FISHER COLLEGE OF BUSINESS
DEPARTMENT OF MARKETING AND LOGISTICS
COURSE SYLLABUS
Term: Autumn 2008
Course TITLE: BUS M&L 880, Logistics Management
Course TIME/ Monday and Wednesday – 10:30 AM to 12:18 PM / Gerlach Hall, 305
PLACE:
Catalog Management of logistics activities and costs including customer service,
Description: inventory, transportation, lot quantity costs, warehousing, and information systems.
INSTRUCTOR: Dr. Michael Knemeyer
Fisher Hall, 548
(614) 292-2507 (office)
(614) 292-0879 (fax)
(937) 532-3036 (cell)
E-mail:
OFFICE HOURS: By appointment.
Required Text: Strategic Logistics Management, Fourth Edition, Stock and Lambert, (2000).
Additional course materials including cases, PowerPoint slides, assignments and outside readings will be available either from Carmen (https://carmen.osu.edu/), Business Source Complete (http://library.ohio-state.edu/screens/databases.html), UniPrint case packet (located in Tuttle Parking Garage / 292-2000) or as class handouts.
Course To provide an understanding of the key logistics concepts and the
Objective: issues affecting the movement and storage of goods. Particular
emphasis will be placed on providing a broad and general exposure to business logistics. The course will examine how the various logistics activities are related to each other and other functional areas within a business. Finally, the course strives to develop management and control techniques/skills that are critical in the area of logistics.
COURSE The course will be conducted by a combination of lecture, discussion, in-
FORMAT: class exercises, a simulation exercise and case analysis. The lectures will cover the assigned topic, but will not necessarily cover the material as presented in the text. You are expected to attend all classes and to be prepared to discuss and/or apply assigned readings. Students may be called upon by name to discuss assigned topics and concepts. Students will also be expected to actively participate in all team projects.
GRADING: Grades will be based upon performance on the following:
Assignment /Points
Exam 1 / 100Exam 2 / 100
Links Simulation / 100
Case Write-up / 50
Participation / 50
TOTAL
/ 4001. Exams. Two exams will be given. The exams will consist of questions drawn from the readings, lectures, speakers, presentations, cases and other class assignments. You are responsible for the material even if it is not emphasized during the lectures. Past experience strongly suggests you will learn much more (and thus perform better) in the class if you have completed the reading assignment prior to class. Exams will be non-cumulative. However, due to the nature of the course and subject matter, the exams might have some comprehensive elements. There will be no make up exams except in extraordinary situations, which require approval before the scheduled exam. Each exam will account for 100 points towards the final grade.
2. Links Simulation. One of the primary learning tools for this course is a web-based business logistics simulation. The objective of this simulation is to gain an understanding of how course concepts affect the operations and performance of a company in a competitive business environment. Student teams will be required to manage a simulated company that directly competes with other teams in the class. Each student team will be required to submit decisions online during six decision periods as listed in the syllabus schedule. Decisions must be submitted by 5 PM on each decision’s due date. It is highly recommended that each team enter their submissions at least one hour before the time deadline each period to protect against delays caused by technical problems. No adjustments will be made in the event of teams being unable to submit due to computer problems. Each student must register at the LINKS website – http://LINKS-simulations.com Student participation payments will be handled directly through the website. Failure to register will result in a zero for the Links portion of the course grade.
In order to share lessons across all members of the class, your team will give a final presentation focusing on your company’s performance to the class during the week of December 1. The team performance and presentation account for 100 points towards the final grade (75 points for the team performance and 25 points for the presentation). Additional information will be distributed in class regarding the deliverables for this exercise.
3. Case Write-Up. Each student team will complete a single written case analysis. Only the final three assigned cases are eligible to serve as the basis of this write-up. Team case assignments will be determined early in the quarter. For each of the final three cases in the course, each student team will assume one of three possible roles:
Consultants: This team is responsible for writing up the analysis and solution to the case. The write-up will be a report of case essentials, analysis and recommendations (no more than six pages – double-spaced, 12-point font, 1 inch margins). Teams in this role may also be responsible for providing the in-class presentation. The in-class presentation will illustrate important considerations, analyses and recommendations. The presentation should involve all members of the team. The use of tables, charts, pictures and diagrams should be carefully considered in putting together both the presentation and the written report. It is important to note that two teams will be given the “Consultant” role for each case. However, only one team will represent consultants (and present in class). The other team will fulfill the role of the management team that serves as the primary critic/advisor to the consultants. A coin toss at the beginning of class determines the in-class roles to be fulfilled by these two teams. The winner of the coin toss may elect to serve as either the consultant team or the management team.
