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Orientation and Learning Objectives

Course Overview for Supply Chain and Operations Leaders

What Defines a World-Class Company: Terms, Scope, and Benchmarks

Diagnose and Define World-Class Performance

Strategic Positioning and Value Proposition Diagnostic

Product and Service Excellence: Quality, Reliability, and Availability

Operational Rigor and Lean-Agile Execution

Customer-Centricity and Experience Metrics

Innovation Capability and Portfolio Governance

Culture, Leadership, and Governance for Excellence

Design the Integrated Operating Model

Align Strategy to Capabilities and Resource Allocation

World-Class Supply Chain Architecture

Service Operations and Customer Support Excellence

Technology and Data Enablement for Scalable Performance

Architect and Govern the Transformation Roadmap

From Vision to Roadmap: Sequencing Strategic Bets

Change Management, Talent, and Ways of Working

Governance, Compliance, and Performance Management

Application Labs and Case Sprints

Diagnostic Lab: Benchmark Your Business Against World-Class Standards

Operating Model Lab: Design for Differentiation and Resilience

Transformation Lab: Roadmap, Risks, and Benefits Case

Knowledge Checks and Mastery Quizzes

Quiz 1: Defining World-Class Performance

Quiz 2: Strategy and Value Proposition Fit

Quiz 3: Product and Service Excellence Metrics

Quiz 4: Operational Rigor and Flow

Quiz 5: Customer-Centricity and Experience

Quiz 6: Innovation and Portfolio Governance

Quiz 7: Culture, Leadership, and Governance

Quiz 8: Operating Model and Capability Mapping

Quiz 9: Technology and Data Enablement

Quiz 10: Transformation Roadmap and Change Management

Build a company that consistently wins—on strategy, execution, and customer impact. Building and Leading a World-Class Company: Strategy to Execution is a practitioner-designed program for supply chain and operations leaders who must translate bold aspirations into measurable performance. Across five sections, you will diagnose your current state against world-class benchmarks, design an integrated operating model, and architect a de-risked transformation roadmap from vision to value. Learn how to align where-to-play/how-to-win choices with capabilities, link customer jobs-to-be-done to product and service excellence, and institutionalize operational rigor through lean-agile practices. You will explore modern supply chain architecture, technology and data enablement, and governance mechanisms that sustain outperformance. Application Labs and case sprints turn concepts into decisions, artifacts, and implementation plans you can use immediately—capability maps, KPIs, playbooks, roadmaps, and executive-ready business cases. By the end, you will have a clear definition of what “world-class” means for your business and a 90-day plan to start closing the gap. If you lead transformation, P&L, or critical value streams, this course provides the frameworks, tools, and cadence to deliver resilient growth, superior customer experiences, and durable cost and risk advantages.

Building and Leading a World-Class Company: Strategy to Execution

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            <p>Building and Leading a World-Class Company: Strategy to Execution equips supply chain and operations managers with a structured path from strategic intent to measurable operational excellence. The course begins by defining what “world-class” truly means—anchored in superior products or services and exceptional customer satisfaction—and clarifies how cross-industry benchmarks should be interpreted across quality, cost, delivery, innovation, safety, ESG, and customer metrics. You will see how the curriculum maps directly to strategy, operating model design, and a governed transformation roadmap, with clear expectations for applied learning, diagnostics, and decision frameworks that translate choices into operational implications.</p>

<p>The first part focuses on diagnosing performance: assessing strategic positioning and value propositions; quantifying product and service excellence through reliability, availability, and closed-loop quality; embedding operational rigor with end-to-end flow, S&OP/S&OE, constraint management, and digital enablers such as automation, digital twins, and SPC; and instrumenting customer-centricity with NPS, CES, retention, OTIF, and perfect order metrics. You will also evaluate innovation capability (portfolio balance, time-to-learn vs. time-to-market, IP and platforms) and the leadership system—behaviors, operating mechanisms, and governance guardrails across ethics, compliance, ESG, and supplier stewardship—that sustains high performance.</p>

<p>The second part shifts to designing an integrated operating model that aligns strategy with capabilities, processes, technology, data, and talent. Topics include zero-based and outcome-based resource allocation, make-versus-buy and ecosystem orchestration, resilient supply chain architecture (network design, planning, inventory optimization, logistics excellence), service operations and customer support design (telemetry, predictive maintenance, omnichannel support, first-contact resolution), and a pragmatic technology and data stack spanning ERP, MES, WMS/TMS, PLM, CRM, analytics, and AI/ML use cases for forecasting, quality detection, optimization, and copilots. Master data governance and decision-quality standards are emphasized to ensure scalable performance.</p>

<p>The final part operationalizes transformation: converting aspirations into north-star metrics and leading indicators; sequencing capability sprints and technology releases; and protecting service and financial commitments through dependency and risk mapping. You will design change management with clear decision rights, role clarity, capability academies, frontline enablement, and leadership role modeling, reinforced by communication, incentives, and adoption measurement. Governance is made practical through steerco design, portfolio stage gates, risk and security by design, and performance dashboards that feed continuous improvement loops.</p>

<p>Application Labs and Case Sprints ensure immediate relevance. You will benchmark your business against world-class standards to isolate the top three performance gaps and root causes, architect a target operating model for a priority value stream with KPIs, decision rights, and tech/data enablers, and assemble an executive-grade roadmap with quantified benefits, costs, risks, and sensitivity analyses. Knowledge checks and mastery quizzes throughout reinforce core concepts—from defining world-class performance and strategic fit to operational flow, customer experience, innovation governance, culture and leadership, operating model mapping, technology enablement, and change execution—so that insights translate into sustained operational and financial outcomes.</p>
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