NXGN-110／SCM × Management

Corporate Seminar

Executive-Led Supply Chain Transformation

Three moments when supply chains join the management agenda

Supply chain management only becomes part of the management agenda at three moments: a global crisis, pressure from capital markets and a shift in the competitive environment. Rather than building up from operational improvements, learn to tackle the supply chain from an executive’s point of view.

Format: Lecture with discussion
Audience: Executives, corporate planning, CLOs and business unit heads
Duration: From a single seminar to a multi-session course
Dates and capacity: Please contact us
Lecturer: Ariki Ono

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Does this sound familiar?

Supply chain improvements are not landing with management

In the West, running the supply chain is a path to the chief executive’s office: Tim Cook at Apple and Doug McMillon at Walmart both took it. For many Japanese executives, by contrast, the supply chain only becomes visible when something goes wrong.

However many operational improvements you add up, they are not valued from a management perspective

The supply chain is never raised as an issue at board meetings

After an acquisition or a network redesign, integration stalls

Executives never think about the supply chain on its own. They weigh the business as a whole across four arenas: capital markets, the board, the medium-term plan and stakeholders. That is why you need to trace back from the executive’s point of view and connect the supply chain to it.

Management Agenda

Nine types of management agenda

We split each of the three moments when the supply chain reaches the management agenda into three categories, and explain each point one by one.

1. Crisis and disruption
- Geopolitical fragmentation and supplier disruption
- Sudden economic, social or environmental change
- Structural loss of the workforce
2. Capital markets and regulation
- Capital efficiency under high interest rates (price-to-book below one)
- Activist pressure on working capital
- Sustainability rules, human rights due diligence and disclosure
3. Competitive position and enterprise value
- Expansion, relocation and M&A
- Changes in competition and customer needs
- Shifts in product demand

Once you understand each point and can see where your own supply chain issues fit, you can talk about them in language that reaches management.

What You'll Gain

Skills and insights you will walk away with

Connecting the supply chain to the management agenda

Use the three moments and nine types to restate your supply chain issues in management terms.

Judging what belongs at the board

Decide which supply chain issues the board should take up.

Designing restructuring and M&A from the physical network

Test integration and redesign in advance in terms of sites, suppliers, products and working capital.

Seeing the opportunity in AI for management

Understand the difference between AI that optimises operations and AI that supports executive decisions, and where to invest.

Program

How the programme is structured

This seminar does not teach techniques for improving supply chain operations. It equips you to discuss the supply chain with executives.

Discussion

Apply each chapter to your own company or clients in discussion

Mapping

Place your issues among the nine types

Custom

Designed to suit you, from a single seminar to a multi-session course

Chapter 01

Three moments and the executive’s view

The three moments when the supply chain reaches the management agenda
How far operational KPIs sit from management metrics
The executive’s four lenses: capital markets, the board, the medium-term plan and stakeholders
How interest differs by industry

Chapter 02

Nine types of management agenda

Splitting the three moments into nine types
Supply chain solutions that fit each type
Characteristics of five industries: manufacturing, consumer goods, retail, logistics, and energy and materials

Chapter 03

The supply chain as a board matter

Four tests for what the board should take up
Defensive and offensive governance and the supply chain
The gap in directors’ skills matrices: no entry for geopolitics or sustainability

Chapter 04

Restructuring, M&A and AI for management

Expansion, relocation and M&A as a mathematical problem of redesigning the physical network
Different integration issues in horizontal, vertical and conglomerate deals
Managing integration through leading indicators and testing it in advance with a digital twin
Operational AI versus AI for management, and the potential of AI that supports executive decisions

FAQ

Frequently asked questions

How long is it, and in what format?

We design it to suit you, from a single 90-minute overview seminar to a multi-session course that explores each theme in depth. We can deliver it in person or online.

Is it only for executives?

It also suits corporate planning teams, CLOs and business unit heads who make proposals to management. Seeing how executives view the supply chain changes how proposals land.

Is it aimed at a particular industry?

It draws on the characteristics of five industries: manufacturing, consumer goods, retail, logistics, and energy and materials. We can weight the examples towards your industry.

Does it cover geopolitical risk and ROIC management?

It covers where they sit on the management agenda, as two of the nine types. Geopolitical risk is covered in depth in NXGN-120 and ROIC management in NXGN-140.

Request

Interested in hosting this seminar at your organisation?

We are happy to tailor the schedule, capacity and format (in-person or online) to suit your needs. Enquiries from HR and corporate planning departments are most welcome.

Enquire about this seminar