{"id":10358,"date":"2026-10-04T21:56:14","date_gmt":"2026-10-04T17:56:14","guid":{"rendered":"https:\/\/matsh.co\/en\/?post_type=course&#038;p=10358"},"modified":"2026-10-04T21:56:14","modified_gmt":"2026-10-04T17:56:14","slug":"supply-chain-project-management-course","status":"publish","type":"course","link":"https:\/\/matsh.co\/en\/course\/supply-chain-project-management-course\/","title":{"rendered":"Supply Chain Project Management Course"},"content":{"rendered":"\n.spm-hook{background:#f8fafc;border:1.5px solid #d0dce8;border-radius:16px;padding:36px 40px;margin-bottom:32px}\n.spm-hook p{font-size:1rem;color:#2d3a4a;line-height:1.85;margin:0 0 20px}\n.spm-stats{display:flex;flex-wrap:wrap;gap:14px;margin-top:24px}\n.spm-stat{background:#fff;border:1.5px solid #d0dce8;border-radius:12px;padding:16px 20px;flex:1;min-width:150px;text-align:center}\n.spm-stat strong{display:block;font-size:1.45rem;font-weight:800;color:#1b6fc4;line-height:1.2}\n.spm-stat span{font-size:.75rem;color:#5a6a7e;line-height:1.5;display:block;margin-top:5px}\n.spm-source{font-size:.72rem!important;color:#6b7788!important;margin:16px 0 0!important}\n.spm-pain{background:#f2f7fc;border-left:5px solid #1b6fc4;border-radius:0 14px 14px 0;padding:30px 34px;margin-bottom:44px}\n.spm-pain ul{margin:12px 0 0;padding-left:20px;line-height:2.05;color:#0d2440}\n.spm-h{font-size:1.45rem;font-weight:800;color:#0d2440;border-bottom:3px solid #1b6fc4;padding-bottom:10px;margin:44px 0 24px}\n.spm-cards{display:grid;grid-template-columns:repeat(auto-fit,minmax(230px,1fr));gap:18px;margin-bottom:44px}\n.spm-card{border:1.5px solid #b8d4ec;border-radius:14px;padding:22px 20px}\n.spm-card h4{margin:8px 0;color:#0d2440;font-size:.95rem;font-weight:700}\n.spm-card p{margin:0;font-size:.84rem;color:#3a5578;line-height:1.65}\n.spm-regions{display:grid;grid-template-columns:repeat(auto-fit,minmax(230px,1fr));gap:16px;margin-bottom:44px}\n.spm-region{background:#fff;border:1.5px solid #b8d4ec;border-radius:12px;padding:20px}\n.spm-region h4{margin:0 0 8px;color:#0d2440;font-size:.95rem}\n.spm-region p{margin:0;color:#475569;line-height:1.7;font-size:.86rem}\n.spm-gains{background:#f2f7fc;border-radius:16px;padding:36px;margin-bottom:44px}\n.spm-gg{display:grid;grid-template-columns:repeat(auto-fit,minmax(240px,1fr));gap:14px}\n.spm-g{background:#fff;border-radius:10px;padding:16px 20px;display:flex;gap:12px;align-items:flex-start;font-size:.88rem;line-height:1.65;color:#2d3a4a}\n.spm-g i{color:#1b6fc4;font-size:1.25rem;flex-shrink:0;font-style:normal}\n.spm-m{border:1.5px solid #b8d4ec;border-radius:14px;overflow:hidden;margin-bottom:16px}\n.spm-mh{background:#0d2440;color:#fff;padding:16px 24px;display:flex;align-items:center;gap:16px}\n.spm-mn{background:#1b6fc4;width:38px;height:38px;border-radius:50%;display:flex;align-items:center;justify-content:center;font-weight:800;flex-shrink:0}\n.spm-mb{padding:22px 26px}\n.spm-mb p{margin:0 0 14px;color:#444f5e;line-height:1.8;font-size:.93rem}\n.spm-mb ul{margin:0;padding-left:20px;color:#444f5e;line-height:1.95;font-size:.9rem}\n.spm-work{margin:14px 0 0!important;padding:12px 16px;background:#f2f7fc;border-radius:8px;color:#0d2440!important;font-weight:600}\n.spm-faq{border-bottom:1px solid #b8d4ec;padding:18px 0}\n.spm-faq:last-child{border-bottom:none}\n.spm-faq b{display:block;color:#0d2440;margin-bottom:8px;font-size:.95rem}\n.spm-faq span{color:#3a5578;font-size:.88rem;line-height:1.75}\n.spm-rel{display:grid;grid-template-columns:repeat(auto-fit,minmax(220px,1fr));gap:14px;margin-bottom:44px}\n.spm-rel a{border:1.5px solid #b8d4ec;border-radius:10px;padding:16px 18px;text-decoration:none;color:#0d2440;font-weight:600;font-size:.88rem}\n.spm-cta{background:linear-gradient(135deg,#1b6fc4,#0d2440);border-radius:16px;padding:44px;text-align:center;color:#fff;margin-top:44px}\n.spm-cta h3{font-size:1.5rem;font-weight:800;margin:0 0 12px;color:#fff}\n.spm-cta p{opacity:.9;margin:0 0 28px;font-size:.97rem;line-height:1.7;color:#fff}\n.spm-tbl{width:100%;border-collapse:collapse;font-size:.9rem}\n.spm-tbl td{padding:14px 24px;border-bottom:1px solid #b8d4ec}\n\n\n<div class=\"spm-hook\">\n<h2 style=\"font-size:clamp(1.15rem,2.5vw,1.5rem);font-weight:800;color:#1a2535;line-height:1.25;margin:0 0 14px\">A Supply Chain Can Be Stable for Years and Still Fail During the Project Meant to Improve It.