Strategies and Leadership
in Supply Chains
Dates: August 16 – 21, 2015
Application Deadline: July 17, 2015
Tuition: $11,000 USD
WHO SHOULD ATTEND
Price subject to change. Program tuition includes private accommodations, all meals, and course materials.
OVERVIEW
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:
Information and ideas. Logistics and relationships. It’s the powerful mix of these
interdependent flows that drives supply chain excellence. Taught by supply chain pioneers
and thought leaders, including the founder of AAA and Bull Whip theories, Strategies and
Leadership in Supply Chains focuses on the innovative ways in which organizations can
leverage the supply chain to create and capture value.
In six academically rigorous days, you’ll learn supply chain strategies and systems that are
agile, adaptable, and aligned. You’ll question, consider and reconsider every facet of your
supply chain—from product design and manufacturing to sourcing, distribution,
sustainability, even product recycling. Using research-driven frameworks and best practices,
you’ll develop a comprehensive, strategic, global approach to supply chain management,
enabling you to expand into new markets faster, accelerate product development cycles,
leverage partnerships, and develop new services. And most importantly, influence the
strategic and organizational direction of your company.
• Functional executives and general
managers who have strategic
responsibilities for supply chain
management, manufacturing, operations,
logistics, distribution, or procurement
• Individuals whose functional areas and
responsibilities are directly involved in
and/or affected by the supply chain
process
SAMPLE DAILY SCHEDULE
Breakfast
KEY BENEFITS
Full breakfast at Schwab Residential Center
Strategies and Leadership in Supply Chains will help you:
Morning Session I
• Think strategically, holistically, and globally about every facet of your supply chain
Value Chain Discipline: Where Do
You Compete?
• Learn strategies and systems for creating and managing market-leading global supply chains
• Uncover business strategies to create value and increase customer happiness
Morning Session II
Understand Customers for Value Creation
• Develop leadership skills to transform the supply chain to new levels of excellence by
motivating and mobilizing internal and external teams
Morning Session III
Super Agile Value Chains
• Create a strong professional network of peers you can leverage beyond the classroom
Lunch
Buffet lunch with optional patio dining
PROGRAM HIGHLIGHTS
Afternoon Session
Fast Response Supply Chain Innovations
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.
Dinner
Cocktail reception followed by dinner
Evening
Study group discussions and networking
with participants
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?
gsb.stanford.edu/exed/slsc
EXECUTIVE EDUCATION / ORGANIZATIONAL LEADERSHIP
“To say my short stay at Stanford was an incredible experience is an understatement. I thoroughly
enjoyed every minute of it. The lectures were rich both in content and context. Professor Barnett is
intellectually confident and I loved that, and Professor Mendelson is in a class of his own with all those
figures and data. Faculty ask you direct questions to make sure that you understand what you are
talking about. I think it’s a Stanford thing. My fellow participants were wonderful people and just as we
were about to start experiencing the ‘Hawthorne effect,’ the course was over!”
Hakeem O. Oyeneyin | CEO | Jejenuwa Company Ltd | SLSC 2013
TYPICAL PARTICIPANT MIX
PROGRAM HIGHLIGHTS (CONTINUED)
Management Function
ADAPTIVE SUPPLY CHAIN DESIGN
6% Corporate Development
33% General Management
6% Information Technology
14%Logistics
35%Operations/Production
3%Research/Development
3%Sales/Marketing
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.
Industry
5%Agriculture/Food/Beverages
2%Biotechnology
5%Chemicals
27%Computer/Electronics
2%Consulting
2%Entertainment/Leisure
5% Financial Services/Insurance
23%Manufacturing
11%Petroleum/Oil/Gas
7% Pharmaceuticals/Medical Devices
5%Retail/Wholesale
2%Telecommunications/
Information Services
2%Transportation
2%Utilities
Region
7%Africa
14%Asia
5% Australia/New Zealand
15%Europe
5% Middle East
40% North America
14% South America
TAKE THE NEXT STEP
For more information, or to apply
to Strategies and Leadership in
Supply Chains, please visit
gsb.stanford.edu/exed/slsc.
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.
FACULTY DIRECTOR
Hau L. Lee, the 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 also
faculty director of the Stanford Institute for Innovation in Developing
Economies. Lee’s research focuses on value chain innovations to
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.
OTHER STANFORD GRADUATE SCHOOL OF BUSINESS FACULTY
William P. Barnett
Thomas M. Siebel Professor of Business
Leadership, Strategy, and Organizations;
Affiliated Faculty, Stanford Woods Institute for
the Environment
Haim Mendelson
Kleiner Perkins Caufield & Byers Professor
of Electronic Business and Commerce, and
Management; Director of the Stanford Global
Supply Chain Management Forum
Seungjin Whang
Jagdeep and Roshni Singh Professor of
Operations, Information and Technology
EXPERIENCE THE STANFORD DIFFERENCE
Stanford Graduate School of Business Executive Education programs offer executives from
around the globe an extraordinary opportunity to immerse themselves in an intensive,
collaborative learning environment where the focus is continually on the future. Taught by
Stanford’s world-renowned faculty and supplemented by guest speakers, participants acquire
the knowledge, vision, and skill to bring innovative leadership to their organizations while
advancing their personal and professional growth.
gsb.stanford.edu/exed/slsc