| 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:
- critically discuss different perspectives of supply chain
management,
- understand and apply relevant supply chain strategies,
- gain deep knowledge of the ecological and social contexts of
global supply chains,
- understand the role of supply chain risks and discuss different
perspectives of supply chain resilience, and
- identify, discuss and analyze processes and structures of
global supply chains.
|
| Examination |
|
Value Creation
in Global Supply Chains:
|
| 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) |
One internal examiner |
| Exam period |
Spring and Spring |
| Aids |
Closed book: no aids
However, at all
written sit-in exams the student has access to the basic IT
application package (Microsoft Office365 (minus Excel), document
camera and paper, 7-zip file manager, Adobe Reader DC, PDF24,
Texlive, VLC player, Windows Media Player – ATTENTION no sound
allowed), 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
The number of registered candidates for the make-up
examination/re-take examination may warrant that it most
appropriately be held as an oral examination. The programme office
will inform the students if the make-up examination/re-take
examination instead is held as an oral examination including a
second examiner or external
examiner.
|
|
| 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. 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). This is particularly so in a
global context. Indeed, incidents like the 2011 Tōhoku earthquake,
the 2013 Rana Plaza tragedy, the Covid-19 pandemic, and the climate
crisis 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, postponement, risk
management, resilience and transformation, social responsibility
and sustainability, supply network analysis, and supply chain
process analysis.
|
| 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 |
| readings; preparation for classes and exam |
173 hours |
|
| Expected 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.
-
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.
-
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. 2021. Dancing the Supply Chain: Toward
Transformative Supply Chain Management. Journal of Supply Chain
Management, 57 (1).
-
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)
Changes and additional literature might be
announced during the course.
|
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