risk management phd harvard

Risk and Resilience

"Climate 2050 Justice Divestment Project" by Sam Matthew (MDes '18).

The world faces unpredictable challenges at increasing intensities—natural disasters, ecological uncertainty, public health crises, extreme social inequity, rising violence—and yet counters and absorbs risk through acts of resilience.

Risk and Resilience, a concentration area within the Master in Design Studies, sets out to support novel approaches to socio-spatial planning through design. Design as a discipline provides cities, communities, and individuals with tools to effectively prepare for, cope with, and anticipate rapid change within the spatial, social and economic vulnerabilities it produces. The program prepares students to identify, articulate and propose preemptive forms of practice.

When faced with potentially catastrophic events that hold the potential to undermine the conditions of human life, the question of whether to leave or stay put looms large. This holds as much for those facing chronic environmental risk as for those living in conditions of ongoing violence associated with conflict. In fact, current literature does not differentiate between such risks, now that climate-based change is unsettling so much of the global population. In the contemporary era, we are seeing a dramatic increase in human movement both within and across borders as a result of such threats. In this sense, migration has become both a central conceptual problematic and an increasingly common adaptive response of our times. This is evidenced by the claims of current crisis analysts that there are more displaced people on the planet than at any other time, and that intensifying sea level rise is threatening to force domestic migration at an unprecedented scale. Given this reality, any dialogue on environmentally-induced migration must consider de-growth, de-investment and retreat as viable spatial alternatives, putting additional pressure on the role of the designer to accommodate such possibilities.

Risk and Resilience will commit itself to exploring this issue by identifying environmental migration as its principal emphasis for the next two years. As concepts, both “environment” and “migration” will be approached critically and expansively. That is, students will consider the built and the living environment equally, as well as their inter-relationships and differences. As a concentration, we will aim to define what constitutes migration and at what scales it is legible, meaningful, and desirable—and for whom. Together, we will reflect on how changes in both the human and non-human environment produce and are produced by migration, and we will frame this larger discourse through the lens of design theory and practice.

Please visit the Risk and Resilience website.

Affiliated Faculty

Danielle Choi , Assistant Professor of Landscape Architecture Jill Desimini , Associate Professor of Landscape Architecture Ann Forsyth , Professor of Urban Planning Stephen Gray , Assistant Professor of Urban Design Jerold Kayden , Frank Backus Williams Professor of Urban Planning and Design Niall Kirkwood , Professor of Landscape Architecture Rahul Mehrotra , Professor of Urban Design and Planning Toshiko Mori , Robert P. Hubbard Professor in the Practice of Architecture Pablo Pérez-Ramos , Assistant Professor of Landscape Architecture

Research Affiliations

Harvard Humanitarian Initiative , Vincenzo Bollettino , Director of Resilient Communities Program Arnold Arboretum of Harvard University , William Friedman , Arnold Professor of Organismic and Evolutionary Biology, Harvard University

Student Work

Rendering of inside market with people walking

2020 Plimpton-Poorvu Design Prize, Second Prize: El Mercado Modelo de Miami

By Tessa Crespo (MDes Risk & Resilience ’20) and Stefan Bird (MIT MSRED ’20) —…

Jesse M. Keenan, Instructor

The Doctrine and Ritual of High Magic: an Adaption with Projections on a New Climate

by Tessa Crespo (MDes ’20) As an experimental infrastructure, I reimagined the classic archetypes of…

Abby Spinak , Instructor

emPOWER Overtown

by Catherine McCandless (MUP ’19) and Naomi Woods (MDes ’19) Our project proposes a comprehensive solution…

Climate 2050 Justice Divestment Project

by Sam Matthew (MDes ’18) Inspired by the Million Dollar Block project, this project uses publicly…

Spring 2018

Energy in Nepal: How has the fuel shortage changed the way people access and use energy?

by Justin W. Henceroth (MDes ’17) and Ashley C. Thompson (MDes ’17) Nepal is struggling to…

Spring 2017

Territories of Flux

Gloria Chang (MDes ’18), Dení López (MDes ’18), Ruth Chang (MArch ’17) Our project addresses…

Groundedness as Risk: Adaptive Strategies for Ground Failures in Seattle

by Arthur Leung (MDes ’17) This thesis argues that the conditions of the ground—the mutable…

SELENOGRAPHY: The Celestial Sovereign

by Genevieve Ennis Hume (MDes ’17) Baudrillard writes that “it is no longer a question of…

