Demand-Driven Supply Chain Strategy

thank you for taking the time to join us for demand-driven supply chain strategy webinar hosted by the supply chain and logistics Institute at the Georgia Tech's Stewart school of industrial and systems engineering today our speaker is dr. Maria Rea Marston she's the instructor for our three and a half day course being taught July 9 through 12 on the Georgia Tech campus Maria is also senior adviser with Mr M partners and a seasoned consultant who has developed and delivered many of our custom courses for clients here in the US Latin America Spain Portugal and many other locations Maria has a BS in economics a science and technology project management diploma a master's in International Affairs a Masters of Science in international logistics and supply chain strategy here from Georgia Tech and a PhD in performance management from the Cranfield School of Management her research and consulting activities focus on the design and use of performance management systems and her academic and teaching activity Center on supply chain strategy outsourcing an inter firm relationship management and a strategic connection between supply chain and financial performance with that introduction I will turn the webinar over to Maria welcome everybody to Georgia Tech my name is Maria ray and thank you Andy for that kind introduction today's webinar is a quick summary of most of the topics that we will address during our upcoming four-day course on how to design a supply chain strategy and how the strategy should fit with your overall corporate strategy so let me get started and please feel free to post any questions in the question panel if you have if you want to raise your hand we will be able to find a point in the presentation to address some of your questions and some of your comments to begin with I would like to get started again by welcoming you to Georgia Tech and this is our virtual campus but we hope to have you in our physical one at some point hopefully in July as I mentioned the topics of today are about supply chain strategy but before we start talking about supply chain I would like to get started talking about demand because one of the characteristics of effective and innovative supply chain strategies is that most of them are very strongly related to managing demand and being driven by demand and just to get started with the conversation about demand I want to introduce you to some of these concepts of being demand driven by using a very simple example for our daily life so let's talk about television and you may say well what television has to do with a course on supply chain strategy well if you imagine the origins of television it was really a supply driven entertainment system you had a defined content you were supposed to tuning to that content because it was broadcast at a fixed time and really nobody care in the early days of television of the needs of the viewers or the needs of the audience it was really a supply driven process now our time we started getting more and more flexible and most of you I imagine have some sort of on-demand television you have some defined content but you can tune in at your convenience in flexible time and sometimes we just tune in and catch up on some programs after we've been out of town for a few days or something like that and it's been it's making progress in terms of the needs of the audience today we also I'm imagine some of you may be subscribers of Netflix not only in the US but worldwide where you can also actually not only have on-demand delivery but you can actually do on-demand content and if you're avid TV watchers some of you have been noticing that this concept mystic it really happened and the notion where they actually capture the data actually suggest some programs for you they have the prophecy that actually will allow them to know which programs are more popular and recently in a new series they just launched they're being able to actually customize some of the endings and some of the content and the stories of some of the series that netflix are sponsoring out there so basically what we're looking at is a changing world from a very supply driven entertainment to a very demand Riven entertainment and one of our ideas is that what's happening to all of us through social networks and the role of technology actually is not too far away from also shaping what supply chain management is going to be in the future so what I like to propose to you during this one-hour webinar it's actually a summary of our upcoming course where we're going to be talking about what it means to be demand driven why are some of the new fundamentals of our traditional supply chain views and prophecy and how can you help your organization become more demand driven so let's get started with the first part and I encourage you to start thinking if you know of our examples in addition to my example of our television if you know other examples about how the world is becoming more and more demand driven and I'm sure you can think of some ideas in your industry or your market so let's talk about this concept of supplied networks and demand driven supply networks first of all I want to touch upon this evolution of demand driven and why we're talking about supply networks as opposed to supply chains and I know we still use the term supply chain but in reality we're referring more to networks and I will explain to that in a minute so let's get started with that the origin and the evolution of the concept of demand driven actually it's a very simple one we all started with the traditional elements of any economic system and some of these elements have been since the 18th century in the origin of economics where you have supply you have demand and you have a product in this case you may have buyers which will be your demand you have products and you have sellers that will be your supply the origin of this is actually very closely tied as I mentioned two economic systems what we did in supply chain starting with this concept around the mid 80s from the early contributions of Porter around value chains is that we took some of these elements of the economic system and actually we stretch them out so we started with this concepts of supply chain which is actually the combination of all the parties that are involved from your supplier suppliers to your end consumers to actually deliver and make those products flow in that particular chain so when you ask people about the definition of supply chain they will say you know if the combination of suppliers manufacturers distributors retailers customers and consumers that will allow you to manage in an