In 2012 the Georgia Center of Innovation reported that the United States will be short 1,000,000 workers in Supply Chain by 2016. Issues abound. The most acute issue is mid-management talent. Technologies are changing and globalization is redefining roles and driving new opportunities.

Companies want to make the digital pivot. Change is happening so fast that it is hard to keep up. We want to help, so we developed three unique types of training for you and your team:

  • The Bootcamp Intensive
  • The Company Cohort
  • The Cross-Company Academy

To build our online courses, we turned to CorpU to build an innovative program that allows organizations to not only educate, but also benchmark and align themselves against a business objective. In addition, the leader of the organization gains insights on organizational readiness through the sharing of new innovations in Idea Tournaments and social collaboration. 

Want to share a summary of the training options with your team? Download our training flyer and pass it around.

The class was well structured and it exposed participants to multiple opportunities for engagement. Companies need to take this class because there is a lot to learn about the future of supply chain and the time is now.

Paul RepakVice President, VTech

The class is engaging and insightful. Altogether a wonderful experience. Everyone should go!

Stephen BrownCustomer Logistics Manager, Georgia Pacific

Great Learning opportunity. Lora is well versed across industries and understands the history of supply chain with a clear vision of the future.

Bryon MurphySenior Manager, KinRoss Gold

Innovative thinking that stretches the status quo. Untethered access to one of the few visionaries in our discipline.

James IrvineSenior Manager, Kinross Gold

Bootcamp Intensive

  • Facilitated workshop with Lora Cecere
  • Aimed at Directors or Senior Managers tasked with charting future supply chain strategies
  • Two-day, in-person course
  • Offered several times a year
  • Cost: $1,200 a person
  • Areas of focus (based on same concepts offered in our other training programs):
    • The current state of the supply chain
    • The evolution of next-generation supply chain thinking
    • Emerging forms of analytics, and potential paths forward to seize new opportunities in Supply Chain 2030
  • 2018 Courses in Philadelphia, PA
    • April 18-19, 2018
    • October 17-18, 2018

AGENDA

DAY ONE

  • 8:30 — Continental Breakfast
  • 9:00 — Opening and Introductions
  • 9:30-10:30 — Current State of Supply Chain. Building on the Metrics That Matter Research, What Defines Supply Chain Excellence? Where Is the Industry?
  • 10:30-11:00 — Break
  • 11:00-12:00 — Activity to Review the Financial Benchmarking Patterns of Class Attendees and an Open Discussion of How to Define Supply Chain Excellence
  • 12:00-1:00 — Lunch
  • 1:00-2:00 — Making the Digital Pivot. What is a Digital Supply Chain? Using Research and Case Studies, the Group Will Explore What Digital Means.
  • 2:30-3:00 — Break
  • 3:00-4:00 — Sharing of Digital Pivot Case Studies
  • 4:00-5:00 — New Forms of Analytics. How Can New Forms of Analytics Improve Outcomes.

Supply Chain Insights will assist attendees with recommendations for restaurants for dinner if requested.  Dinner will be on your own.

DAY TWO

  • 8:30 — Continental Breakfast
  • 9:00 — Opening/ Reflections
  • 9:30-10:30 — Activity on the Future State of Supply Chain Leadership
  • 10:30-11:00 — Break
  • 11:00-12:00 — Network of Networks: Building Capabilities Past the Four Walls of the Enterprise
  • 12:00-1:00 — Lunch
  • 1:00-2:00 — Supply Chain 2030. What Does the Future Look Like?
  • 2:30-3:00 — Break
  • 3:00-4:00 — Activity to Develop Supply Chain 2030 Strategic Plans
  • 4:00-5:00 Wrap-up

 To register or get more information, contact Regina Denman, Director of Client Services, at regina.denman@supplychaininsights.com or 207-521-9176.

Company Cohort

  • Private program for single company
  • 30-50 employees
  • Online learning over one week
  • Material includes benchmarking, research, social engagement, ideation, and innovative case studies
  • Scalable pricing is negotiable starting at $450/person for a three-year term
  • Seven courses currently offered:

1. Supply Chain Metrics That Matter
2. Building the Customer-Centric Supply Chain
3. The Market-Driven Value Network Journey
4. Making the Digital Pivot
5. End-to-End Supply Chain Orchestration
6. Driving Improvement in Decision Making Through Supply Chain Planning
7. Building Agility Through Horizontal Processes

To register or get more information, contact Regina Denman, Director of Client Services, at regina.denman@supplychaininsights.com or 207-521-9176.

