English   Danish

2022/2023  BA-BINBO1329U  Supply Chain Risk Management

English Title
Supply Chain Risk Management

Course information
Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Bachelor
Duration One Quarter
Start time of the course Autumn, First Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for BSc in International Business
Course coordinator
  • Liping Jiang - Department of Operations Management (OM)
Main academic disciplines
  • Supply chain management and logistics
Teaching methods
  • Blended learning
Last updated on 01-07-2022

Relevant links
Learning objectives
At the end of the course, the individual student is able to …
  • Analyse the sources of global supply chain complexity
  • apply risk management approaches to global supply chains,
  • integrate theoretical knowledge on risk management, supply chain management and resilience,
  • apply integrated theoretical knowledge in a managerial context,
  • evaluate supply chain risks related to social and environmental issues, and
  • analyse business processes in supply chain risk management.
Examination
Supply Chain Risk Management:
Exam ECTS 7,5
Examination form Written sit-in exam on CBS' computers
Individual or group exam Individual exam
Assignment type Written assignment
Duration 4 hours
Grading scale 7-point grading scale
Examiner(s) Internal examiner and external examiner
Exam period Autumn and Autumn
Aids Limited aids, see the list below:
The student is allowed to bring
  • Any calculator
  • Language dictionaries in paper format
The student will have access to
  • Advanced IT application package
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 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). Indeed, the 2008 financial crisis, the 2011 Tōhoku earthquake, the 2013 Rana Plaza accident, the 2013 horsemeat scandal and the Covid-19 pandemic have demonstrated that organizations are exposed to risks outside their own boundaries. The Covid-19 pandemic is hitting the global supply chain particularly hard with observed ripple effects across a number of network elements. The magnitude and scope of these correlated disruptions have drawn global attention and brought long-term consequences. Thus, traditional supply chain management needs to be expanded by integrating the notion of risk, and traditional risk management needs to be expanded by taking a supply chain view. This leads to supply chain risk management (SCRM), i.e., “the implementation of strategies to manage both every day and exceptional risks along the supply chain based on continuous risk assessment with the objective of reducing vulnerability and ensuring continuity” (Wieland & Wallenburg, 2012).

 

Building on knowledge from other courses on operations and supply chain management (namely “Operations & Logistics Management” and “Logistics Clusters”), this course covers 1) The relevant processes of SCRM; 2) Phenomena related to supply chain risk from different theoretical perspectives and the relevant management approaches; 3) Quantification methods of supply chain risk management; 4) Risk issues related to sustainability and resilience. Based on interactive discussions and case studies, the participants will learn how to apply such knowledge in a managerial context.
Description of the teaching methods
The lecturers will highlight important issues of SCRM in the classroom. The students will read and discuss relevant academic literature. Hereby, hands-on exercises, teaching videos, group discussions and case studies will improve the learning experience. Examples are given in the global supply chain context throughout.
Feedback during the teaching period
Students will receive feedback continuously through the course on their hands-on exercises, case discussions and group presentation. Teachers will also be available during office hours to give feedback or answer questions from students.
Student workload
lecture 42 hours
preparation 164 hours
exam 37 hours
Expected literature

The following is a tentative list of readings. The final reading list can be found in Canvas two weeks before the course starts.  

Mandatory Literature

  • Baz, J., and Ruel, S. 2021. Can Supply Chain Risk Management Practice Mitigate the Disrutpion Impacts on Supply Chains’ resilience and robustness? Evidence from an empirical survey in a Covid-19 outbreak era. International Journal of Production Economics, 233, pp. 107972.
  • Ivanov,D. and Dolgui, A. 2021. OR-methods for coping with the ripple effect in supply chains during COVID-19 pandemic: Managerial insights and research implications. International Journal of Production Economics, 232, pp.107921.
  • Christopher, M., Holweg, M. 2011. “Supply Chain 2.0”: Managing Supply Chains in the Era of Turbulence. International Journal of Physical Distribution & Logistics Management, 41 (1), 63–82.
  • 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. 1997. Information Distortion in a Supply Chain: The Bullwhip Effect. Management Science, 43 (4), 546–558.
  • 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. and Wu, Z. (2016), Making Sustainability Sustainable. Journal of Supply Chain Management, 52, 11-27.

 

Additional Literature

  • Chopra, S. & Sodhi, M.S. (2014): Reducing the Risk of Supply Chain Disruptions. MIT Sloan Management Review, spring 2014.
  • Lee, H.L., Padmanabhan, V. & Whang, S. (2004): Information Distortion in a Supply Chain: The Bullwhip Effect. Management Science, Vol. 50, No. 12, pp. 1875–1886.
  • Simchi-Levi, D., Schmidt, W. & Wei, Y. (2014): From Superstorms to Factory Fires: Managing Unpredictable Supply-Chain Disruptions. Harvard Business Review, Vol. 92, No. 1/2, pp. 96–101.
  • Wieland, A. & Wallenburg, C.M. (2012): Dealing with Supply Chain Risks: Linking Risk Management Practices and Strategies to Performance. International Journal of Physical Distribution & Logistics Management, Vol. 42, No. 10, pp. 887–905.
  • Wieland, A. & Wallenburg, C.M. (2013): The Influence of Relational Competencies on Supply Chain Resilience: A Relational View. International Journal of Physical Distribution & Logistics Management, Vol. 43, No. 4, pp. 300–320.

 

 

 

 
Last updated on 01-07-2022