CorpU Open Supply Chain Leadership Academy 2018 Open Enrollment Schedule

Transcription

1 CorpU Open Supply Chain Leadership Academy 08 Open Enrollment Schedule Learn More For assistance enrolling contact your CorpU Program Administrator or for assistance. Developed in partnership with: Open Enrollment Sprints: Achieving End-to-End Supply Chain Excellence Building Integrated Supply Networks Becoming A Great Supply Chain Leader Finding Opportunities in Your End-to-End Supply Chain Evaluating Opportunities with rd Party Logistics Providers Supply Chain Orchestration Competitive Implications of Demand Planning Strategic Sourcing for Improved Performance Managing Supply Chain Risks Open Enrollment Schedule MAR. APR. MAY JUNE JULY AUG. SEPT. Jul 7 June 9 Apr 6 0 May 8 Aug 7 Mar 9

2 EVALUATING OPPORTUNITIES WITH RD PARTY LOGISTICS Much of the value that supply chains now generate comes from integrating the supply network. In Evaluating Opportunities with rd Party Logistics Providers you will take a critical look at logistics providers to identify the kind of value that these firms could bring to your supply chain. This is a one-week sprint that is part of CorpU s three-week program titled Driving Integrated Supply Chain Performance. Improved awareness of the value that third party outsourced logistics providers can bring to your organization Improved alignment and collaboration with supply chain partners Understand managerial implications of using third party outsourced logistics providers Identify the benefits and drawbacks of logistics outsourcing, in order to accurately determine where your organization should stand on this issue CHRIS NOREK, PH.D Senior partner, Chain Connectors, Inc. OUTSOURCING AND THE OPTIMIZING PL RELATIONSHIPS THE FUTURE OF OUTSOURCING AT YOUR ORGANIZATION Enhancing Capacity Rethinking Outsourced Logistics Services Essential Questions Defining the PL Ursa s Local Logistics Capabilities A Range of Options Enhancing Value Through Outsourced Logistics Services Managing the PL Increasing Performance Your Leadership Transitioning Ownership The View from Above Advanced Outsourcing Models An Outsourcing Arrangement Four Recommendations The Future of Outsourcing E00

3 STRATEGIC SOURCING FOR IMPROVED PERFORMANCE As supply chain leaders look to develop a more responsive and integrated supply chain, it is important to identify the key value drivers in order to begin the process of supply chain transformation. In Strategic Sourcing for Improved Performance you will investigate strategic sourcing, which will help you develop a more robust procurement strategy for the future. This is a one-week sprint that is part of CorpU s three-week program titled Driving Integrated Supply Chain Performance. Improved alignment with supply chain partners Demonstrate understanding of supplier relationships and production needs Identify critical leadership skills for more effective sourcing Apply the content to develop insight on how to improve your organization s sourcing Explore the balance between value and risk CHRIS CRAIGHEAD, PH.D Dove Professor, Haslam College of Business, University of Tennessee SOURCING FOR PERFORMANCE SUPPLIER MANAGEMENT CHALLENGES & OPPORTUNITIES OF GLOBALIZATION Leadership Decisions Strategic Sourcing Single vs. Multiple Sourcing Strauss, TransCorp & Pantera Lessons from Marketing Segmenting One Product Your Case Scotts Case Balancing Value and Risk How Can Oil Prices Help You Evaluate Your Supply Chain Insourcing vs. Outsourcing Improving Performance The Complexities of Strategic Sourcing S00

4 ORCHESTRATION Every industry and every function has language and/or vocabulary that is unique to its work. Within the supply chain, many experts speak about terms like alignment and collaboration and supply chain orchestration. What do these terms really mean? How can you and your organization build an integrated supply chain that creates and captures value? In Supply Chain Orchestration you enhance your capacity for building alignment and collaboration as your learn a powerful methodology for leading contemporary supply chain organizations. This is a one-week sprint that is part of CorpU s three-week program titled Assessing Supply Chain Effectiveness. Identify opportunity gaps, develop a roadmap for improvement and use core principles of change management Build a leadership mindset that enables performance improvement action Develop an end-user mindset for future supply chain management, and analyze incentives that contribute to or hinder this mindset STEVE TRACEY Executive Director, Center for Supply Chain Research TM Executive Director, Penn State Executive Programs PLAYING THE ROLE OF CONDUCTOR CHANGE LEADERSHIP MOVING FORWARD Capitalizing on Synergies Areas Ripe for Supply Chain Orchestration Value Chain Analysis Bridging the Gap Your Roadmap The Need for Speed The Net Promoter System The Strategic Plan Connecting Behaviors Kotter s Model One Opportunity The IDEA Test Supply Chain Orchestration in Your Organization S00

