# Supply Chain Leadership Training for Logistics, Procurement and Planning > Supply chain leadership training for logistics, procurement and planning managers. Lead through disruption, run sharper S&OP and build vendor partnerships. - Source: https://bodhih.com/supply-chain-leadership-training/ - Publisher: Bodhih Training (Bengaluru, India; since 2008) - Last updated: 2026-09-27 - Contact: solutions@bodhih.com · +91 99000 11601 --- A port delay, a tariff change and a promotion that sold twice the forecast, all in one week. Our supply chain leadership training helps logistics, procurement and planning managers lead calmly through disruption, run S&OP conversations that end in decisions and turn vendors into partners. ## At a glance - **Duration:** Recommended: 2 days in person, or 5 × 3-hour live virtual sessions, plus a 60-day application project - **Who it’s for:** Supply chain, logistics, procurement, planning and warehouse managers - **Level:** Intermediate - **Format:** In person · Live virtual · Blended - **Track record:** Since 2008 · 2,000+ companies Supply chain leadership training develops the people and influence skills of logistics, procurement and planning managers. It covers leading teams through disruption, facilitating cross-functional S&OP conversations, negotiating and partnering with vendors, making decisions under uncertainty and leading large operational teams. Bodhih designs it with ADDIE and customises it to each organisation's network and industry. - Recommended: 2 days in person, or 5 × 3-hour live virtual sessions, plus a 60-day application project - Level: Intermediate · In person · Live virtual · Blended - Designed with the ADDIE model and customised to your context - Offered by Bodhih since 2008 to 2,000+ organisations across 7 regions **Also known as:** supply chain management leadership program, logistics leadership training, procurement leadership training, S&OP leadership workshop **Where and how:** supply chain leadership training as an in-person workshop in [Bengaluru](https://bodhih.com/corporate-training-in-bangalore/), [Mumbai](https://bodhih.com/corporate-training-in-mumbai/), [Delhi NCR](https://bodhih.com/corporate-training-in-new-delhi/), [Gurugram](https://bodhih.com/corporate-training-in-gurugram/), [Hyderabad](https://bodhih.com/corporate-training-in-hyderabad/), [Chennai](https://bodhih.com/corporate-training-in-chennai/), [Pune](https://bodhih.com/corporate-training-in-pune/), [Kolkata](https://bodhih.com/corporate-training-in-kolkata/), [Ahmedabad](https://bodhih.com/corporate-training-in-ahmedabad/) and [Jaipur](https://bodhih.com/corporate-training-in-jaipur/); as a live online course; or delivered overseas in [Dubai](https://bodhih.com/corporate-training-in-dubai/), [Singapore](https://bodhih.com/corporate-training-in-singapore/) and across the Middle East, Asia and Africa. Last reviewed 27 Sep 2026 · Bodhih Training, Bengaluru ## Why supply chains now need leaders as much as planners Tariff shifts, shipping disruptions and demand swings have made volatility normal. Supply chain managers must reset plans weekly, negotiate with vendors under pressure and explain trade-offs to sales and finance leaders who want different things. Better tools and dashboards help, but decisions still happen in rooms full of competing priorities. Supply chain [leadership training](https://bodhih.com/leadership-skills-training-in-india/) builds the calm, cross-functional leadership that turns data into agreed action. > McKinsey's 2025 Supply Chain Risk Pulse found 82% of respondents said new tariffs affect their supply chains. Source: [McKinsey, Supply Chain Risk Pulse 2025](https://www.mckinsey.com/capabilities/operations/our-insights/supply-chain-risk-survey) > The same survey found only 42% have visibility into tier-two suppliers or deeper. Source: [McKinsey, Supply Chain Risk Pulse 2025](https://www.mckinsey.com/capabilities/operations/our-insights/supply-chain-risk-survey) ## What participants will be able to do ### Lead calmly through disruption Set up a clear response rhythm when disruption hits, with roles, updates and decisions that keep the team focused. ### Run S&OP that decides Facilitate sales and operations planning conversations that surface trade-offs and end with agreed actions. ### Partner with vendors Move key supplier relationships from transactional pressure to joint problem-solving and shared performance goals. ### Decide under uncertainty Use scenarios and simple risk thinking to make timely calls when data is incomplete. ### Influence across functions Explain supply chain constraints to sales, finance and leadership in business language that wins support. ### Lead large operational teams Coach supervisors and planners in warehouses, transport and procurement, building capability and safety