• Senior executives who oversee strategy and operations
• High-level executives who want to improve their operational systems
• Non-operations executives who wish to increase their knowledge outside their areas of expertise

• Past Participant Profile

• Link your operations strategy to the customer experience and your firm’s financial performance
• Assess your operations system from the perspectives of investors and internal management
• Build operational competencies via organic growth (e.g., investing in assets whose characteristics define or enhance the internal supply chain)
• Increase operational competencies through acquisition (e.g., a global sourcing strategy or external supply chain partners)

Foundational Tools

• Learn frameworks for outlining and evaluating an operations strategy and its performance

Generating Value

• Assess investors, external partners, ROIC and operations forensics
• Leverage public information to assess an operations strategy’s attractiveness
• Identify operations metrics that create value

Role Of Competencies

• Explore the role of operational trade-offs and competency focus in strategic positioning and operational efficiency
• Use related qualitative and quantitative metrics to evaluate a firm's operations strategy in a competitive setting

Protecting Assets

• Design a capacity strategy
• Structure resources and processes to mitigate risk

Global Networks And Suppliers

• Optimize design of a global operational network and application of strategic sourcing

Digital Operations

• Diagnose the current level of digitization of your operation and develop strategical future directions in terms of increasing the levels of smart controls or automation

Jan A. Van Mieghem - Academic Director; Harold L. Stuart Professor of Managerial Economics; Professor of Operations

“Absolutely relevant content, [and an] innovative approach [in a] very intensive program. Totally applicable [to] the most important decisions I need to make.”
Operations Director, Red Bull do Brasil Ltda.