 

The Cross-Company Academy

.

  • Multiple companies included: 2-3 individuals from each
  • One cohort for North America and one for Europe with the option of enrollment in Asia
  • Online learning includes one course per month over the span of seven months
  • Material includes benchmarking, research, social engagement, ideation, and innovative case studies
  • Participants receive certificate upon completion
  • Facilitated by Lora Cecere
  • $2500 per person
  • Seven courses currently offered:

1. Supply Chain Metrics That Matter
2. Building the Customer-Centric Supply Chain
3. The Market-Driven Value Network Journey
4. Making the Digital Pivot
5. End-to-End Supply Chain Orchestration
6. Driving Improvement in Decision Making Through Supply Chain Planning
7. Building Agility Through Horizontal Processes

To register or get more information, contact Regina Denman, Director of Client Services, at regina.denman@supplychaininsights.com or 207-521-9176.

Course Overview

Here are summaries of the seven courses developed in partnership with CorpU:

  1. Supply Chain Metrics That Matter: Most companies are working on a cost-driven agenda. How can they shift and drive value, or improve the metrics that matter on the balance sheet? In this course, we explain this journey and help supply chain teams speak the language of the balance sheet with an understanding of how their actions drive business results.
  2. Making the Digital Pivot: Supply chains are not equipped to sense, think, and respond intelligently through digitized relationships which provide new sources of data and insight. The digital pivot shifts the focus to outside-in. Extreme connectivity and in-memory analytics enables the redesign of the atoms and electrons of the supply chain. Take this course so that you can build a guiding coalition to drive a digital supply chain to connect it through machine-to-machine and machine-to-human interactions.
  3. Building the Customer-Centric Supply Chain: To drive growth, supply chains must align the customer response into operations to reflect custom and customer segmentation policies, and so that they can align measures such as cost to serve with profitability. Take this course to build the organizational muscle to move supply chain segmentation into policy and execution.
  4. The Market-Driven Value Network Journey: The traditional supply chain is supply centric. As companies deploy growth strategies they need to rethink the principles of demand, become demand-driven, and mature relationships towards market-driven orchestration. In this course you’ll define a demand glossary and a go-forward plan for the supply chain team to manage demand flows.
  5. End-to-End Supply Chain Orchestration: Spreadsheets and Electronic Data Interchange (EDI) tools are no longer sufficient to create visibility across the extended value chain, manage planning and unstructured data, or enable hands-free capabilities to get the right data to the right person at the right time. In this class the team builds an end-to-end journey to improve corporate performance.
  6. Driving Improvement in Decision Making Through Supply Chain Planning: Supply chain teams must synchronize four planning layers – strategic, tactical, operational and executional – but most tools were implemented within functions without a holistic view, making this synchronization impossible. In this course, learn how to build a supply chain planning roadmap and define the organizational structure. You will recognize what makes a good plan and build processes for evolution.
  7. Building Agility through Horizontal Processes like S&OP, Supplier Development and Revenue Management: Agility is the ability of a company to drive volume growth while performing well on customer service, cost and inventory despite the rise of demand and supply uncertainty. Sales & Operations Planning processes are not maturing fast enough to support an organization’s growth objectives and must shift from matching demand with supply at a volumetric level, to maximizing profitability and orchestrating plans that can shift with markets. This course helps to define the concepts for action for the organization to build strength in Sales & Operations Planning (S&OP), Revenue Management, New Product Launch, Supplier Development, and Corporate Social Responsibility (CSR) processes to improve corporate performance through cross-functional processes.

Want more information?

Watch this short video to understand more about our partnership with CorpU:


Or view this webinar:

To register or get more information, contact Regina Denman, Director of Client Services, at denman@supplychaininsights.com or 207-521-9176.

What People Are Saying about Supply Chain Insights’ training:

"As Canada’s premier Supply Chain Management Professional association, we owe it to our members to ensure our education and professional development opportunities are leading edge and thought provoking. We often turn to Supply Chain Insights for Research, blog reviews and other insights into the trends that are shaping the SC world of tomorrow. With an incredible offering of insights into the SC world, we don’t need to reinvent or restate the views found on Supply Chain Insights’ web pages; we just direct our members there for first-hand information and guidance that can lead to intelligent conversations with their peers."

Rick ClevelandDirector of Education and Accreditation - Supply Chain Management Association

“If we had this program early on, we would have streamlined and jump-started our strategy. The program exceeded my expectations.”

Scott WinsteadDirector of Hydrocarbon Solutions Dow Chemical