<\/h2>\n<p>A warehouse move, ERP rollout, supplier transition, network redesign or new planning process looks like a supply-chain initiative on paper. In practice, it is a project with dependencies running across procurement, logistics, finance, operations, IT, suppliers and customers at the same time. That is where otherwise competent teams get exposed.<\/p>\n<p>A project can be technically \u201con schedule\u201d while inventory readiness is wrong. A supplier cutover can meet its contractual date while the receiving operation is not prepared. A new planning system can go live while master data, roles and decision rights are still unresolved. These are not generic project-management failures and they are not ordinary supply-chain operating problems. They sit at the intersection of both disciplines.<\/p>\n<p>PMI\u2019s current work on project success focuses on whether a project creates value worth the effort and expense, not merely whether scope, time and cost were controlled. Supply-chain change raises the stakes because the operation cannot simply pause while the project team catches up.<\/p>\n<div class=\"spm-stats\">\n<div class=\"spm-stat\"><strong>50%<\/strong><span>of projects in PMI\u2019s 2025 study met its modern value-centred definition of project success<\/span><\/div>\n<div class=\"spm-stat\"><strong>35%<\/strong><span>of executives in PMI\u2019s cited research identified planning-to-execution disconnect as a major reinvention barrier<\/span><\/div>\n<div class=\"spm-stat\"><strong>39%<\/strong><span>of existing skill sets are expected to transform or become outdated by 2030 in WEF\u2019s 2025 employer survey<\/span><\/div>\n<\/div>\n<p class=\"spm-source\">Evidence context: <a href=\"https:\/\/www.pmi.org\/about\/press-media\/2025\/new-pmi-research-reveals-strategy-execution-gap-is-undermining-transformation-and-how-to-close-it\" target=\"_blank\" rel=\"noopener\">PMI 2025<\/a> \u00b7 <a href=\"https:\/\/www.pmi.org\/blog\/project-success\" target=\"_blank\" rel=\"noopener\">PMI Project Success<\/a> \u00b7 <a href=\"https:\/\/www.weforum.org\/publications\/the-future-of-jobs-report-2025\/digest\/\" target=\"_blank\" rel=\"noopener\">WEF Future of Jobs 2025<\/a>. These figures describe the cited research populations, not guaranteed outcomes for course participants.<\/p>\n<\/div>\n\n<div class=\"spm-pain\">\n<p style=\"font-weight:700;font-size:1.05rem;margin:0;color:#0d2440\">Supply-chain projects become fragile when:<\/p>\n<ul>\n<li>procurement, logistics, inventory, systems and operations are planned as separate workstreams without mapping their dependencies;<\/li>\n<li>implementation dates are committed before supplier lead times, data readiness or cutover constraints are understood;<\/li>\n<li>generic risk registers miss transition stock, supplier capacity, customs, constrained inventory or master-data failure;<\/li>\n<li>technology implementation is treated as an IT project even though process ownership and operating behaviour determine whether it works;<\/li>\n<li>suppliers are informed about change but excluded from project milestones, readiness checks and escalation design;<\/li>\n<li>business continuity is assumed rather than engineered into the transition;<\/li>\n<li>go-live is declared a success even when service, inventory, cost or adoption deteriorates afterward;<\/li>\n<li>benefits are written into the business case but nobody owns measuring whether they materialise.