How can you coordinate and control a supply chain that spans continents? When does outsourcing make sense? How can you leverage emerging economies to accelerate product development? And how can you ensure customer happiness? Questions like these require thinking beyond logistics and cost trimming. Questions like these require a big picture, global approach—the kind taught in Strategies and Leadership in Supply Chains.
Thoma Professor of Operations, Information and Technology at Stanford Graduate School of Business, is one of the world’s leading experts in supply chain management. He is Faculty Director of the Stanford Institute for Innovation in Developing Economies. Lee’s research focuses on value chain innovationsto develop new business models and networks for value creation through effective management of the value chain. His work spans both global enterprises in developed and emerging countries, as well as entrepreneurs in developing economies.
Thomas M. Siebel Professor of Business Leadership, Strategy, and Organizations; Affiliated Faculty, Woods Institute for the Environment at Stanford; Codirector of the Executive Program in Strategy and Organization
Kleiner Perkins Caufield & Byers Professor of Electronic Business and Commerce, and Management; Co-director of the Value Chain Innovation Initiative
Jagdeep and Roshni Singh Professor of Operations, Information and Technology; Codirector of the Stanford-National University of Singapore Executive Program in International Management; Director of the Advanced Leadership Program for Asian-American Executives
Strategies and Leadership in Supply Chains will help you:
THE TRIPLE-A SUPPLY CHAIN: AGILITY, ADAPTABILITY, AND ALIGNMENT
In a global market, companies are faced with diverse customers in geographically distributed markets with very different needs, from highly uncertain market conditions and changing tastes and technologies to the dependency of supply chain partners in the delivery of goods and services. Given such challenges, companies need to be agile and flexible to respond to market uncertainties, adapt to systemic changes in demand and supply patterns, and align the incentives of supply chain partners. This is what the AAA of Agility, Adaptability, and Alignment is about. Together these capabilities form the basis upon which superior value can be created in your supply network.
MANAGING NEW PRODUCT INTRODUCTIONS
New product introduction as a means to compete in a market is not easy. In what dimensions do you want to compete, how do you foresee the responses from the incumbent, how do you ensure that the introduction is smooth without ramp-up problems, and how do you garner the support of your supply network partners?
ADAPTIVE SUPPLY CHAIN DESIGN
A supply chain leader is one who innovates. Innovation can take place in the business process and associated supply chain model, and Crocs is such an example. It defied the shoe industry norm and created a new way to run its supply chain. It took advantage of the strengths of its supply chain partners and business environments, and adapted the supply chain design based on the changing needs and the capabilities of its partners. While hugely successful, it is facing new challenges, which may require new innovations to sustain its competitiveness in the market.
LEADING STRATEGY IN SUPPLY CHAIN MANAGEMENT
Supply chain management is key to your organization’s competitiveness. But how can you and the other leaders improve your organization’s ability to innovate and compete on the world stage, given what you know about your supply chain? During three sessions you will review some of the fundamental ideas from the field of “strategic management” and the leadership implications of these ideas.
Other Selected Sessions
Strategies and Leadership in Supply Chains is ideal for organizations—of any size or industry—that are faced with the challenges of managing complex global supply chains. It’s specifically designed for:
