SCL Course: Demand-Driven Supply Chain Strategy

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As supply chain executives become more instrumental in supporting long term strategic objectives for their firms, they need to complement traditional SC operational knowledge with a more strategic view of their role in delivering aligned results to the business. This course addresses this requirement by exposing and explaining to supply chain leaders different lenses of strategic planning applied to SCM and the specific implications on SC operations.

During the course, attendees will have several opportunities to assess their current supply chain strategy, formulate a new one, discuss about keys to implement a supply chain strategy, and how to review and align one.

For the duration of the course, participants will have the opportunity to play with an extended simulation game of a fictional company, and see the impact of supply chain strategic decisions in real time, while monitoring their ability to manage uncertainty and deliver financial results for the firm.


  • You are responsible for determining the future position of your supply chain strategy
  • You are in charge of executing specific supply chain processes that must support specific business initiatives
  • You want to innovate in supply chain strategy to better align with corporate, commercial or operational goals
  • You want to understand the strategic impact of supply chain decisions in the firm and the extended enterprise network
  • You advice clients on their specific supply chain strategic positioning and are interested in refreshing and validating your experience in the field


  • Fundamentals of Corporate Strategy and Strategic Positioning
  • Strategic Frameworks for Logistics and Supply Chain Management
  • Principles of Sustainable Supply Chain Strategies
  • Aligned Strategies for Supply Chain Management
  • Demand-Driven Supply Chain (DDSC): Definition and Core Components
  • Performance Measurements for Strategy Implementation and Alignment
  • Core Operating Processes (I): Demand Sensing and Forecasting
  • Core Operating Processes (II): Demand Shaping: Alignment with Commercial/Operational Strategies
  • Core Operating Processes (III): Demand Response and Supply Chain Operations
  • Technology-Driven Supply Chain Innovation
  • Organizational Capabilities and Competencies for Supply Chain Leadership


Participants receive a course notebook.




Maria Rey-Marston successfully combines academic, consulting and applied research activiaties. Her research and consulting focus is on the design and use of performance management systems, both within intra-firm processes and for inter-firm relationships. Her academic and teaching activities are centered on supply chain strategy, outsourcing and inter-firm relationship management, and the strategic connection between supply chain and financial performance.

Since 2012, Maria is Chief Executive Officer of Periphery Labs, a Serenbe GA -based firm that specializes in service innovation and periphery management (networks of external business relationships). She is Senior Advisor with MRM+Partners, leading the Supply Chain Strategy practice of the firm. Her academic and teaching activity is conducted from the Supply Chain & Logistics Institute at Georgia Tech, where she has been affiliated since 1995.

  • PhD, Performance Management (Cranfield School of Management, Bedford, UK)
  • MSc International Logistics and Supply Chain Strategy (EMIL Program, Georgia Institute of Technology, Atlanta, GA, USA)
  • MA, International Affairs, Javeriana University and Universite de Paris IV
  • Diploma, Science and Technology Project Management (Universidad de Sao Paulo, Brasil)
  • BS, Economics (Universidad del Rosario, Bogota, Colombia)


  • Workflow Status:Published
  • Created By:Anita Race
  • Created:04/22/2014
  • Modified By:Fletcher Moore
  • Modified:10/07/2016


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