habits. ## Who should attend - Supply chain, logistics and distribution managers in manufacturing, FMCG, retail and e-commerce - Procurement and sourcing managers who manage strategic suppliers - Demand and supply planners moving into leadership roles - Warehouse and fulfilment centre managers leading large teams - Leaders in logistics service providers and freight firms in India and the Gulf ## Program outline Recommended design, customised to your context after a short needs analysis. ### **The supply chain leader's role**Module 1 · 90 min - From functional expert to end-to-end leader - Where supply chain decisions affect cash, service and cost - Self-assessment of leadership strengths and gaps - Mapping your stakeholders across the business ### **Leading through disruption**Module 2 · 2 hours - Setting up a disruption response rhythm and roles - Communicating under pressure to teams and customers - Scenario planning for tariffs, delays and demand spikes - Simulation: a multi-day disruption with changing information ### **S&OP and cross-functional alignment**Module 3 · 2 hours - What makes S&OP meetings decide rather than report - Facilitating trade-offs between sales, finance and operations - Presenting constraints and options in business terms - Practice: facilitating a contentious S&OP review ### **Vendor partnerships and negotiation**Module 4 · 2 hours - Segmenting suppliers and choosing where to partner - Joint performance reviews and improvement plans - Negotiating under pressure without damaging trust - Role-play with a facilitator as a key supplier ### **Decisions under uncertainty**Module 5 · 90 min - Simple risk and scenario tools for leaders - Avoiding common biases in supply decisions - When to decide and when to wait for data - Case clinic on a participant's live decision ### **Leading operational teams**Module 6 · 90 min - Coaching supervisors in warehouses and transport - Safety and quality conversations on the floor - Engaging contract and shift workers - 60-day application project and review ## Sample training plan: 2-day hands-on design This two-day workshop helps supply chain managers lead end to end, not just run their function. Participants map how their decisions hit cash, service and cost, and set up a disruption response rhythm before a multi-day disruption simulation tests it. They facilitate a contentious S&OP review, negotiate with a key supplier played by a facilitator, and coach a warehouse supervisor on the floor. Each person brings a live decision or improvement and leaves with a 60-day application project their manager has seen. 78% hands-on practice · 13.5 contact hours · Cohort: 12–24 participants · In person · Live virtual ### Day 1: Lead end to end and through disruption Participants can explain the business impact of supply decisions and lead a team through a disruption. 1. 09:30–10:00 · Pass the pallet (Energiser) 2. 10:00–11:00 · Cash, service, cost (Case clinic) 3. 11:15–11:45 · The disruption rhythm (Concept burst) 4. 11:45–13:00 · Three days of disruption (Simulation) 5. 13:45–14:30 · Communicating under pressure (Skill drill) 6. 14:30–15:30 · The S&OP that decides (Role-play) 7. 15:45–16:45 · Fix my planning meeting (Build sprint) 8. 16:45–17:30 · What the simulation taught me (Reflection) ### Day 2: Partners, decisions and teams on the floor Participants can negotiate with suppliers, decide under uncertainty and coach frontline supervisors. 1. 09:30–10:00 · Supplier speed-dating (Energiser) 2. 10:00–11:00 · Segment and review suppliers (Hands-on lab) 3. 11:15–12:30 · Negotiating with a key supplier (Role-play) 4. 12:30–13:15 · Decide now or wait? (Case clinic) 5. 14:00–15:00 · Coaching on the warehouse floor (Real-play) 6. 15:15–16:30 · Leadership review (Presentation) 7. 16:30–17:30 · My 60-day application plan (Action planning) Recommended: 2 days in person (09:30–17:30), or 5 × 3-hour live virtual sessions, plus a 60-day application project. A sample design: every Bodhih program is customised after a short needs analysis. ### How long is supply chain leadership training? The recommended design is two days in person, 09:30 to 17:30, followed by a 60-day application project on a live decision. It also runs as five live virtual sessions of three hours each, with project work between sessions. ### What activities are included in supply chain leadership training? Managers pass paper orders to feel demand amplification, run a three-day disruption simulation, facilitate a contentious S&OP review, negotiate with a supplier demanding a mid-contract price rise and coach a warehouse supervisor. The capstone is a leadership review of their own project. ## How we deliver it ### Disruption simulations A timed, multi-round simulation recreates the pressure of a real disruption, with new information arriving and