English   Danish

2020/2021  KAN-CIBSO1010U  Global supply chain management

English Title
Global supply chain management

Course information

Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Full Degree Master
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 MSc in Economics and Business Administration
Course coordinator
  • Andreas Wieland - Department of Operations Management (OM)
Main academic disciplines
  • Globalisation and international business
  • Strategy
  • Supply chain management and logistics
Teaching methods
  • Face-to-face teaching
Last updated on 26-06-2020

Relevant links

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.

  • 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.

  • 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

  • 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.

  • 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.

Last updated on 26-06-2020