A dynamic board game based exercise in which participants operate a very simple supply chain, but which serves as a catalyst for business awareness and discovery.
“ Simple Layout
. . . Deceivingly Complex to Manage “
Typical Room Layout
2 teams of 9 = 18 players
4 teams of 12 = 48 players
Typical Day 1 Agenda
8:00 - 8:30 Welcome
8:30 - 9:00 Plato Introduction
9:00 - 10:15 Biz Cycle 1
10:15 - 10: 25 Break
10:25 - 10: 45 Team Activity
10:45 - 11:30 Biz Cycle 1 Debrief: Customize to Target Message
11:30 - 12:30 Biz Cycle 2
12:30 - 1:00 LUNCH
1:00 - 1:30 Biz Cycle 2 Debrief : Customize to Target Message
1:30 - 2:30 Biz Cycle 3
2:30 - 2:45 Break
2:45 - 3:15 Biz Cycle 3 Debrief : Customize to Target Message
3:15 – 4:00 Review / Actions:
Customize to Target Message
4:00 - 4:30 Wrap Up & Feedback
Lesson 1: Learn the Supply Chain by doing.
Lesson 2: Structure drives behaviors which create results.
Lesson 3: Internal structure not external events is the major driver. Internal structure can create huge fluctuation out of relatively stable demand.
Lesson 4: Structural changes to the supply chain (such as improved visibility of demand and supply) improves cost effective agility.
Lesson 5: Sound internal structure is not enough, need to obtain “the voice of the customer” to realize cost effective agility.
Of those that have participated, 99.3% would recommend that others attend the course!
Participant Comments - General
“Great overview of SCM.
Really demonstrates human tendencies and structural constraints.
Extremely relevant to the continual changing world of Nortel.” (Sept. 6th, Calgary)
“Excellent! The best (out of many) workshops that I have attended!!!” (Sept. 8th, Dallas)
“First session with this kind of methodology - it is better than theoretical courses!!!” (Sept. 21st, Chateaudun)
“The most relevant and challenging simulation I could have hoped for! Oh ya, it was fun too!!!” (Oct. 19th, Calgary)
“I am surprised at what I learned from such a simple game.” (Oct. 31st, Montreal)
“Excellent course design - fun and very educational.” (Nov. 1st, Montreal)
“Supply chain management was abstract to me, now it is something clear and real.” (Nov. 7th, Guyancourt)
Q “What were your key learnings from the day?”
“Not only do we have to communicate as a team, but we have to learn to ensure communication is effective.” (June 5th, Orlando)
“The more visibility you have on what the other parts of the supply chain are doing the more successful you'll become.” (June 20th, Montreal)
“A concrete understanding of the whole end to end process and a much better understanding of the importance of structure.” (Sept. 13th, Calgary)
“The importance of talking to the customer … getting them more involved.” (Sept. 13th, Calgary)
“Importance of SCM to Nortel ...
Teamwork from the customers' customer to the suppliers' supplier.” (Sept. 21st, Chateaudun)
“That a small change in demand can induce a huge variation in load in the supply chain when the information is not transparent to everybody.” (Oct. 31st, Montreal)
Q “As a result of attending this course what will you do differently?”
“Know the end to end supply chain structure and more importantly where to adjust the structure to reach strategic goals.” (June 20th, Montreal)
“Look at the big picture and not just individual areas.” (Sept. 6th, Calgary)
“I will try to think about how my actions will affect others down the line and to see if there is something I can do which will help to make it easier.” (Sept. 13th, Calgary)
“Try to understand the structures behind potential behavioural problems.” (Oct. 31st, Montreal)
“Find ways of facilitating communication of crucial data in a timely fashion to all SC participants.” (Nov. 1st, Montreal)
“Communicate with the customers more than I do presently and also with the different entities of the supply chain.” (Nov. 7th, Guyancourt)
“Trying to see my work as part of a whole … widen my scope - hopefully my example will catch on to other team members!” (Nov. 7th, Guyancourt)