<\/li>\n<\/ul>\n<p style=\"margin:16px 0 0;font-weight:700;color:#1b6fc4;font-size:.97rem\">This course builds one integrated project discipline specifically for changing supply chains without losing control of the operation.<\/p>\n<\/div>\n\n<h2 class=\"spm-h\">How This Applies Across the Markets MATSH Serves<\/h2>\n<div class=\"spm-regions\">\n<div class=\"spm-region\"><h4>GCC<\/h4><p>Fast growth, cross-border sourcing, regional distribution, national industrial strategies and major transformation programmes put particular pressure on governance, supplier readiness and continuity during change.<\/p><\/div>\n<div class=\"spm-region\"><h4>Africa<\/h4><p>Participants work with contingencies around infrastructure constraints, lead-time variability, multi-country logistics, supplier development and foreign-exchange exposure rather than assuming ideal operating conditions.<\/p><\/div>\n<div class=\"spm-region\"><h4>Asia<\/h4><p>The course considers high-volume supplier networks, manufacturing transitions, multi-tier dependencies, data integration and the coordination demands of large or dispersed supply bases.<\/p><\/div>\n<div class=\"spm-region\"><h4>Europe<\/h4><p>Applications include supplier and data integration, sustainability and compliance dependencies, and cross-border implementation where operating requirements differ by market.<\/p><\/div>\n<\/div>\n<p style=\"font-size:.8rem;color:#6b7788;margin-top:-30px;margin-bottom:40px\">These are contextual lenses, not claims that every organisation in a region faces the same conditions.<\/p>\n\n<h2 class=\"spm-h\">Who Should Attend<\/h2>\n<div class=\"spm-cards\"><div class=\"spm-card\"><div style=\"font-size:1.8rem\">\ud83d\udce6<\/div><h4>Supply Chain and Operations Managers<\/h4><p>Leading improvement programmes, network changes, system implementations or cross-functional initiatives beyond day-to-day operations.<\/p><\/div><div class=\"spm-card\"><div style=\"font-size:1.8rem\">\ud83e\udded<\/div><h4>Project and Programme Managers<\/h4><p>Managing projects whose success depends heavily on procurement, logistics, inventory, suppliers or operational cutover.<\/p><\/div><div class=\"spm-card\"><div style=\"font-size:1.8rem\">\ud83e\udd1d<\/div><h4>Procurement and Supplier Management Professionals<\/h4><p>Responsible for supplier transitions, sourcing changes, category transformation or implementation of new supplier arrangements.<\/p><\/div><div class=\"spm-card\"><div style=\"font-size:1.8rem\">\ud83c\udfed<\/div><h4>Logistics, Warehouse and Distribution Leaders<\/h4><p>Launching facilities, redesigning networks, changing transport models or implementing operational systems.<\/p><\/div><div class=\"spm-card\"><div style=\"font-size:1.8rem\">\ud83d\udcca<\/div><h4>Planning and Inventory Professionals<\/h4><p>Implementing forecasting, inventory or S&amp;OP changes where data, roles and adoption matter as much as technical design.<\/p><\/div><div class=\"spm-card\"><div style=\"font-size:1.8rem\">\ud83d\udd04<\/div><h4>Transformation, PMO and Business Improvement Teams<\/h4><p>Integrating supply-chain workstreams with finance, technology and wider operations.<\/p><\/div><\/div>\n\n<div class=\"spm-gains\">\n<h2 style=\"font-size:1.45rem;font-weight:800;color:#0d2440;margin:0 0 6px\">What You Will Leave With<\/h2>\n<p style=\"color:#3a5578;margin:0 0 24px;font-size:.95rem\">A complete supply-chain project delivery framework you can apply to a real change initiative.