Technology, Operations, and Value Chain Management
Developing a Leading Edge Operations Strategy
Dates: Jun 18-19, 2013| Nov 05-06, 2013
Certificate Track: Technology, Operations, and Value Chain Management
Enterprises are becoming increasingly global, with supply chains, manufacturing, and service delivery processes spanning oceans and continents, cultures and timezones, geographies and geopolitical situations. To navigate this more complex world filled with new and different kinds of risk, senior managers need to know how to plan the most efficient use of material, people, and processes; how to manage more complicated global networks; how to optimize service and quality levels of performance; and how to minimize risks yet maintain required capacities. This program will draw on real issues confronting manufacturing and service companies today, providing strategic frameworks to enable executives to make smart choices so their companies can deliver the products and services they are committed to providing their customers.
Follow Faculty Director, Charles Fine, on Twitter at http://twitter.com/#!/clockspd.
Join the MySloanExecEd Community Group for this program to network with past, present, and future participants.
Many participants attend this program along with Supply Chain Strategy and Management.
In this program, senior managers will learn new approaches to operations strategy that were developed at MIT and based on best-practice research conducted among the world's leading service and manufacturing companies. Participants will gain an analytic view of operations and strategic insights into:
- Vertical integration and the factors that affect strategic decisions
- Process design and process engineering
- Integration of people systems with technical systems
- Global facility network strategies and the future of supply chain management
- Strategic implications of process technologies
- Capacity and risk management, including capacity factors, supply and demand management
- Outsourcing, supplier power, and trends in supplier management
This program is best suited for senior managers from manufacturing and service industries who are responsible for developing and executing operations strategy, including:
- Strategic planners
- VPs of business strategy, operations, supply chain management, services, and product development; Operations general managers
- Senior project and program executives
|DAY One SAMPLE|
|07:45 AM - 08:30 AM||Registration and Continental Breakfast|
|08:30 AM - 10:00 AM||Introduction and Expectations; Principles of Manufacturing and Operations Strategies|
|10:15 AM - 12:00 PM||Case Study in Strategy and Innovation: McDonalds|
|12:00 PM - 01:00 PM||Luncheon|
|01:00 PM - 04:30 PM||Case Study in Implementation: Zara; Case Study in Global Strategic Sourcing: Boeing 787|
|04:30 PM - 05:30 PM||Reception|
|DAY Two SAMPLE|
|07:45 AM - 08:30 AM||Continental Breakfast|
|08:30 AM - 12:00 PM||Process-Driven Organization; Case Study: Intermountain Health Care|
|12:00 PM - 01:00 PM||Luncheon|
|01:00 PM - 04:30 PM||Case Study in Service Strategy: Southwest Airlines; Case Study in Supply Chain Remediation; Taiwan Tractor|
|04:30 PM - 05:00 PM||Adjournment|
This course has underlined the fundamental key points many corporations have strayed from. This includes an and operations strategy, human resource, and a balance between creativity and discipline. I have thoroughly enjoyed this course and will take back and apply many of the learning at work.`
Excellent program, helps to understand complex environments
The classes were mostly case-study based with the difference to anything I had experienced ever before, first time I was working on HBS cases with people who actually wrote them. The part delivered by Zeynep Ton was particularly interesting and up-to-date. All recommended.
The content and program discussions were excellent. I have a new understanding of how to make strategic decisions and value the different players within our business operations to make it successful.
Operational success requires both a clearly stated strategy and an accurate understanding of capabilities, but most importantly alignment between the two.