Strategic Supply Chain Course Outline-mgt 607-Summer2014 Mahvesh Mahmud

8/12/2019 Strategic Supply Chain Course Outline-mgt 607-Summer2014 Mahvesh Mahmud

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Lahore School of Economics

SUPPLY CHAIN MANAGEMENT (MGT 607

Ins!r"c!or# Mah$esh Mahm"%

MPhil: Innovation, Strategy and Organization

(Judge Business School, University of Ca!ridge, U"

E&mail# mmcam'ri%e)mail*com

COURSEDESCRIPTION#he course is designed to give the students an overvie$ of the su%%ly chain disci%line fro a strategic

%ers%ective& It $ill cover s%ecific to%ics to give a holistic understanding of su%%ly chain anageent and its

strategic i%ortance under the current !usiness scenario& #he course $ill also cover !asic strategies !eing

a%%lied in the su%%ly chain area across the glo!e and their significance and a%%lication under the local cor%orate

conditions&

#he ethods used to convey and develo% these ideas $ill include a i' of traditional lectures, discussion of

to%ics and case studies& e $ill dra$ fro a nu!er of sources for the class, including articles fro the %o%ular

!usiness %ress and acadeic) or %ractitioner)oriented *ournals, case studies and industry e'a%les&

Since any good !usiness course ust continually evolve, coents and suggestions fro students are not onlygratefully acce%ted, !ut also highly encouraged& In addition, the sylla!us and course schedule are li+ely to !e

slightly fluid&- hile the !asic to%ics $ill reain as stated in the schedule laid out at the end of this sylla!us,

!oth the detail involved in the discussion and the length of tie devoted to the discussion ay !e altered

soe$hat as the seester unfolds and student coents are evaluated and ado%ted as a%%ro%riate&

In any res%ects, the course is intended to !e ore li+e a seinar than a ty%ical lecture course& .ather than *ust

%resenting lots of aterial for study and eorization, class eetings $ill often !e designed to discuss issues

and a%%roaches relevant to the to%ic at hand& It is for that reason that /uestions, coents, and discussion %ointsare not only encouraged, !ut in fact are an i%ortant %art of the class design& ithout such discussion, the

course $ill %ro!a!ly !e less valua!le and certainly less interesting for all involved&

COURSEREQUIREMENTS

Students are e'%ected to have co%leted the re/uired readings !efore class&

0ttend class and actively %artici%ate in class discussions&

1ive %resentations on assigned cases on tie&

COURSEOBJECTIVES

Provide an understanding of end)to)end su%%ly chain conce%t and its strategic significance in current

!usiness environent

Provide an understanding of the %hiloso%hy of vertical integration, strategic considerations associated $ith

integration issues&

Provide students $ith an understanding of the %henoenon of %ost%oneent and 2endor Managed

Inventory and its a%%lication in different industries and the re/uireents fro the su%%ly chain structure tosu%%ort %ost%oneent strategy&

Provide an understanding of +ey issues of Bull$hi% %henoenon and its i%act on the su%%ly chain

$or+ing&

Provide an understanding of issues related to su%%ly chain relationshi%s, their assessent and i%act on

su%%ly chain coordination&

Provide an understanding of i%ortance of incentives in anaging su%%ly chains&

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RECOMMENDEDTEXTBOOKStrategic Su%%ly Chain Manageent: #he 4ive Core 5isci%lines for #o% Perforance, Second

6dition&Mc1ra$ 7ill ProfessionalRECOMMENDEDREFERENCESOURCES

Sichi)8evi, 5&, "ains+y, P& and Sichi)8evi 6&, 5esigning and Managing the Su%%ly

Chain: Conce%ts, Strategies, and Case Studies (9e$est 6dition&

Sha%iro, J&, 4&, Modeling the Su%%ly Chain, 5u'!ury&

2ollann, #&6&, Berry, &8&, hy!ar+, 5&C& and Jaco!s, 4&.&, Manufacturing Planning and