<\/p>\n<div class=\"spm-gg\"><div class=\"spm-g\"><i>\u2713<\/i><span><strong>Value-led project framing<\/strong>, defining the operating problem, future state, benefits and constraints before producing a schedule<\/span><\/div><div class=\"spm-g\"><i>\u2713<\/i><span><strong>Dependency mapping<\/strong>, showing how suppliers, inventory, systems, facilities, people and customer commitments affect one another<\/span><\/div><div class=\"spm-g\"><i>\u2713<\/i><span><strong>Supply-chain-specific risk control<\/strong>, covering transition stock, supplier failure, lead-time exposure, data readiness, cutover and continuity<\/span><\/div><div class=\"spm-g\"><i>\u2713<\/i><span><strong>Integrated implementation planning<\/strong>, connecting milestones, procurement events, systems work, operational readiness and change activities<\/span><\/div><div class=\"spm-g\"><i>\u2713<\/i><span><strong>Supplier and stakeholder governance<\/strong>, clarifying who decides, approves, delivers, escalates and communicates at each stage<\/span><\/div><div class=\"spm-g\"><i>\u2713<\/i><span><strong>Cutover and readiness controls<\/strong>, reducing the risk of a technically complete project creating an operational failure at go-live<\/span><\/div><div class=\"spm-g\"><i>\u2713<\/i><span><strong>Benefits-realisation measures<\/strong>, tracking service, cost, inventory, resilience or capability after implementation<\/span><\/div><div class=\"spm-g\"><i>\u2713<\/i><span><strong>Capstone project pack<\/strong>, built around a real supply-chain initiative from your organisation where possible<\/span><\/div><\/div><\/div>\n\n<h2 class=\"spm-h\">Programme Curriculum<\/h2>\n<div class=\"spm-m\"><div class=\"spm-mh\"><div class=\"spm-mn\">1<\/div><strong>Framing Supply Chain Projects Around Value and the Future Operating State<\/strong><\/div><div class=\"spm-mb\"><p><strong>Why this module matters:<\/strong> Supply-chain projects often start with a solution already chosen. That creates activity before the team has defined the operating problem, the value expected or the constraints that will determine whether the change actually works.<\/p><ul><li>Distinguish routine supply-chain management from a temporary change project<\/li><li>Classify common project types: network redesign, facility launch, supplier transition, system implementation, resilience programme, planning-process rollout and capability transformation<\/li><li>Define the current state and future operating state in operational terms<\/li><li>Translate the business case into measurable service, cost, inventory, risk or capability outcomes<\/li><li>Identify assumptions that must be tested before the project plan is treated as credible<\/li><li>Write a project charter that reflects supply-chain reality rather than generic scope language<\/li><li>Define success beyond go-live, including adoption, service stability and realised benefit<\/li><li>Identify what must remain operational during the transition and what can tolerate disruption<\/li><\/ul><p class=\"spm-work\"><strong>Workshop:<\/strong> Build a one-page value and future-state charter for a real supply-chain project.<\/p><\/div><\/div>\n\n<div class=\"spm-m\"><div class=\"spm-mh\"><div class=\"spm-mn\">2<\/div><strong>Dependency Mapping, Scope, Stakeholders and Integrated Planning<\/strong><\/div><div class=\"spm-mb\"><p><strong>Why this module matters:<\/strong> A schedule can look complete while its dependencies remain invisible. Supply-chain change is unusually exposed because one workstream\u2019s small delay can affect inventory, suppliers, transport, customers or cash somewhere else.<\/p><ul><li>Create a supply-chain work breakdown structure without reducing the project to a list of isolated tasks<\/li><li>Map dependencies across procurement, planning, inventory, logistics, finance, IT and operations<\/li><li>Separate internal dependencies from supplier, regulatory and customer dependencies<\/li><li>Build milestone logic around lead times, decision gates and readiness conditions<\/li><li>Identify the critical path when physical, contractual and data constraints interact<\/li><li>Develop a stakeholder map covering sponsors, process owners, users, suppliers and external partners<\/li><li>Assign decision rights using a practical accountability model<\/li><li>Design governance forums that make decisions rather than merely review slides<\/li><li>Integrate communication with project decisions instead of treating it as a final workstream<\/li><li>Establish change-control rules before pressure makes every request urgent<\/li><\/ul><p class=\"spm-work\"><strong>Workshop:<\/strong> Build an integrated dependency map and milestone plan.