Management Team: One team per case will be assigned the role of upper-level management and executives who answer to the Board of Directors (which pursues the best interests of stockholders – long-term profitability for the firm). This group also writes up the case analysis, but serves as the primary critique group during the in-class presentation provided by the consultant team. The management team should be amply satisfied by the solution offered by the consultants and voice concerns of the Board and stockholders when appropriate.
Stakeholders: The remaining teams for each case will serve as the observing stakeholders. These include employees, residents, interest groups, government officials, etc. The participatory responsibilities of this group include the formulation of three insightful questions that the consultant team should be responsible for answering in their presentation. These questions must be e-mailed to me () no later than midnight the day before the case presentation.
For the cases, there is no formal graded component for the in-class roles. However, performance of your in-class responsibilities will be considered in the participation component of the course grade. The case write-up will account for 50 points towards the final grade.
4. Class Participation. Participation will be based on a combination of factors to include: attendance, preparation for class, frequency of participation, quality of participation, organization, and conciseness. Participation will also consist of in-class and team discussion of projects, and in-class case presentations. Students will evaluate the performance of the other students on their team with respect to their contribution and performance on the projects. In addition, students will be responsible for separately evaluating and documenting their own participation in the course. Both sets of evaluations will be submitted in sealed envelopes and must be turned-in by the individual student and not by another team member. I will consider all of these potential inputs in the final evaluation of class participation that accounts for 50 points towards your final grade.
Assignments You are expected to approach each assignment with the professionalism
and Due Dates: required of you in the business world. This is particularly relevant for your interactions with companies and practitioners as part of fulfilling the requirements of this course. Each assignment is due at the beginning of class but may be submitted any time prior to the due date. A 50% penalty will be assessed for submissions within 24 hours after the assignment is due (one day late). A 100% penalty will be assessed for submissions more than 24 hours after the assignment is due. Correct spelling, grammar, and punctuation are expected and will be considered in the grading of all assignments.
Grading The grading scale is guaranteed. You will receive no less than the grade
Scale: listed within the appropriate interval.
Grade / Numeric Range / Quality PointsA / 368-400 points / 4.0
A- / 360-367 points / 3.7
B+ / 352-359 points / 3.3
B / 328-351 points / 3.0
B- / 320-327 points / 2.7
C+ / 312-319 points / 2.3
C / 288-311 points / 2.0
C- / 280-287 points / 1.7
D+ / 272-279 points / 1.3
D / 240-271 points / 1.0
E / 0-239 points / 0.0
ATTENDANCE Class attendance should be considered mandatory; however, I will not
AND TARDINESS: take attendance. I will call on students by name to answer questions, respond to in-class exercises, or to comment on key concepts. Missing these opportunities will result in a reduction in participation points. In-class exercises and participation cannot be made up without a valid medical excuse or bona fide family emergency. If you miss an in-class activity due to tardiness, you will not be able to make up the covered material.
Academic All tests, exercises, and papers are to be your own work. Each
Integrity: team will be held to the same standards as individuals concerning
academic integrity. All tests are to be individual work with no discussion or collaboration with others permitted. In-class assignments may be either individual or group work as directed by the instructor. Students are expected to adhere to the code of conduct as outlined in the university catalog. Any incidents of academic misconduct such as cheating, plagiarism, copying others’ work, etc., will result in zero points being awarded for the assigned work or exam. Breaches of academic integrity may also result in other action being taken by the university.
The Fisher Honor Statement:
As a member of the Fisher College of Business community, I am personally committed to the highest standards of ethical behavior. Honesty and integrity are the foundation from which I will measure my actions. I will hold myself accountable to adhere to these standards. As a leader in the community and business environment, I will pledge to live by these principles and celebrate those who share these ideals.
