COURSE BASC 523: Supply Chain Management Course Outline

Transcription

1 COURSE GOALS This course will expose students to the challenges involved in managing supply chains and understand the complexity of inter-firm and intra-firm coordination. LEARNING OBJECTIVES Students will be able to Analyze total system costs in supply chains Know when and how to use various forecasting techniques Compute tradeoffs between cost and responsiveness in supply chains Understand the role of logistics in supply chains Construct and solve supply chain models in Excel ASSESSMENT SUMMARY The mark in BASC 523 will come from: Two group case memos 40% Two individual case memos 30% One individual case analysis/exam 10% Performance on supply chain game 10% Class Participation 10% (there is no final exam) PROGRAM GOALS (Check those that apply) MBA Critical & Analytical Thinking Integration Communication Ethics & Social Responsibility - 1 -

2 COURSE INFORMATION Division: Operations and Logistics Term/period: Period 4 of MBA program Instructor: Tom McCormick Teaching Assistant: (none) tom.mccormick@sauder.ubc.ca Phone: Phone: Office hours: by appointment Office hours: Office: HA 474 Section number: 1 Class meeting times: Tue-Thu Course duration: 26 Feb to 2 Apr Classroom location: DL 125 Pre-requisites: Integrated Foundation Tutorials / labs: none Course website: UBC Connect BRIEF COURSE DESCRIPTION A firm s supply chain consists of all operational processes that create value for the firm. Supply chain management therefore involves the coordination of multiple value-creating processes that typically fragmented and dispersed across organizational and national boundaries. This fragmentation creates opportunities (e.g. lower costs) but also challenges (e.g. longer lead times). Firms therefore need to find a way to exploit the benefits provided by fragmented supply chains, while making sure that the challenges are managed effectively. This course will expose students to the challenges involved in managing supply chains and understand the complexity of inter-firm and intra-firm coordination. In addition to the basic challenges and trade-offs associated with reducing costs and increasing responsiveness, we will also discuss other supply chain issues such as sourcing and the need for greater transparency in supply chains. We will also discuss the relationship between supply chain management and sustainability. The goal of the course is to develop a framework to address a variety of supply chain management challenges. COURSE MATERIALS & REQUIREMENTS Reading Materials: There is no textbook, but the readings packages include relevant excerpts from various sources. The lecture notes will be posted on the class website before each class. Required readings: The required readings for each class are noted in the below, and are included in the course package or in the ereserve BASC 523 page available through the Library. Optional readings: Optional readings are included in the ereserve BASC 523 page available through the Library. Other readings (usually from the business press or newspapers) will be made available through on-line access. Links to access these optional readings will be announced on the class website as they are posted

3 Other Learning Resources: The BASC 523 ereserve Library page, and the Connect website. Technology Requirements: Some class activities require a laptop. Activity Fees: We will play the Harvard Global Supply Chain Simulation game in class, which will require a fee. The readings fall into three categories: 1. Absolutely required (in bold font on syllabus below), since students will be cold-called in class to answer questions about them: Outcome Driven Supply Chains article Coordination: An Overview article SCM Hong Kong Style article Making Supply Meet Demand in an Uncertain World Wal-Mart Sustainability case 2. Semi-required: there will not be formal discussion questions and cold-calling (in normal font on syllabus below): Bullwhip Effect article What is the right supply chain for your products? Article Aligning Incentives article Strategic Sourcing article SC Transparency article 3. Totally optional, but enriching. Materials might be posted on the Connect website. ASSESSMENT Student learning will be assessed through two group case memos (Barilla, Sport Obermeyer), two individual case memos (Excel and Haus Mart, Bergerac), one individual case analysis/exam (Hamptonshire), and performance on the Global Supply Chain Simulation game. The marks in BASC 523 will be allocated like this: Two group case memos 40% Two individual case memos 30% One individual case analysis/exam 10% Performance on supply chain game 10% Class Participation 10% (there is no final exam) - 3 -

4 SCHEDULE WEEK # CLASS TOPICS ACTIVITIES / READINGS WHAT S DUE Tue, 26 Feb Class 1 Course overview Introduction to Supply Chains Beer Game set-up Outcome Driven Supply Chains Bring laptops Thu, 28 Feb Class 2 Tue, 5 Mar Class 3 Thu, 7 Mar Class 4 Tue, 12 Mar Class 5 Thu, 14 Mar Class 6 Beer Game Bring laptops In class exercise debrief Managing an efficient supply chain Case: Barilla Forecasting Inventory management Total cost analysis in supply chains Managing a responsive supply chain Case: Sport Obermeyer Supply chain coordination Incentives, contracts and antitrust Bullwhip effect What is the right supply chain for your products? Coordination: An Overview (in course pack) Aligning Incentives Barilla (group analysis) Sport Obermeyer (group analysis) Tue, 19 Mar Class 7 Supply chain coordination Case: Exel and Haus Mart SCM Hong Kong Style Haus Mart (individual memo) Thu, 21 Mar Class 8 Sourcing: Make or buy Case: Bergerac Supply chain game set-up Strategic Sourcing Bergerac (individual memo) Tue, 26 Mar Class 9 Supply chain game Making Supply Meet Demand in an Uncertain World Thu, 28 Mar Class 10 SC game debrief Supply chain transparency and sustainability Course wrap-up SC Transparency Wal-Mart Sustainability case Supply chain game report AND 2 minute presentation on Wal- Mart Sustainability case - 4 -

5 TEACHING & LEARNING ACTIVITIES The classes will revolve around discussing the material in the notes, in the readings, and several cases. Students are expected to have read the readings and the cases and come to class prepared to answer questions about the readings and the cases. In addition, students are expected to be able to relate the material presented in class to their prior business experience if called upon to do so