Take a structured approach to developing and exploiting a global manufacturing footprint strategy. This course will help delegates to reconfigure their company's international footprint of manufacturing activities to deliver real business impact.
This course covers a practical approach and toolset for:
- developing make-or-buy strategy, balancing protection of critical production capabilities with effective use of supply partners
- designing a long-term transformation plan for your global network of plants and supply partners (covering incremental, breakthrough, and clean sheet scenarios)
- understanding the fundamental drivers of synergies across the global network (that promote growth, lower costs, better access to resources and resilience to risk)
- understanding the right level of data analysis and how to engage stakeholders across complex organisations
What you will learn
- Understand manufacturing core competencies and supply strategies by deploying structured “make-or-buy” tools
- Design a global manufacturing and supply network, considering plant roles and network coordination principles, scenario development and evaluation
- Develop network reconfiguration projects that deliver the strategic vision, involving manufacturing location decisions, insourcing and outsourcing, and transferring production
- Explore the impact of market and technological drivers
- Review the latest approaches to advanced analysis that help to guide high-level strategic principles and ongoing footprint development
- Gain practical insights into how the tools have helped leading companies develop competitive advantage through footprint transformation
Who should attend?
This course is suitable for global operations executives involved in
guiding long-term manufacturing footprint strategy, including:
- Senior operations executives who guide long-term strategic development programmes across groups of factories
- Mid-level operations executives who lead strategic footprint development
- Strategic planners and internal consultants who support major change programmes
- High-potential functional leaders and managers who are seeking to develop awareness of practical strategic approaches in topics such as make-or-buy and global network design
Paul Christodoulou and Don Fleet have led the development and application of the IfM approach to Manufacturing Footprint Strategy in blue chip companies over the last 14 years, and are co-authors of the publication Making the Right Things in the Right Places. Prior to working with IfM, Paul and Don both held senior operational and strategic roles in global manufacturing companies.
A copy of 'Making the Right Things in the Right Places' is included in the course fee.
Centre for International Manufacturing
This content on this course is based on the research and practice activtities at the Centre for International Manufacturing.
This short course can be run in-company, at a location of choice, for organsiations that would like to train multiple employees on the content. We can tailor content to meet specific organisational requirements to further enhance the learning experience. Please contact us for further information (email - firstname.lastname@example.org or call +44 (0) 1223 766141).
Continuing Professional Development (CPD)
This event may contribute towards your Continuing Professional Development (CPD) as part of the your professional institution's monitoring scheme.
University of Cambridge endorsement
IfM open courses are endorsed by the Board of Executive and Professional Education.
Duration: Two days
Cost: £1800 plus VAT to include all daytime refreshments and course materials.
Earlybird fee: £1620 plus VAT (until 15 April 2019)
Location: Institute for Manufacturing (IfM), Cambridge (view map and directions)
For further information please contact:
T: +44 1223 766141
"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 Engineering Systems