M&L 7383 SUPPLY CHAIN MANAGEMENT
AUTUMN 2016 – Session 2
A. Michael Knemeyer, Ph.D.
Time: Wednesday:6:15 – 9:30 pm Location:Gerlach 315
Office: / 548 Fisher HallPhone: / 614-292-2507
Cell:
Twitter:
Skype: / 937-532-3036
@amknemeyer
amknemeyer
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Office Hours: / 1:00 to 2:30 PM MWF or by appointment
COURSE DESCRIPTION
There is a great deal of confusion regarding exactly what supply chain management involves. In fact, many people using the name supply chain management treat it as a synonym for logistics or purchasing or operations. The most common view is that supply chain management is a combination of these three functions. However, successful supply chain management requires cross-functional integration of key business processes within the firm and across the network of firms that comprise the supply chain. The challenge is to determine how to successfully accomplish this integration. The distinction between logistics and supply chain management is identified and a framework for supply chain management is presented. The course will describe key aspects of each of the eight supply chain processes as well as introduce tools and techniques that can support implementation of the framework.
The teaching method will be a combination of lecture, class discussions on assigned topics, a simulation, individualized project and cases.
TEXT AND READINGS
- The textbook for this course is Supply Chain Management: Processes, Partnerships, Performance, 4thEdition - 2014,Douglas M. Lambert, Editor. ISBN 978-0-9759949-9-3, Publisher $110 (Order directly from publisher at Coupon Code: OSU-student) or Bookstore (OSU Bookstore; $145
- There is also a simulation available electronically from Harvard Business School Press as well as readings that will be handed out in class or accessed on-line through Business Source Complete.
COURSE OBJECTIVES
The objectives of this course are to provide the student with:
- An understanding of the primary differences between logistics, operations and supply chain management.
2. An understanding of the essential processes of supply chain management and their interrelationships within individual companies and across the supply chain.
3.An understanding of tools and techniques useful in implementing supply chain management.
4. An understanding of how supply chain management affects the financial performance of the firm, its customers and its suppliers.
Individualized Learning Project
Given the nature of the course, students will be looking to achieve a variety of outcomes related to course material. As such, I will work with an individual student or a small group (no more than 3 people) to develop an individualized learning project that allows students to dig deeper into a specific aspect of supply chain management that they are most interested in exploring over the course of the session. The deliverable for this assignment will be an audio PowerPoint presentation or video that lasts no longer than 15 minutes and reports back to the class the results of your deeper dive into a particular supply chain topic. These presentations or videos will be made available to other members of the class to review and learn from their content. Submission is due by midnight on December 2. The project will account for 20% of your final grade.
GLOBAL SIMULATION REPORT
Students will form teams (2 to 3 people) to complete a global supply chain simulation during the course. Each team will submit a report that addresses the following questions in the appropriate CARMEN dropbox:
a) How did you think about which options to choose?
b) What did you use for your forecast?
c) How did you decide which suppliers to use?
d) How did you go about setting initial production levels?
e) How did you decide whether to issue production change orders?
f) How did you decide whether or not to invest in the Celldex show?
g) What are your takeaways from the simulation?
The report should address each of these questions (no more than ten pages – double-spaced, 12-point font, 1 inch margins). Write-up is due prior to class on Wednesday, November 16. The simulation report will account for 15% of your final grade.
APPLIED SUPPLY CHAIN CONSULTING PROJECT
Students will form teams (3 to 4 people) complete an applied supply chain consulting project during the session. The deliverables will include a white paper reviewing team recommendations for the client as well as a brief in-class presentation. Deliverables for this project are due by noon on Wednesday, December 7. The applied project will account for 25% of your final grade.
CLASS CONTRIBUTION
Actively and meaningfully participating across all aspects of the course is an expectation. Students will be evaluated on their contribution to class discussion, team projects and on-line discussion boards. The goal of the on-line discussions are to provide students an opportunity to reflect on the ideas described in the course as well as the ideas expressed by other students, and then to write about what they think, know and reason from those ideas. There will be multiple discussion questions posed during the course. The board for each topic will be open for one week. The class contribution will account for 15% of your final grade.
