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Cambridge, MA

Supply Chain Strategy and Management

November 10-11, 2020


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.


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.


In the past, supply chain practice has been primarily tactical, but this program presents a new and innovative approach to supply chain design, which will enable program participants to better understand:


  • The role of supply chain design in business strategy and why, if not linked, your supply chain design can undo a company's entire business strategy

  • Forces that influence supply chain structure?how supply chain structures change; how supply chain structures and industry structures overlap; and how these structures are affected by the speed of change in a given industry

  • Integrating supply chain design with product and process development

  • Connecting supply chain design with supply chain management and logistics

  • Supply chains in the age of e-business

One of a Series: MIT Holidays

MIT Closed - Veterans Day

November 11, 2020

Cambridge, MA

Developing a Leading Edge Operations Strategy

November 12-13, 2020


This course offers unique, MIT-developed approaches to business operations strategy based on best-practice research conducted among the world?s leading companies. The program helps participants plan the most efficient use of material resources and manage complicated global networks. It also offers analytical, strategic insights into vertical integration, outsourcing, product strategy, supplier management, process technologies, capacity and risk management, and global networks.


Enterprises are increasingly complex, with supply chains, manufacturing, and service delivery processes spanning cultures and time zones, geographies and geopolitical situations. To navigate this intricate world filled with new and different kinds of risk, executives need to know how to make the most efficient use of a company?s 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 high-quality products and services they are committed to providing their customers.


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

Cambridge, MA

Managing Product Platforms: Delivering Variety and Realizing Synergies

November 12-13, 2020


This course introduces participants to the concept of ?commonality" or product platforms?the sharing of components, processes, technologies, interfaces and/or infrastructure across a product family. Successful product platform management software allows companies to develop better products more easily, improve product family planning and lifecycle management, and increase corporate profitability.


Companies from Airbus to GE use product platform strategies to deliver more variety to their customers and compete more effectively. For example, Black and Decker uses shared motors and batteries across a range of power tools.

These firms realize quicker new market entry and reduced costs but, in order to do so, they must orchestrate complex, multi-product development projects.


Recent research suggests that many firms fail to earn a return on their platform investments. This work has uncovered that many firms face systemic pressure to diverge from their platform sharing. Several cases studied realized less than half of their platform sharing goals. Are these failures the result of a flawed strategy or poor execution?


This course focuses on helping companies develop strong platform strategies and execution programs, by understanding the managerial levers necessary to operate in complex development environments. The course content draws on case examples from a diversity of industries, and is designed to engage executives, with explicit sessions for sharing and discussing industry experience.


At the conclusion of this program, executives will be equipped with a clear understanding of:



  • Named platform strategies and past corporate examples

  • Criteria for evaluating market conditions in which the strategy is appropriate and not

  • Identified management levers for use in complex programs

  • Key performance indicators for successful platform development

  • Benchmark savings and investment sizing data from other firms

  • Knowledge and examples of failure modes from past platform efforts

  • Differentiate industry platforms, supply chain platforms, and product platforms

Cambridge, MA

Developing and Managing a Successful Technology Strategy

November 12-13 2020


This intensive program details a unique and powerful approach to integrating business and technology strategy and to developing profitable ventures and technologies. Participants are introduced to a set of tools to identify high-leverage projects, match product strategy to market dynamics, capture market value, and change organizational capabilities to reflect evolving markets and technological dynamics.

A great idea does not guarantee great profits. If a company's R&D dollars are going to pay off in profitable products and technologies, it needs a strategy that not only makes markets, but also beats the competition. This program presents a depth of challenges that extend from R&D to manufacturing, engineering, project management, product strategy, and new ventures. It provides an innovative and powerful approach to developing and managing technology and products that people want to buy. The program material will also explore ways to link those technologies and products with a company's business strategy.

Participants will develop the skill to identify profitable projects for their research dollars and find out how to capture the value of those projects. They will learn how to build technical capabilities for products that create value for their customers and how to restructure their organizations to respond to market and technical dynamics. Most important, they will leave the program with the know-how to implement their strategies for maximum benefit.

The Participants Developing and Managing a Successful Technology and Product Strategy is a must for senior general and technical executives involved in developing, managing, or marketing technology or products, or with managing organizations that sell their products in rapidly changing markets. The program is designed for managers in technology-intensive organizations, marketing and business development executives in technology organizations, and R&D managers in any organization.

Faculty

Pierre Azoulay, International Programs Professor of Management Professor, Technological Innovation, Entrepreneurship, and Strategic Management. His current research focuses on empirical studies of the supply of biomedical innovators, particularly at the interface of academia and the biopharmaceutical industry. He also is interested in the topic of academic entrepreneurship, having recently concluded a major study of the antecedents and consequences of academic patenting. In the past, he has investigated the impact of superstar researchers on the research productivity of their colleagues, and the outsourcing strategies of pharmaceutical firms, in particular the role played by contract research organizations in the clinical trials process.

Ezra W. Zuckerman Sivan, Associate Professor of Strategic Management and course head of the Core Strategy Department at the MIT Sloan School of Management, is an economic sociologist with a focus on social network analysis. He studies how social structures of various kinds emerge and influence behavior and key outcomes for individuals, teams, and organizations. Zuckerman’s current research projects include a study of industry peer networks, exclusive groups of non-competing peer firms from the same industry that gather on a regular basis to learn from one another’s experiences and to motivate one another to achieve higher performance.

One of a Series: MIT Holidays

MIT Closed - Thanksgiving Day

November 26, 2020

One of a Series: MIT Holidays

MIT Closed - Day After Thanksgiving Day

November 27, 2020

One of a Series: MIT Holidays

MIT Closed - Christmas Day

December 25, 2020

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