Align the incentives of different functions so strategic supply chain leadership is not quietly sabotaged.
Supply Chain Management from a Leadership and Strategic Perspective
A structured, applied course in strategic supply chain leadership — designed to be used the week you return.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Teams read what their leaders tolerate on strategic supply chain leadership far more accurately than what their leaders announce. The hardest part of chain leadership is rarely deciding — it is holding the decision when it becomes unpopular. Participants apply the organisational leadership discipline to their own management team throughout, so the output is directly usable. Participants come from operational and oversight roles, and both perspectives on strategic supply chain leadership are used deliberately. The outcome is a practitioner who can hold a position on this area of organisational leadership and revise it on evidence. Improvement in chain leadership stalls when it depends on one capable individual rather than a defined method. This programme builds strategic supply chain leadership from first principles, without padding and without omitting what matters. Field experience suggests that the barrier to better chain leadership is rarely technical. Participants finish with a short, specific brief on the organisational leadership capability ready to put in front of a decision maker.
Expected Learning Outcomes
Make decisions on chain leadership at the right speed for the risk involved.
Anticipate the objections that strategic supply chain leadership will attract internally and answer them in advance.
Set the minimum documentation for chain leadership that is genuinely necessary, and stop there.
Set standards on strategic supply chain leadership and apply them consistently regardless of who is involved.
Develop successors capable of running chain leadership without you.
Set acceptance criteria for strategic supply chain leadership before work begins rather than after.
Who Should Attend
Staff seconded into improvement work on strategic supply chain leadership.
Team leaders responsible for daily delivery of chain leadership.
Training and development staff building internal capability in strategic supply chain leadership.
Public sector managers applying chain leadership within institutional constraints.
Executives leading multi-function programmes involving strategic supply chain leadership.
Project and programme managers whose success depends on chain leadership.
Course Modules
Strategic supply chain leadership: setting direction people can act on
2 sessions · 8 pointsSession 1The hard cases in strategic supply chain leadership and how to reason about them
- Build the competence framework that supports strategic supply chain leadership.
- Set the review point at which chain leadership will be reconsidered.
- Decide what you will delegate on strategic supply chain leadership and what you will not, and say why.
- State the outcome expected from chain leadership in a single sentence anyone can repeat.
Session 2Moving chain leadership through people who do not report to you
- Identify which function can quietly block strategic supply chain leadership and address it directly.
- Set the decision rights on chain leadership: who decides, who is consulted, who is told.
- Confirm that contractual obligations around strategic supply chain leadership are understood.
- Establish the boundary of chain leadership and record what sits outside it.
Chain leadership: influence across functions you do not control
2 sessions · 8 pointsSession 1Reviewing chain leadership when nothing has gone wrong
- Record what was learned when strategic supply chain leadership did not go as planned.
- Set escalation thresholds for chain leadership that work out of hours.
- Name the person accountable for each part of strategic supply chain leadership, not the committee.
- Write down the reasoning behind your position on chain leadership.
Session 2Deciding on chain leadership when the information will never be complete
- Agree the indicators that will show whether strategic supply chain leadership is improving.
- Decide the point at which you would escalate chain leadership.
- Identify the conversation about strategic supply chain leadership you have been postponing, and schedule it.
- Agree the standard on chain leadership and confirm it applies to everyone.
Chain leadership: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Delegating chain leadership without abandoning it
- Draft the minimum viable leadership plan for strategic supply chain leadership.
- Distinguish symptoms from causes when chain leadership underperforms.
- Identify your successor for strategic supply chain leadership and the gap they need to close.
- Agree the smallest change to chain leadership that would be visibly useful.
Session 2Building the method for strategic supply chain leadership step by step
- Arrange the handover of strategic supply chain leadership so capability survives staff changes.
- Remove steps in chain leadership that add effort without adding assurance.
- Set out how exceptions to strategic supply chain leadership are requested and approved.
- Prepare how you will respond when chain leadership is challenged publicly.
Chain leadership: performance, standards and consistency
2 sessions · 8 pointsSession 1Saying the thing about chain leadership that nobody wants to say
- Establish what evidence demonstrates strategic supply chain leadership is under control.
- Give one piece of specific feedback on chain leadership within the week.
- Confirm that the people affected by strategic supply chain leadership heard it from you first.
- Recognise publicly one person whose work on chain leadership went unnoticed.
Session 2Holding the line on chain leadership when it costs you
- Review a past decision on strategic supply chain leadership and state honestly what you would change.
- Agree what will be standardised in chain leadership and what will not.
- Define the trigger that would require strategic supply chain leadership to be redesigned.
- Check that records of chain leadership answer the questions likely to be asked.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.