a case study as support to understanding how to create a Supply Chain strategy and why certain choices should be made.
 

The last part of the workshop looks at interpersonal aspects of Supply Chain strategies:

• Thinking beyond silos, companies and cross-cultural barriers
• Daring to think big yet remaining realistic
• Managing change within and outside the company
• Measure success and ensure adherence to new processes