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Bruce C. Arntzen is the executive director of the supply chain management program at the Massachusetts Institute of Technology (MIT) Center for Transportation & Logistics.
Supply chain managers are often called upon to lead major change initiatives. Instead of shouting for change from the rooftops, "logrolling," or working quietly behind the scenes to build support by trading votes, is often faster and more effective.
Supply chain professionals with backgrounds in engineering or business often struggle to reach nonquantitative thinkers. One way they can make their presentations more persuasive is to include "human elements."
Supply chain managers are often called upon to lead major change initiatives. But are we doing a good job teaching them the skills they need? Here are four techniques that could help.
