It has been noted that “one of the most significant paradigm shifts of modern business management is that individual businesses no longer compete as solely autonomous entities, but rather as supply chains” (Lambert & Cooper, 2000). For example, companies from the electronics and automotive industries have increasingly focused on their core competencies and outsourced non-core competencies to contract manufacturers or suppliers. They have become experts in orchestrating their end-to-end value networks. Supply chain management is “the systemic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole” (Mentzer et al., 2001). It has also been argued that “with the increasing level of volatility, the days of static supply chain strategies are over” (Simchi-Levi & Fine, 2010) and that we need to manage “supply chains in the era of turbulence” (Christopher & Holweg, 2011). This is particularly so in a global context. Indeed, incidents like the 2011 Tōhoku earthquake and the 2013 Rana Plaza tragedy demonstrate that traditional supply chain management needs to be expanded by integrating new perspectives. Therefore, this course covers phenomena related to global supply chain management by taking different theoretical perspectives. Based on interactive discussions and case studies, the participants will learn how to apply such knowledge in a managerial context. The course content includes the following topics:

• Supply chain orientation
• Supply chain strategies
• Bullwhip effect and postponement
• Risk management, social responsibility and sustainability
• Supply chain process management
• Logistics management