Supply chains have been receiving deserved attention since the beginning of the COVID-19 pandemic – either because of their disruptions affecting product and service availability or because of their critical role in vaccine distribution globally. This has made visible the important role supply chains play in enabling competitiveness of companies as well as nations and states.
In a McKinsey survey in 2021, a whopping 92 percent of global supply chain leaders mentioned that they had taken steps in the past year to adapt their supply chain to make them more resilient. Importance of such strategic management of supply chains is not limited to the pandemic response. It is a prime target for change and innovation under the Fourth Industrial Revolution (i.e., IR4.0).
An important question for an executive to ask is, “do we have the right supply chain for our company?” To answer this question, we need to know what it means to have the right supply chain. In this course, you will learn, through hands-on exercises, two frameworks – Marshall Fisher’s Supply Chain Strategy and SCOR Model by APICS – to help assess whether a company has the right supply chain and how to change it to be more effective. Using an in-depth case, you will learn how different parts of a supply chain are designed and integrated to create an effective business model. Building on this foundation, the course will introduce you to a third framework – Triple-A Supply Chains by Prof. Hau Lee – that explains what additional qualities supply chains need to succeed in dynamic business environments.
The World Economic Forum says “operations and supply chain leaders would make great CEOs” because the functions they lead (1) make or break businesses, (2) are leading digital transformation, and (3) address balanced stakeholder capitalism. Whether you are already working in an operations or supply chain function, or considering moving to it as a step in your career progression, this course will help you see how supply chain operations create value for a company.
What you will learn
- Introduction to supply chain design and operations
- Relationship between supply chain strategy and business strategy (Fisher’s framework)
- Supply chain segmentation
- Dynamic supply chains: Agility, adaptability, and alignment (Triple A supply chain framework)
In order to earn a Certificate of Completion, participants must attend the required sessions and complete any assignments by the given deadlines.
Dr. Shardul Phadnis is Associate Professor of Operations and Supply Chain Management at the Asia School of Business. Previously, he served as the Associate Professor and Director of Research at MIT SCALE Network’s Malaysia Institute for Supply Chain Innovation. His research explores the intersection of supply chains and strategic management and has been published in leading journals including Strategic Management Journal, MIT Sloan Management Review, Production and Operations Management, and more, as well as in his book “Strategic Planning for Dynamic Supply Chains: Preparing for Uncertainty Using Scenarios” (Palgrave Macmillan, 2022).
Associate Professor of Operations and Supply Chain Management
Preperations management, operations research, logistics and supply chain management, green supply chain management, pricing and revenue management and analytical methods in operations
WHO WILL BENEFIT
GAIN AN EXECUTIVE CERTIFICATE
The Strategic Supply Chain Management course is part of ASB’s Executive Certificate ‘Supply Chain and Logistics’ track, designed for professionals who are seeking an in-depth, comprehensive certification of their mastery and understanding in these topics.
World-class teaching meets innovation and emerging world expertise
The ASB Iclif Executive Education Center’s open-enrollment courses are designed for busy professionals to upskill themselves with short, accelerated courses. Each course in our open enrollment program is self-contained and crafted to provide you with the essential knowledge, skills & tools to navigate in today’s complex world. Our course content is developed by drawing on the rigor of our founding parents – Bank Negara Malaysia and MIT Sloan – and combining it with fresh, innovative cases and approaches developed out of emerging trends in Asia and the developing world.