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2013/2014  KAN-CM_T68  International Logistics Management

English Title
International Logistics Management

Course information

Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Course period Autumn, First Quarter
Changes in course schedule may occur
Tuesday 09.50-12.25, week 36-41
Thursday 13.30-16.05, 35,36, 37,39,41
Time Table Please see course schedule at e-Campus
Max. participants 80
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Course coordinator
    Aseem Kinra - Department of Operations Management (OM)
Administration: Malindi Wilks - maw.om@cbs.dk
Main academic disciplines
  • Globalization, International Business, markets and studies
  • Management
  • Supply Chain Management and Logistics
  • Organization
  • Corporate and Business Strategy
Last updated on 29-05-2013
Learning objectives
Upon course completion, the individual student should be able to demonstrate knowledge on the different supply chain functions, activities and processes in a global environment, while at the same time being able to relate to the broader supply chain design and management issues. The goals of this course in relation to what the students will achieve on completion are that students:
  • can identify and illustrate the basic flows and problems that logistics and supply chain management solve in an international environment
  • can enumerate, describe and offer remedy for different conditions that set the context for managing the global supply chain e.g. risk and sustainability
  • can enumerate and describe the different processes, activities and considerations with respect to each supply chain function e.g. procurement, production, logistics and distribution
  • can identify and contrast the different strategies that are applicable in the design of supply chains
  • can reflect on the most prominent theories and dilemmas in international logistics and SCM
Course prerequisites
This is a CEMS accredited course. It can be followed by master level and exchange students. The course is closed for students already enrolled in the cand.merc. SCM line at CBS.
International Logistics Management:
Examination form Oral Exam
Individual or group exam Individual
Duration 20 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Preparation time No preparation
Grading scale 7-step scale
Examiner(s) Internal examiner and second internal examiner
Exam period Autumn Term and October, Week 43
Aids allowed to bring to the exam Closed Book
Make-up exam/re-exam
Same examination form as the ordinary exam
Course content and structure

An increasing level of internationalization has moved the focus from national to international logistics and other value chain activities. On the supply side, local or domestic suppliers have been replaced by a complicated pattern of international sourcing. The organization and management of production processes has changed into more flexible and specialized forms. New inter-organizational relationships between firms in vertical systems are emerging. On the demand side international markets have become more important, and many companies are reconfiguring their international logistics systems. International competition has forced companies to be both market/customer oriented and cost effective at the same time. Mass customization, flexibility and time compression are keywords in this development.

The scope of the supply chain spans the entire set of organizations from the procurement of materials and product components to delivery of the finished product to the end consumer.  In a global context this means that sourcing, production and distribution have to take into account differences and similarities between various markets. This includes transport systems, distribution channels, communication systems, competition, and technology. Both logistics and supply chain management are key within these developments. While scm focusses on the design of various flows (e.g. flows of goods, information and nominal goods) between a point of origin and a point of consumption, logistics helps to solve specific connection problems. Both resolve problems that can refer to technical as well as organizational issues, depending on the level of analysis.

The aim of the course is to give students knowledge and understanding of the global supply chain in a dynamic, international environment, and to enable students to analyze and evaluate alternative ways of organizing and managing its value networks and systems. The course will focus on concepts, structures, network relationships and processes in global logistics and supply chain management. The typical problems, which occur in these networks, are challenging potential thesis topics of theoretical and practical interest. Supply Chains and logistics networks pose transaction cost, resource allocation, network design and flow optimization decisions.


Some of the central issues of the course are:

- The concepts of logistics and supply chain management

- Structuring the global supply chain

- Inter-organizational relationships in the global supply chain

- Development of global supplier strategies and networks

- Logistics information systems and standard applications

- Third party logistics

- Logistics excellence as a competitive strategy

Teaching methods
The course includes dialogue lectures, case-based teaching, simulation games, in-class assignments and guest speakers. Students are encouraged to participate in group discussion and presentation, and to develop their overall analytical skills.
Expected literature
Text book: Skjøtt-Larsen, T., Schary, P.B., Mikkola, J.H. and Kotzab, H. (2007), Managing the Global Supply Chain. 3nd edition. Copenhagen Business School Press, Copenhagen 2007. 

Additional readings in the form of articles and cases will be assigned during the course.
Indicative reading list
Kopczak, L. R. and Johnson, M. Eric (2003): The Supply-Chain management effect. MIT Sloan Management Review, Vol. 44, No. 3, pp. 27-34.
Mentzer, T., de Witt, W. Keebler, J., Min, S., Nix, N., Smith, C. & Zacharia, Z. (2001): Defining supply chain management. Journal of Business Logistics, Vol. 22, No. 2, pp. 1-26.
Manuj, Ila and John T. Mentzer (2008). “Global Supply Chain Risk Management,” Journal of Business Logistics, Vol. 29, No. 1, pp. 133-155.
Lee H. L., Padmanabhan, V. & Wang, S. (1997): The Bullwhip Effect in Supply Chains Sloan Management Review, Vol. 38, No. 3, pp. 93-102
Holweg, M. (2002): The genealogy of lean production, in: Journal of Operations Management, Vol. 25, No. 2, pp. 420-437.
Sampson, S.E. & C.M. Froehle (2006): "Foundations and implications of a proposed Unified Services Theory". Production and Operations Management, Vol. 15, No. 2, pp. 329–343.
Carter, Craig; Rogers, Dale (2008): A framework of sustainable supply chain management: moving toward new theory, in: International Journal of Physical Distribution & Logistics Management, Vol 38, No 5, pp. 360-387.
Fisher, M. (1997): What is the Right Supply Chain for Your Product. Harvard Business Review, Vol. 75, No.2, pp. 105-116.
Pagh, J. D. & Cooper, M.C. (1998) Supply Chain Postponement and speculation strategies: How to choose the right strategy. Journal of Business Logistics.19 (2) pp. 13-34.
Christopher, M., Peck, H. and Towill, D. (2006), “A taxonomy for selecting global supply chain strategies”, The International Journal of Logistics Management, Vol. 17, No. 2, pp. 277-287.
Last updated on 29-05-2013