The current market situation, from both an economic and competitive perspective, has created unprecedented challenges for organizations. On the one hand, rapid access to information and the commoditization of basic differentials are putting pressure on profit margins, as it is becoming increasingly difficult to pass on prices to consumers. At the other extreme, innovation cycles are getting faster and shorter as a way of guaranteeing additional sources of differentiation, profitability and market share. Both movements have clear impacts on the way companies manage and structure their supply chains: the need for lower costs, the demand for faster response times and the request for greater flexibility, not to mention the new channels of access to the consumer.
In this challenging context, the only way to balance this equation is the total integration of processes, with a broad, end-to-end (E2E) vision that makes it possible to eliminate transaction costs and make the most of assets. Going further, there is an urgent need to extrapolate the understanding of supply chains beyond simple purchasing, planning, logistics and distribution processes, moving towards building a supply chain that fully supports corporate strategy, adapting to the economic reality of each moment and merging industry, production and services (servitization).
This course aims to explore how the executive can better understand the role of each sub-process within the supply chain and, even more relevantly, understand how these processes interrelate. The entire program will be based on the technical aspects of maximizing the value of supply chains, but also on how the student implements relevant changes in the performance of organizations. Although, for didactic purposes, the course is organized according to the SCOR model (Plan, Source, Make, Deliver and Return), the main focus will be on the interconnection of processes and the transformation of the performance of supply chains and, consequently, the business in which they are inserted.