Our education and training offerings have been developed using the experience and insights gained from decades of supply chain experience across multiple industries and organisations.
Our expert services have been developed based on our experience authoring and delivering university level Masters Courses in Supply Chain.
GRA offers quality instructor-led courses in the Australian Supply Chain and Logistics space that empower professionals with the knowledge, insights and tools to take their supply chains to the next level.
GRA also has a team of Coach Mentors whose primary role is to work side by side with clients at the planning and execution levels to ensure processes are embedded, new skills are learned, knowledge is transferred and that any new disciplines become regular behaviour. Our Coach Mentors are experienced industry practitioners and have spent 15-30 years in supply chain and planning.
Our training courses, seminars and mentoring programs offer:
Tailored offerings can also be developed to uplift the skills across your organisation.
We also deliver tailor-made online eLearning modules and courses that can build the capability of your organisation to support sustainable performance improvement. This is ideal in situations where staff are located remotely and can be designed with multiple business unit potential. We can develop a learning platform for you that is consistent, sustainable and repeatable.
The Beer Game is a supply chain simulation that lets the players experience the pressures of playing a role in a production/distribution simulation to develop their Supply Chain understanding.
The game is played via a large board game with teams of at least four players. Players move pieces around the board and determine what they want to make or purchase and how much stock to hold, in a fun and competitive environment.
It was created by a group of professors at MIT Sloan School of Management in early 1960s to demonstrate a number of key principles of supply chain management and introduces the players to the concept of the “bullwhip effect” and how structure produces behaviour.
The bullwhip effect is a well-known symptom of coordination problems in (traditional) supply chains. It refers to the trend of larger and larger swings in inventory in response to changes in demand, the further back through the supply chain you go. Even in the face of stable customer demand, small variations in demand at the retail end tend to dramatically amplify upstream the supply chain when information sharing and collaboration does not exist.
As a consequence of the bullwhip effect a range of inefficiencies occur throughout the supply chain:
The Beer Game is a fun, interactive session which can help build ownership and develop understanding on why supply chain planning and S&OP are complicated, and why structured, cross functional communication is important.
GRA’s experienced facilitators can increase your team’s knowledge and understanding and link the Beer Game’s learning objectives to a broader program if required.
The Beer Game can be used to:
What our clients say
“We invited GRA to run a workshop to educate the broader business on S&OP, help us design a next level S&OP process and map out the requirements and next steps to implementation. We have made significant progress with S&OP since the workshop, the key aspect is that it has been accepted at all levels and there is commitment to the process which was the big hurdle. The GRA facilitators really engaged our team well and the facilitation approach ensured that the team saw it as their process. Running “The Beer Game” at the start of the workshop was a great way to make the challenges of integrated planning real for our team.”
Lee Rawstron, Head of Operations ANZ, Sinochem Australia
“It was a fun, interactive way for the team to get an overview on how supply chains function and experience firsthand, some of the key issues supply chains face and how to overcome them.”
Sarah Hochholzer, People & Culture Manager - Chobani
“Many thanks for the review; it certainly exceeded our expectations, and we look forward to implementing many, if not all, of the recommendations.”
– Glenn Turner, Finance Director, Renault Nissan