Course Preview | Supply Chain Strategies for Business – Online from INSEAD Executive Education
6:8 min
33
Welcome to the Supply Chain Management program. My name is invalid, Jason. I'm the Abu Dhabi Commercial Bank Chair in International Management and a Professor of Operations Management at the Technology and Operations Management Department at INSEAD, currently based in Singapore. I would like to welcome you to the program where we will talk about innovation, but innovation not in the sense of trying to convince you that you would need a new iPad or you would need a new pair of Crocs. I'm going to talk about a different dimension of innovation, which is business model innovation.
We're going to be talking about a brand new way of reaching out to the customers. This may or may not require a new technology. This may or may not require the redesign of a product or a process or a supply chain or all of the above. But the whole issue here is that through business model innovation, not only we're going to be delighting the customer, but in doing so we're also going to be mitigating the cost service trade off that typically exists in traditional supply chains.
Now Speaking of supply chains, I'm a strong believer that the supply chain is indeed the unit of analysis because the supply chain is the key enabler for the deployment and effective execution of a brand new business model. The supply chain is the engine. And the way we're going to approach supply chain management is of course through the lens of value. We're going to be looking at value based management. Now as supply chain leaders, we have to create value through our supply chains first by better designing a high performance supply chain. This is a requirement. This is a prerequisite for value creation, creating a high performance supply chain. While this is necessary, this will not be sufficient because to make our brand new business model not only innovative but also economically viable, we also have to find a way of capturing value, and this is going to be possible by better supply chain alignment.
In a world where there is no clearly defined command and control structure, supply chains are largely fragmented and supply chains do not have full vertical integration. So we're going to talk about value, value creation and value capture. Now, these would represent the fundamentals. However, there are also a lot of exciting other developments around us. For example, there is a huge force of digital transformation. Digital transformation is affecting every aspect of business, including the supply chains. On the one side by reducing transaction costs, but also on the other side and even more importantly, enabling new business models that were not possible before. We're going to go deeper into digital transformation both inside your organization as well as along your supply chain.
We're also going to be looking at this big wave of sustainability along the dimension of environmental impact, along the dimension of social impact and governance impact. We're going to try to convince you that no action is not a viable option. So we're going to talk about what you can be doing in terms of taking a lead on the sustainability dimension.
In fact, innovating your business models in the light of looking at sustainability as an enabler, as an opportunity rather than as a set of constraints that you have to comply with. And finally, we also have to deal with some of the headwinds in the form of the globalization. We're going to be looking at how these geopolitical forces will also affect our supply chains, the way we configure them and the way we're about to run them.
So I hope you will join us in this journey to talk about not only the fundamentals of value creation through better supply chain management, through Better Business model innovation, but also taking advantage of some of these new opportunities and being cognizant of some of those new challenges. Perhaps I should say a few more words about myself so that you would know who would be accompanying you in this journey.
As I said, I'm a professor in the technology and operations Management department at INSEAD, and my background is actually in operations research, where I got my doctorate degree ages ago from Cornell University. By training, I'm an operations resort specialist focusing on modeling and performance analysis of industrial systems.
We initially started looking at manufacturing systems, expanded our horizon to logistics, and now we're looking at supply chains all around the world. And more recently, I've been focusing more and more on agricultural supply chains, looking at food safety and food security in an environment where we will be having to feed 9 billion people by 2050, with fewer natural resources, fewer arable land and less freshwater. Now, among my day to day responsibilities, of course, is also research.
In addition to teaching, I'm proud to write academic papers, books, doing some editorial work in terms of editorship. And recently, last year in 2022, I have been elected by the Institute for Operations Research and Management Science as one of their fellows. And I'm also a proud member of the National Sustainable Procurement Round Table here in Singapore.
So with that, I hope I will have the pleasure to welcoming you to the program and accompanying you throughout this exciting journey. Thank you for your attention.
We're going to be talking about a brand new way of reaching out to the customers. This may or may not require a new technology. This may or may not require the redesign of a product or a process or a supply chain or all of the above. But the whole issue here is that through business model innovation, not only we're going to be delighting the customer, but in doing so we're also going to be mitigating the cost service trade off that typically exists in traditional supply chains.
Now Speaking of supply chains, I'm a strong believer that the supply chain is indeed the unit of analysis because the supply chain is the key enabler for the deployment and effective execution of a brand new business model. The supply chain is the engine. And the way we're going to approach supply chain management is of course through the lens of value. We're going to be looking at value based management. Now as supply chain leaders, we have to create value through our supply chains first by better designing a high performance supply chain. This is a requirement. This is a prerequisite for value creation, creating a high performance supply chain. While this is necessary, this will not be sufficient because to make our brand new business model not only innovative but also economically viable, we also have to find a way of capturing value, and this is going to be possible by better supply chain alignment.
In a world where there is no clearly defined command and control structure, supply chains are largely fragmented and supply chains do not have full vertical integration. So we're going to talk about value, value creation and value capture. Now, these would represent the fundamentals. However, there are also a lot of exciting other developments around us. For example, there is a huge force of digital transformation. Digital transformation is affecting every aspect of business, including the supply chains. On the one side by reducing transaction costs, but also on the other side and even more importantly, enabling new business models that were not possible before. We're going to go deeper into digital transformation both inside your organization as well as along your supply chain.
We're also going to be looking at this big wave of sustainability along the dimension of environmental impact, along the dimension of social impact and governance impact. We're going to try to convince you that no action is not a viable option. So we're going to talk about what you can be doing in terms of taking a lead on the sustainability dimension.
In fact, innovating your business models in the light of looking at sustainability as an enabler, as an opportunity rather than as a set of constraints that you have to comply with. And finally, we also have to deal with some of the headwinds in the form of the globalization. We're going to be looking at how these geopolitical forces will also affect our supply chains, the way we configure them and the way we're about to run them.
So I hope you will join us in this journey to talk about not only the fundamentals of value creation through better supply chain management, through Better Business model innovation, but also taking advantage of some of these new opportunities and being cognizant of some of those new challenges. Perhaps I should say a few more words about myself so that you would know who would be accompanying you in this journey.
As I said, I'm a professor in the technology and operations Management department at INSEAD, and my background is actually in operations research, where I got my doctorate degree ages ago from Cornell University. By training, I'm an operations resort specialist focusing on modeling and performance analysis of industrial systems.
We initially started looking at manufacturing systems, expanded our horizon to logistics, and now we're looking at supply chains all around the world. And more recently, I've been focusing more and more on agricultural supply chains, looking at food safety and food security in an environment where we will be having to feed 9 billion people by 2050, with fewer natural resources, fewer arable land and less freshwater. Now, among my day to day responsibilities, of course, is also research.
In addition to teaching, I'm proud to write academic papers, books, doing some editorial work in terms of editorship. And recently, last year in 2022, I have been elected by the Institute for Operations Research and Management Science as one of their fellows. And I'm also a proud member of the National Sustainable Procurement Round Table here in Singapore.
So with that, I hope I will have the pleasure to welcoming you to the program and accompanying you throughout this exciting journey. Thank you for your attention.
