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2020/2021  KAN-CSCEO1803U  Performance Management in Operations

English Title
Performance Management in Operations

Course information
Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Full Degree Master
Duration One Semester
Start time of the course Autumn
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Kim Sundtoft Hald - Department of Operations Management (OM)
Main academic disciplines
  • Organisation
  • Accounting
  • Supply chain management and logistics
Teaching methods
  • Face-to-face teaching
Last updated on 30-08-2020

Relevant links
Learning objectives
The aim of this course is to enable students to provide an in-depth study of a problem of practical and scientific relevance to the area of performance management in operations and supply networks. Students must show this ability through a theoretical review, analysis, and reflection. Specifically, the learning objectives are demonstrated in the exam to the degree to which students can:
  • Limit the scientific paper to a particular level of analysis and theoretical problem.
  • Show a thorough understanding of the relevant theories.
  • Apply relevant theories to produce a clear, consistent, and logical analysis within the focus of the scientific paper.
  • Demonstrate abilities in thoughtfully discussing and reflecting on the analysis.
  • Observe academic conventions with respect to references, style and argumentation.
Prerequisites for registering for the exam (activities during the teaching period)
Number of compulsory activities which must be approved (see s. 13 of the Programme Regulations): 2
Compulsory home assignments
The student must get 2 out of 4 assignments approved in order to attend the ordinary exam.

Examination form: 4 Canvas quizzes
Individual or group exam: Individual exam

Students will not have extra opportunities to get the required number of compulsory activities approved prior to the ordinary exam. If a student has not received approval of the required number of compulsory activities or has been ill, the student cannot participate in the ordinary exam.
If a student prior to the retake is still missing approval for the required number of compulsory activities and meets the pre-conditions set out in the program regulations, an extra assignment is possible.

The extra assignment is a 10 page home assignment that will cover the required number of compulsory activities. If approved, the student will be able to attend retake.
Examination
Performance Management in Operations:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 10 pages
The paper should be written and structured as a scientific paper. The scientific paper cannot exceed 10 standard CBS pages excluding cover page, references, appendixes, tables, and figures. References, citation style, figures, tables, and headings are to be formatted following the International Journal of Operations & Production Management.
Assignment type Case based assignment
Duration Written product to be submitted on specified date and time.
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Winter
Make-up exam/re-exam
Same examination form as the ordinary exam
Description of the exam procedure

The scientific paper should develop a theoretical model with practical application within the allocated subject. That means that you will identify a research gap of practical relevance within your allocated topic. Based on theory and deduction you develop a paper that proposes a model that when applied can help solve or improve a practical problem within your allocated subject and more broadly within the fields of operations management and supply chain management. A mere review of the existing literature is not sufficient. The specific format is flexible, but it is expected that the paper includes:

  • Introduction
  • Literature review
  • Development and presentation of the model
  • Discussion of theoretical and practical contribution
  • Conclusion
Course content, structure and pedagogical approach

Performance management is concerned with how managers inside the focal firm and in the wider supply network may apply different measurement practices and management accounting technologies to make strategic oriented design decisions and to control their supply networks.


The overall aim of the course is to develop student's competencies in understanding, developing and reflecting on new knowledge of theoretical and practical relevance in and around performance management in operations, buyer-supplier relationships and supply chains.


Resting on an economic rationale, operations management theory, management accounting theory and social- and organisational theories, the course explores three main areas of operations- and supply chain management practice: Measurement and evaluation practices, costing practices and decision making practices.


To achieve the overall aim, an important part of the course is to enable students to provide an in-depth study of a problem of practical and scientific relevance to the area of performance management in operations and supply networks. A central part of the course is therefore also a continued reflection on the academic method, conceptual research, including a literature review, model generating research and reflections.
Description of the teaching methods
This course relies on a diversity of teaching methods including case-based and literature-based discussions, student presentations, and traditional lecturing where appropriate. Active student participation, including presentations, is required.
Feedback during the teaching period
Students can get feedback via various sources:
- personal discussion, e.g. in office hours
- short case assignments and exercises
- student presentations
- canvas quizzes
Student workload
Lectures 33 hours
Readings, Excercises, Quizzes, Preparation Exam 173 hours
Expected literature

Course literature is based on a combination of scientific and managerial articles, book-chapters, and case studies. See below for some examples:

 

Anthony, R.N. and Govindarajan, V. (2007), “Performance Measurement (Chapter 11)” in Management Control Systems, Twelfth Edition.

 

Bhimani, A, Horngren, C. Datar, S. & Foster, G. (2008). Management and cost accounting, Chapter 11 Activity Based Costing, Pearson Education: London.

 

Figge, F. and Hahn, T. (2012), “Is green and profitable sustainable? Assessing the trade-off between economic and environmental aspects”, International Journal of Production Economics, Vol.140 No.1, pp. 92-102.

 

Giannakis, M., & Papadopoulos, T. (2016), “Supply chain sustainability: A risk management approach”, International Journal of Production Economics, Vol. 171, pp. 455-70.

 

Hald, K. & Ellegaard (2011) “Supplier evaluation processes: the shaping and reshaping of supplier performance”, International Journal of Operations & Production Management. Vol. 31, No.8, pp. 888-910.

 

Hald, K.S. and Mouritsen, J. (2018), “The evolution of performance measurement systems in a supply chain: A longitudinal case study on the role of interorganisational factors”, International Journal of Production Economics, Vol. 205, pp. 256-271.

 

Hanson, J.D., Melnyk, S.A., and Calantone, R.A. (2011) "Defining and measuring alignment in performance management", International Journal of Operations & Production Management, Vol. 31 Issue:10, pp.1089-1114.

 

Kulp, S. L., Narayanan, V. G., & Verkleeren, R. L. (2004). Metalcraft supplier scorecard. Harvard Business School.

 

Melnyk, S.A., Davis, E.W., Spekman, R.E. and Sandor, J. (2010), “Outcome driven supply chains”, MIT Sloan Management Review, Vol. 51 No. 2, pp. 33-38.

 

Stevenson, M. and Spring, M. (2007) "Flexibility from a supply chain perspective: definition and review", International Journal of Operations & Production Management, Vol. 27 No. 7, pp. 685-713.

 

Tummala, R. and Schoenherr, T. (2011), “Assessing and managing risks using the Supply Chain Risk Management Process (SCRMP)”, Supply Chain Management, Vol. 16 No.6, pp. 474-83.
Last updated on 30-08-2020