English   Danish

2012/2013  KAN-CM_J67  Supply Chain Management in Industry Environments – From theoretical concepts to management applications

English Title
Supply Chain Management in Industry Environments – From theoretical concepts to management applications

Course information

Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Semester
Course period Spring
Changes in course schedule may occur
Tuesday 8.00-10.35, week 6,8-12,15-18
Time Table Please see course schedule at e-Campus
Max. participants 100
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Günter Prockl - Department of Operations Management
Secretary Mette Kierkegaard - mki.om@cbs.dk
Main Category of the Course
  • Supply Chain Management and Logistics
Last updated on 16-10-2012
Learning objectives
The goals of this course in relation to what the students will achieve on completion are that students:
  • are well equipped with a sound understanding of the standard problems in an industrial environment, a modern repertoire of standard solutions, instruments and methods
  • can use the most common manufacturing related logistics terminology in developing convincing arguments for specific solutions
  • are able to describe, adopt and apply theory fundamentals of different disciplines into the field
  • know and can apply relevant design criteria for designing manufacturing systems from the logistical point of view
  • understand instruments and technological approaches and are able to provide appropriate selection criteria
Beyond the standard requirements for courses at master-level, no academic prerequisites are necessary. The course is open for all graduate and exchange student. The course is especially relevant for all graduate students wanting to expand their skills in logistics and supply chain management, e.g. the EMF, MCM and IMM lines at CBS
Individual project exam, 15 A4-pages, student is not entitled to supervision
Supply Chain Management in Industry Environments – From theoretical concepts to management applications:
Type of test Home Assignment
Marking scale 7-step scale
Second examiner No second examiner
Exam period May/June
Aids Please, see the detailed regulations below
Duration Please, see the detailed regulations below
Individual project exam, 15 A4 pages.
Course content

When it comes to implementation and application, theoretical concepts of Supply Chain Management require some more reflection on the specific business context.

Industries like the automotive, consumer electronics or machine engineering industries are e.g. more burdened by complexity issues and are in principle more dominated by global manufacturing and assembling challenges than other industries like the textile or fast moving consumer goods industries. Customized or even individualized final products have to be assembled from numerous components that are sourced from many different actors along multi staged supply chains. Objectives like establishement of agility and innovation, or efficiency and leanness have to be met accordingly.

The focus of the course offered, is clearly set on the reflection and application of theoretical thoughts on those challenges, activities and processes within different industries. To analyze them systematically, two basic views are combined. The course starts with an introduction into the basic theoretical ideas of modern logistics and supply chain management and a short retro­spective view on historical roots, core concepts, models, and related theories. These basics are then elaborated upon and consequently applied further as a comprehensive framework that will guide the discussions and analysis. This will open the view to better detect underlying root causes and to include additional related theoretical approaches that may support arguments for innovative as well as pragmatic solutions.

The course is then split into single modules along a generic lifecycle for operative systems. Using case studies, presentations, and hands on exercises, the course is directed towards identifying prominent and less prominent but nevertheless important challenges and pitfalls within the configuration, mobilization and the perpetual adaptation of the systems. Such a close to practice view promises deeper insights into the real life challenges, interrelations, and practices, within some of the most important industries of modern economies. Students will discuss standard questions and standard solutions that are compared and assessed, but also linked to a set of related standard theories such as transaction cost theory, the resource-based view or location theory.

To the end, a discussion of relevant planning and controlling instruments and technologies, and a look out of the box on the applicability of the basic practices to more exotic industries and segments like trade fairies, construction supply chains or events are completing the course.

Some of the central issues of the course are:

  • Theories related to logistics and flow systems thinking, like e.g. network theory, resource based view, or transaction cost economics, adopted for analyzing, designing, and mobilizing supply chains
  • Frameworks and reference models of generic flows and processes within the manufacturing and logistics environment
  • Concepts of complexity, agility, quality and their effects on management decisions in systems design and mobilization of processes
  • Different approaches for designing, planning, mobilizing, and controlling of operations with their underlying assumptions on decision makers and planning philosophy;
  • Application of planning technologies like ERP, APS, SCEM Systems and other instruments, methods and tools for designing, planning and controlling of supply chains
  • Innovative logistical concepts and production related logistics services
Teaching methods
The course includes dialogue lectures, case discussions, in-class assignments and when appropriate guest speakers from the industry
Expected literature

Reference book –

Richard B. Chase, F. R. Jacobs, und Nicholas J. Aquilano: Operations Management for Competitive Advantage, Mcgraw-Hill, 2007

Articles –

Barthelemy, Jérôme: The seven deadly sins of outsourcing, in: Academy of Management Executive, 17(2003)2, pp. 87-98.

Bettis, Richard A.; Bradley, Stephen P.; Hamel, Gary: Outsourcing and industrial decline, in: Academy of Management Executive, 6(1992)1, pp. 7-22.

Christiansen, Pou; Kotzab, Herbert; Mikkola, Juliana: Coordination and sharing logistics information in leagile supply chains, in: International Journal of Procurement Management, 1(2007)1/2, pp. 79-95.

