Global Supply Chain Project
Rather than pursue a traditional Master's thesis, Executive Master’s in International Logistics Program participants work in teams to complete an 18-month Global Supply Chain Project. Participants and sponsoring companies use this project as an opportunity to apply Georgia Tech's vast knowledge resources to a critical supply chain concern.
The parameters for the Global Supply Chain Project are flexible enough to
ensure that the project will greatly benefit the company's overall supply chain
strategy. Groups of two to eight class members, preferably from complimentary
supply chain organizations, are formed. Groups representing a single company
may also form a team.
Participants work together to identify opportunities across the global supply chain to remove costs, speed cycle time or enhance revenue. Most projects provide a minimum savings of $1,000,000 and are designed to provide significant value to the sponsoring organizations. Example projects from past EMIL-SCS classes are listed below.
Dramatically Increasing Inventory
Visibility and Velocity
A large international retailer teamed with a 3PL to optimize distribution from 2 domestic warehouses through 55 pool points to 4500 stores. Increased inventory visibility and velocity produced initial savings calculated at $3,500,000.
Optimizing Inbound Logistics
A leading automotive manufacturer reduced costs by working with Georgia Tech to develop an inbound logistics optimization system. Efficiencies improved across 4000 suppliers, 31 power-train plants, 13 stamping plants, 54 assembly plants and approximately ½ million tons of in-transit freight per day.
Reduced Inventory and Improved Cycle Time
A large chip manufacturer achieved $124 million in savings with a 28 day reduction in inventory and reduced cycle time from 10 weeks to 2 weeks.
Reduced Stock-outs and Improved Operational Efficiency
A large Latin American retailer achieved a 10% reduction in inventory of $1.7 million with a 5% reduction in stock-outs for a gain in operational efficiency of $922,000 annually.
Reduction in Inventory and Improved Visibility
A large multinational conglomerate in one company vertically reduced inventory by 26% and cut cycle time by 10 days to achieve a one-time savings of @22 million in net cash flow.