appropriate way the flow of goods the flow of information and the flow of bonds now some of those definitions if you imagine are almost 30 years old and what we like to do now is imagine what is that evolution of supply chain that is really shaped by demand and shade by technology that can capture demand signals the discussion started actually in 2004 and if some of you remember 2004 was actually the burst of the e-commerce bubble here in the US and around the world and in 2004 Amr research which is now part of the gardener group started analyzing some of the companies that were more successful after the.com burst versus some companies that really really burst and what they figure it out is that all of these companies the same structure of functions and processes to manage demand to manage products and to manage supply but the successful companies were actually able to integrate and create an intersection between those three functions and in reality what they were capable of doing was very early captures demand signals and this is just an example of our new coca-cola vending machine we call it here a freestyle machine where you can actually create your own flavors and the machine knows how many people are going by what kind of drinks are mixing and companies that are very very good at managing some of those signals are making this transition from traditional supply chains they're just responding to demand by meeting some of these service level requirements at the lowest possible cost and making this transition to some of these networks that are managing the business based on some demand signals and shaping demand before they can respond to the demand in a profitable way so in today's world basically our future supply chains and the current successful supply chains are really targeting where demand signals come from and there have been very successful managing some of those cement demand signals to create a more efficient supply chain response process so this brings me to the second point regarding some of these new fundamentals that we will review in class and it's why we're looking at not only supply chains but really supplied networks that can be responsive to some of these demand signals and let me get you started with them with a little story an anecdote here from Georgia Tech in the year 2000 it sounds like a long time ago we actually held here at Georgia Tech one interesting for or symposium where we were discussing the supply chain and logistics implications of e-commerce and back then we invited the former US Secretary of Transportation who was talking to us about the differences between the traditional logistics and transportation culture versus the internet and the e-commerce culture and one of the things he said and we happen to agree with him is that the transportation and logistics culture is kind of rigid it slow to deploy it's very expensive it's very rigid and difficult to modify so when we were thinking about that kind of culture then the world chain came to mind and typically when we talk about a supply chain and this connection between suppliers and manufacturers and retailers it tends to be depicted almost like a stable rigid structure now if you take a look of the traditional graphic that will show a supply chain structure you see a very sequential very bi-directional structures with some nodes and very specific roles for each one of those nodes in that particular system but if you take a look at the internet and e-commerce culture typically the information of networks communication networks that is a much faster structure much more adaptable much more flexible and relatively cheaper or less expensive to deployed and that's the concept of a network and it's just not a matter of semantics because we truly believe that the future of supply chain strategy has to incorporate the fact that that chain is really a network and that is not any particular strategy it's a demand driven strategy so think about this demand Network and just imagine of the millions people that are currently enabled by smartphones and computers and laptops and tablets and iPads everywhere just telling us where they are what they're doing where they're locating what are they looking for and you're really looking at a network that is omnidirectional that has sensors along the way that has perhaps a centralized logic which are very with a very strong local execution but it has very flexible paths that allow us to interact with those that note in the network in real time so if you imagine what technology has enabled today to know who is that person what is she doing what is she looking for what is gonna be next in her path really you're looking at a transformation of traditional supply chain into this supplied networks that will allow you to have structures that are more flexible more automated self-repairing and of course with sensors along the way the last point I want to make here in this section of the new fundamentals of demand driven supply networks it's about what we call the target algorithms very early and earliest when I was a student here at Georgia Tech in the master's program this was our basic mantra to achieve in supply chain management our goal was to minimize our total supply chain cost and our objective was to meet the constraints or to meet the requirements for our customer service policy so we have spent almost a century if you will since the advent of Industrial Engineering trying to minimize cost and trying to use those service levels as a target or a constraint to achieve what we're really looking today in some of these demand driven support networks is that even though we still want to minimize supply chain cost it's not enough and even though we would like to meet some customer service levels that we agreed upon is just not enough what we really are trying to do is really to contribute to shareholders value creation and to contribute to the financial performance and to the sustainability of the business and that's a very different algorithm to look at supply chains so one of the things that we will discuss in class in July is why are some of the new performance metrics and how some of the traditional efficiency metrics that we used to have which is a very traditional optimization approach are really evolving into more metrics that are closely tied with the sustainability of the business and with some of the financial performance that are of there are of interest for top management and the c-level executives so bear in mind that when you are doing a supply chain strategy you're really looking at not only the lowest possible cost or the most efficient process you're also looking at