<\/p><\/div><\/div>\n\n<div class=\"spm-m\"><div class=\"spm-mh\"><div class=\"spm-mn\">3<\/div><strong>Supply Chain Risk, Supplier Integration and Contract Dependencies<\/strong><\/div><div class=\"spm-mb\"><p><strong>Why this module matters:<\/strong> Generic project risk registers often miss the risks that make supply-chain implementation fail: supplier capacity, transition inventory, incomplete specifications, shipping constraints, data quality, customs exposure or commercial terms that do not support the timeline.<\/p><ul><li>Identify supply-chain-specific project risks across suppliers, inventory, logistics, cyber\/data, people and regulatory exposure<\/li><li>Separate probability from operational consequence and identify low-frequency, high-impact risks<\/li><li>Connect supplier qualification and onboarding to project milestones<\/li><li>Integrate procurement lead times and contracting events into the schedule<\/li><li>Evaluate single-source, transition and capacity risks<\/li><li>Define supplier deliverables, acceptance criteria and escalation paths<\/li><li>Manage commercial dependencies without turning the project manager into the contract owner<\/li><li>Design transition stock, buffers and contingency options proportionately<\/li><li>Run scenario and pre-mortem exercises before critical implementation stages<\/li><li>Escalate risk using evidence and decision options rather than vague red\/amber\/green reporting<\/li><\/ul><p class=\"spm-work\"><strong>Workshop:<\/strong> Build a supply-chain project risk and supplier-readiness register.<\/p><\/div><\/div>\n\n<div class=\"spm-m\"><div class=\"spm-mh\"><div class=\"spm-mn\">4<\/div><strong>Implementation, Cutover and Operational Readiness<\/strong><\/div><div class=\"spm-mb\"><p><strong>Why this module matters:<\/strong> Go-live is where project logic meets the real operating environment. A system may work in testing but fail because data is incomplete; a facility may be physically ready but not operationally ready.<\/p><ul><li>Define operational-readiness criteria before the final weeks of the project<\/li><li>Build cutover plans for supplier, system, process, facility and network changes<\/li><li>Distinguish technical readiness, people readiness and operational readiness<\/li><li>Choose between pilot, phased, parallel-run and big-bang implementation approaches<\/li><li>Plan transition inventory and customer-service protection<\/li><li>Validate master data, process ownership and exception handling before go-live<\/li><li>Create decision gates with explicit go\/no-go criteria<\/li><li>Manage defects, exceptions and rapid decisions during transition<\/li><li>Plan rollback or contingency paths where failure would create material disruption<\/li><li>Hand ownership from the project team to operations without losing accountability<\/li><\/ul><p class=\"spm-work\"><strong>Simulation:<\/strong> Run a go-live readiness review for a complex supply-chain transition.<\/p><\/div><\/div>\n\n<div class=\"spm-m\"><div class=\"spm-mh\"><div class=\"spm-mn\">5<\/div><strong>Performance Control, Benefits Realisation and Project Close<\/strong><\/div><div class=\"spm-mb\"><p><strong>Why this module matters:<\/strong> Many projects are closed when implementation is complete rather than when the intended value is visible. Supply-chain projects need a controlled stabilisation period so service, cost, inventory and risk do not deteriorate unnoticed after the project team leaves.