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2017/2018  KAN-CCMVV5012U  Sustainable Management of Global Operations and Supply Chain

English Title
Sustainable Management of Global Operations and Supply Chain

Course information
Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course Third Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Juliana Hsuan - Department of Operations Management (OM)
Please find contact information for Student Hub, student Guidiance Services etc. on My.cbs.dk
Main academic disciplines
  • Globalization and international business
  • Innovation
  • Supply chain management and logistics
Last updated on 03-03-2017

Relevant links
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors:
  • 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.
Examination
Sustainable Management of Global Operations and Supply Chain:
Exam ECTS 7,5
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 Individual oral exam based on written group product
Number of people in the group 2-4
Size of written product Max. 20 pages
Definition of number of pages:
Groups of
2 students 10 pages max.
3 students 15 pages max
4 students 20 pages max

Note that the exam is a group exam. If you are not able to find a group yourself, you have to address the course coordinator who will place you in a group.

Students who wish to have an individual exam might be able to write a term paper in the course. Please see the cand.merc. rules for term papers for more information.
Assignment type Project
Duration
Written product to be submitted on specified date and time.
15 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 Spring
Make-up exam/re-exam
Same examination form as the ordinary exam
Re-take exam is to be based on the same report as the ordinary exam:

* if a student is absent from the oral exam due to documented illness but has handed in the written group product she/he does not have to submit a new product for the re-take.

* if a whole group fails the oral exam they must hand in a revised product for the re-take

* if one student in the group fails the oral exam, the course coordinator can choose whether the student can have the oral exam on the basis of the same product or whether the student has to hand in a revised product for the re- take.
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 a firm's supply chain, its daily operations, and strategic implications for competitiveness 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 and qualitative 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.
Feedback during the teaching period
On-going project feedback is given in class through workshops.
Student workload
Preparation 170 hours
Lectures 33 hours
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.

 

Hsuan. J., Skjøtt‐Larsen, T., Kinra, A., and Kotzab, H. (2015) Managing the Global Supply Chain. 4th Edition, Copenhagen Business School Press.


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.

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

Prockl, G., Pflaum, A. and Kotzab, H. (2012) “3PL factories or lernstatts? Value‐creationmodels for 3PL service providers”, International Journal of Physical Distribution & Logistics Management, 42(6), 544-561.

Voss, C.A. and Hsuan, J. (2009) “Service architecture and modularity”, Decision Sciences, 40(3), 541‐569.
Last updated on 03-03-2017