what are the processes that will allow you to manage some of these individual demand signals and create the greatest benefit for the business as a whole and for the sustainability of the of the business model this discussion about supply networks in the 21st century also include the fact that we have to fulfill a demand promise but also that we have to maximize total financial performance for the corporation not only the minimization of supply chain cost if at this point you may have any questions regarding performance measures or some of those new fundamentals then please be free to post them um we do have one question from the audience the question is how is a supply chain different from a supply chain now I know to some of you this may seem like semantics like we academics are coming up with a new acronym and we don't like SCM we like F and M now but I'll tell you the differences are very very fundamental number one you are moving from a linear structure into a much more amorphous self designing structure secondly you're moving from members of the supply chain with very specific roles and very specific positions in the chain to nodes in the network that may change their location may change their missions may be in or out of the network at a particular time and point so I can elaborate with this a little bit more but I will urge you to do a little bit of Google research as well and if you type differences between chains and networks some of these differences will be more apparent um I don't know somebody asked about economies of scale I'm not sure if you can address that well I think both for networks and chains economies of scale are important because they will drive not only optimal processes and cost but also if you're targeting top-line performance in terms of revenues and growth of course scale is important and if in your business scale is critical for your profitability or your top-line growth certainly when you design a supply chain as applied network strategy you should consider that particular set of processes that can be scalable let me continue with with this discussion and introduce you a little bit into some of the new processes that are really part of the new discussion about demand driven supplied networks when we studied traditional supply chain management we used to speak about processes like inventory planning procurement transportation distribution things of that nature really when you are planning on building a demand driven strategy demand management is at the center of your processes and most of these processes are highly interdependent I won't have the time today to go into all the detail about these four prophecies but I'll give you a quick definition of our view of the four processes that should be addressed in a demand driven strategy the first one is the concept of demand creation and again let me go back to my chart of the traditional components of demand product and supply and when you look at this components versus the traditional supply chain processes and this is just an example of the score model that scopes the processes as source may deliver return and plan then I hope you will see the difference that we're seeing right now when we look at demand networks or demand driven supply networks you imagine how you get started with some of these processes and I'm using this chart from Gardner that says why do we need to talk about or why do we need to be demand driven so this is a quick example that I love and it says imagine a company where you have a new product development group or I'm somebody that is just launching a new range of products and services so you may have a group of people defining designing supporting promoting a particular product so let's say they're successful and they came up with a very successful new product then they go to their supply group maybe somebody in manufacturing somebody in procurement and say listen we want to make this product why don't you go ahead and source the raw materials design the best factoring processes and figured out all the logistics of taking that product to market once the product is made probably you will engage or a typical company will engage with the commercial or the marketing group trying to imagine how can we create demand for this new product how can we attract customers sell this product serve the product better in the market and most companies you know follow this particular sequence if you will of decisions new product go ahead and make it it's made here it is go sell it and everybody in sales and marketing said yep we're up to the task here we go we think we can sell it well this situation is so prevalent that actually statistics show that less than 1 in 10 new product launches are successful and over 75% of engineering hours and new product development may go to waste so what we would like to propose here it's this development of new competencies so organizations actually learn to be more demand driven and this means that these new processes are really new capabilities on a firm one of those is the ability to create demand so before we go ahead and create new products the question becomes here what is the demand that can be created for that particular solution secondly we talk about demand sensing which is the ability to read how the market is reacting to that particular product where some of the signals associated with that particular transaction or product in the market and then if we get very very good and this is something are people in sales and marketing are good at it we will have the capability to shape demand and finally we start or we enter with our traditional supply chain processes really as a demand response capability and I'm gonna start thinking or asking you to think about how good are your four capabilities within your own company and if some of you have already experienced with Sales and Operations planning committees and sales and operations or self an execution plenty of planning or consensus instances you may start you may have already started this development of competencies to actually create or make decisions in a more responsive and a more proactive way based on demand signals during class we will review a few case studies but one of the case studies we will we typically like to follow in class is Amazon calm because Amazon is really a premier example of mastering these four capabilities of creating sensing shaping and responding to demand so think about if you know in your organization or organizations that you think have mastered some of these capabilities I just have here some numbers from Amazon but mostly to tell you that when you master some of these capabilities you