<\/p><ul><li>Choose project controls that reveal real delivery risk rather than produce reporting noise<\/li><li>Monitor schedule, cost, scope, quality and operational-readiness indicators together<\/li><li>Define operational KPIs linked to the business case<\/li><li>Distinguish implementation output from realised benefit<\/li><li>Measure service, inventory, cycle-time, resilience or cost improvement without inventing attribution<\/li><li>Create a stabilisation plan for the first weeks after implementation<\/li><li>Transfer unresolved items into operational ownership with explicit accountability<\/li><li>Run lessons-learned reviews that identify mechanisms rather than personalities<\/li><li>Close supplier and project commitments cleanly<\/li><li>Build a benefits-review schedule after formal project closure<\/li><\/ul><p class=\"spm-work\"><strong>Capstone:<\/strong> Present a complete supply-chain project delivery and benefits-realisation plan for peer challenge.<\/p><\/div><\/div>\n\n<div style=\"border:1.5px solid #b8d4ec;border-radius:14px;overflow:hidden;margin-bottom:44px\">\n<div style=\"background:#f2f7fc;padding:18px 24px;border-bottom:1px solid #b8d4ec\"><strong style=\"color:#0d2440\">Course At a Glance<\/strong><\/div>\n<table class=\"spm-tbl\">\n<tr><td style=\"font-weight:600;color:#0d2440;width:35%\">Format<\/td><td style=\"color:#3a5578\">Comprehensive modular curriculum, delivered flexibly to match programme length<\/td><\/tr>\n<tr style=\"background:#f8fbfe\"><td style=\"font-weight:600;color:#0d2440\">Locations<\/td><td style=\"color:#3a4a5e\">Multiple locations \u00b7 Online available<\/td><\/tr>\n<tr><td style=\"font-weight:600;color:#0d2440\">Methodology<\/td><td style=\"color:#3a5578\">Supply-chain cases, dependency mapping, supplier-risk workshops, cutover simulation and a capstone project plan<\/td><\/tr>\n<tr><td style=\"font-weight:600;color:#0d2440\">Best for<\/td><td style=\"color:#3a5578\">Supply chain, logistics, procurement, operations, transformation and project professionals<\/td><\/tr>\n<tr><td style=\"font-weight:600;color:#0d2440\">What's Included<\/td><td style=\"color:#3a5578\">Project charter template, dependency map, supply-chain risk register, supplier-readiness checklist, cutover plan, benefits tracker and certificate<\/td><\/tr>\n<\/table><\/div>\n\n<div class=\"matsh-cluster-link\" style=\"margin:34px 0;padding:20px 22px;border:1px solid #d9e2ea;border-radius:12px;background:#f8fafc\"><strong>Explore the wider Project &amp; Business Operations cluster:<\/strong> <a href=\"https:\/\/matsh.co\/en\/course-category\/project-business-operations\/\">browse related Project &amp; Business Operations courses<\/a> to compare adjacent skills, pathways and training options.<\/div>\n<h2 class=\"spm-h\">Common Questions<\/h2>\n<div style=\"margin-bottom:44px\">\n<div class=\"spm-faq\"><b>How is this different from Supply Chain Management Fundamentals?<\/b><span>Supply Chain Management Fundamentals teaches how the supply chain works as an operating system: demand, sourcing, inventory, logistics and resilience. This course assumes you understand that operating context and focuses on leading a temporary change initiative inside it.<\/span><\/div>\n<div class=\"spm-faq\"><b>How is this different from Advanced Project Management?<\/b><span>Advanced Project Management goes deeper into project leadership and control across industries. This course narrows the context to supply-chain change and spends substantially more time on supplier dependencies, inventory continuity, logistics constraints, operational readiness and cutover.<\/span><\/div>\n<div class=\"spm-faq\"><b>Is this only for major transformation programmes?<\/b><span>No. The same discipline applies to onboarding a strategic supplier, implementing a planning process, moving a warehouse operation or launching a distribution channel. The scale changes; dependency and readiness disciplines remain relevant.