Informed Consent in Contemporary Construction

by Erin Ota (MDes ’17) According to Salmaan Craig, the first time synthetic materials were invented…

Representing Mimi Sheller’s “Aluminum Dreams”

by Erin Ota (MDes/MArch ’17) Animation representing Aluminum Dreams: The Making of Light Modernity by Mimi…

Spring 2016

by Adria Boynton (MDes ’16) The city of Miami Beach experiences frequent flooding events due…

Jakarta’s Orogeny: Inhabiting Java’s Volcanic

by Pedro Aparicio Llorente (MDes ULE ’16), recipient of the Gerald M. McCue Medal, and Namik…

Pierre Bélanger and Dilip da Cunha, Faculty Advisors

Design for Recovery: Fieldwork in Nepal & Somalia

During January of 2016, a group of GSD students travelled to Nepal and Kenya, to…

J-Term 2016

How Ultras Football Clubs Breed Activists

by Ana Maria Quiros (MDes ’15) Developed in conjunction with the seminar “Networked Social Movements:…

New Contours of Crisis: Shaping Retreat and Resettlement in the Northeast

by George Gard (MAUD ’14) New data, recent experiences, and coastal scholars have shown that…

Spring 2014

Faculty Research

Designing Process: Creating long-term replicable community building solutions in Port-au-Prince, Haiti

The earthquake of January 12, 2010 turned the already critical shortage of housing in Haiti…

Applied Risk Communication for the 21st Century

Related programs, benefit-cost analysis: valuing life and health, in-place filter testing workshop, comprehensive industrial hygiene, related articles, the importance of getting the message right in your risk communication strategy, how do you communicate uncertainty and promote public health — during covid-19 and beyond, developing public health communication strategies—and combating misinformation—during covid-19, september 17 – 20, 2024.

Dr. Viswanath has done a masterful job of putting together a top-notch risk communications program that offers practical, solid content that all types of risk communicators can use.

—R. Kelly Schwalbe
Partner, Sage Communications

Applied Risk Communication for the 21st Century

Online Program Overview

Objectives & Highlights

Credits and Logistics

Who should participate.

Every day public health information is generated and made available to the public about diseases, public policies, new products, and corporate behavior. People are accessing this information in real time via traditional news, online media, social media and word of mouth. The public’s near-instant access to this unfiltered information presents significant new risks, particularly surrounding misinformation, drawing conclusions from wrong or impartial information, and disinformation, deliberately spreading falsehoods to further an agenda. Additional risks include reputation damage for companies who aren’t responding effectively to COVID-19, have negative impacts on health or the environment, or ineffective policy outcomes when health-related guidance is misunderstood or ignored.

This applied program will provide you with the knowledge and skills you need to design effective risk communication messages that improve communication outcomes, increase trust in your organization, reduce public anxiety, and help key stakeholders make better decisions.

You will learn from some of the most notable scientists working on risk communication, crisis communication, public health emergencies, decision making, big data, and public health leadership – and how to apply cutting edge ideas in communicating risk in a complex information environment.

Leading experts will draw on both previous pandemics,COVID-19 and climate change to illustrate concepts in the program and explore implications for practice. This includes:

Explicitly discussing misinformation and disinformation in the context of COVID-19
How to effectively communicate risk during the emergence of an infectious disease
Analyzing case studies about climate change information as well as COVID-19 information to vulnerable communities

Health and Environmental Risk Assessment

During times of crisis messaging can be lost in the noise, resulting in unintended consequences, rejected messages, or public fear and confusion. While during non-crisis periods, ineffective risk communication can result in low-impact, wasted resources, and other undesirable outcomes. When deployed effectively, risk communication is an invaluable tool for engendering trust, protecting organizational value, and helping the public make informed decisions.

For-profit companies can benefit from risk communication by ensuring that their customers, potential customers, and members of the public have the information they need to properly evaluate exposure assessment and the health impact of their products and operations, both on the public and their employees. By keeping the public informed about potential risks, corporations can reduce harm to consumers and protect themselves from repetitional damage stemming from human or environmental harm.

Public and non-governmental organizations can use risk communication to enhance public health analysis by educating their constituents about health, environmental, and societal risks. Effective communication also increases transparency and credibility, generating trust in the organization. As the public becomes more educated, they will be able to make more informed decisions about their health and well-being.

Regardless of organizational setting, risk communication is an effective tool your organization needs to inform stakeholders, help them make decisions, and protect their health.

