Skip to main content

Mobile Menu

  • Research
    • Current Projects
      • AgeLab
      • AI and Machine Learning
      • Blockchain and Supply Chains
      • Computational and Visual Education (CAVE) Lab
      • Digital Supply Chain Transformation
      • Food and Retail Operations Lab
      • FreightLab
      • Humanitarian Supply Chain Lab
      • Measuring and Investing in Resilience
      • Megacity Logistics Lab
      • Micro Supply Chains
      • Omnichannel Distribution Strategies
      • Supply Chain Education Research
      • Sustainable Logistics
      • Sustainable Supply Chains
    • Past Projects
      • Automated Strategy Displays
      • Carbon-Efficient Supply Chains
      • Demand Management
        • Completed Initiatives
        • Focus
        • Publications
      • Future Freight Flows
      • Global SCALE Risk Initiative
      • Integrated SCM Program
        • Projects
        • FAQs
      • MEHD
        • Scope and Deliverables
        • Publications
      • mLogistics
        • Industry Partnerships
      • New England University Transportation Center
      • NextLab
      • Nextor
      • Port Resilience Project
        • References and Publications
        • Videos
      • Renewable Energy Delivery
        • Projects
        • Publications
      • Responsible Supply Chain Lab
      • SC Innovation in Emerging Markets
      • Supply Chain 2020 Project
        • Toolkit
        • Theses
        • Papers
        • Articles
        • Presentations
        • Phases
        • Proceedings
      • Supply Chain Innovation
      • Supply Chain Resilience
        • Publications
      • Supply Chain Security
        • Publications
      • Supply Chain Strategy
      • Volpe
  • Outreach
    • Supply Chain Exchange
    • List of Partners
    • Research Partners
    • Strategic Partners
    • Crossroads Conference
    • Partner Success Stories
      • Large CPG Firm
      • Large Engineering Services Firm
      • C.H. Robinson
      • General Mills
      • Solutia
    • Partner Privileges
  • Education
    • Master's Programs
    • Doctoral Program
    • MicroMasters Program Online
    • GCLOG Certificate
    • Executive Education
    • Supply Chain Bootcamp
    • Visting Students
  • SCALE
  • About
    • All Staff
    • Faculty and Research Staff
    • Administration and Staff
    • Research Affiliates
    • RAs & Visiting Students
    • Global SCALE Network
    • Job Opportunities
    • Contact Us
    • Visit Us
    • Join Our Mailing List
    • 2020: #YearOfSCM
    • 2018-2019 Year in Review
    • 2017-2018 Year in Review
    • For the Press
  • News
  • Events
    • Past Events
    • Upcoming Events
  • Publications
  • Blog
  • Podcast
Home
MIT Logo
Partner Login
Subscribe

Main navigation

  • Research
  • Outreach
  • Education
  • SCALE
  • About
  • News
  • Events
  • Publications
  • Blog
  • Podcast

Supply Chain Strategy Lab

Current Projects

  • AgeLab
  • AI and Machine Learning
  • Blockchain and Supply Chains
  • Computational and Visual Education (CAVE) Lab
  • Digital Supply Chain Transformation
  • Food and Retail Operations Lab
  • FreightLab
  • Humanitarian Supply Chain Lab
  • Measuring and Investing in Resilience
  • Megacity Logistics Lab
  • Micro Supply Chains
  • Omnichannel Distribution Strategies
  • Supply Chain Education Research
  • Sustainable Logistics
  • Sustainable Supply Chains

Past Projects

  • Automated Strategy Displays
  • Carbon-Efficient Supply Chains
  • Demand Management
  • Future Freight Flows
  • Global SCALE Risk Initiative
  • Integrated SCM Program
  • MEHD
  • mLogistics
  • New England University Transportation Center
  • NextLab
  • Nextor
  • Port Resilience Project
  • Renewable Energy Delivery
  • Responsible Supply Chain Lab
  • SC Innovation in Emerging Markets
  • Supply Chain 2020 Project
  • Supply Chain Innovation
  • Supply Chain Resilience
  • Supply Chain Security
  • Supply Chain Strategy
  • Volpe

Supply chain managers know from firsthand experience that a variety of events may trigger a revision of the supply chain strategy of an organization. Be it internal changes, such as a revision of the company’s business strategy or the launch of new products; or external changes, such as tighter regulations, disruptive technologies, or changes in the marketplace that disrupt the environment of the organization; or even the simple progression of a product along its life cycle: all these are events that require you to stop and reevaluate your existing supply chain strategy, to ensure it remains sound.

However, rethinking a supply chain strategy is not a trivial problem. Supply chains tend to be rather complex entities, and the act of thinking strategically about them, what we call supply chain strategizing, reflects this complexity. The absence of an established answer in the supply chain management literature regarding how to rethink the supply chain strategy of an organization further compounds what is already a daunting problem.

Between 2006 and 2016, a team of researchers at MIT’s Center for Transportation and Logistics (CTL) explored the problem of supply chain strategizing, as part the Supply Chain 2020 Project. After a decade of research in collaboration with world-class organizations, significant progress was made. But many questions remain open, and will continue to be explored by an offshoot of the SC2020 Project: the MIT Supply Chain Strategy Lab. The Lab is directed by Dr Roberto Perez-Franco, who served as Director of the Supply Chain 2020 Project between 2012 and 2016.

For more information about the Supply Chain Strategy Lab, contact us here.

MIT Logo

Navigate

  • News
  • Events
  • Publications
  • About
  • Blog
  • For the Press
  • Contact
  • Join Our Mailing List
  • Email Webmaster
  • Partner Login
  • Partner Registration
  • Accessibility

Contact

MIT E40, Floor 2

1 Amherst Street

Cambridge, MA 02142

Connect

facebook twitter linked in youtube