<\/span><\/div>\n<div class=\"spm-faq\"><b>Does the course teach a specific project methodology?<\/b><span>It uses practical governance and planning principles that work inside predictive, agile or hybrid environments. The goal is not to replace your organisation\u2019s methodology but to make it work against supply-chain reality.<\/span><\/div>\n<div class=\"spm-faq\"><b>Can we use one of our own live projects during in-house delivery?<\/b><span>Yes. For a closed organisational cohort, the strongest format is to use a real project as the capstone, subject to confidentiality and enough project context being available.<\/span><\/div>\n<\/div>\n\n<div class=\"spm-rel\">\n<a href=\"\/en\/course\/supply-chain-management-fundamentals-course\/\">\u2192 Supply Chain Management Fundamentals<\/a>\n<a href=\"\/en\/course\/project-management-course-leading-projects-like-a-visionary\/\">\u2192 Advanced Project Management<\/a>\n<a href=\"\/en\/course\/procurement-and-vendor-management-course\/\">\u2192 Procurement and Vendor Management<\/a>\n<a href=\"\/en\/course\/supply-chain-risk-management-course\/\">\u2192 Supply Chain Risk Management<\/a>\n<\/div>\n\n<div class=\"spm-cta\">\n<h3>A Better Supply Chain Project Is the One the Operation Can Survive.<\/h3>\n<p>Build the project discipline to change suppliers, systems, facilities and supply-chain processes without losing control of the operation you are trying to improve.<\/p>\n<div style=\"display:flex;flex-wrap:wrap;gap:14px;justify-content:center\">\n<a href=\"\/en\/register\/?course=Supply+Chain+Project+Management\" style=\"background:#fff;color:#0d2440;font-weight:800;padding:14px 32px;border-radius:8px;text-decoration:none\">Register Now \u2192<\/a>\n<a href=\"\/en\/upcoming-courses\/?course=supply-chain-project-management-course\" style=\"background:transparent;color:#fff;padding:14px 32px;border-radius:8px;font-weight:700;text-decoration:none\">View All Dates<\/a>\n<a href=\"\/en\/contact-us\/?type=inhouse&amp;course=Supply+Chain+Project+Management\" style=\"background:transparent;color:#fff;padding:14px 32px;border-radius:8px;font-weight:700;text-decoration:none\">In-House for My Team<\/a>\n<\/div><\/div>","protected":false},"excerpt":{"rendered":"<p>Learn to plan and lead supply chain transformation projects, from dependencies and supplier risk through cutover, operational readiness and benefits realisation. Includes practical cross-functional tools and applied decision exercises.<\/p>\n","protected":false},"featured_media":10886,"template":"","meta":{"_kad_post_transparent":"","_kad_post_title":"","_kad_post_layout":"","_kad_post_sidebar_id":"","_kad_post_content_style":"","_kad_post_vertical_padding":"","_kad_post_feature":"","_kad_post_feature_position":"","_kad_post_header":false,"_kad_post_footer":false,"_kad_post_classname":""},"course_pillar":[392],"course-category":[290],"venue":[],"class_list":["post-10358","course","type-course","status-publish","has-post-thumbnail","hentry","course_pillar-professional","course-category-project-business-operations"],"_links":{"self":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course\/10358","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course"}],"about":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/types\/course"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media\/10886"}],"wp:attachment":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media?parent=10358"}],"wp:term":[{"taxonomy":"course_pillar","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course_pillar?post=10358"},{"taxonomy":"course-category","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course-category?post=10358"},{"taxonomy":"venue","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/venue?post=10358"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}