Objectives & Highlights

When a risk to the public’s health arises, all involved organizations must provide information about the risk and guidance on the most appropriate response. Effective communication eases public anxiety and minimizes the possibility of poor outcomes associated with uninformed decision making.

This program addresses these issues by providing the latest science of risk communication, which increases message design and delivery effectiveness.

Impact of risk communications on the public’s risk perceptions, knowledge, attitudes, and behaviors, including compliance
Generation and communication of risk information during crisis and non-crisis periods
Apply this knowledge to designing effective risk communication messages drawing on the science of strategic communication and health communication
Become familiar with and practice methods for evaluating risk communication efforts

Major topics to be covered in the course will include:

The psychosocial and societal determinants of risk communication through the scientific and systematic overview of risk communication literature
Strategic communication of risk information including audience segmentation, designing messaging, and executing risk communications
Message construction formats for the communication of risk, including fear, narratives, and exemplars
Risk communication inequalities and disparities in health outcomes
Risk communication and decision making
Communication technologies and risk communication

Continuing Education Credit

Harvard T.H. Chan School of Public Health will grant 1.2 Continuing Education Units (CEUs) for this program, equivalent to 12 contact hours of education. Participants can apply these contact hours toward other professional education accrediting organizations.

All credits subject to final agenda.

All participants will receive a Certificate of Participation upon completion of the program.

Current faculty, subject to change.

Kasisomayajula Viswanath, <span class="degrees">PhD</span>

Kasisomayajula Viswanath, PhD

Program director.

Rahul Gupta, <span class="degrees">MD, MPH, FACP, MBA</span>

Rahul Gupta, MD, MPH, FACP, MBA

Edmund W. J. Lee

Jennifer S. Lerner, PhD

Rebekah H. Nagler

Ivan Oransky, <span class="degrees">MD</span>

Ivan Oransky, MD

All Times are Eastern Time (ET).

Tuesday, September 17, 2024
8:30–8:45 am		Welcome & Classroom Technology Orientation
8:45–10:15 am	Viswanath	Landscaping Risk Communication and Risk Communication in the 21st Century
10:15–10:30 am		Break
10:30 am–12:00 pm	Oransky	Communication of Risk and News Media
Wednesday, September 18, 2024
9:00–10:30 am	Lerner	Emotions and Communication of Risk
10:30–10:45 am		Break
10:45 am–12:15 pm	Lerner	Emotions and Communication of Risk Part II
Thursday, September 19, 2024
9:00–10:30 am	Lee	Communication Technologies and Social Media: Lessons for Risk Communication
10:30–10:45 am		Break
10:45 am–12:15 pm	Gupta	Leadership and Risk Communication during Public Health Emergencies: A Case Study from West Virginia
Friday, September 20, 2024
9:00–10:30 am	Nagler	Conflict and Controversy in Science: Implications for Risk Communication
10:30–10:45 am		Break
10:45 am–12:15 pm	Viswanath	Risk Communication Interventions from a Global Perspective

This agenda is subject to change.

Professionals responsible for communicating about risk from private industry, the non-profit sector, and from governments around the world will benefit from attending. Participants with the following job functions are encouraged to attend:

Communications, public relations, and public affairs
Emergency preparedness and management
Government relations and regulatory affairs
Health policy and research
Occupational and environmental health
Public health, health promotion, and health education
Risk analysis and management

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Harvard Business School Introduces Executive Program on Risk Management

Harvard Business School (HBS) has announced a new Executive Education program, , to help senior executives understand the importance and necessity of robust risk management systems to the long-term success of their organizations.

will guide participants through real-world examples of companies that have faced significant and unexpected situations, illustrating how the strategies and processes either succeeded or failed. Participants will learn to identify risk, raise the awareness of risk management within their companies, implement processes to manage both internal and external risks, and find the balance between innovation and risk management.

In the wake of the financial crisis, and recent losses suffered by BP following the Gulf oil spill, it is more important than ever for companies to give greater prominence and resources to their risk management processes.

"Risk management is too often separated from other core business functions, and a culture of suppressing the 'bad news' can lead to very costly problems later on," said Robert Kaplan, Baker Foundation Professor at HBS and faculty chair for . "Installing the appropriate infrastructure and processes to effectively manage risk should represent a highly favorable trade-off: investing now to avoid a much higher payout in the future should an unexpected and unmitigated risk event occur."

The program will focus on how to integrate risk management as a crucial responsibility for senior leaders so that they can guide their company to participate in high-innovation and high-reward strategies while protecting the organization from risks—both controllable and uncontrollable.

