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2013/2014  KAN-CCMVV1692U  Operations and Supply Chain Management

English Title
Operations and Supply Chain Management

Course information

Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Course period Spring, Third Quarter
Changes in course schedule may occur
Tuesday 08.00-11.30, week 5-11
Tuesday 08.00-12.25, week 12
Time Table Please see course schedule at e-Campus
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Juliana Hsuan - Department of Operations Management (OM)
Administration: Mette Kierkegaard - mki.om@cbs.dk
Main academic disciplines
  • Management
  • Supply Chain Management and Logistics
  • Economics, macro economics and managerial economics
Last updated on 08-04-2014
Learning objectives
  • Discuss Operations an Supply Chain Management and the different parts it consists of, as a field of expertise
  • Compare and compare theories, tools, concepts and methodologies of Operations and Supply Chain Management and their applications
  • Analyze concrete issues of Operations and Supply Chain Management in firms and suggest solutions to these issues
  • Define the scope and limitations of Operations and Supply Chain Management in relation to related fields within firms
  • Apply and combine theories, tools, concepts, and methodologies to solve concrete problems faced by companies
Course prerequisites
The student should be well acquainted with basic statistics and economics theories. Furthermore, the course is closed for Cand.merc. SCM and IMM students.
Individual oral exam based on a miniproject (individual or group):
Examination form Oral exam based on written product

In order to participate in the oral exam, the written product must be handed in before the oral exam; by the set deadline. The grade is based on an overall assessment of the written product and the individual oral performance.
Individual or group exam Group exam, max. 4 students in the group
Size of written product Max. 10 pages
Assignment type Project
Written product to be submitted on specified date and time.
20 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Grading scale 7-step scale
Examiner(s) Internal examiner and second internal examiner
Exam period May/June
Make-up exam/re-exam
Same examination form as the ordinary exam
Course content and structure

The course focuses upon typical problems in manufacturing and service companies. During a series of seminars, the complexity of the management of daily operations and their strategic implications for competitive advantages of the firm in the long term will be explored, analyzed and discussed. The course does not concentrate on a single issue, but discusses various themes and problems. Strategic as well as operational managerial activities will be analysed.

Management of Operations and Supply Chains is oriented towards examining the configurations of interrelations between strategy and organization, and the supporting activities and technologies that make them work on a day to day basis. In order to deliver optimal solutions to the customers (be business-to-business and/or business-to-consumer) the scope of operations and supply chain management spans the entire set of internal and external processes.

The course’s development of personal competences:

The course will aid in the development of students’s ability to articulate theories as well as to use tools and methods to solve real problems in Operations and Supply Chain Management for organizations. 

Teaching methods
The course builds on both conceptual frameworks for Operations and Supply Chain Management as well as quantitative tools and techniques for solving operations problems. The course will consist of lectures, case discussions and workshops. Active preparation and participation are expected from the students.
Further Information

This course is offered in collaboration with Faculty of Life Sciences at Copenhagen University.

Expected literature

Gobbi, C. (2011) "Designing the reverse supply chain: the impact of the product residual value", International Journal of Physical Distribution & Logistics Management, 41(8), 768–796.

Halldorsson A., Kotzab, H., Mikkola, J.H. and Skjøtt‐Larsen, T. (2007) “Complementary theories to Supply Chain Management”, Supply Chain Management: An International Journal, 12(4), 284‐296.

Holweg, M. (2005) “The three dimensions of responsiveness”, International Journal of Operations & Production Management, 25(7), 603‐622.

Mangelsdorf, D. (1999) “Evolution from quality management to an integrative management system based on TQM and its impact on the profession of quality managers in industry”, The TQM Magazine, 11(6), 419‐424.

Mikkola, J.H. (2003) “Modularity, component outsourcing, and inter‐firm learning”, R&D Management, 33(4), 439‐454.

Mikkola, J.H. and Skjøtt‐Larsen, T. (2004) “Mass customization, postponement, and modularization strategies in shaping supply chains”, Production Planning & Control, Special issue on mass customization, 15(4), 352‐361.

Skjøtt‐Larsen, T., Schary, P., Mikkola, J.H. and Kotzab, H. (2007) Managing the Global Supply Chain. 3rd Edition, Copenhagen Business School Press.

Paton, S., Clegg, B., Hsuan, J. and Pilkington, A. (2011) Operations Management. 1st Edition. McGraw‐Hill.

Prockl, G., Pflaum, A. and Kotzab, H. (forthcoming) “3PL factories or lernstatts? Value‐creationmodels for 3PL service providers”, International Journal of Physical Distribution & Logistics Management.

Voss, C.A. and Hsuan, J. (2009) “Service architecture and modularity”, Decision Sciences, 40(3), 541‐569.

Last updated on 08-04-2014