Leading Responsive Supply Chains

Faculty: Glenn Richey & Tyler Morgan

Course Description

This two-day immersive executive program uses a hands-on business simulation to develop practical capabilities for leading responsive supply chains in fast moving markets, adapting to change, and pursuing new growth opportunities. Participants are challenged to create demand, fulfill demand, and adjust execution as market conditions shift. The program places leaders in the middle of the real work of responsiveness, including sensing changes in demand, identifying supply constraints, negotiating with partners, contracting for flexibility, and coordinating decisions across the supply chain.

As disruptions threaten critical points in the supply chain, participants must make timely decisions under pressure. They assess vulnerabilities, prioritize response options, and strengthen execution without losing sight of growth. The program emphasizes the leader’s role in building supply chains that can see change early, interpret risk quickly, align partners, and respond before small problems become larger performance failures.

Through increasingly complex scenarios, leaders gain direct experience with the methods and tools needed to improve supply chain responsiveness. These include probability and severity assessments, forecasting error analysis, partner capability assessment, contingency planning, and structured mitigation planning. The result is a practical, decision-focused experience that helps leaders improve speed, flexibility, partner coordination, and resilience in uncertain markets.

Target Audience:

Who will benefit most from this course?

• Mid and senior level supply chain managers responsible for planning, execution, and performance improvement

• Operations and manufacturing leaders overseeing logistics, production, and end to end supply chain processes

• Procurement and sourcing professionals focused on supplier relationships, negotiations, and supply continuity

• Demand planning, forecasting, and fulfillment leaders managing volatility, service levels, and customer responsiveness

• Supply chain strategy leaders responsible for network design, resilience, risk management, and partner ecosystems

• Business unit and functional leaders in technology driven or high growth industries whose success depends on supply chain performance

• Executives seeking to enhance supply chain capabilities, operational agility, and strategic decision making

 

Learning Objectives & Outcomes:

• Identify and evaluate supply chain risks that could disrupt demand fulfillment, partner performance, responsiveness, and operational continuity.
• Apply practical risk management tools, including probability and severity assessments, to prioritize vulnerabilities and guide faster, better-informed decisions.
• Improve the ability to sense market changes, interpret demand signals, and adjust supply chain execution as conditions evolve.
• Develop stronger strategies for selecting, contracting with, and motivating supply chain partners that can support speed, flexibility, and reliable execution.
• Make more effective tradeoffs among growth, responsiveness, resilience, and execution in a business environment shaped by disruption and change.

 

Faculty Biography:

Dr. Glenn Richey is a supply chain scholar, executive educator, and industry strategist focused on how firms compete in volatile, high-pressure markets. His work connects logistics, global business, and performance with a central question: how organizations build speed, resilience, and customer value through supply chain capability.

He brings over a decade of industry experience in distribution and manufacturing with Fortune 100 firms, along with extensive work advising companies across transportation, retail, manufacturing, technology, and services. His teaching is practical and decision focused, emphasizing how leaders translate strategy into execution in complex organizations.

With global experience across more than 40 markets, Glenn integrates international insight into supply chain design, highlighting how culture, regulation, infrastructure, and customer expectations shape performance in real time.

A widely published researcher in supply chain management, logistics strategy, and interorganizational relationships, his work has influenced both academic thinking and managerial practice. In executive education, he is known for making rigorous concepts usable, helping leaders diagnose problems, challenge assumptions, and improve operational and strategic decisions.

His programs are direct, applied, and grounded in real business challenges, equipping leaders with frameworks they can use immediately to improve supply chain responsiveness, resilience, and growth.

 

Dr. Tyler Morgan is a supply chain scholar centered on helping modern enterprises achieve market differentiation through visibility and sustainable operations. His expertise bridges logistics design, cross-border commerce, and operational effectiveness, driven by a core objective: guiding leaders on how to harness transparency and strategic alignment to strengthen organizations.

Prior to entering academia, he spent six years in the corporate sector leading loss prevention, conflict resolution, and talent development initiatives. As an academic, his instructional approach centers on actionable leadership, teaching executives how to successfully convert high-level strategy into everyday execution across intricate supplier networks.

Having directed cohorts through international market studies across North America and Europe, Tyler weaves cross-cultural and geopolitical perspectives into supply network design, demonstrating how regulatory pressure, risk, and environmental standards impact bottom-line results.

His academic scholarship includes publications focusing on reverse logistics, sourcing, and operational transparency; his insights have advanced both scholarly inquiry and practical business methods. In the classroom, he is recognized for translating complex analytical models into clear, actionable tools that enable decision-makers to spot vulnerabilities, challenge legacy processes, and elevate operational performance.

His sessions are engaging, practice-oriented, and anchored in current industry issues, giving leaders immediate tools to enhance end-to-end visibility, mitigate risk, and drive sustainable enterprise growth.