also read some of the big rewards in terms of growth and in terms of market share so let me just go through here this is just a sample of Amazon's demand driven business model so this is a question for you if you know what it takes to be the man driven which is the capability of creating sensing shaping and responding to demand do you know of a company or a business model that in your opinion is a very successful demand driven business model and of course a very successful demand driven supply network we're going to pause for a moment if you could type in your answers in the questions window if you can think of any other companies this is not a quiz you will have your exercises and your your projects and problems in class but it will be interesting to know if if you already feel in tune with this concept of demand-driven and can think about of any examples I've got quite a few I have Apple Google somebody mentions Walmart coca-cola the example before john deere zara apparel company I love those examples I think Zara in particular is of is a fantastic example of being demand driven I think it's a strong company in demand creation and it shapes demand beautifully I'll say Walmart is evolving their traditional supply chain view of being responsive and cost-effective and trying to shape demand and actually create demand in a more effective way just than just purely be an efficient from a cost perspective and I think John Deere especially in the service parts I agree with you it's a very good example coca-cola I think freestyle vending machines are great examples of I demand driven customer interface it creates demand for new flavors it shapes demand its senses demand in response to demand all in the same machine so will work more on those cases when we see each other in July now let me get started with the last portion of this webinar which is again a quick summary of some of our discussions in July the the last portion here is if you agree that we are experiencing an evolution on our traditional supply chain and the importance of being demand driven and if you buy into the idea of this new cross enterprise processes that are managed in a more interdependent way then usually I get this question is how do I become more demand driven if I've been a traditional supply chain optimizer how do I become more demand driven and we've worked with companies for the last ten years in this very same question and I will tell you there are all kinds of engineering capabilities that you need probably new technologies that you have to bring in place but to me the key to becoming more demand driven is really a transfer a cultural transformation of the people that are actually designing and leading some of these processes in this strategy so I hope you agree with this but these are my three top common denominators of becoming more demand driven the first one is have a framework that organizes your thinking around demand driven it is really hard to be demand driven when you still work with very linear descriptions or depictions of your supply chain secondly I'm going to talk about empathy and you may think we'll what empathy has to do with supply chain engineering well I'll tell you if you want to be demand driven being more in pathetic will be one of the most important drivers of your transformation and thirdly I'm going to talk about the role of Technology in a demand driven world so let me get started with the first one how do you become demand driven by getting the right framework that organizes your thinking around it I have nothing against the score model I actually think it's a very interesting way to organize our traditional thinking on supply chain however I will tell you when you look at the traditional framework of the score model with the supplier supplier my company as a focal point the customers of like the customer of my customer and the traditional processes of supply chain planning sourcing procurement making delivery you don't see demand management there at least not explicitly some people may say on their deliverer we have demand but I will tell you if you work with the wrong framework or with a framework that is not really a demand driven framework then may you may experience difficulty transforming your supply chain into a demand driven Network I love the Amazon business model mostly because it is very explicit how this business model is centered around demand in this case or in the case of Amazon is centered around the customer experience as shoppers of amazon.com and if any of you are customers or shoppers of amazon.com as I am and you find things like Amazon Prime moms and babies Amazon fresh in the north us Zappos or things of that nature you will see a very clear business model that is centered around demand this is a business model that we followed and that I'll be happy to explain in more detail in July that actually takes some of the traditional functions and capabilities of a company and actually organizes them around creating demand sensing demand shaping and responding to demand so whatever is the framework you use just find something that is really centered on demand as the driver of your processes and that will be your first step to be more demand driven the second thing you could do to be more demand driven is be empathetic you know most of our supply chains have been designed around products alone what is the SKU that I need to move what is the investment in inventory how do i source this product but if you really want to be demand-driven you really have to put customers consumers shoppers at the center of your analysis this is just a small example of a tool that is widely available on the internet called empathy maps where you actually start thinking about what the customer thinks and feels where are their preoccupations and aspirations what do they see where they interact with us what do they say and do when they appear in public and what is their behavior what does the customer hear when we say something when influencers say something about our company so if you really want to become more demand driven being in pathetic is going to be critical for your transformation because it's gonna make you aware of the signals and the need of those particular customers and shoppers out there the third point in how you could become more demand driven is something about the role of Technology in supply chain strategy and supply chain management honestly in 2013 and beyond it is going to be impossible and I don't think I'm exaggerating it's going to be impossible to manage a demand driven Network unless you have a digital strategy and a technology strategy to go with your supply chain and in