Lead the enterprise supply chain from the boardroom.
MBA and executive teams act as a chief supply chain officer, making enterprise decisions on network design, sourcing, capacity, sustainability, and resilience. These are the decisions that set the limits a plant manager works within. Six AI advisors help teams think each decision through, and the final call stays with the team.
Enterprise strategy against competing teams.
Supply chain courses usually teach either plant-level execution or high-level frameworks. Flexee Supply Chain Executive sits between them, in the chief supply chain officer's role, where decisions set what the operating teams can and can't do.
Teams compete across multiple quarters, each running an enterprise supply chain in the same market. Their decisions cover network design, sourcing strategy, capacity, technology, sustainability, and resilience. Each decision carries forward. Capacity becomes fixed cost the company carries, supplier relationships become the suppliers it depends on when disruption hits, and a sustainability position becomes a reputation that lasts for years.
The competition is live. A team's own moves shape its results, and its competitors' moves shape the market. Reading the market, and the intent behind competitors' decisions, is part of what the simulation teaches.
Executive judgment, exercised across the whole supply chain.
Decisions made at the enterprise level.
Teams don't set inventory levels or negotiate prices. They make the enterprise decisions that shape what the operating teams can do: network design, sourcing strategy, capacity, and technology investments. These are the decisions a chief supply chain officer makes.
Strategic commitments compound.
Capacity becomes fixed cost that stays put when demand drops. Supplier relationships take years to build and years to unwind. A sustainability position follows the company for a long time. Teams learn what each commitment costs.
Competitors in the same market.
Teams compete in the same market. Reading what competitors are doing, and the strategy behind it, is part of the executive skill the simulation teaches.
Six strategic areas where teams take positions.
Each quarter, teams make decisions in six areas. The decisions carry forward and affect each other, so a consistent strategy does better than chasing short-term gains.
Built for MBA and executive programs, one level above Flexee Supply Chain.
Multi-quarter strategic simulation.
Teams make decisions each quarter in the six areas. Faculty set the number of rounds to fit the course length. Every quarter produces updated market position, financial results, and competitive signals that teams interpret before the next decisions are due.
Pairs with Flexee Supply Chain.
Programs that teach both operating and strategic supply chain content can use the two simulations together. Flexee Supply Chain teaches how the operation runs. Flexee Supply Chain Executive teaches the decisions that shape what the operation can do. Both share the same foundation.
The chief supply chain officer's job, for MBA and executive programs.
Flexee Supply Chain Executive works at the level where supply chain strategy gets decided: above the plant manager's calls and below the CEO's trade-offs across functions. Teams make the enterprise decisions that shape their operation, then run with what they committed to.
See if Flexee Supply Chain Executive fits your MBA or executive program.
Flexee Supply Chain Executive is in use today in MBA supply chain concentrations and executive education for supply chain leaders. Talk to Chuck about how it would fit yours.