5 MANAGING SUPPLY CHAIN RISK One of the critical value drivers of supply chain management is the ability of the supply chain organization to mitigate and manage risk. That is easier said than done because globalized supply chains expose firms to a huge number of risks. In Managing Supply Chain Risk you will take a deep dive into supply chain risk management in order to envision ways of developing a competitive advantage within the marketplace. This is a one-week sprint that is part of CorpU s three-week program titled Aligning Your Supply Chain for Transformation. Strategies and solutions for managing disruptions in your supply chain Build a Risk Matrix for your Supply Chain Share obstacles and solutions with Supply Chain peers Investigate critical risk management and mitigation strategies for protecting your organization from disruptions. Build a risk management mindset and a tool kit for mitigating and managing supply chain risk. CHRIS CRAIGHEAD, PH.D Dove Professor, Haslam College of Business, University of Tennessee THE ASHMARK CASE DISRUPTIONS MITIGATING AND MANAGING RISK The Ashmark Case Your Initial Thoughts The Impact of Supply Chain Disruptions Understanding Supply Chain Resilience Managing Disruptions Building Supply Chain Continuity Managing an At Risk Supplier Managing Risk Levers Building a Risk Management and Mitigation Frame Lessons from Ashmark and Applications to Your Organization Risk Matrix M600

6 COMPETITIVE IMPLICATIONS OF DEMAND PLANNING One of the key assumptions of a well-functioning end-to-end supply chain is that the demand planning of the system is accurate and robust. In Competitive Implications of Demand Planning you will investigate key elements of forecasting and inventory management in order to help your organization gain a competitive advantage. This one-week sprint is part of CorpU s three-week program titled Identifying the Forces Shaping Your Supply Chain. Enhance knowledge of the end-to-end supply chain with the aim of removing silos and capitalizing on synergies within your organization Generate ideas for aligning incentives Investigate the financial implications of inventory management Discuss the most common forecasting techniques and S&OP aggregate planning Discuss how silos and misaligned incentive work against the model end-to-end supply chain CHRIS NOREK, PH.D. Senior Partner, Chain Connectors, Inc. FINANCIAL IMPERATIVES OF INVENTORY MANAGEMENT FORECASTING INVENTORY MANAGEMENT FORECASTS AND REDUCING INVENTORY Aligning with the Marketplace Your Sprint Simulation Shifting Priorities Changing Role of Inventory Management Immediate Financial Implications of Inventory Management Cost of a Single Stockout Predicting Demand Computer Models and Managerial Judgment S&OP Aggregate Company Forecasts How Can You Improve Your Forecasting? Optimizing Performance Through Collaboration Inventory Carrying Costs Types of Inventory Misaligned Incentives Your Alignment Upstream and Downstream Concerns Forecast Errors and Bias Your Forecasts Reducing Inventory How Can Your Organization Reduce Inventory? C00

7 FINDING OPPORTUNITIES IN YOUR END TO END Current supply chain research suggests that much of the future value creation in the supply chain will occur as leaders at all levels of the organization work to build a seamless end-to-end supply chain. Finding Opportunities in Your End-to-End Supply Chain acts as an introduction to the concept and implications of the end-to-end supply chain. It is designed to give participants some important food for thought around leadership implications of this strategic approach, and begin conversation with peers about leading the modern supply chain. This one-week sprint is part of CorpU s three-week program titled Identifying the Forces Shaping Your Supply Chain. Build an understanding of core principles and implications of endto-end supply chain management Identify opportunities to improve efficiencies and create value across the supply chain Analyze end-to-end supply chain principles and identify application within your organization Discover performance drivers of Gartner s Top supply chain organizations Understand the issues and forces that shape the modern supply chain CHRIS NOREK, PH.D. Senior Partner, Chain Connectors, Inc. THE FOUNDATION ISSUES AND FORCES THAT SHAPE SUPPLY CHAINS MICRO AND MACRO SPENDING STRATEGIC ASSESSMENT OF YOUR SUPPLY CHAIN Challenges and Opportunities End-to-End Supply Chain Model 7 Principles of Supply Chain Management Issues and Forces Triple-A Supply Chain Need for Alignment The Language of Business Implications of Logistics Costs Financial Impacts of Supply Chain Management Opportunities for Improvement in Managing Supply Chains F00