FISHER COLLEGE OF BUSINESS
DEPARTMENT OF MARKETING AND LOGISTICS
COURSE SYLLABUS
Term: Spring 2011
Course TITLE: BUS M&L 880, Logistics Management
Course TIME/ Monday and Wednesday – 1:30 PM to 3:18 PM / Gerlach Hall, 315
PLACES: Monday and Wednesday – 6:00 PM to 7:48 PM / Gerlach Hall, 375
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 Course materials including cases, PowerPoint slides, assignments and
MATERIALS: outside readings will be available either from Carmen, Business Source Complete, Harvard Business School Publishing (http://cb.hbsp.harvard.edu/cb/access/8944097) or as class handouts.
ADDITIONAL While a formal textbook is not required for the course, several
MATERIALS: introductory logistics management textbooks will be put on reserve in Thompson Library to serve as resources for the course. If you desire to purchase one for personal use, please see me for some recommendations. In addition, a reading list will be provided that utilizes free on-line resources.
Course To provide a review and expanded understanding of the key logistics
Objective: concepts and issues affecting the decisions made in the movement and storage of goods. 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 for making effective and efficient logistics decisions.
COURSE The course will be conducted primarily through the case method.
FORMAT: However, guest lectures, two simulation exercises and other teaching methods will also be used. 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 material. Students will also be expected to actively participate in all team projects, exercises and case discussions.
GRADING: Grades will be based upon performance on the following:
Assignment /Points
Team Written Case Analysis / 50Case Quizzes / 70
Links Simulation Performance / 100
Links Simulation Report / Presentation / 50
Global Simulation Report / 30
Team and Class Participation / 50
Final Exam / 50
TOTAL
/ 4001. Written Case Analysis. Each student team will complete a single written case analysis during the quarter. Only the final six 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 five cases in the course, each student team will assume one of three possible roles:
Consultants: These teams are 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 at least 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(s) will fulfill the role of the management team that serves as the primary critic/advisor to the consultants. A coin toss or other selection method at the beginning of class determines the in-class roles.
Management Team: Based on the in class selection, the remaining team(s) 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). These groups also write up the case analysis, but serve as the primary critique group(s) during the in-class presentation provided by the consultant team. The management team(s) 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 (three questions for each group) must be submitted to me no later than midnight the day before the case discussion.
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.
2. Case Quizzes. We will be discussing 9 cases during the quarter. Detailed preparation is required for each case. This is exceedingly important to create the proper environment in this discussion-based course. Rather than have a mid-term exam, we will have short quizzes before each case discussion on the facts of the assigned case and any assigned readings related to the case topic. The top 7 of 9 scores will be counted towards your final grade. The case quizzes will account for 70 points towards the final grade.
3. LINKS Simulation Performance. One of the primary learning tools for this course is a web-based global business logistics simulation. The objective of this simulation is to gain an understanding of how logistics decisions 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. Each student team will be required to submit decisions online during eight decision periods as listed in the syllabus schedule. Decisions must be submitted by the appropriate time 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 or for input mistakes. 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. The team performance accounts for 100 points towards the final grade.
4. LINKS Simulation Report / Presentation. Each LINKS team will make a presentation and turn in a report regarding their strategy, performance, and lessons learned from the LINKS simulation. Each team will make a presentation directly to the CEO (me). This meeting will be individually scheduled with the CEO between the last LINKS decision and the final day of classes. Each presentation will last 30 minutes and materials will be distributed during class regarding deliverables and points of evaluation. The LINKS report and presentation will account for 50 points (25 points for each) towards your final grade. Additional details will be provided in class regarding the expectations for these deliverables.
5. Global Simulation Report. Students will form teams of two to complete a global supply chain simulation during the course. Each team will turn in a report that addresses the following questions:
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 six pages – double-spaced, 12-point font, 1 inch margins). The report will account for 30 points towards your final grade.
6. Team and 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.
7. Final Exam. There will be a final exam in the course that will be an applied assignment that builds upon concepts and material discussed throughout the quarter. Additional details will be provided in class regarding the format and timing of the final exam. The final exam will account 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 a key part of this course.
AND TARDINESS: 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 case analyses, exercises, and papers are to be your own work. Each
Integrity: team will be held to the same standards as individuals concerning
academic integrity. 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.
OUTSIDE There are several ways in which you can enhance your experience in the
ACTIVITIES: course. Fisher has a student organization (OLMA) that provides opportunities for learning more about operations and 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. You might also consider attending some of the programs offered by our undergraduate student group. For more information you may reference their website at: http://osutla.com/. 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/.
TENTATIVE CLASS SCHEDULE:
Date Topic LINKS Assignment
March 28: Course and LINKS Introduction Read LINKS Manual 30: Logistics and Supply Chain Management
April 4: Teamwork for Logistics Decision Making: LINKS Team Formation
Henry Tam and the MGI Team Case
6: Retail Logistics
Aldi Case
11: Green Logistics and Sustainability LINKS Strategy Statement
McDonald’s Corporation: Managing the
Sustainable Supply Chain Case
13: Logistics Strategy Formation in Practice:
Greg Javor – Starbucks
18: Inventory Management in Practice: LINKS Decision 1
Christophe Le Barbier – The Limited
20: Transportation Management:
Powell Logistics Inc. Case
Erika Roberts – LeanCor
25: Global Supply Chain Simulation LINKS Decision 2
Meet in SB 219 27: Global Supply Chain Simulation
Meet in SB 219
May 2: Global Logistics in Practice: LINKS Decision 3