this case when we talk about Amazon as a case one of the things that Amazon understood very very well is that even though in the early 2000 and even as close as early as 2010 only 7% of these shopping in the United States was digital only they realize that 30% of the market in the US was becoming digitally influenced so from the very beginning companies like Amazon actually planned a strategy to go digital in all of their demand management capabilities today some can create demand by sending you the right email with the right information at the right time personalized to you actually with history of your shopping path shopping in your company they understood that according to some experts in the retail world by 2020 digital shopping is going to be close to 21% and actually we're going to have a reversal of the way we used to shop in the 20th century so more cases we will discuss but what I will tell you is that data is what connects all of the internal business functions in efforts like what we're seeing today in sales and operations planning it is not without data that you can make some of the decisions that will connect demand supply and product so my recommendation to all of you is really get serious about the technology role that some of these new applications and hardware and devices will play in some of your decisions to make a demand driven supply network strategy I wanted to put this here because sometimes people will say this is all hype and this is just like another bubble around mobility and cloud and you know this is just gonna go away this is so new actually this is not tested in 1987 a very insightful authors family Davis wrote a book called future perfect and back then he was talking about real time and he was saying you know people talk about real time as if everything has to be online and the definition of really little time supply chains or real time strategies really will mean that you're going to get signals or inputs from the market that come back to you fast enough with enough quality that will guide you in the decision-making process and in the subsequent inputs that you will make into the process so this is not a new conversation we've been talking about real time processes for the last thirty years and I think now the difference is that we have the technology really connect to engage to enable all of this demand signals in that path to consumption that we would like to see in the future at this point I want to stop on this Third Point and so far we have covered three elements that we will be expanded at a later point we've been talking about the new fundamentals of demand driven supplied networks we've talked about of this evolution from traditional supply chains to demand driven networks we've talked about some of the capabilities that demand driven companies have and some of the interdependencies across this processes so we briefly touch upon concepts like demand creation demand sensing them and shaping demand response and I just share with you three things that we have seen in the last decade shell companies become more demand driven being more organized with the right framework be empathetic and go digital so I'm gonna stop here and close with a final a final question to all of you in this discussion about demand driven supplied networks early in the 2000s garner proposed four stages where you could be classified in terms of your evolution towards a demand driven supply network this four stages will correspond to the numbers one two three four so what I'd like you to do is hear me out what as I described the four stages and tell me where do you think organization is using your stage 1 stage 2 stage 3 or stage 4 so let me get a go with it stage 1 they call it the reactive phase where the supply chain is an estate of permanent response firefighting it's always changing decisions reallocating resources our people are on their cell phones they can't come to class because they're always on the phone taking emails and answering to the latest emergency I'm not saying it's not effective it's a very reactive supply chain second phase a supply chain that is in an anticipatory stage it's aware of the need to shape demand is starting to internally planning for more profitable response and is doing a better job anticipating demand need is in the early stages of coordinating decisions with sales marketing promotions supply things of that nature the third stage is what we call the collaborative stage where some of this internal coordinated planning efforts are actually extending outside of the firm and actually involving some of the other partners in that network so it's trying to maximize a profitable demand response not only for the firm itself but also for the firm's partners and in this case could be channels suppliers or customers the last phase is what Gardner called the orchestrating phase I call it the more directive phase and it actually shows a supplied network that is really demand driven that has created sustainable value and that is able to customize demand responses for the different demand signals that it gets out there so we will go into more detail again at a later point but I like you too share with us which numbers do you think you are and we'll see if that matches some of the research we have done here at Georgia Tech um I have a stage one definitively I've got uh looks like the majority is stage two between two and three yeah but I'm seeing a lot of ones and twos well you know it's uh it's not surprising there's nothing wrong with it we've been taught and we've been planning for stages one and two for the last 25 years it's not surprised that we're in those stages we would like to move you definitely to two and three and four some more mature demand networks clearly you can plan some of the stages of a more orchestrating supply network so let me close with the last few remarks if you know where you are and seems like you guys know where you are and you have that awareness of your current situation and also if you know where you want to go what is your objective in a particular channel or product line or particular market then we will loft we would like to invite you to join us in July and continue this conversation on how do you design strategy for demand-driven supply networks and hopefully that will be an opportunity to explore how to design it how to fit it with the rest of the strategy of your corporation and also something that is very important for us how can we make supply chain executives and professionals much more relevant to the top management of the organization so you guys can enjoy and join the strategic conversation in your own company Andy we