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2017/2018  KAN-CSCEO1021U  Sourcing and Supply Management

English Title
Sourcing and Supply Management

Course information

Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Full Degree Master
Duration One Semester
Start time of the course Spring
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Andreas Wieland - Department of Operations Management (OM)
Main academic disciplines
  • Supply chain management and logistics
Last updated on 15-12-2017

Relevant links

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 individual student is able to …
  • understand the role of the operational and strategic procurement business functions,
  • compare and apply different strategies related to sourcing and supply management,
  • analyze and design business processes related to sourcing and supply management,
  • apply risk management approaches to the supply side,
  • understand the role of responsible sourcing, and
  • analyze the organizational context of supplier–buyer dyads.
Sourcing and Supply Management:
Exam ECTS 7,5
Examination form Written sit-in exam on CBS' computers
Individual or group exam Individual exam
Assignment type Multiple choice AND written assignment
Duration 4 hours
Grading scale 7-step scale
Examiner(s) One internal examiner
Exam period Spring
Aids Closed book: no aids
However, at all written sit-in exams the student has access to the basic IT application package (Microsoft Office (minus Excel), digital pen and paper, 7-zip file manager, Adobe Acrobat, Texlive, VLC player, Windows Media Player), and the student is allowed to bring simple writing and drawing utensils (non-digital). PLEASE NOTE: Students are not allowed to communicate with others during the exam.
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

Purchasing decisions have traditionally been motivated by cutting costs and ensuring material supply, but with the emergence of strategic sourcing there has been a shift towards gaining control over the supplier–buyer relationship and improving coordination between the actors of this relationship. This lies within the responsibility of the operational and strategic procurement business functions. Today, the supplier–buyer dyad often takes on an own identity as a “quasi-firm”. Recent incidents like the 2011 Tōhoku earthquake and the 2013 Rana Plaza tragedy have demonstrated that existing approaches to take procurement decisions need to be expanded by integrating approaches related to risk management and responsible sourcing. This course covers phenomena related to the supply side of an organization 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: supplier selection, relationship management, sourcing strategies, supplier risk management, responsible sourcing etc.

Teaching methods
The course includes lectures and case-based teaching. Students are encouraged to participate in group discussions.
Feedback during the teaching period
Feedback is provided as part of group exercises and discussions.
Student workload
Lectures 33 hours
Readings and exam preparation 173 hours
Expected literature

Mandatory literature:

  • Barney, J.B., 2012. Purchasing, Supply Chain Management and Sustained Competitive Advantage: The Relevance of Resource‐Based Theory. Journal of Supply Chain Management 48 (2), 3–6.
  • Billington, C., Johnson, B., Triantis, A. 2002. A Real Options Perspective on Supply Chain Management in High Technology. Journal of Applied Corporate Finance, 15 (2), 32–43.
  • Blackhurst, J.V., Scheibe, K.P. & Johnson, D.J. 2008. Supplier Risk Assessment and Monitoring for the Automotive Industry. International Journal of Physical Distribution & Logistics Management 38 (2), 143–165.

  • Dyer, J.H. & Singh, H., 1998. The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage. Academy of Management Review 23 (4), 660–679.

  • Ellram, L.M., 1995. Total Cost of Ownership: An Analysis Approach for Purchasing. International Journal of Physical Distribution & Logistics Management 25 (8), 4–23.

  • Kraljic, P., 1983. Purchasing Must Become Supply Management. Harvard Business Review 61 (5), 109–117.

  • Montabon, F., Pagell, M. & Wu, Z., 2016. Making Sustainability Sustainable. Journal of Supply Chain Management 52, 11–27.

  • Norrman, A. & Jansson, U., 2004. Ericsson’s Proactive Supply Chain Risk Management Approach after a Serious Sub-Supplier Accident. International Journal of Physical Distribution & Logistics Management 34 (5), 434–456.

  • Object Management Group, 2013. Business Process Model and Notation (BPMN). Version 2.0.2. Chapter 7. http:/​/​www.omg.org/​spec/​BPMN

  • Wagner, S.M., Bode, C. & Koziol, P., 2011. Negative Default Dependence in Supplier Networks. International Journal of Production Economics, Robust Supply Chain Management 134 (2), 398–406.

  • Wieland, A. & Handfield, R.B. 2013. The Socially Responsible Supply Chain: An Imperative for Global Corporations. Supply Chain Management Review 17 (5), 22–29. (download via Ebsco)


Additional literature may be announced in the class.

Last updated on 15-12-2017