Control for Su%%ly Chain Manageent, Mc1ra$)7ill, (9e$est 6dition&&

de "o+, 0&1& and 1raves, S& C& ed&, Su%%ly Chain Manageent: 5esign, Coordination andO%eration, 6lsevier, (9e$est 6dition&&

2oss, S& and oodruff, 5&8&, Introduction to Co%utational O%tiization Models for

Production Planning in a Su%%ly Chain, S%ringer)2erlag, (9e$est 6dition&

Stadtler, 7& and "ilger, C&, ed&, Su%%ly Chain Manageent and 0dvanced Planning:

Conce%ts, Models, Soft$are and Case Studies, (9e$est 6dition, ;>$$$&%os&org>*ournal>

Manufacturing&net ) htt%:>>$$$&anufacturing&net>

8ogistics Manageent ) htt%:>>$$$&logisticsgt&co>

Students $ho regularly read the !usiness %eriodicals and !usiness %ress are ore a$are of the

current !usiness events and understand ho$ !usinesses really $or+& #hose students tend to do

$ell in class %artici%ation, analyses of cases and %resentations, and eventually at $or+%lace& It is

recoended that you read sources li+e:

Business Pages of 5aily 9e$s%a%ers

0dinistrative Science @uarterly

#he 6conoist

Business ee+

7arvard Business .evie$

Manageent Science

Mar+eting 9e$s

Mar+eting ee+

Sloan Manageent .evie$, MI#

GENERALCOURSEOBJECTIVES

#o develo% a strong %ers%ective for students of the role Su%%ly Chain %lays in a !usiness

;
http://www.emeraldinsight.com//journals.htmhttp://www.emeraldinsight.com//journals.htmhttp://www.poms.org/journal/http://www.manufacturing.net/http://www.logisticsmgmt.com/http://www.poms.org/journal/http://www.manufacturing.net/http://www.logisticsmgmt.com/http://www.emeraldinsight.com//journals.htm


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Case %resentations 3authors>$riters>co%osers $or+ in any

for& If I find that students have co%ied each others assignents or have co%ied aterial off

the internet or any other source $ithout entioning the full reference of the source, I shall not

acce%t the %resentation>assignent>%ro*ect>%a%er& #his eans that even if you co%y a diagra

or a %iece of inforation fro any source, it is e'%ected that you reference the source as %er

the 0P0 style&

0lso %lease ree!er that %rofessionalis includes !ut is not liited to:

Being in class on tie

.aising your hand $hen you $ant to as+ a /uestion>%artici%ate in classdiscussion>lecture

S$itching off or silencing your cell)%hone !efore and during the class

#a+ing care of your attendance and !eing on tie for class

#he /uality of your contri!ution to class $or+

Dour individual contri!ution to class discussions

.es%ect to your colleagues If you need to leave the class during any lecture %lease let the instructor +no$ in advance&

C1U2SE ST2UCTU2E

3ee. Lec*

No*

Lec!"re To+ic 4isc"ssion Session

3 3 Introduction and Course Overvie$ Short Case: .etail at the S%eed of 4ashion: Gara

; Introduction: Strategic Su%%ly Chain

Manageent

Conce%ts .eca%:

SC Definitions, SC flows, objectives, process view,

push/pull views. Supply chain strategy

A Introduction: Strategic Su%%ly Chain

Manageent

.eading: 8ogistics is not SCM

.eading: 8iving in 5ell tie

; Su%%ly Chain Strategy H Product

5evelo%ent

.eading: hat is the right su%%ly chain?

E Su%%ly Chain Strategy for

Co%etitive 0dvantage

Case: Crocs: .evolutionizing and Industrys Su%%ly

Chain Model for Co%etitive 0dvantage

Su%%ly Chain 0lignent .eading: #ri%le 0 Su%%ly Chain

A 5iscussion .eading: 7o$ Unilever 0ligned its Su%%ly Chain

K Strategic sourcing .eading: Strategic sourcing (7BS core curriculu

L

3< Case 5iscussion Case: Strategic outsourcing at Bharti 0irtel 8td&


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Strategic Supply Chain Course Outline-mgt 607-Summer2014 Mahvesh Mahmud