"Creating a culture of risk management needs to come from the top executives at a company," said Kaplan. "Executives who participate in this course will leave with a clear understanding of how to develop that culture and how to find the right balance between innovation and managing the potential downsides of business strategies."

This comprehensive program will guide participants through the latest research and best practices in risk management through interactive classroom discussions and faculty lectures with a diverse group of accomplished peer leaders.

will run from November 28 to December 3, 2010, and will take place at the HBS Campus. Please visit for complete curriculum details and to apply.

(November 28-December 3, 2010, HBS Campus)

, Associate Professor in the Accounting & Management Unit. , Novartis Professor of Leadership and Management and Co-Unit Head of the Technology and Operations Management Unit. , James R. Williston Professor of Business Administration and Henry B. Arthur Fellow. Director of Research; faculty chair of "Audit Committees in a New Era of Governance" and "Strategic Financial Analysis for Business Evaluation." , Baker Foundation Professor. Member of the Accounting and Management Unit; faculty chair of "Driving Corporate Performance: Aligning Scorecards, Systems, and Strategy" and "Risk Management for Corporate Leaders: Integrating Best Practices for Superior Strategy Execution." , Assistant Professor of Business Administration. Member of the Accounting and Management Unit. , Charles M. Williams Professor of Business Administration. Member of the Accounting and Management Unit. , Sylvan C. Coleman Professor of Financial Management. Senior Associate Dean; member of the Finance Unit.

About Harvard Business School

Founded in 1908 as part of Harvard University, Harvard Business School is located on a 40-acre campus in Boston. Its faculty of more than 250 offers full-time programs leading to the MBA and PhD degrees, as well as more than 175 Executive Education programs, and Harvard Business School Online, the School’s digital learning platform. For more than a century, faculty have drawn on their research, their experience in working with organizations worldwide, and their passion for teaching, to educate leaders who make a difference in the world. The School and its curriculum attract the boldest thinkers and the most collaborative learners who will go on to shape the practice of business and entrepreneurship around the globe.

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Peter F. Martelli, PhD, MSPH

Associate Professor of Healthcare Administration Sawyer Business School, Suffolk University

Center for Catastrophic Risk Management (CCRM)

An interdisciplinary center at the University of California - Berkeley dedicated to the study of high reliability, crisis management, and complex interdependent risks. I have been a member of the center since 2007, first as a Doctoral Fellow and now as Core Faculty. Our initiatives have engaged a wide range of industries including healthcare, aviation, emergency response, nuclear power, petroleum exploration, and civil and industrial infrastructure.

Cybersecurity

Graduate Program

Students enrolled in the Master of Liberal Arts program in Cybersecurity will build a strong foundation in security, privacy, and cryptography. They will acquire knowledge and skills to plan, manage, and maintain the security of an organization’s cloud infrastructure and applications.

Risk Analysis Course Online with James Hammitt

CHDS core faculty James Hammitt will direct his annual risk analysis course on February 28 through March 4, 2022. The course is designed for professionals and academics, including graduate students, and focuses on the evaluation, communication, and management of environmental, health, and safety risks.

Shifting the course online has expanded participation from outside North America, increasing the breadth of experience and perspectives that participants bring. Participants come from government, industry, advocacy, and academic communities.

A dozen course faculty, many with substantial government and industry experience, cover disciplines that are central to risk analysis (epidemiology, toxicology, mathematical modeling, psychology, management) and describe applications to diverse health risks (infectious disease, air and water pollution, space flight). Learning is enhanced through a mix of online lectures, discussions, and role-playing exercises.

Learn more: Read about or register for the course, Environmental Health Risk: Analysis and Applications Learn more: Read about risk analysis and decision science Learn more: Visit the website for the Harvard Center for Risk Analysis (HCRA)

Related news: Risk, Economics, and Decisions Special Issue Related news: Hammitt Honored with Outstanding Achievement Award

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Administration
PhD Program

The Ph.D. Program in the Department of Economics at Harvard is addressed to students of high promise who wish to prepare themselves in teaching and research in academia or for responsible positions in government, research organizations, or business enterprises. Students are expected to devote themselves full-time to their programs of study.