will will close this webinar if there are a few questions I'll be happy to take them in the meantime here is my email here are the day of our upcoming course and we would love to have you in our upcoming course in July I am receiving some questions the first one is if I'm not a supply chain person but work and other functions that interact with supply chain management what's the value of this course believe it or not some of the strongest participation we get in this course are sometimes from from finance people or people in sales and marketing that deal with supply chain issues or professionals all the time I think if you're not precisely a supply chain professional or manager you could actually understand how do we think in supply chain how can supply chain help you achieve some of your more functional goals and make sure that you understand some of the objectives of the organization as a whole and how to be more empathetic to demand means I have an getting several questions one is I need to know if this course will help me to fix my supply chain in a very embryonic status I think you know it depends on what do you mean by fixing your supply chain and let me be upfront with you in in the real scope of the course if you if your problem is to balance the routes in your distribution strategy and be able to load your trucks more efficiently and maximize your capacity I will tell you you need to come to the transportation and distribution course because that's a very specific operational course this course is more strategic in nature rather than operational in nature so if your supply chain in this embryonic stage could benefit as I imagine it could from a renewed position with the rest of the organization and just decide how can you contribute in a more effective way to the goals of your corporation I will say that yes this course will help you evolve your embryonic supply chain into a more mature one yeah I guess we had another question along this line of us shouldn't to start at the CEO level it should in some cases but not everything is top-down these days I think we live in in an age of social networks and emerging supply in an emerging strategy if you're curious about this we are going to review some of the works by Henry Mintzberg on strategy formulation and one of the things he says is that not all strategy is top-down some strategy is bottom-up or middle up and we believe that we can do strategy in the supply chain operational mid level and going upwards and not every answer has to come from the top down so if you can influence and you could your CEO and your top management we need you in the course it will be great if your CEO wants to join us but I doubt it so we count on you influencing your top management ok we have another question in a commodity market which is price sensitive how do we achieve d DSN well that's a very interesting question and actually it's it's a point of discussion today because some supply chains are supply driven not demand driven and we will talk about that if your supply chain depends on the price of a commodity either metals oil fruits vegetables or anything that is highly volatile you may be needing to be more attune of supply signals rather than demand signals but still you may be a demand driven supply network because you need to shape demand in order to fit it with the current situation in the sourcing or the supply market ok we have a question how applicable may this course and its content be for Latin America I'll tell you this course is geography independent is industry independent we are not talking in this course about anything that is not worldwide available and any Latin American company or company in any emerging market and I know we have friends from Lebanon and friends from other emerging markets the concepts of strategy formulation the concepts of aligning your supply chain strategy with the company strategy the concepts of being demand driven as long as you have suppliers and customers in your market and as long as you're doing logistics and supply chain regardless before you're located the contents of this course I guarantee you will be a hundred percent applicable yea I think that lends well to Alfredo's question about if the course will be pertinent to a startup company the spacing of strategy on demand driven basis absolutely yes um we had another question about uh like how long is the course you know what are the key topics covered the course is four days actually three days and four hours we start on a Tuesday July 9th here at the Georgia Tech Global Learning Center and we end on Friday July 12 around noon so it's three and a half days and you can take a look at this link where some of the more detailed description of the course are presented typically on the first day we go about some of the principles of strategy and strategy formulation we review some of the fundamental tenets of demand driven supply networks we start playing a couple of cases that we review we also play with a simulation during the course that is an example of a company that is being transformed into a demand driven supply network and all the pains of that transformation we will talk about sustainable supply networks we will talk about performance measures in this new evolution and we will have a guest speaker talking about the role of Technology in supply networks in strategy for supply networks so it's three and a half days it's a lot of fun you know people from different industries from different companies and we try to keep it not as a huge course you're not gonna see 90 people in our classroom we try to keep a number that allows us for conversation and take a look at your individual needs and your individual questions and problems so we're looking forward to seeing you here in July ok great Thank You Maria for those of you who are interested in coming to our demand driven supply chain strategy course you can visit WWE CLG AEC hid you forge slash DD SES and learn more about the course download the brochure find out more about the topics that are covered I do also want to mention that you can find us on Facebook at Georgia Tech sel were on Twitter at GT SEL we have a LinkedIn group if you search for us and we will also post this archive to our YouTube channel that's youtube.com slash GT SEL you can also go out there and view the archives of some of our other past webinars thank you for attending have a great rest of your day

Channel: GTSCL

Views: 21,278

Rating: 4.8133335 out of 5

Keywords: supply chain, corporate strategy, georgia tech, logistics, Atlanta, professional education

Id: I3T69P0OrhI

Length: 53min 4sec (3184 seconds)

Published: Fri Jun 14 2013