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Supply Chain Management Concentration
Slide 2
UTD School of Management
2000+ Undergraduate; 2000+ Master; 100+ Ph.D. 100+ Faculty; 30+ ISOM Faculty
OM faculty
Slide 3
UTD SOM Rankings and Credentials
Cohort MBA ranked 78 last year and 62 this year (US News & World Report)
EMBA - 35th in US and 61st worldwide (Financial Times)
GLEMBA - “Best of Web” (Forbes Magazine)
Project Management - “Best Bet” (PM Network Magazine)
Information Systems and Operations Management department ranked 6th in a research productivity study
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Supply Chain Management
SupplierSupplier ManufacturerManufacturer DistributorDistributor RetailerRetailer CustomerCustomer
A supply chain consists of all parties involved in fulfilling a customer request for a product or service
Supply Chain Management Matches Supply and Demand
SUPPLY SIDE DEMAND SIDE
The rightProduct
HigherProfits
The rightTime
The rightCustomer
The rightQuantity
The rightStore
The rightPrice =++ ++ +
In 2000, the US companies spent $1 trillion (10% of GNP) on supply-related
activities: movement, storage and control of products in supply chains. Source: State of Logistics
Report
Slide 6
What is the SCM program philosophy?
An Essentialist Program
Essential skills are taught Mastering information, from less to more complex Concepts are taught; less emphasis on black-box methods Real-world-like classroom discussion and problems Analytical and flexible thinking encouraged
Students acquire academically disciplined, practical minds, capable of applying their knowledge
to be flexible problem solvers
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What is the SCM program philosophy? A Progressive Program
Broad curriculum supported with various electives Student interests drive the program Self-paced and self directed learning (some courses
are online) with individual contact with the instructors Curiosity arousing classes Interaction among students is encouraged
Learning by doing Capstone projects arranged by C4ISN Fieldtrips Thought-provoking games: Beer game and Truck game
Slide 8
A Screen Shot from the Beer Game
Dist. Center Period: 1
Incoming Order from Ordered in Ordered inWarehouse Previous Period Period: -1
35 45
Ordered in Ordered inPeriod: -3 Period: -2
45 40Inventory
On-Hand 100
45 35 Backordered 0 ?
Beer in Transit to Incoming Beer fromWarehouse Factory
Show Summary
Proceed
End GameReplay Period
Incoming OrderWait for your downstream partner to inform you of the size of the incoming order. Type in the number of kegs here and press Enter.
Click on the Proceed button to continue.
Show History
Slide 9
A Screen Shot from the Truck Game
Slide 10
SCM Concentration Course Tree
Financial Accounting Buss.Economics
MISQuantitative Methods
Business Cores10 crdts
MarketingE-business, RetailingMarketing Mngmnt.
AccountingCost Mngmnt., Valuation
Mergers&AcquisitionsBuss. Value of IT
OperationsProject Mngmnt,
Operations Mngmnt.Game Theory
StrategyStrategy Implement.Strategic Mngmnt.
FinanceFinancial Mngmnt.
(Real) options
Mrs.X’s interests???
Mr.Y’s interests???
Electives; 14 crdts
InventoryControl
SCM Fixed core
9 crdts
Operations Mgt SCM
RiskAnalysis
Capstone Projects Logistics
Flex.Manuf.Strategies Scheduling
SCMFlexible core
3 crdts
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Mission
To be a recognized leader and premier provider of SCM education, research, and consultation for individuals and organizations Promote industry and university alliances through
education, research, and consultation Advance scientific & operational knowledge in
intelligent supply networks for manufacturing & services management
Be the knowledge portal for the SCM community
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Advisory Board
The advisory board provides strategic direction, promotes and influences the research initiatives and academic programs offered by
the center
Product & ServiceSoftware & Hardware
System Integrator & Analyst
UTD FacultyC4ISN
Donald Hicks, Ph.D. Hasan Pirkul, Ph.D., Dean Divakar Rajamani, Ph.D. Michael Savoie, Ph.D. Suresh Sethi, Ph.D.
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Industry Speaker Series
June 4, 2003 Texas Instruments: E&PS Supply Chain
Apr. 10, 2003 Retail Demand and Supply Chain Management – continued
Apr. 17, 2003 Softgoods Demand and Supply Chain Management
Apr. 7, 2003 Consumer Electronics Supply Chain Management and Case Study – continued
Mar. 24, 2003 Consumer Electronics Supply Chain Management and Case Study – continued
Feb. 28, 2003 Wireless Data Management and the Supply Chain
Feb. 20, 2003 Retail Demand and Supply Chain Management
Feb. 17, 2003 Consumer Electronics Supply Chain Management and Case Study – continued
Jan. 31, 2003 Air Cargo Supply Chain Management and Challenges
Jan. 28, 2003 Lean Design: Using Blitz QFD to Deliver Maximum for Minimum
Jan. 27, 2003 Consumer Electronics Supply Chain Management and Case Study
June 23, 2004 Supply Chain Management at BlockBuster
June 17, 2004 CEO Forum & Agile Seminar
Feb. 16, 2004 Inventory Management
Nov. 3, 2003 Logistics Planning with i2
Oct. 3, 2003 Trends in Wholesale Inventory Management
Sept. 26, 2003 The Art and Science of Consulting
Sept. 12, 2003 The Outsourced Supply Chain
July 28, 2003 Supply Chain Management with Oracle
July 21, 2003 Supply Chain Management with SAP APO
July 21, 2003 Filling a Niche in the Consumer Goods Demand Chain
July 18, 2003 Dell Site Visit, Austin Texas
July 14, 2003 Unlock the Value in Your Supply Chain
June 23, 2003 Contract Manufacturing in China
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Industry Projects
2004
Customer Project Name
esi As Is Supply Chain Analysis
esi Sales Configurator
esi Demand Management
esi Design Process with Agile
esi Warehouse Management
esi Resiliant Supply Chain
esi IT Strategy
BrinksCash Flow Supply Chain
Management
2003
Customer Project Name
EricssonDemand Forecasting and Management for Ericsson's Wireless Infrastructure
GillaniWholesale Supplier Relationship Management Practices
Dell Deliver-To-Target (DTT)
Ericsson Supply Chain Structure
Sabre Effects of Cargo Demand Correlations on Overbooking
Mitsui Bussan Logistics Global Sourcing
GillaniWholesale Distribution Best Practices
International Center for Decision and Risk Analysis
(ICDRiA)
som.utdallas.edu/icdria
Alain [email protected]
Slide 17
MISSION
ICDRiA performs interdisciplinary research and develops cooperation in risk management and decision-making by exchanging knowledge and experience among academia, industry, and public agencies.
ICDRiA’s strategy Contribute to the convergence of approaches between Finance and
Industry Isolate and understand generic and sector specific aspects in risk
management Analyze risks related to new technologies Integrate organizational and social aspects Conjugate Risk Assessment in Decision Processes Investigate the problems related to security
Slide 18
ICDRiA’s APPROACH Meeting point of experience for Industry and
Academic Community Center for interdisciplinary Research Forum for cooperation among international players
Conferences and workshops Education Program to generate talent and skill to
sustain risk management interventions Certificate, Masters and PhD level courses
Toolbox of ICDRiA Operations Research Bayesian Analysis Game Theory Extreme Value Theory Statistical Modeling
Stochastic Processes Probability Operations Management Mathematical Finance Reliability Theory
