Reconfiguring Global Supply Chains:
Strategy Tools for Network Design

WHY ATTEND?

Manufacturing leaders today face the unprecedented challenge of reconfiguring global supply networks in a new era of harsh geo-strategic competition. Tariff impositions, regulatory pressures, and deliberate re-industrialisation policies are fracturing established supply chains and demanding strategic responses. Despite recognising these shifts, organisations struggle with making strategic manufacturing supply network footprint decisions, often addressing symptoms through tactical reactions rather than developing cohesive network strategies. This fragmented approach leaves companies vulnerable to continued disruptions, missed market opportunities, and competitive disadvantage as rivals better position their manufacturing assets for both resilience and efficiency. As manufacturing location decisions have become board-level strategic priorities, organisations need a systematic framework to transform inherited production networks into strategic assets.

OUR APPROACH

Drawing on our 25-year history of industry-leading research and successful transformations with companies such as Caterpillar, Electrolux, Grundfos, IKEA, LEGO, Philips and Rolls-Royce, the course transforms how organisations address these manufacturing supply network footprint challenges by providing:

• • • Strategic framework instead of tactical responses: Moving beyond short-term “continuity” responses to develop comprehensive medium-term “resilience” and long-term “strategy” approaches.
    • Cross-functional alignment: Breaking down silos between operations, strategy, marketing, engineering, finance, and procurement to create a common language and unified direction.
    • Data-driven decision making through objective analysis using proven assessment tools and clear KPIs.
    • Prioritisation methodology to identify and systematically refine opportunities that align with strategic business imperatives for maximum impact.
    • Anticipatory rather than reactive approaches by building adaptive network designs that can respond to future scenarios
    • Change management excellence: Developing leadership approaches and communication strategies needed to deliver complex organisational change.

UPCOMING COURSES

• Develop a ‘North Star’ manufacturing supply network footprint that balances cost, quality, service dependability, sustainability, and growth objectives in the face of global uncertainties.

• Establish Network Design rules to guide strategic decisions: Apply a structured approach to determine what to make vs. buy, where to locate facilities, and how to configure the supply network for competitive advantage.

• Create executable transition plans: Design realistic implementation project plans that minimise disruption while achieving strategic objectives and accelerating tactical moves that align with forward scenarios.

• Achieve significant financial benefits: Companies implementing these approaches have achieved substantial cost savings.

• Build internal capability: Develop the skills needed to continuously evolve your manufacturing footprint as conditions change.

• Drive broader organisational transformation: Initiate a movement that extends beyond manufacturing to influence how your entire organisation approaches strategic decisions.

• Develop a ‘North Star’ manufacturing supply network footprint that balances cost, quality, service dependability, sustainability, and growth objectives in the face of global uncertainties.

• Establish Network Design rules to guide strategic decisions: Apply a structured approach to determine what to make vs. buy, where to locate facilities, and how to configure the supply network for competitive advantage.

• Create executable transition plans: Design realistic implementation project plans that minimise disruption while achieving strategic objectives and accelerating tactical moves that align with forward scenarios.

• Achieve significant financial benefits: Companies implementing these approaches have achieved substantial cost savings.

• Build internal capability: Develop the skills needed to continuously evolve your manufacturing footprint as conditions change.

• Drive broader organisational transformation: Initiate a movement that extends beyond manufacturing to influence how your entire organisation approaches strategic decisions.

This course is ideal for senior leaders involved in strategic manufacturing decisions, including:

Key Decision-Makers:

• • Manufacturing & Operations Directors navigating global network optimisation
  • Supply Chain Executives managing the shift to regional/friend-shoring models
  • Business Unit Leaders aligning manufacturing footprints with growth strategies
  • CFO and Finance Directors evaluating new facility locations or major relocations

Cross functional teams: Strategy, Marketing, Finance, Engineering, and Procurement leaders who need a unified approach to manufacturing footprint decisions

Organisations facing:

• • Active reconfiguration needs due to geopolitical tensions and tariffs
  • Regulatory pressures affecting manufacturing locations
  • Integration of sustainability goals into network design
  • Redesigning inherited production and supply networks
  • Short-, medium- and long-term manufacturing supply network footprint decisions in response to market, technological and geopolitical disruptions.