| Learning objectives |
Upon course completion, the individual student
should be able to demonstrate knowledge on the different supply
chain 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, and
- identify, discuss and analyze processes and structures of
global supply chains.
|
| Examination |
|
Global Supply
Chain Management:
|
| Exam
ECTS |
7,5 |
| Examination form |
Written sit-in exam on CBS'
computers |
| Individual or group exam |
Individual exam |
| Assignment type |
Multiple choice |
| Duration |
4 hours |
| Grading scale |
7-point grading scale |
| Examiner(s) |
One internal examiner |
| Exam period |
Spring and Summer |
| 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, structure and pedagogical
approach |
|
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). Companies from the
electronics and automotive industries, among others, have
increasingly focused on their core competencies and outsourced
non-core activities to contract manufacturers or other types of
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 have
demonstrated 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, and supply
chain process management.
|
|
| Description of the teaching methods |
| The course includes lectures and case-based
teaching. Students are encouraged to participate in group
discussions. |
| Feedback during the teaching period |
| Providing feedback to students is an integral
part of the course. This happens through different channels. In all
modules of the course, there is the possibility to interact with
the lecturer and to have open questions answered. The lecturer is
present during the exercises and is available to answer individual
questions. Students also have the opportunity to get feedback for
the presentation of group results. The students are introduced to
suitable learning strategies in the first model of the course. In
the last module, a recap session is offered in which feedback is
provided regarding the expected learning progress. Interactive
online tools (e.g., quizzes) are provided as part of the course,
with the help of which students can assess their learning progress
further. Finally, office hours are also offered. |
| Student workload |
| lectures |
33 hours |
| preparation for classes and exam |
170 hours |
|
| Expected literature |
|
Mandatory literature:
-
Carter, C.R., Rogers, D.S., Choi, T.Y. 2015. Toward the Theory
of the Supply Chain. Journal of Supply Chain Management, 51 (2),
89–97.
-
Chopra, S., Meindl, P. 2015. Supply Chain Management: Strategy,
Planning, and Operation, Pearson. pp. 86–99.
Available online via CBS Library!
-
Davenport, T.H., Short, J.E. 1990. The New Industrial
Engineering: Information Technology and Business Process Redesign.
MIT Sloan Management Review, July 15, 1990.
-
Fisher, M.L. 1997. What is the right supply chain for your
product? Harvard Business Review, 75 (2), 105–116.
-
Lee, H.L., Padmanabhan, V., Whang, S. 2004. Information
Distortion in a Supply Chain: The Bullwhip Effect. Management
Science, 50 (12), 1875–1886.
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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.
-
Montabon, F., Pagell, M., Wu, Z. 2016. Making Sustainability
Sustainable. Journal of Supply Chain Management, 52,
11–27.
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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.
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Object Management Group. 2013. Business Process Model and
Notation (BPMN). Version 2.0.2. Chapter 7.
http://www.omg.org/spec/BPMN
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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.
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Wieland, A., Handfield, R.B. 2013. The Socially Responsible
Supply Chain: An Imperative for Global Corporations. Supply Chain
Management Review, 17 (5), 22–29. (available via
Ebsco)
Additional literature will be announced during
the course.
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