To equip leaders with the strategic frameworks and tools necessary to design, manage, and leverage the supply chain and extended ecosystem for competitive advantage and enhanced resilience:

• Senior Supply Chain and Operations Executives.
• Heads of Procurement and Sourcing.
• Strategy and Corporate Development Professionals involved in value chain design.
• General Managers responsible for cost, quality, and time-to-market.
• Risk Management and Business Continuity Specialists.
• Managers leading digital transformation in logistics and operations.

• Case studies on major supply chain disruptions (e.g., natural disasters, geopolitical events) and strategic response.
• Group exercise on applying the Kraljic Matrix to a company's supplier base.
• Workshop on designing a dual-sourcing strategy for a critical component.
• Simulation of an S&OP meeting focused on aligning sales forecasts with capacity.
• Discussions on digital best practices and technology ROI.

Unit 1: The Supply Chain as a Strategic Asset

• Differentiating between efficient (Lean) and responsive (Agile) supply chain models.
• Matching the supply chain structure to the product and market strategy (e.g., functional vs. innovative products).
• Analyzing the Value Chain to identify sources of competitive advantage.
• The concept of the "Triple-A" supply chain: Agility, Adaptability, Alignment.

• The Kraljic Matrix for strategic categorization of suppliers.
• Moving from tactical cost-cutting to strategic relationship management.
• Total Cost of Ownership (TCO) analysis in strategic sourcing decisions.

Unit 2: Ecosystem Management and Strategic Partnerships

• Identifying and mapping key partners beyond Tier 1 suppliers (e.g., technology providers, R&D partners).
• Strategies for building and governing collaborative ecosystem relationships.
• Managing power dynamics and knowledge sharing in strategic alliances.

• Evaluating the strategic trade-offs of nearshoring, offshoring, and reshoring.
• Analyzing the impact of trade policy, tariffs, and geopolitical risks on footprint decisions.
• Designing a flexible global manufacturing and logistics network.

Unit 3: Strategic Risk and Resilience

• Systematic identification and quantification of strategic supply chain risks (e.g., single-source, geopolitical).
• Developing supply chain resilience through redundancy, buffers, and flexibility.
• Building a business continuity plan for major supply chain disruptions.

• Integrating ESG goals (e.g., carbon footprint, labor standards) into sourcing strategy.
• Strategies for circular economy and closed-loop supply chains.
• Ensuring ethical sourcing and supply chain transparency.

Unit 4: Digital Transformation and Visibility

• The strategic potential of Blockchain, IoT, and AI in supply chain management.
• Achieving end-to-end supply chain visibility and predictive analytics.
• Digital transformation roadmaps for operations and logistics.

• Integrating strategic forecasts with Sales and Operations Planning (S&OP).
• Using predictive analytics for better inventory and capacity planning.
• Strategies for managing demand volatility and the "bullwhip effect."

Unit 5: Performance and Governance

• Key strategic supply chain KPIs (e.g., cash-to-cash cycle, perfect order rate).
• Benchmarking supply chain performance against industry best practices.
• Aligning supply chain metrics with corporate financial and customer goals.

• Structuring the strategic oversight of the supply chain function.
• Managing internal and external strategic collaboration and conflicts.