trade-offs to agree. ### Your network, your cases We build cases from your products, suppliers and routes, so participants practise on situations they recognise. ### Cross-functional participation Where possible, sales and finance colleagues join the S&OP module so alignment is practised with the people who matter. ### Application project Each participant leads a 60-day improvement, such as a supplier review or an S&OP redesign, and presents results to sponsors. ## Tailored versions ### For manufacturing and FMCG Focus on plant-to-market planning, distributor networks, promotions and balancing service levels with inventory cost. ### For logistics and freight providers Adapted for leaders of transport, warehousing and freight forwarding teams, including customer escalations and multi-site operations in India and the Gulf. ### For procurement teams Deeper focus on supplier partnerships, category leadership and negotiation, building on [influencing skills](https://bodhih.com/influencing-skills-for-leaders/) for vendor management. ## How we measure impact We apply the ADDIE Evaluate stage from the start. Participants complete a pre and post assessment of decision-making, influence and team leadership competencies on AssessAll. Sponsors review 60-day application projects, and team members can give a short pulse before and after. We then review agreed indicators with your team, such as forecast accuracy, supplier on-time delivery, S&OP decision follow-through or warehouse team attrition. AA Pair this program with [AssessAll](https://assessall.com), Bodhih’s AI assessment platform, for pre- and post-program skill measurement. ## Frequently asked questions ### What skills do supply chain leaders need? Supply chain leaders need end-to-end business understanding, calm decision-making under pressure, strong cross-functional influence, supplier partnership and [negotiation skills](https://bodhih.com/negotiation-skills-training/), and the ability to lead large operational teams. Technical planning knowledge remains important, but leadership is often the gap. Supply chain leadership training focuses on these people and influence skills. ### How do you lead a supply chain team through disruption? Set up a clear response rhythm quickly: who decides, how often you update, and what the priorities are. Communicate honestly with the team and customers, use scenarios to plan options and keep an eye on team fatigue. Afterwards, review what worked. Participants practise this in a multi-round disruption simulation. ### How do you run an effective S&OP meeting? Prepare options and trade-offs in advance, not just data. Keep the meeting focused on decisions: what will we do about gaps between demand and supply, and who owns each action. A skilled facilitator helps sales, finance and operations surface disagreements openly. The program includes practice facilitating a contentious S&OP review. ### How can procurement build better supplier relationships? Segment suppliers so you invest in the strategic ones, share goals and performance data openly, hold regular joint reviews and solve problems together rather than only pushing on price. Honouring commitments matters too. The program's vendor partnership module includes a role-play with a key supplier under pressure. ### Why do supply chain managers need leadership training? Many supply chain managers are promoted for technical expertise, then find their job is mostly about people: aligning functions, negotiating with vendors and leading large teams through constant change. Leadership training gives them tools for these conversations, which helps plans turn into action. ### Can the program be delivered to teams in the Gulf? Yes. Logistics and supply chain teams in the UAE, Saudi Arabia and other Gulf countries can take the program in person, with master trainers travelling from Bengaluru, or live virtually. Bodhih has delivered across India, the Middle East, Southeast Asia and other regions since 2008. ### How long is the supply chain leadership training? Our recommended design is two days in person or five three-hour [live virtual](https://bodhih.com/live-virtual-classes/) sessions, followed by a 60-day application project that each participant presents to sponsors. Planners and warehouse leaders can take a shorter version focused on team leadership. The final design is customised after a needs analysis with your supply chain and HR leaders. ### Does this program teach supply chain technical skills? The focus is leadership rather than technical supply chain methods. We assume participants know their planning, logistics or procurement processes, and we build the leadership skills around them: disruption response, S&OP facilitation, vendor partnership and team leadership. We can suggest complementary technical training if needed.