Introduction to Supply Chain & Business Strategy


FEE – £350 + VAT (includes tuition, course notes, refreshments and lunch)

Our Introduction to Business Strategy course will reinvigorate your strategic thinking and enable you to review and explore your strategic thinking by showing you a variety of techniques and methodologies. These will equip you with the skills and knowledge which will allow you to create plans that will align your business strategy with your corporate goals.

This course is for anyone who has a role in determining business strategy, or who engages with issues and development at a strategic level. You will create your own plans for enhancing the strategy of your business and, through doing this, serve your customers better and add value and strategic focus to your organisation.

By the end of this course you will be able to:

  • Help you understand the difference between strategic and operational thinking
  • Identify the essential elements of a strategy
  • Communicate the strategy clearly and simply
  • Engage the workforce in support of strategic objectives
  • Build the organisational capabilities to make it happen
  • Monitor and motivate progress by linking strategy implementation to budgets, performance metrics and incentives.
  • Practical tools for developing strategy
  • Design a strategy implementation process
  • Translate the strategy into the right things for people to work on
  • Align an organisation to its strategy
  • Harness the power of your people (and assess where the resistance is)

Course Content

Strategy and Strategic Decisions

The characteristics of strategic decisions/ The vocabulary of strategy/ Strategic versus operational management/ The strategic position/ Strategic choices/ Strategy in action

Levels of Strategy

Levels of strategy: corporate, business units and functional/ Identifying strategic business units/ Common corporate objectives

Developing strategy

Strategy development through strategic leadership/ Strategic planning/ Emergent strategy development and logical incrementalism

Strategic Position

Competitors and markets/ Strategic groups/ Market segmentation/ Strategic gaps/ Links to the achievement of corporate objectives/ Value added activities/ The macro environment and the STEEPLE (social, technical, economic, environmental, political, legislative and ethical) framework/ Competitive forces – the five forces framework/ The industry and product lifecycle/ Cycle of competition

Competitive Strategy

Customer value and the voice of the customer/ The ‘strategy clock’: price based and differentiation strategies/ Sustaining competitive advantage/ Competition and collaboration

Directional and International Strategy

Strategic directions: market penetration, consolidation, product development and market development/ Diversification: related and unrelated/ Portfolio matrices: growth/share, directional policy and parenting matrix/ Drivers of internationalisation/ Global, regional and local dimensions to strategic choices.

Strategy Methods and Evaluation

Methods of pursuing strategies: organic, mergers and acquisitions or strategic alliances/ Strategy evaluation: suitability, acceptability and feasibility/ Managing intended and realised strategy/ Strategic development in uncertain and complex conditions

Strategy and Structure

Structural types: simple, functional, multi-divisional, matrix and transnational/ Aligning the supply chain to the organisational structure/ Centralised, devolved and hybrid structures/ Forming structures on lead buyer networks

Managing Strategic Resources

People as a resource/ Managing information/ The role of technology/ Managing finance: the financial aspects of value creation/ Funding strategy development and implementation

Managing Strategic Change

The use of vision in strategy/ Responding to completive threats/ Organisational culture and sub-cultures/ The cultural web/Types of strategic change/ Styles of managing strategic change