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    Developing a Leading Edge Operations Strategy
    MIT Sloan School of Management

    Developing a Leading Edge Operations Strategy

    MIT Sloan School of Management, Cambridge
    HomeMIT Sloan School of ManagementDeveloping a Leading Edge Operations Strategy
    2 daysDuration
    in-personFormat
    EnglishLanguage
    StrategyTopic

    Next Available Cohort

    Choose your preferred start date

    Oct 13 - Oct 14, 2026
    2 days · in-person · Instructor-Led · Cambridge
    Open
    $4,900

    All-inclusive program fee

    About This Program

    Enterprises are increasingly complex, with supply chains, manufacturing, and service delivery processes spanning cultures, 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.


    This operations management 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.


    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

    Why MIT Sloan School of Management?

    MIT Sloan doesn't trade on prestige alone — it trades on proximity. Proximity to one of the world's densest concentrations of engineering, AI, and life sciences research, and to a faculty that publishes the ideas executives will be managing around in five years. If you want to understand how technology reshapes strategy before it reshapes your industry, this is the room to be in.

    Your Profile

    • Strategic planners
    • Vice-presidents of business strategy, operations, supply chain management, services, and product development
    • Operations general managers
    • Senior project and program executives

    Benefits

    • 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