Key information
Dates: TBC
Duration: 3 days
Format: In-person
Fee: £2,995 (No VAT is charged)
Includes all programme materials, breakfast, lunch and refreshments.
Delivered by: Dr Florian Lücker & Prof John Manners-Bell
Programme overview
The Supply Chain Risk in a dynamic geopolitical environment open programme, a collaboration between Bayes Business School and Ti Consulting, addresses the significant disruptions in supply chains due to shifting global dynamics and rapid change.
This immersive executive programme equips leaders with tools to identify and mitigate risks, enhance resilience and create lasting value through agile operations and adaptive strategies. It covers foundations for transforming supply chains, building resilience and managing political supply chain challenges.
Who is the programme for?
This executive programme is designed for senior professionals responsible for shaping and leading supply chain, operations and risk strategies. Typical participants include:
- Senior supply chain leaders
- Directors of operations or logistics
- Heads of procurement or sourcing
- Supply chain risk and resilience managers
- Strategy and transformation leads
- Supplier relationship managers
- Strategy executives
- Chief financial officers
- Chief operations officers
- Heads of logistics services.
Benefits to you
- Enhance your strategic thinking around uncertainty and risk in supply chains
- Learn from cutting-edge research and practical examples
Benefits to your organisation
- Improve operational agility in times of crisis
- Design and implement supply chain resilience solutions
- Strengthen supplier partnerships and stakeholder alignment
Focus and structure
Day 1: Foundations for transforming supply chains
The first day covers creating resilient supply chains in a volatile environment. Participants will explore different types of supply chains, their customer value propositions, forecasting approaches and the role of outsourcing. The day also includes assessing and mitigating risks, replacing inventory with data and managing visible and invisible risks. It ends with a group discussion on responses to recent disruptions.
Day 2: Building resilience
The second day focuses on transformation and risk response in modern supply chains. Topics include major events and risks driving change, economic imperatives, geopolitical tensions and protectionism. Participants will explore ally sourcing, export bans, shifts in industrial policy and environmental and ethical considerations. The day also covers strategic responses like China Plus, reshoring, near sourcing and inventory and transportation strategies, with a case study on the pharmaceutical sector.
Day 3: Managing political supply chain challenges
The third day features a crisis case study on the Covid-19 PPE supply chain. Participants will analyse the PPE supply chain breakdown, examining failures in inventory data, forecasting, logistics and supplier visibility. The day covers navigating volatile demand, the bullwhip effect and supply-demand misalignment. It concludes with a group assignment to develop a response strategy for PPE procurement and logistics, followed by presentations, reflections and a closing Q&A session.
