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Sloan School of Management

Developing a Leading Edge Operations Strategy

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Next dates

Jul 18—19
2 days
Cambridge, Massachusetts, United States
USD 3700
USD 1850 per day
Nov 5—6
2 days
Cambridge, Massachusetts, United States
USD 3700
USD 1850 per day


This course offers unique, MIT-developed approaches to business operations strategy based on best-practice research conducted among the world’s leading companies. The program helps participants plan the most efficient use of material resources and manage complicated global networks. It also offers analytical, strategic insights into vertical integration, outsourcing,product strategy, supplier management, process technologies, capacity and risk management, and global networks.

Enterprises are increasingly complex, with supply chains, manufacturing, and service delivery processes spanning cultures and time zones, geographies and geopolitical situations. To navigate this intricate world filled with new and different kinds of risk, executives need to know how to make the most efficient use of a company’s material, people, and processes; how to manage more complicated global networks; how to optimize service and quality levels of performance; and how to minimize risks yet maintain required capacities. This program will draw on real issues confronting manufacturing and service companies today, providing strategic frameworks to enable executives to make smart choices so their companies can deliver the high-quality products and services they are committed to providing their customers.


In this program, senior managers will learn new approaches to operations strategy that were developed at MIT and based on best-practice research conducted among the world's leading service and manufacturing companies. Participants will gain an analytic view of operations and strategic insights into:

  • Vertical integration and the factors that affect strategic decisions
  • Process design and process engineering
  • Integration of people systems with technical systems
  • Global facility network strategies and the future of supply chain management
  • Strategic implications of process technologies
  • Capacity and risk management, including capacity factors, supply and demand management
  • Outsourcing, supplier power, and trends in supplier management

Sample Schedule—Subject to Change


  • 07:45AM - 08:30AM Registration and Continental Breakfast
  • 08:30AM - 10:00AM Operations Strategy Issues - Simulation
  • 10:15AM - 12:00PM Capacity Management in Highly Utilized Service Systems
  • 12:00PM - 01:00PM Networking Lunch
  • 01:00PM - 02:30PM Case Study MGH
  • 2:45 PM - 4:15 PM Strategic Capacity Planning
  • 04:30PM - 05:30PM Reception


  • 07:45AM - 08:30AM Continental Breakfast
  • 08:30AM - 10:00AM Inventory Management Tools and Resources
  • 10:15 AM - 11:45 AM Disruption Via Operations, Capabilities - Amazon Fresh
  • 11:45 AM - 12:45 PM Networking Lunch
  • 12:45 PM - 2:15 PM Operational Focus - The Morrison Company
  • 2:30 PM - 04:00 PM Process Management - BYD Company
  • 4:15 PM - 5:00 PM Adjournment

Who should attend

This program is best suited for senior managers from manufacturing and service industries who are responsible for developing and executing operations strategy, including: COOs, strategic planners, vice-presidents of business strategy, operations, supply chain management, services, and product development; operations general managers, senior project and program executives


Thomas Roemer is a Senior Lecturer in Operations Management and has served as the Executive Director of the Leaders for Global Operations (LGO) Program since July 2014. Roemer is interested in the intersection of engineering and management and, in particular, the value creation during the design...
Vivek Farias is an Associate Professor of Operations Management at the MIT Sloan School of Management. His research focuses on the development of new methodologies for large-scale dynamic optimization under uncertainty, and the application of these methodologies to the design of practical revenu...


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