The program prepares students for productive and stimulating careers as economists. Courses and seminars offered by the department foster an intellectually active and stimulating environment. Each week, the department sponsors more than 15 different seminars on such topics as environmental economics, economic growth and development, monetary and fiscal policy, international economics, industrial organization, law and economics, behavioral economics, labor economics, and economic history. Top scholars from both domestic and international communities are often invited speakers at the seminars. The Harvard community outside of the department functions as a strong and diverse resource. Students in the department are free to pursue research interests with scholars throughout the University. Faculty of the Harvard Law School, Kennedy School of Government, and Harvard Business School, for example, are available to students for consultation, instruction, and research guidance. As a member of the Harvard community, students in the department can register for courses in the various schools and have access to the enormous library resources available through the University. There are over 90 separate library units at Harvard, with the total collections of books and pamphlets numbering over 13 million. Both the department and the wider University draw some of the brightest students from around the world, which makes for a student body that is culturally diverse and likely unequaled in the range of intellectual interests of its members. These factors combine to add an important dimension to the educational process. Students are able to learn from one another, collaborate on research projects and publications, and form bonds that are not broken by distance once the degree is completed and professional responsibilities lead them in different directions.

Program Requirements
Job Placement
Financial Support

Cybersecurity: Managing Risk in the Information Age

Lead the strategic response to cyber risk.

Associated Schools

Harvard Kennedy School

What you'll learn.

Identify and communicate the detection of a security breach

Recommend optimal strategies for responding to a cyber attack and how to prevent further damage

Assess the vulnerabilities of an organization's critical business systems, networks, and data

Identify the critical business systems, networks, and data, and their potential vulnerabilities

Ensure your organization remains compliant through an understanding of cyber law and the requirements that govern a business or sector

Design and implement a risk mitigation strategy for an organization

Course description

The annual cost of cybercrime is exponentially increasing; after a 12% rise since 2017, the total cost of cybercrime for each company is now $13 million.1 Attacks are increasing, and so are the expenses. (Accenture, March 2019)

It has become imperative for every organization to become aware of all risks inherent in the evolving cyber landscape. The Harvard VPAL's Cybersecurity: Managing Risk in the Information Age online short course provides you with a comprehensive understanding of how to identify and mitigate vulnerabilities within an organization’s networks, systems, and data.

You’ll discover how to critically analyze an organization’s risk profile and gain the skills needed to lead your business through the complexities of the cybersecurity landscape.

Designed and guided by the former Chief of Staff to the Secretary of Defence Ash Carter, you’ll receive in-depth industry insight as you prepare to protect the integrity, security, and confidentiality of your digital assets.

Course Outline

Cybersecurity risk is business risk

Identifying the threats to an organization

Identifying important business systems and assets

The crucial role of leadership in managing cyber risk

Understanding your technology

Cyber risk and the law

Incident response and accountability

Designing and implementing a mitigation strategy

Instructors

Eric Rosenbach

CS50's Introduction to Cybersecurity

Learn how to protect your own data, devices, and systems from today's threats.

Cybersecurity: The Intersection of Policy and Technology

An online executive program to explore how policy and technology, together, can address critical threats of the cyber world.

Essential Management Skills for Emerging Leaders

Acquire the core skills you need to succeed as a leader.

Join our list to learn more

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Risk Management & Audit Services

University master insurance program.

The University’s Master Insurance policies are the foundational components protecting the Harvard community from the financial consequences of loss caused by natural disasters, lawsuits and other contractual liabilities. Given their core financial objectives, the University's CFO provides primary oversight and is considered the cognizant decision maker on the Master Insurance program's overall design and administration. Annually, the Department conducts an internal review of each program's pertinent features, terms and conditions, taking into account the University's current financial and operational needs, appropriately adjusting each program to maintain alignment with management's short and long term business objectives. Any material changes envisioned for one of the programs, as well as prior year's financial results, are communicated in the fall budget letter (typically released each year in November). Generally, only those exposures which are likely to and significantly impact a majority of TUBS or the collectively the entire University community would prompt the creation of a new program or are considered for inclusion under one of the existing master insurance programs. The cost of risk, collectively, under the purview of the master programs is entirely funded by, and therefore allocated back to, all operating units at a TUB level, including Harvard Management Company.

The Department carries a minimalist view regarding the scope of the Master Insurance program's influence over academic and research operations. We accomplish this by carefully selecting insurers, screening for those who share our catastrophe-oriented view of the coverages, incorporating more aggressive policy deductibles/loss retentions where fiscally justified, tailoring policy language to Harvard's particular needs and risk tolerances, and retaining outside technical expertise to help evaluate alternatives. Translation: we avoid using external partners that anticipate a high degree of involvement in business processes and internal risk management practices. Additionally, for its enterprise-level programs, self-insurance is the preferred approach, either centralized and formalized within the Master Insurance program or localized as part of each TUB's retained losses.