Christopher, Martin; Peck, Helen; Towill, Denis: A taxonomy for selecting global supply chain strategies, in: The International Journal of Logistics Management, 17(2006)2, pp. 277-287.

Clark, Kim; Fujimoto, Takahiro: The Power of Product Integrity, in: Harvard Business Review, 68(1990)6, pp. 107-118.

Farness, Donald: Identification of Footloose Industries, in: Annals of Regional Science, 2(1968)2, pp. 303-312.

Hagel, John: Managing Complexity, in: The McKinsey Quarterly, (1988)1, pp. 2-23.

Hagel, John; Singer, Marc: Unbundling The Corporation, in: Harvard Business Review, 77(1999)2, pp. 133-141.

Jonsson, Patrik; Kjellsdotter, Linea; Rudberg, Martin: Applying advanced planning systems for supply chain planning: three case studies, in: International Journal of Physical Distribution & Logistics Management, 37(2007)10, pp. 816-834.

Kanakamedala, Ramsdell, Srivatsan: Getting supply chain software right, in: The McKinsey Quarterly, 2003, pp. 78-84.

Karmarkar, Uday; Apte, Uday: Operations management in the information economy: Information products, processes, and chains, in: Journal of Operations Management, 25(2007)2, pp. 438-453.

Kotabe, M.; Murray, J. Y: Global sourcing strategy and sustainable competitive advantage, in: Industrial Marketing Management, 33(2004)1, pp. 7-14.

Lambert, Douglas M.; Cooper, Martha C.; Pagh, Janus D.: Supply Chain Management: Implementation Issues and Research Opportunities, in: The International Journal of Logistics Management, 9(1998)2, pp. 1-19.

Lee, Hau; Padmanabhan, V.; Whang, Seungjin: Information Distortion in a Supply Chain: The Bullwhip Effect, in: Management Science, 43(1999)3, pp. 546-558.

Mason-Jones, Rachel, Towill, Denis R.: Information enrichment: designing the supply chain for competitive advantage, in: Supply Chain Management, 2(1997)4, pp. 137 - 148.

McCarthy, Ian; Ridgway, Keith; Leseure, Michel; Fieller, Nick: Organisational diversity, evolution and cladistic classification, in: Omega, 28(2000), pp. 77-95.

McLaren, Tim; Vuong, David: A "genomic" classification scheme for supply chain management information systems, in: Journal of Enterprise Information Management, 21(2008)4, pp. 409-423.

Naylor, Bem; Naim, Mohamed; Berry, Danny: Leagility: Integrating the lean and agile manufacturing paradigms in the total supply chain, in: International Journal of Production Economics, 62(1999), pp. 107-118.

Perona, Marco; Giovanni Miragliotta: Complexity management and supply chain performance assessment. - A field study and a conceptual framework, in: International Journal of Production Economics, 90(2004), pp. 103-115.

Prince, J.; Kay, J. M.: Combining lean and agile characteristics: Creation of virtual groups by enhanced production flow analysis, in: Int. J. Production Economics, 85(2003), pp. 305-318.

Rauniar, Rupak; Doll, William; Rawski, Greg; Hong, Paul: The role of heavyweight product manager in new product developmen, in: International Journal of Operations & Production Management, 28(2008)2, pp. 130-154.

Rudberg, Martin; Olhager, Jan: Manufacturing networks and supply chains: an operations strategy perspective, in: The International Journal of Management Science, 31(2003), pp. 29 - 39.

Schmenner, Roger; Swink, Morgan: On theory in operations management, in: Journal of Operations Management, 17(1998), pp. 97-113.

Simon, Herbert A.: The Architecture of Complexity, in: Proceedings of The American Philosophical Society, 1962 Vol. 106, No. 6, December, pp. 62 - 76.

Simon, Herbert A.: Theories of Decision-Making in Economics and Behavioral Science, in: American Economic Review, 49(1959)3, pp. 253-283.

Skinner, Wickham: The focused factory, in: Harvard Business Review, (1974)3, pp. 113 ff..

Skinner, Wickham: Manufacturing - missing link in corporate strategy, in: Harvard Business Review, 47(1967)3, pp. 136-145.

Stuckey, John; White, David: When and when not to vertically integrate, in: McKinsey Quarterly, (1993), pp. 3-27.

Trent, R.; Monczka, M: Achieving excellence in global sourcing, in: Sloan Management Review, 47(2005)1, pp. 24-32.

Whitney, D.E.: Manufacturing by Design, in: Harvard Business Review, 66(1988)4, pp. 83-.

Williamson, Oliver: Outsourcing: Transaction Cost Economics and Supply Chain Management, in: Journal of Supply Chain Management, 44(2008)2, pp. 5-16.

Yang, B.; Burns, N.: Implications of postponement for the supply chain, in: International Journal of Production Research, 41(2003)9, pp. 2075-2090.

Last updated on 16-10-2012