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A Reputation of Excellence

Purdue University's reputation of excellence in agriculture, coupled with world-renowned faculty, makes the Center for Food and Agricultural Business the best place for you to advance your career.

Founded in 1869 as part of the Morrill Land Grant Act, Purdue is located in West Lafayette, Ind. It is one of the nation’s leading research institutions. The Purdue College of Agriculture is known as a leader in agricultural education and was ranked No. 8 in the world by Quacquarelli Symonds, a British company that specializes in information about higher education and careers.

Purdue established its Department of Agricultural Economics in 1920. Its faculty members are world renowned for their research in all areas of economics. In 2016, the department was ranked No. 4 in the world by the Center for World University Rankings.

Since 1986, Purdue’s Center for Food and Agricultural Business has developed and delivered non-degree management education programs to more than 11,000 food and agribusiness managers from around the world. The center’s industry contacts expressed a need for a graduate degree program in management that focused on the food and agriculture industry, in addition to offering a global perspective that would develop effective leaders in an increasingly complex food and agricultural marketplace. As a result, the center created the MS-MBA in Food and Agribusiness Management.

 

  I recently took on a project to find ways to make a large company become more efficient. Very early on it became apparent that the company didn’t have a strategy of any sort. Like so many companies, they simply had "year to year" operational plans. So, our efficiency project turned quickly into a strategic planning project. In this project I had to explain the difference between corporate  ... READ MORE  

Clay Kittrell

Human Resources Manager - SSA Consulting
MS-MBA Class of 2000-2002

  I recently took on a project to find ways to make a large company become more efficient. Very early on it became apparent that the company didn’t have a strategy of any sort. Like so many companies, they simply had "year to year" operational plans. So, our efficiency project turned quickly into a strategic planning project. In this project I had to explain the difference between corporate strategy and business strategy, which I learned in class during this program, and I also had to explain the difference between the "capabilities" view of strategy and strategy process that focus first on external factors, also a topic I learned in class at Purdue.

Ultimately, I convinced the company that they had to commit to segmenting their business and then to developing a simple model to show how those segments would change over time. And of course, all of the assumptions that went into this model would need to be documented fully. By putting pen to paper on a strategy by segment (and assumptions) they were able to make some difficult decisions about plans for growth and resource allocation, and ultimately we were able to make recommendations for efficiency changes within this new "strategic context", saving the company more than $20 million. This success would not have been possible if not for the knowledge gained at Purdue.   

Clay Kittrell

Human Resources Manager - SSA Consulting
MS-MBA Class of 2000-2002