Americans If you have a disability, as defined by the Americans with Disabilities Act
with (ADA), which requires classroom accommodation or auxiliary aids, please
Disabilities inform me of your needs during the first week of class so that I can take
Act: appropriate action.
COURSE The schedule, policies, and assignments contained in this course syllabus
DISCLAIMER: are subject to change in the event of extenuating circumstances, class progress, or by mutual agreement between the instructor and the students.
Other: All cellular phones and other electronic communication devices are to be turned off during class.
OUTSIDE There are several ways in which you can enhance your experience in the
ACTIVITIES: course. Fisher has an outstanding operations and logistics student organization (OLMA) that provides opportunities for learning more about logistics in an enjoyable social environment. The OLMA will be holding meetings several times throughout the quarter. I will announce meeting dates, times, and locations. For more information you may reference the OLMA website at: http://groups.cob.ohio-state.edu/olma/. In addition, the Columbus Roundtable of Council of Supply Chain Management Professionals (CSCMP) will be holding events throughout the quarter. CSCMP is the leading professional organization for logistics. For details on their upcoming events you may reference their website at: http://www.columbusroundtable.org/.
CLASS SCHEDULE:
Date Topic Reading(s) Assignment(s)
September 24: The Role of Logistics 1
29: Supply Chain Management 2, 3, 4
October 1: Developing and Implementing
Customer Service Strategies
Army Crew Case
Links Introduction 5, 6, 7, 8
6: Links Team Building
8: Logistics Network Modeling and
Forecasting
Guest Speaker: John Saldanha
13: Inventory Management 9, 10 Links Decision 1
15: Logistics Information and Materials
Management 11, 12, 13, 14
20: Transportation Management Concepts 15, 16, 17 Links Decision 2
22: Guest Speaker: Dr. Rod Franklin
Kuehne-Nagel
27: Managing Supplier Relationships 18, 19, 20 Links Decision 3
29: Logistics System Resiliency 21, 22
November 3: MID-TERM EXAM Links Decision 4
5: Warehouse Management Concepts 23, 24
10: Lean Logistics Links Decision 5
12: Reverse Logistics Concepts
HP Case 25, 26
17: Logistics Outsourcing
Exel plc Case* 27, 28 Links Decision 6
19: Global Logistics
M&S and Zara Case* 29, 30, 31
24: Logistics Strategy
Bose Case* 32, 33, 34
26: Links Presentation Prep
December 1: Links Presentations
3: Links Presentations
10: FINAL EXAM – 9:30 AM to 11:18 AM
* Case eligible for team analysis.
# Please note that all Links Decisions are due at 5 PM on the specified date.
READING LIST:
The Role of Logistics
1. Strategic Logistics Management, Chapter 1.
Supply Chain Management
2. Strategic Logistics Management, Chapter 2.
3. Lambert, Douglas M., “AN EXECUTIVE SUMMARY OF SUPPLY CHAIN MANAGEMENT: PROCESSES, PARTNERSHIPS, PERFORMANCE”
4. Lee, Hau, THE TRIPLE-A SUPPLY CHAIN,” Harvard Business Review, October 2004, Vol. 82, No. 10, pp. 102-112.
Developing and Implementing Customer Service Strategies
5. Strategic Logistics Management, Chapter 3.
6. Army Crew Case: UniPrint Case Packet
7. Links Participant Manual: http://www.links-simulations.com/SC/manualSC.pdf
8. Saffo, Paul, “SIX RULES FOR EFFECTIVE FORECASTING,” Harvard Business Review, July/August 2007, Vol. 85, No. 7/8, pp. 122-131.
Inventory Management Concepts
9. Strategic Logistics Management, Chapter 5.
10. Strategic Logistics Management, Chapter 6.
Logistics Information and Materials Management
11. Strategic Logistics Management, Chapter 4.
12. Strategic Logistics Management, Chapter 7.
13. Ferdows, Kasra, Michael A. Lewis, and Jose A.D. Machuca, “RAPID-FIRE FULFILLMENT,” Harvard Business Review, November 2004, Vol. 82, No. 11, pp. 104-110.