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2020/2021  KAN-CCMVV2505U  Operations and Process Management (online course)

English Title
Operations and Process Management (online course)

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course First Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 150
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Christer Karlsson - Department of Operations Management (OM)
Please find contact information for Student Hub, student Guidiance Services etc. on My.cbs.dk
Main academic disciplines
  • Managerial economics
  • Management
  • Strategy
Teaching methods
  • Online teaching
Last updated on 02-06-2020

Relevant links

Learning objectives
The students will develop their competences in analyzing complex issues and an ability to focus on managerial dilemmas. Many decision-making situations in the student’s future career will challenge an evaluation of what is relevant and irrelevant. The students will expand this competence with the focus on managing the value adding processes or operations of the organization. This involves many strategic choices that will influence the effectiveness of the operations beyond simple efficiency.

More specifically, the student will after the course
• Be able to explain and differentiate different types of processes, their managerial challenges and strategic issues
• Be able to analyze and design different processes, their managerial challenges and strategic issues
• Be able to explain and contrast the analytical models covered in the course for strategy, design and management of transformation as well as support processes in operations, and be able to generalize and reflect on the concepts, their objectives, and application in practice
• Be able to apply analytical models from the course text books and lectures to different types of operations
Course prerequisites
Open to all except IMM and Supply Chain Management line students since a similar course is a part of their study programs.
Operations and Process Management:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Project
Duration Written product to be submitted on specified date and time.
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Autumn
Make-up exam/re-exam
Same examination form as the ordinary exam
* if the student fails the ordinary exam the course coordinator chooses whether the student will have to hand in a revised product for the re- take or a new project.
Course content, structure and pedagogical approach

Operations management is about how organizations produce goods and services. Operations produce goods and services by managing processes to change the state or condition of something in order to produce outputs. One set of inputs to an operation’s processes is transformed resources. These are the resources that are treated, transformed or converted in the process. They are usually a mixture of material, information, and customers. Banks typically process customers and information, factories typically process material, hospitals typically process customers in terms of patients, consultants typically process information and customers, and shipping companies typically process goods in transport. The other set of inputs to any operation process are transforming resources. These are the resources that act upon the transformed resources. There are basically two types of transforming resources namely facilities and staff. As with transformed resources the transforming resources differ depending on the nature of the operations. Facilities may be factories and machines in manufacturing while it may be offices and computers in engineering consulting, shops in retailing and ships, trucks, and warehouses in transportation. Staff may be assembly workers in manufacturing while in services it may be doctors, engineers, lawyers, accountants, material handlers, drivers, clerks, and management consultants.

What happens within the transformation process depend on what inputs it is transforming. Materials processing may change the physical properties, location, and possession of the material input. Information processing may change the informational properties, possession, and location of information. Customer processing may change the physical properties, location, but also psychological and physiological state of the customer.

Some operations produce just goods and others just services or information but most operations produce a mixture of the two. The distinction between services and goods (often called products) is often difficult but is mostly referred to their tangibility.

The course covers The scope of OM, The role and objectives of operations, Operations strategy, Operations system design and process choice, Layouts, Industry network design, Supply chains, Planning and control, Quality, Operations performance and improvement.

Please be aware that this course is also a part of a minor in Process and Innovation Management

Description of the teaching methods
The content of the course follows the textbook. Teaching format is a combination of lecturing, group-work breakout sessions, and plenary reporting and discussion.
Teaching has the form of traditional lecture, developing, expanding and commenting on textbook and articles. Focus is on concepts, models and how to use them in the real world and in the cases.
Case sessions start with group discussions and work on the case with the teacher as consultant, followed by plenary reports and discussions in which the teacher may refer to theory related to discussions.
In preparation participants are supposed to prepare themselves by getting acquainted with the course content by reading texts. The text should not be read in great detail but to get an idea of the content and the concepts in advance since lecture time is short. Check your understanding in the concluding key Q&A section of each Slack chapter. Cases should be read carefully, the questions dealt with, and proposals brought for each session.
Feedback during the teaching period
Feedback is given in class through case analysis and workshops, as active participation is expected from the students.
Student workload
Preparation 173 hours
Classes 33 hours
Further Information

This course is part of the minor in Operations and Innovation Process Management

Expected literature


· Slack, N, Brandon-Jones, A.: Operations Management, Pearson, 9th ed., 2019



  • Frandsen, Raja, Pleuger, Basner: Expanding markets through analytical services and solutions. CBS Competitiveness Platform, 2017.

  • Karlsson, Christer & Åhlström, Pär: Assessing Changes Towards Lean Production. International Journal of Operations and Production Management, Vol. 16, No. 2, 1996
  • Karlsson, Christer: The Development of Industrial Networks –Challenges to Operations Management in an Extraprise. International Journal of Operations and Production Management, Vol. 23, No. 1, 2003
  • Mikkola, Juliana .H.: Modularity, component outsourcing, and inter-firm learning. R & D Management, Vol. 33, No. 4, 2003
  • Karlsson, Stjernqvist, Frandsen: Becoming a Solution Provider, CBS Competitiveness Platform, 2018
Last updated on 02-06-2020