FINAL EXAM
A take-home final exam will be given at the end of the course. The exam will consist of an applied case question that requires the student to make connections between the information provided in course readings, lectures, speakers, presentations, and other class assignments. The Take Home Exam is due by midnight on 12/7. The final exam will account for 25% of your final grade.
GRADING
Individualized Learning Project20%
Global SC Simulation Report15%
Applied SC Consulting Project25%
Class Contribution15%
Final Exam25%
TOTAL100%
PLEASE NOTE
1.A make-up exam will not automatically be provided. In order to miss the examwithout penalty, approval must be obtained at least 48 hours prior to the time of the exam.
2.Modification of class sessions may be made as the course progresses or to take advantage of outside speakers.
3.Late assignments will not be accepted.
BUS M&L 7383 COURSE SCHEDULE (AUTUMN 2016-Session 2)
DATE / SUBJECT / READINGSWednesday, October 19 / Supply Chain Management: Course Introduction and Goals;and Customer Relationship Management / # 1, 2
Wednesday, October 26 / Applied Supply Chain Consulting Project; Supplier Relationship Management;and Customer Service Management / #3, 4
Wednesday, November2 / Guest Speaker: Nestle (6:15 pm to 7:15 pm)
Wednesday, November 9 / Order Fulfillment; Demand Management; and Manufacturing Flow Management / #5, 6, 7, 8
Wednesday, November 16 / Product Development & Commercialization; Returns Management; and Global SC Simulation Debrief / # 9, 10, 11
Wednesday, November 23 / No Class
Wednesday, November 30 / Implementing and Sustaining the Supply Chain Management Processes; Supply Chain Risk Management; and Building High Performance Business Relationships / # 12, 13, 14, 15, 16, 17
Wednesday, December 7 / Applied Supply Chain Consulting Project Presentations
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M&L 7383, Autumn 2016 – Session 2
Reading List
Supply Chain Management: Course Introduction and Goals and Customer Relationship Management
1. Supply Chain Management: Processes, Partnerships, Performance,Chapter 1.
2. Supply Chain Management: Processes, Partnerships, Performance, Chapter 2.
Applied Supply Chain Consulting Project; Supplier Relationship Management; andCustomer Service Management
3. Supply Chain Management: Processes, Partnerships, Performance,Chapter 3
4. Supply Chain Management: Processes, Partnerships, Performance,Chapter 4.
Order Fulfillment; Demand Management; andManufacturing Flow Management and Global Supply Chain Simulation De-brief
5. Supply Chain Management: Processes, Partnerships, Performance,Chapter 6.
6. Staple Yourself to an Order – Benson Shapiro, Rangan Kasturi and John Sviokla. Harvard Business Review, Vol. 82, No. 7/8, pp. 162-171.
7. Supply Chain Management: Processes, Partnerships, Performance,Chapter 5.
8. Supply Chain Management: Processes, Partnerships, Performance,Chapter 7.
Product Development Commercialization; Returns Management; and Global SC Simulation Report
9. Supply Chain Management: Processes, Partnerships, Performance,Chapter 8.
10. Supply Chain Management: Processes, Partnerships, Performance,Chapter 9.
11. Global SC Simulation
Implementing & Sustaining the Supply Chain Management Processes; Supply Chain Risk Management; and Building High Performance Business Relationships
12. Supply Chain Management: Processes, Partnerships, Performance,Chapter 13.
13. Supply Chain Management: Processes, Partnerships, Performance,Chapter 18.
14. Supply Chain Management: Processes, Partnerships, Performance,Chapter 15.
15. Supply Chain Management: Processes, Partnerships, Performance,Chapter 16.
16. Douglas M. Lambert and A. Michael Knemeyer, “We’re in This Together,” Harvard Business Review, Vol. 82, No. 12 (2004), pp. 114-122.
17. PhilipKotter, “leading change: why transformation efforts fail,” Harvard Business Review, Vol. 85, No. 1 (2007), pp. 96-103.
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