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.

Program tuition includes private accommodations, all meals, and course materials.

Overview

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.

Faculty Director
Other Faculty
Hau L. Lee

Thoma Professor of Operations, Information and Technology; Director of the Stanford Global Supply Chain Management Forum; Director of the Strategies and Leadership in Supply Chains Executive Program

Hau Lee's research focuses on supply chain management, work that addresses how to get products or services to their destination by managing the flow of materials, information, and money. His research has resulted, among other things, in the building of computer models for industrial implementation, as well as in the development of strategies and operational concepts for practitioners.

Thomas M. Siebel Professor of Business Leadership, Strategy, and Organizations; Codirector of the Executive Program in Strategy and Organization; Affiliated Faculty, Woods Institute for the Environment at Stanford

Kleiner Perkins Caufield & Byers Professor of Electronic Business and Commerce,and Management Director of the Stanford Global Supply Chain Management Forum

Jagdeep and Roshni Singh Professor of Operations, Information and Technology; Codirector of the Stanford-National University of Singapore Executive Program in International Management

Video Introduction
Join faculty director Hau Lee and past participants to learn about how this program gives you the tools you need to create and manage market-leading global supply chains.
"Supply chain is not a backroom operation. Supply chain is a way for you to compete. It’s a way for you to win." — Hau Lee

Get a sneak peek at Faculty Director Lee's strategic, holistic, and global approach to supply chain leadership.
Key Benefits

Strategies and Leadership in Supply Chains will help you:

  • Think strategically, holistically, and globally about every facet of your supply chain
  • Learn strategies and systems for creating and managing market-leading global supply chains
  • Uncover business strategies to create value and increase customer happiness
  • Develop leadership skills to transform the supply chain to new levels of excellence by motivating and mobilizing internal and external teams
  • Create a strong professional network of peers you can leverage beyond the classroom
 
 
 
 
 
 

Program Highlights

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

  • Building socially responsible and sustainable supply chains
  • Value-creating supply chains
  • Using advanced technologies for supply chain innovation
  • Information-smart supply chains and "sense and respond" strategies
  • Cross-functional coordination and collaboration for supply chain excellence
  • Leveraging emerging economies as both supply and demand points of the global supply chain

Who Should Attend?

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:

  • 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 Participant Mix
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This course provided a very good overview of how supply chain fits into the general corporate strategy and what actions are needed to be a supply chain leader in our industry.
– David Stafford
Chief Operating Officer
Michelin Americas Research Company
Excellent program, well organized. I liked the focus on leadership and strategy.
– Charles Nardoni
Vice President
The Walt Disney Company
Too often, these seminars start off fast and slow down—not this one! Best I've been to.
– John Piatak
Sr. Manager
Applied Materials
World Class' is the only way I can describe the course. The faculty, facilities, and curriculum vastly exceeded my expectations! I am leaving Stanford with concepts, practices, examples, and friendships that will have value immediately and for years to come. Every concept presented has relevance and opens the mind to the reality that supply chain is the battleground of the E-revolution and the 21st century.
– Robert Spiel
Logistical Analyst
Hewlett-Packard Company

Facilities

 
 
 
 
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Stanford University
The Stanford campus is world renowned for its natural beauty, Spanish mission-style architecture, and temperate climate. With more than 8,180 acres (3,310 hectares), Stanford's campus ranks as one of the largest in the United States. Participants in Stanford's Executive Programs become part of a quintessential university setting, residing together, walking or biking to classes, and enjoying access to Stanford University facilities.
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The Knight Management Center
Opened in spring 2011, the Knight Management Center has transformed the Stanford Graduate School of Business into a vibrant and unified indoor-outdoor, living and learning community. Participants will take classes at this new state-of-the-art campus, which features tiered classrooms with extensive floor-to-ceiling glass, the latest in audiovisual technology, numerous breakout and study rooms, outdoor seating areas to encourage informal discussion, and an open collaboration lab that employs hands-on and design thinking techniques.
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Schwab Residential Center
Designed by renowned Mexican architect, Ricardo Legorreta, the Schwab Residential Center gives residents ample privacy while promoting collegial interaction through shared lounges, outdoor meeting areas, a library, and an exercise room.

Contact

Laura Moore
Associate Director, Programs and Marketing
Phone: +1.650.723.6641
Email: laura.moore@stanford.edu


The Stanford Difference

The Place: Immerse yourself in innovation.
The Experience: Transform your thinking, your career, your company.
The Approach: Challenge yourself with research-based learning and real-world experience.