| Learning objectives |
To achieve the grade 12, students
should meet the following learning objectives with no or only minor
mistakes or errors: At the end of the course the students should be
able to:
- Identify supply chain problems requiring decision support and
analysis in the enterprise
- Identify and use appropriate mechanisms and tools for problem
solving in supply chains
- Use cutting-edge IT tools to analyze supply chain problems and
utilize this information in decision-making processes
- Identify and reflect on the challenges of organizational
decision-making in supply chains
- Reflect on how to make supply chain decisions involving
multiple stakeholders, uncertainty and
ambiguity
|
| Examination |
|
Decision
Support and Analysis for Supply Chain
Management:
|
| Exam ECTS |
7,5 |
| Examination form |
Written sit-in exam |
| Individual or group exam |
Individual |
| Assignment type |
Written assignment |
| Duration |
4 hours |
| Grading scale |
7-step scale |
| Examiner(s) |
One internal examiner |
| Exam period |
Winter |
| Aids allowed to bring to the exam |
Limited aids, see the list below:
- Written sit-in-exam on CBS' computers
- Books and compendia brought by the examinee
- Allowed dictionaries
- Allowed calculators
- Notes in paper format brought by the examinee
- Access to personal drive (S-drive) on CBS' network
- USB key to upload your notes before the exam
- Access to all information on CBSLearn
- Full access (including Internet access)
- Own PC or Ipad as a reference book (NB there is no power supply
available)
|
| Make-up exam/re-exam |
Same examination form as the ordinary exam
If the number of registered candidates for the make-up
examination/re-take examination warrants that it may most
appropriately be held as an oral examination, the programme office
will inform the students that the make-up examination/re-take
examination will be held as an oral examination
instead.
|
|
| Course content and
structure |
|
The aim of this course is to develop the students’ understanding
of the organizational challenges when making and implementing
organizational decisions in a supply chain context, as well as
improve their skills in using IT tools to support their
decision-making processes.
Which supplier should a company select for a specific order?
Should a company outsource its operations or not? Should a company
launch an aggressive marketing campaign that will require
substantial resources with no guarantee of success? Which business
model is most suited to support the long-term survival of our
supply chain? What information technology will best serve the needs
of our customer service department? Managers face many important
and far-reaching decision situations in their professional
life. Situations where substantial resources need to be
committed, where many different stakeholder groups are involved in
or affected by the decisions that they make, and where a variety of
potential consequences are at stake. Although pure rational models
give a simple prescriptive solution to reaching optimal solutions,
most decisions to be made in real life, involve humans and their
subjective considerations. The aim of this course is to especially
bring these considerations out.
To make good decisions fast is becoming ever more important in a
world where information is ubiquitous and technologies change at an
incredible pace. This class will provide the students with
information technology (IT) tools and the conceptual framework to
approach these situations with clarity and confidence and improve
their decision making skills. Most firms have reached a point where
the utilization of IT to support strategic/tactical/ operational
decision-making surfaces as more vital than ever. Thus, the course
will provide the students with the opportunity to have hands-on
experience with cutting-edge software tools and learn how to
analyse data and solve supply chain problems. Yet, leveraging
benefits from IT systems and tools depends less on possessing and
using the technology and more on the ability to best utilize the
information in decision-making processes. Therefore, it is
important the students understand how decisions happen in
organizations and are able to reflect on theories of
decision-making and their limitations in practice.
|
| Teaching methods |
| Research and theory based lectures
are mixed with exercises and cases. We will also focus the content
of exercises and cases on situations where advances in information
technology have led to fundamental changes and new opportunities in
supply chain management. In addition, we will hear from guest
speakers who are actively involved in applying decision-analytic
ideas and tools in the business environment. Several learning
methods are blended (general talks, formal lectures, case studies,
teamwork onto project development, computer lab sessions, and
technical visits) in a set of topics that will promote student
engagement. |
| Further Information |
|
This course is a part of the minor in: IT.Based Management of
supply Chains and Implementation
Changes in course schedule may occur
|
| Expected literature |
|
Main mandatory course book:
- Goodwin P, Wright G. Decision Analysis for
Management Judgment, 5th Edition
Additional articles:
- Davenport, T.H. 2010, Business Intelligence and Organizational
Decisions, International Journal of Business Intelligence
Research, 1: 4, pp.1-10.
- Sahay, B.S., J. Ranjan, 2008. Real time business intelligence
in supply chain analytics, Information Management &
Computer Security, (16:1), 28–48.
- Trkman, P., McCormack, K., Valadares de Oliveira, M., &
Ladeira, M. 2010. The impact of business analytics on supply chain
performance. Decision Support Systems, 49, 318-327.
- Vaidyanathan, Ganesh & Sabbaghi, Asghar, (2010), “Supply
Chain Intelligence and Value Creation: A Framework”. Issues in
Information Systems, (9: 1) pp. 570-576.
- Wixom B., and Watson H., 2010. The BI-Based Organisation.
International Journal of Business Intelligence Research
(IJBIR) (1:1), pp. 13-28.
|
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