The elite module focuses on the fundamental theories of the Supply Chain Management concept and its practical application within and between firms. There is a special focus on the implementation of IT-driven business processes that have a positive impact on customer orientation and relationships between actors in a network of companies. The module focuses on the integration and synchronization of IT-driven business processes. The aim is to support and harmonize the flow of goods based on demand-driven information from all actors who are involved in the supply chain. Decision areas relate to the strategic, tactical and operational levels in relation to supply chain design, structures and processes.

The elite module consists of four courses each equivalent to 7.5 ECTS, namely 'Information Management in the Supply Chain',' Supply Chain Modelling and Managerial Information Technologies ', 'Demand Management and the configuration of demand-driven value chain ' and 'Supply Chain Process Reengineering’.

‘Information Management in the Supply Chain’: With the rapid spread of the standard IT solutions that cover the entire businesses and entire supply chains, it is the focal firm's challenge to ensure that these solutions are optimized. The course will show how Information management and the information technology perspective can be put in relation to the various challenges in supply chains. It discusses how information technology can contribute to the optimization of supply chains and how sustainable competitive advantage can be achieved. The role of the Internet in supply chain management and operations management are introduced and discussed. ERP Systems will be introduced through description and discussions.

‘Supply Chain Modelling and Managerial Information Technologies’discusses how a supply chain can be designed and managed by managerial technologies like standard software, ERP and SCM software packages as well as other transactional and analytical IT. The discussion will include how IT systems can analyze corporate databases for developing plans for redesigning existing supply chains and to operate them more efficiently. Economic optimization models, which are based on companies’ decision options, goals and resource constraints, play thereby a major role. These models will provide managers with insights into effective execution (Order Fulfilment), advanced planning, improved decision making for production planning and control as well as Supply Chain Event Management. In order to fully exploit the power of economic optimization, it is necessary to know about the integration of optimization models in software packages.

‘Demand Management and the Configuration of Demand-driven Value Chains’: Demand-driven supply networks will be developed which provide the path to real customer focus. To have a “demand-driven” supply chain requires an immediate sensing of customer demand and an immediate response from the chain to get the required products to the right customers. The course focuses on the synchronization of supply and demand by balancing push and pull-planning processes. Replenishment and production processes are based on actual demand which then have consequences for the supply chain design which can continuously change. Other topics discusses refer to real-time planning and forecasting, and monitoring of the supply chain processes within the extended supply chain.

'Supply Chain Process Reengineering’:The challenge of a company is to create innovative new opportunities where the value in the supply chain is driven by the information used to create competitive advantages through differentiation. This means that companies must be able to handle the changes required to implement sophisticated business processes as SCM in a technical, social and cultural perspective. In 'Supply Chain Process Reengineering', the students gain skills that enable them to act as project managers for the implementation of advanced information systems that include several of the company's internal functions and external partners in a supply chain perspective.

The course’s development of personal competences:
Students will gain specific skills that will enable them to solve procurement, production and distribution problems. The elite module includes two learning perspectives: a) the academic / theoretical and b) the practical , which will enable students to develop rigorous solutions to relevant problems.
Elite module is more challenging and demanding because of its specific interaction between theory and practice and its research orientation. Students and teachers are expected to be in a more intensive dialogue (enterprise cases, mini projects, company visits, cases, etc.) but also because of the high level of ambition to work on an implementation project.
Students from elite module will be invited to use the results from their training in further developing their master theses.

‘Information Management in the Supply Chain’:

Rashid, M.A., Hossain, L. and Patrick, J.D. (2001), The evolution of ERP systems. A historical perspective, in: Entreprise resource planning – global opportunities & challenges, Idea group publishing, pp. 1-16.

Akkermans, H.A. et al. (2003). The impact of ERP on supply chain management: Exploratory findings from a European Delphi study . European journal of operational research 146, pp. 284-301.

Al-Mashari, M. & Zairi M. (2000). Supply chain re-engineering using enterprise resource planning (ERP) systems: an analysis of SAP R/3 implementation case . International journal of physical distribution & logistics management, Vol.30, No.3/4. pp, 296-313.

Premkumar, G. P. (2000). Interorganization Systems and supply chain management: An information processing perspective . Information Systems Management. Summer. pp. 56-69.

Grieger, M. (2003). Electronic marketplaces: A literature review and a call for supply chain management research. European Journal of Operational Research 144. pp. 280-294.

‘Supply Chain Modeling and Managerial Information Technologies’

Meyr, H., Wagner, M. and Rohde, J. (2002). Structure of Advanced Planning Systems (Chapter 5), in: Supply chain management and advanced planning – concepts, models, software and case studies, Springer–Verlag Berlin Heidelberg New York.

Meyr, H., Rohde, J, Schneeweiss, L. and Wagner, M. (2002). Architecture of Selected APS (Chapter 17), in: Supply chain management and advanced planning – concepts, models, software and case studies, Springer–Verlag Berlin Heidelberg New York.

Shapiro, J. (2006): Modeling the Supply Chain, Brooks Cole.

Kumar, S. (2007): Connective Technologies in the Supply Chain (Supply Chain Integration Modeling, Optimization, and Applications), Auerbach

Wood, D. (2007): SAP SCM: Applications and Modeling for Supply Chain Management, Wiley

Yao, J., Liu, L. (2009): Optimization analysis of supply chain scheduling in mass customization. International Journal of Production Economics, 117, 1, 197-211

Beamon, B. (1998): Supply Chain Design and Analysis, Methods and Models, International Journal of Production Economics, 55, 3, 281-294

Yu, C-S., Li, H-L. (2000): A robust optimization model for stochastic logistic problems, International Journal of Production Economics, 64, 385-397

‘Demand Management and the Configuration of Demand-driven Value Chains’

Sheldon, D. (2007): World Class Sales and Operations Planning: A Guide to Successful Implementation and Robust Execution, J. Ross

Gayialis, S.P. and Tatsiopoulos, L.P. (2003). Design of an IT-driven decision support system for vehicle routing and scheduling . European journal of operational research.

Baumann, F(2009): Next-gen Sales and Operations Planning: From Tactical to Strategic Operational Excellence, Baumann, Supply & Demand Chain Executive; Feb/Mar2009, Vol. 10 Issue 2, p12-14

Milliken, A (2008): Sales and operations planning: building the foundation. Journal of Business Forecasting; Fall2008, Vol. 27 Issue 3, p4-12,

Tohamy, N (2008): The Evolution of S&OP :Supply Chain Management Review; Jul/Aug2008, Vol. 12 Issue 5, p10-11

'Supply Chain Process Reengineering’

Rayport, J & Sviokla, J. (1995). Exploiting the Virtual Value Chain . Harvard business review. Nov-Dec. pp. 75-85.

Alshawi, S. (2001). Logistics in the Internet age towards a holistic information and processes picture . Logistics Information Management. Volume 1. Number 4. pp. 235-241.

Brewer, P.C. and Speh, T.W. (2000). Using the balanced scorecard to measure supply chain performance . Journal of business logistics. Vol.21. No.1. pp. 75-93.

Boer, L.D. (2002). A conceptual model for assessing the impact of electronic procurement. European journal of purchasing & supply management 8. pp. 25-33. Case study: SCM and ERP Software Implementation at Nike.

Hammer, M.(1990), Reengineering Work: Don’t Automate, Obliterate, Harvard Business Review, july-August. Stebbins, M.W. & Shani,A.B.(1998), Business process reengineering at Blue Shield of California: the integration of multiple change initiatives, Journal of Organizational Change Management, Vol.11, No.3,1998.pp. 216-232.