Supply Chain Leadership Academy

Prepare for Digital Turbulence

Next Generation Supply Chain Executive Education

Developed in Partnership With

Penn State Smeal College of Business
Michigan Ross School of Business

The Supply Chain Talent Gap Ends Here

Supply Chain Leadership Academy Addresses 3 Urgent Needs

  • 1

    Strengthen Supply Chain leadership pipeline

    CSCOs want to do more for middle and front-line leaders but are short on time and resources

  • 2

    Build skills to make digital transition

    It’s easier to help established leaders become digitally literate than to build strategic knowledge and experience in technologists

  • 3

    Develop open, adaptive, innovative mindsets

    Leaders need a way to learn continuously on the job in a cost-effective, non-disruptive way

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Develops Skills to Strengthen Your Leadership Bench

  • Adapt with the pace of change
  • Make data-driven business decisions
  • Solve tough problems in turbulent times
  • Shape a new purpose-drive organizational culture

Builds Leaders Who Can Navigate Digital Turbulence

Forward-Looking Perspective

  • Build vigilance capability to anticipate market changes and trends
  • Become “change makers” who overcome traditional mindsets
  • Get equipped to provide purpose and direction

Digital Literacy

  • Understand how businesses will evolve because of technology
  • Grasp how digital methods create new value or represent a threat
  • Make informed decisions in a turbulent environment


  • Be ready to change course when conditions evolve in unexpected ways
  • Develop into open-minded, adaptable and innovative leaders
  • Embrace value of continuous learning

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Shapes Adaptable, Open and Innovative Mindsets



“Unfreeze” current ways of thinking and working so that new mental models can form and a new culture can emerge

Next Steps

Next Practices

Test and practice new capabilities to help leaders move forward in unison and “next practices” can emerge



Encourage diverse perspectives, openness and acknowledge the value of “practicing” new capabilities



Provide access to experts and coaches to help leaders move past roadblocks

The Fastest Path to Close 3 Gaps: Capability, Alignment and Culture


  • Critical Thinking
  • Problem Solving
  • Leading Change
  • Positive Leadership
  • Vigilance
  • Negotiation


  • End-To-End Mindsets
  • Shared Language
  • Common KPIS
  • Effective Tradeoffs
  • Systems Thinking


  • Collaboration
  • Risk Taking
  • Trust and Transparency
  • Learning from Failure
  • Resilience

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Supply Chain Orchestration Begins Here

Closes 3 Gaps Based on 3 Core Principles

Gives leaders new perspectives, wisdom, coaching and empowerment from top professors and through collaboration
Develops leaders through a structured combination of theory and immediate practical application in their job context.
Embrace outside-in thinking Uses a proven, efficient online learning platform that results in minimal job disruption.

The 4 Pillars of Supply Chain Leadership Academy


Develop end-­to-­end mindsets to understand upstream and downstream impacts, and make tradeoffs that optimize performance of the holistic supply chain.


Embed a higher purpose into behaviors, decisions and systems to inspire a fully engaged, productive and trust-filled supply chain team.

SCLA Piller Model

Strategic Leadership

Build leader’s capacity to drive change, think critically, make good decisions, and lead teams to higher performance levels.


Develop vigilance to seize opportunities faster than rivals and create higher number of viable responses to digital turbulence.

Capabilities Under the Four SCLA Pillars

SCLA Four Pillars

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Renowned Faculty

Lawrence Susskind

Lawrence Susskind

Creator of Harvard Program on Negotiation (PON)

Author, Strategic Negotiation

Harvard University

David Ulrich

Dave Ulrich

#1 Management Guru by Businessweek

Father of Modern HR

Author, Reinventing the Organization

Michigan Ross School of Business

Robert Quinn

Robert E. Quinn

Co-Founder, Center for Positive Organizations

Author, Economics of Higher Purpose

Michigan Ross School of Business

Kim Cameron

Kim Cameron

Co-Founder, Center for Positive Organizations

Author, Practicing Positive Leadership

Harvard University

Karl Ulrich

Karl Ulrich

Vice-Dean of Innovation

Author, Innovation Tournaments


George S. Day

George S. Day

Founder, Mack Institute for Innovation, Wharton

Author, Strategy from the Outside In


Steve Tracey

Steve Tracey

Executive Director, Center for Supply Chain Research

Penn State Smeal College of Business

Vasant Dhar

Vasant Dhar

Editor, Journal, Big Data

NYU Stern

Sample of Our Customers

What Supply Chain Leaders Are Saying About CorpU

CorpU has been a game-changing partner as we continue our learning journey to transform our global supply chain. CorpU’s collaborative, team-based approach to learning means that we can measure individual learning outcomes in terms of organizational results.

–Daniela Vonghia
Vice President, Americas supply chain business solutions

We are changing the way our industry builds talent. We had geographic constraints, language constraints. We had to figure out a creative way to reach a greater scale across all five geographies we operate in.” “Corp/U is that way.

–Scott Figura
Global director of productivity and operational excellence

“The CorpU platform enables the kind of structured conversations that can help DowDupont solve tough problems and build an “end-to-end capability.

–Tom Gurd
Vice President, Integrated Supply Chain

“We can actually use CorpU analytics to validate the quality of the communication we get out there and the level of understanding that actually takes place. It just works so much better than we have ever thought.

–Henrik Ancher-Jesen
President, Agilent

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Let’s get started together.

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