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2018/2019  BA-BHAAV5005U  Operations Management - Driving Competitiveness through Operational Effectiveness

English Title
Operations Management - Driving Competitiveness through Operational Effectiveness

Course information
Language English
Course ECTS 7.5 ECTS
Type Elective
Level Bachelor
Duration One Quarter
Start time of the course Third Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for BSc in Economics and Business Administration
Course coordinator
  • Thomas Frandsen - Department of Operations Management (OM)
Please find contact information for Student Hub, student Guidiance Services etc. on My.cbs.dk
Main academic disciplines
  • Management
  • Strategy
  • Supply chain management and logistics
Teaching methods
  • Face-to-face teaching
Last updated on 09-02-2018

Relevant links
Learning objectives
The course objective is to provide the students with an understanding of how the principles, theories and concepts of Operations Management can be used to improve operational effectiveness and enhance competiveness. The task of managing a firm involves making tradeoffs among a range of interrelated decisions which have a major impact on performance. This task is at the heart of any organization and is what Operations Management is concerned with - the activity of managing the resources of the organization that deliver goods and services. After completing the course the students should be able to:
  • Account for the theories, tools, concepts, and methodologies of Operations Management presented in the course
  • Identify and analyze concrete issues of Operations Management in firms in order to resolve these by applying the theories, tools, concepts and methodologies
  • Define the scope and limitations of Operations Management in relation to related fields in production, services, processes, and innovation
  • Evaluate case situations and provide clear recommendations
Course prerequisites
Please note that the elective course is reserved for HA students, who wish to write their bachelor project in this elective course.
Examination
Operations Management - Driving Competitiveness through Operational Effectiveness:
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 oral exam based on written group product
Number of people in the group 2-4
Size of written product Max. 10 pages
The student can chose to write the synopsis alone. If the synopsis is written individually then max. 5 pages. The oral exam will be held individually.
Assignment type Synopsis
Duration
Written product to be submitted on specified date and time.
20 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Grading scale 7-step scale
Examiner(s) Internal examiner and second internal examiner
Exam period Spring
Aids Closed book
Make-up exam/re-exam
Same examination form as the ordinary exam
Course content and structure

In order to achieve efficiency and effectiveness and thereby competitive advantage, firms need to introduce and operate the most reliable, consistent and repeatable processes for utilizing the organizational resources. To do so you need principles and methods to guide decision making in increasingly complex environments. Such decisions involve, for instance:

 

  • Directing the organization towards achieving its goals by aligning activities and resources with strategy and innovation
  • Designing the goods and services through which the organization competes in the marketplace along with the processes through which these are delivered.
  • Managing the resources of the organization to effectively meet the demand of its goods and services
  • Improving the performance operation to continually enhance the competitiveness of the firm

The course will provide the students with principles, theories and concrete methods to address the challenges above. The course does not concentrate on a single issue, but discusses various themes and problems involving strategic as well as operational managerial activities such as:

 

 

  • Operations Strategy
  • Innovation
  • Supply Networks Design
  • Designing Supplier Relationships
  • Product and Service Design
  • Process Design
  • Managing Capacity
  • Managing Supplier Relationships
  • Managing Demand
  • Planning and Managing Inventory
  • Lean Management
  • Project Management
  • Performance Management
  • Quality Management

 
Description of the teaching methods
The course builds on both conceptual frameworks for Operations Management as well as quantitative tools and techniques for solving operations problems. The course will consist of lectures, case discussions and workshops. Active preparation and participation are expected from the students.
Feedback during the teaching period
Feedback will be provided throughout the course as a natural part of dialogue based lectures. In addition a feedback workshop is organized in which students have the option to submit a tentative proposal to outline their synopsis. The submitted proposal will receive peer-review before being discussed with peers and faculty in an interactive in-class workshop.
Student workload
Teaching 36 hours
Preparation 170 hours
Expected literature
Paton, S., Clegg, B., Hsuan, J. and Pilkington, A. (2011), Operations Management, 1st edition, McGraw Hill (Provided that a second edition is not published before the start of the semester).
 
Davila, A. (2003), “Short-term economic incentives in new product development”, Research Policy, Vol. 32 No. 8, pp. 1397–1420.
 
Fisher, M.L., Hammond, J.H., Obermeyer, W.R. and Raman, A. (1994), “Making Supply Meet Demand in an Uncertain World”, Harvard Business Review, Vol. 72 No. 3, pp. 83–93.
 
Flores, B.E. and Whybark, D.C. (1986), “Multiple Criteria ABC Analysis”, International Journal of Operations & Production Management, Vol. 6 No. 3, pp. 38–46.
 
Harland, C.M., Lamming, R.C., Zheng, J. and Johnsen, T.E. (2001), “A Taxonomy of Supply Networks”, Journal of Supply Chain Management, Vol. 37 No. 3, pp. 21–27.
 
Hines, P., Holweg, M. and Rich, N. (2004), "Learning to evolve: a review of contemporary lean thinking", International Journal of Operations and Production Management, Vol. 24 No. 10, pp. 994-1011.
 
Lee, H.L. (2002), “Aligning Supply Chain Strategies with Product Uncertainties”, California Management Review, Vol. 44 No. 3, pp. 105–119.
 
Olhager, J. (2003), “Strategic positioning of the order penetration point”, International Journal of Production Economics, Vol. 85 No. 3, pp. 319–329.
Last updated on 09-02-2018