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2025/2026  KAN-CSCAO2401U  Value Creation in Global Supply Chains

English Title
Value Creation in Global Supply Chains

Course information
Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Full Degree Master
Duration One Semester
Start time of the course Spring
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for Markets & Innovation
Course coordinator
  • Andreas Wieland - Department of Operations Management (OM)
Main academic disciplines
  • Globalisation and international business
  • Strategy
  • Supply chain management and logistics
Teaching methods
  • Blended learning
Last updated on 27-06-2025

Relevant links
Learning objectives
Upon completion of the course, the individual student should be able to demonstrate knowledge of the various supply chain processes in a global environment while being able to relate to the broader supply chain design and management issues. The objectives of this course in terms of what students will be able to achieve upon completion are that students will be able to:
  • critically discuss different perspectives of supply chain management,
  • understand and apply relevant supply chain strategies,
  • gain deep knowledge of the context that affects 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.
Description of the exam procedure

The use of Generative AI (GenAI) tools or apps is not allowed for this exam.
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 in 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 at 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 especially true in a global context. Indeed, events such as the 2011 Tōhoku earthquake, the 2013 Rana Plaza tragedy, geopolitics, and the climate crisis have demonstrated the need to broaden traditional supply chain management by integrating new perspectives. Therefore, this course covers phenomena related to global supply chain management from different theoretical perspectives. Through interactive discussions and case studies, participants will learn how to apply this knowledge in a managerial context. Course content includes the following topics: Supply chain orientation, supply chain strategies, postponement, risk management, resilience and transformation, social-ecological aspects, supply network analysis, and supply chain process analysis.
Research-based teaching
CBS’ programmes and teaching are research-based. The following types of research-based knowledge and research-like activities are included in this course:
Research-based knowledge
  • Classic and basic theory
  • New theory
Research-like activities
  • Discussion, critical reflection, modelling
Description of the teaching methods
The course includes lectures, research-based teaching, and case-based teaching. Students will be encouraged to participate in group discussions.
Feedback during the teaching period
Providing feedback to students is an integral part of the course. This is done through several channels. In all modules of the course, there is an opportunity to interact with the instructor and have open questions answered. The instructor is present during the exercises and is available to answer individual questions. Students also have the opportunity to receive feedback on group presentations. In the first model of the course, students are introduced to appropriate learning strategies. In the last module, a review session is offered to provide feedback on expected learning progress. Interactive online tools (e.g. quizzes) are provided as part of the course to help students further assess their learning progress. Finally, appointments with the instructor are 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.

  • Harland, C. (2021). Discontinuous wefts: Weaving a more interconnected supply chain management tapestry. Journal of Supply Chain Management, 57 (1), 27–40.

  • 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.

  • 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), 58–73.

 

Changes and additional literature might be announced during the course.
Last updated on 27-06-2025