Graduate diploma - The Chartered Institute of Purchasing and Supply

2.0 CONVERTING STRATEGY
INTO ACTION THROUGH
EFFECTIVE ALIGNMENT
AND IMPLEMENTATION
(Weighting 15%)
2.1 Analyse the methods of
achieving commitment to
corporate strategy across
all functions and levels of
the organisation
• Purpose and value of
corporate visions and
mission statements
• Integration of functional
and corporate plans
• Internal and external
communications policy and
processes
• Rewards and sanctions
reinforcing commitment to
corporate goals.
2.2 Assess the need for
alignment between
strategy and structure
• The 7S framework:
strategy, structure, superordinate
goals, staff, style,
skills and systems
• Alignment of strategy and
structure
• Alignment of strategy with
super-ordinate goals, staff,
style, skills and systems.
2.3 Diagnose resistance to
change and strategic drift,
and identify how to
address them through
change management
processes
• Types of strategic change:
incremental and
transformational, managed
and imposed
• Symptoms of strategic drift
• Forces blocking and
facilitating change
• Change management
styles through education,
collaboration, intervention,
direction, coercion
• Role of symbolic and
political processes in
managing change
• Strategic change roles:
change agent, middle
manager, other
organisational member,
stakeholder or outsider.
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3.0 THE CONTRIBUTION OF
STRATEGIC SUPPLY
CHAIN MANAGEMENT TO
CORPORATE STRATEGY
(Weighting 15%)
3.1 Analyse the relationships
between functional,
business and corporate
strategies, and the
integration of supply chain
strategies with corporate
and business strategies
• Relationships between
functional, business and
corporate strategies
• Integration of supply chain
strategies with corporate
and business strategies
• Formal and informal
processes through which
supply chain strategies
may be integrated with
corporate strategy:
involvement in planning
processes, role of main
board, supportive chief
executive.