Supply Chain Strategy and Management


This course presents innovative strategies and best practices for improving supply chain performance. It introduces a unique MIT framework, using the concept of technology clockspeed, for strategically managing and optimizing supply chains. Participants gain a deeper understanding of supply chain integration, technology sourcing, make-buy decisions, strategic partnering and outsourcing, and IT and decision-support systems.

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Supply Chain Strategy and Management
Certificate Track: Technology, Operations, and Value Chain Management
Location: Cambridge, Massachusetts
Tuition: $3,300 (excluding accommodations)
Program Days (for certificate credit): 2

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Led by world experts, this practice-oriented program investigates a robust MIT framework for better managing supply chains in today's rapidly changing markets. Participants will explore:

  • The next big trend in supply chain strategy, and the key skills required to be successful
  • How to better structure a company's supply-chain strategy
  • Guidelines for making strategic sourcing and make-buy decisions
  • How to integrate e-business thinking into supply chain strategy and management
  • How to blend recent developments in information systems and communication technology with sophisticated decision support systems and create a comprehensive strategy for manufacturing and logistics
  • "Clockspeed benchmarking,” a tool for deriving critical business insights and management lessons from industries with the highest obsolescence rates of products, process technologies, and organizational structures (industrial "fruit flies")
  • How to assimilate sustainability into your supply chain strategy
  • Why all advantages in fast clockspeed environments are temporary

Many participants attend this program along with Developing a Leading Edge Operations Strategy.


David Simchi-Levi Video

Professor David Simchi-Levi discusses the challenges and approaches for Supply Chain Strategy and Management.

Find the Weak Link in Your Supply Chain

A big challenge in today’s world of far-flung, complex supply chains is the limited understanding of the impact on your operations of unexpected disruption at one supplier’s site. To address this issue, David Simchi-Levi and his colleagues developed a method to help prioritize the financial or operational impact of risk that lets companies focus their mitigation efforts on the most important suppliers and risk areas.