| Learning objectives |
To achieve the grade 12, students
should meet the following learning objectives with no or only minor
mistakes or errors: Upon course completion, the individual student
should be able to demonstrate knowledge on the different supply
chain functions and processes in a global environment, while at the
same time being able to relate to the broader supply chain design
and management issues. The goals of this course in relation to what
the students will achieve on completion are that students are able
to…
- discuss different perspectives of supply chain management
- understand and apply relevant supply chain strategies
- include the environmental context of global supply chain
management in decision making, including risk and
sustainability
- understand and reflect the main activities of logistics
management
- identify, discuss and analyze processes and structures of
global supply chains
- write and analyze articles about a topic related to global
supply chain management
|
| Course prerequisites |
| This course can be followed by master
level and exchange students at CBS. |
| Examination |
|
Global Supply
Chain Management:
|
| 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 exam |
| Size of written product |
Max. 5 pages |
| Assignment type |
Written assignment |
| Duration |
Written product to be submitted on specified date and
time.
10 min. per student, including examiners' discussion of grade,
and informing plus explaining the grade |
| Preparation time |
No preparation |
| Grading scale |
7-step scale |
| Examiner(s) |
Internal examiner and second internal
examiner |
| Exam period |
Spring and Summer |
| Make-up exam/re-exam |
Same examination form as the ordinary
exam
|
|
| Course content and
structure |
|
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
|
|
| Teaching methods |
| The course includes lectures and
case-based teaching. Students are encouraged to participate in
group discussions. |
| Student workload |
| lectures |
36 hours |
| preparation for classes and exam |
170 hours |
|
| Expected literature |
- Lee, H.L., Padmanabhan, V., Whang, S. 1997. Information
Distortion in a Supply Chain: The Bullwhip Effect. Management
Science, 43 (4), 546–558.
- Mentzer, J.T., DeWitt, W., Keebler, J.S., Min, S., Nix, N.W.,
Smith, C.D., Zacharia, Z.G., 2001. Defining Supply Chain
Management. Journal of Business Logistics, 22 (2), 1–25.
- Swaminathan, J.M., Lee, H.L. 2003. Design for Postponement.
Handbooks in Operations Research and Management Science, 11 (Supply
Chain Management: Design, Coordination and Operation),
199–226.
Additional literature will be announced during
the course.
|
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