COURSE OVERVIEW

Learn about an approach to developing a manufacturing footprint strategy that has delivered transformational business benefits in a range of leading companies (including Caterpillar, Electrolux, Grundfos, IKEA, LEGO, Rolls-Royce and Schneider Electric).

Through attending this course you will learn how to strategically review your global network of factories and supply partners, leading to decisions on how to reconfigure a supply network to deliver real business impacts in term of cost, customer service, resilience and sustainability.

WHO SHOULD ATTEND?

The course is suitable for anyone responsible for, or interested in, the strategic development of global networks of factories and supply partners, and those tasked with developing improvement initiatives, including:

• Senior operations executives looking to inspire thought leadership in global manufacturing and supply chain transformation across their organisations.

• Mid-level operations managers and executives who lead strategic change programmes in global manufacturing and supply chains.

• Strategic analysts and internal consultants who support major strategic change programmes.

• High-potential functional leaders and managers who are seeking to develop awareness of the important global, enterprise-level strategic challenges that the business is facing.

UPCOMING COURSES

• A unique, leading approach to help your organisation design and orchestrate strategic reconfiguration of your global manufacturing and supply footprint.

• Case studies of manufacturing footprint transformation using this approach, which led to significant business benefits (in one case, the company delivered $50m in annual savings, as well as reinvesting in process technology differentiation and developing leading positions in growth markets).

• Typical risks and barriers that leading companies have experienced in footprint transformation (and how these can be overcome).

• Practical strategy frameworks for building a comprehensive and compelling footprint strategy that combine the optimum mix of qualitative and quantitative analysis.

• Experiences and recommendations on how to develop and implement footprint strategy to align with cross-business, cross-geographic and cross-functional perspectives.

• A unique, leading approach to help your organisation design and orchestrate strategic reconfiguration of your global manufacturing and supply footprint.

• Case studies of manufacturing footprint transformation using this approach, which led to significant business benefits (in one case, the company delivered $50m in annual savings, as well as reinvesting in process technology differentiation and developing leading positions in growth markets).

• Typical risks and barriers that leading companies have experienced in footprint transformation (and how these can be overcome).

• Practical strategy frameworks for building a comprehensive and compelling footprint strategy that combine the optimum mix of qualitative and quantitative analysis.

• Experiences and recommendations on how to develop and implement footprint strategy to align with cross-business, cross-geographic and cross-functional perspectives.

Session 1 – WHY: STRATEGIC ALIGNMENT
Using roadmapping tools to align footprint strategy with business and technology trends.

Session 2 – WHAT: MAKE-OR-BUY
Using make-or-buy tools to develop manufacturing core competence and supply strategies.

Session 3 – WHERE: GLOBAL NETWORK DESIGN
Formulating network design rules, developing and evaluating future footprint scenarios.

Session 4 – HOW: STRATEGY INTO ACTION
Designing the transition storyboard and developing capabilities in ‘manufacturing mobility’.

Session 1 – WHY: STRATEGIC ALIGNMENT
Using roadmapping tools to align footprint strategy with business and technology trends.

Session 2 – WHAT: MAKE-OR-BUY
Using make-or-buy tools to develop manufacturing core competence and supply strategies.

Session 3 – WHERE: GLOBAL NETWORK DESIGN
Formulating network design rules, developing and evaluating future footprint scenarios.

Session 4 – HOW: STRATEGY INTO ACTION
Designing the transition storyboard and developing capabilities in ‘manufacturing mobility’.

“I left the course with a great understanding of the tools which I have since applied in my role, helping to make important strategic decisions regarding long-term footprint reconfiguration. The course enabled me to make clear recommendations to senior stakeholders with confidence, knowing that they would lead to benefits in terms of ambitious growth and delivery of global synergies in cost and innovation.”
Global Advanced Technology Manager, Electrical Equipment

“The training course was excellent. Despite our senior leadership team being based in locations throughout the world we were able to get together in a virtual environment, take inspiration from the research and tutors, and work and learn together to see how the approaches could work for our organisation. The IfM frameworks are now an important part of creating and refreshing our footprint strategy which shows how effective this course was.”
Global Manufacturing Manager, Energy Products

“I left the course with a great understanding of the tools which I have since applied in my role, helping to make important strategic decisions regarding long-term footprint reconfiguration. The course enabled me to make clear recommendations to senior stakeholders with confidence, knowing that they would lead to benefits in terms of ambitious growth and delivery of global synergies in cost and innovation.”
Global Advanced Technology Manager, Electrical Equipment

“The training course was excellent. Despite our senior leadership team being based in locations throughout the world we were able to get together in a virtual environment, take inspiration from the research and tutors, and work and learn together to see how the approaches could work for our organisation. The IfM frameworks are now an important part of creating and refreshing our footprint strategy which shows how effective this course was.”
Global Manufacturing Manager, Energy Products