Transportation and Reverse Logistics Management
Transportation and Reverse Logistics Management helps learners understand two key aspects of the supply chain process: transportation and reverse logistics. In moving goods and services within and across the supply chain, organizations need to adapt and respond in a timely and strategic manner. A key concern as the transportation industry evolves is the shortage of skilled labor balanced against the need for increased automation. Organizations will need to make strategic decisions regarding resource allocation. This course provides an overview of the transportation industry from a global perspective. Learners examine ways to apply global transportation strategies across the supply chain. This course also highlights best practices in reverse logistics, moving goods back through the supply chain.
max. 8 weeks
Estimated time per week
What will I learn?
Identify the transportation and reverse logistics aspect of the supply chain process
Analyze effective managerial approaches to the transportation and reverse logistics processes
Evaluate global transportation strategies across the supply chain
Apply best practices for both transportation and reverse logistics for international firms in industries such as manufacturing, retail and the military
Develop a supply chain strategic plan to integrate into the overall international strategic direction of the organization
How will I learn?
What support will I receive?
When you have a dedicated team on your side, you'll never be alone studying at Nexford. Hailing from many different countries and with online education expertise, our faculty provides you world-class support. Ask them questions during one-to-one office hours or live chat, email them any time, and get individual feedback on your assessments.
While you’re learning, you’ll also have full access to the Nexford online library, which includes access to millions of full-text articles, industry reports and key sources such as the Wall Street Journal, the Financial Times and The Economist.
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