There is no action required to enroll or sign up for these policies – being part of the President and Fellows of Harvard College family affords automatic coverage under this insurance program. Though not yet fully risk-based, the current allocation methods are based on algorithms that take into account certain aspects of individual TUB risk profiles. Beginning FY2011, premium and administrative costs for the Master Property Insurance program are allocated entirely on the total insurable value of a TUB's buildings and contents. For the General and Integrated Management Liability programs, premium and administrative costs are allocated entirely on the headcounts of TUB personnel falling within the administrative, professional and faculty categories.

Builders Risk
Commercial General Liability
Commercial Property
Commercial or Business Auto
Workers’ Compensation
Integrated Management Liability
Institutional Risk Management (IRM) Program
Builders Risk Insurance
Workers' Compensation
Special Purpose & Custom Risk Solutions
Online Risk Management Self-Service

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Supply Chain Management: Frameworks for Resilient and Agile Supply Chains

Learn how to use supply chain analytics to reduce costs, manage inventory as consumer needs evolve, and make strategic decisions.

Overview of Supply Chain Management

As countless disruptions impact today’s global supply chains, the demand for highly skilled, in-house supply chain professionals is higher than ever. Yet less than half of managers have the analytical skills and strategic mindset needed to design future-proof supply chains that support business growth.

To keep pace with rapid automation, digitization, and transformative technologies such as AI, organizations rely on their supply chain professionals to have both functional skills and end-to-end knowledge of digital supply chain operations. This dual capability is essential for navigating the complexities of modern supply chains and leveraging cutting-edge technologies to drive efficiency and innovation.

This interactive program will teach you the supply chain management skills needed to be an effective supply chain manager or partner and evaluate, improve, and design successful supply chains that support your organization’s strategy. Through interactive simulations, relevant case studies, and discussions with industry experts, you will learn how to:

Manage inventory
Forecast demand
Assess risks
Solve problems under uncertainty

Participants will depart equipped to apply supply chain analytics to reduce costs, manage inventory as consumer needs evolve, and make strategic decisions that respond to the need for digital supply chains to be resilient, sustainable, and agile.

Who Should Register

This program is appropriate for managers with 5+ years of experience in supply chain manufacturing, operations, or data analytics. It is ideal for business leaders, including industry consultants, looking to improve revenue streams, lower costs, and increase operational efficiency and digitization.

In addition to supply chain managers, this program would benefit aspiring managers or entrepreneurs focusing on manufacturing, sustainability, product development, purchasing, finance, or operations.

Course Benefits

This supply chain management program offers insights into current best practices, digitization, industry trends, and future projections by engaging with supply chain industry leaders through expert discussions.

After completing the program, you will feel confident in your ability to:

Evaluate levels of efficiency and performance at all stages of a supply chain
Quantify supply chain risk (such as supply shortages, supplier delay, procurement, supplier fulfillment, consumer behavior)
Build operational decision-making skills under uncertainty (in demand projection, inventory management, infrastructure development, capacity allocation)
Discover strategies for managing variability within a digital supply chain network while implementing sustainable practices
Lead strategically by devising an action plan to overcome challenges and drive innovation within your own organization’s supply chain

You will also earn a Certificate of Participation from the Harvard University Division of Continuing Education.

Over the course of two days, you will use interactive simulations, relevant case studies, and discussions with industry experts to hone your skills in supply chain analytics.

You will also learn about:

The digital supply chain management landscape across various industries
Efficiency and performance measurement through Metrics, Capacity, Time, and WIP
Decision making under uncertainty using Little’s Law, Marginal Analysis, and EOQ
Evaluating revenue management using Decision Trees, Capacity Control, and Overbooking
Forecasting methodologies based on consumer demand, inventory supply, and risk management
The role of supply chain design and digitization in business strategy
Sustainable supply chain design
Key managerial roles in an efficient supply chain management system
Transformative technologies, including AI, to enhance supply chain processes

Supply Chain Management is available as a two-day on-campus program in our state-of-the-art classroom space in the heart of historic Harvard University. Program tuition is $2,990 plus the cost of travel.

Considering this program?

Send yourself the details.

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Design Thinking: Creating Better Customer Experiences
Business Strategy: Evaluating and Executing the Strategic Plan

Harvard Division of Continuing Education

The Division of Continuing Education (DCE) at Harvard University is dedicated to bringing rigorous academics and innovative teaching capabilities to those seeking to improve their lives through education. We make Harvard education accessible to lifelong learners from high school to retirement.