BUSADMIN 766 Supply Chain Management - Course Outlines

Course Prescription

Creating value through effective and efficient operating and information systems in both product and service-based firms. Emphasises process inter-relationships and infrastructural requirements.

Course Overview

Operations and Supply Chain Management deals with the processes through which organisations create and distribute products and services (outputs), utilising resources including labour, materials, equipment, capital, information, and technology (inputs). These processes must be designed, controlled, and improved to meet a variety of performance objectives, taking into account constraints and uncertainty in the internal and external environment.

The goals of the course are for students to be able to:

• understand and analyse the role of operations and supply chain management – in manufacturing and services;

• understand key trade-offs involved in operations and supply chain management and how they relate to an organisation’s strategy and competitive position; and

• utilise key concepts, models, and tools to formulate and justify recommendations to improve operations and supply chain processes.

Course Requirements

Prerequisite: BUSADMIN 763 Restriction: BUSADMIN 776

Learning Outcomes

By the end of this course, students will be able to:

explain the key concepts of operations strategy and justify how operations and supply chain management can be used to improve the competitive position of manufacturing and service organisations. (Capability 1 and 3)
Identify and analyse methods to match capacity and demand of products and services to improve performance - particularly in the face of uncertainty. (Capability 1 and 3)
generate and critique methods and implementation of quality management and process control/improvement - using concepts such as lean thinking and six sigma. (Capability 1, 2 and 3)
Identify supply chain and inventory management issues and provide conceptual (methods and ideas) and analytical (modelling) approaches to deal with them effectively (e.g., reducing working capital requirements and/or improving customer service). (Capability 1, 2 and 3)
Articulate important linkages between operations and supply chain management and other areas of the firm: in particular human resources, marketing, and finance. (Capability 1, 3 and 6)

Assessments

Assessment Type	Percentage	Classification
Assignments	15%	Group Coursework
Test	25%	Individual Test
Simulation	15%	Group Coursework
Test	45%	Individual Test
4 types	100%

Assessment Type	Learning Outcome Addressed
	1	2	3	4	5
Assignments
Test
Simulation
Test

Workload Expectations

This course is a standard [15] point course and students are expected to spend 150 hours involved in each 15 point course that they are enrolled in.

For this course, you can expect 30 hours of lectures, a 1 hour tutorial, 50 hours of reading and thinking about the content and 70 hours of work on assignments and/or test preparation.

Delivery Mode

Campus Experience

Attendance is expected at scheduled activities including the classes and the simulation (the latter can be done remotely if necessary). Lectures (excluding case study discussion) will be available as recordings. Other learning activities including tutorial material will be available as recordings.

Attendance on campus is required for the test.

Learning Resources

The following text is strictly optional: Cachon, G., and Terwiesch, C. (2019) Matching Supply with Demand: An Introduction to Operations Management (4e). McGraw-Hill Education: New York (ISBN 978-1-260-08461-0). Digital copies are available for purchase or rent at amazon.com, or for purchase for NZ$85.20 from https://www.mheducation.com.au/ise-ebook-online-access-for-matching-supply-with-demand-an-introduction-to-operations-management-9781260288872-aus. Please bear in mind if intending to buy the on-line text that, other than calculators, electronic devices and watches of any kind are not permitted in tests. Paperback copies are available for around NZ$124 with free shipping from https://www.bookdepository.com/ISE-Matching-Supply-with-Demand-Introduction-Operations-Management-Gerard-Cachon/9781260084610. There are also copies in the General and Engineering Libraries as well as a short loan (3 day) copy in the Kate Edgar Information Commons. It will be helpful to get you “up to speed” before the classes, and to provide greater detail to improve understanding. Note that Canvas readings include a digitised chapter (Chapter 9) from this text.

Cases, articles, and chapters listed in the Course Schedule provide fundamentals, applications, illustrations, and extensions. The case study questions (see CANVAS) should be contemplated before the appropriate class. We recommend that, for each chapter and journal article, you record (e.g., on a single sheet of paper) the key issues, features (positive and negative), and perhaps a question you would like answered in class.

As a reference source you may like to refer to the APICS Operations Management Body of Knowledge (free download at www.apics.org/ombok) or the glossary at http://www.lindo.com/library/glossary.pdf. For some good discussion on current topics in operations management take a look at www.operationsroom.wordpress.com and http://www.oprules.com/ . There is a list of some good Operations Management blogs at http://www.poms.org/om_blogs/ .

Information on assignments, copies of lecture slides, case studies, sample questions, worked examples, and course readings will be distributed electronically on CANVAS.

References

Anon (2015). "Toyota Reinvents the Factory." Autocar.

Buell, R. (2019). "Operational Transparency." Harvard Business Review 97(2): 102-113.

Duncan, E. and R. Ritter (2014). "Next frontiers for lean." McKinsey Quarterly(February).

Inkpen, A., C. Tan, et al. (2017). Southwest Airlines, Thunderbird School of Global Management.

Jacobs, F. R. and R. B. Chase (2013). Operations and Supply Management: The Core. New York, McGraw-Hill.

Kumar, S. and S. Wood (2009). Managing a Short Product Life Cycle at Littlefield Labs. Stanford, Stanford Graduate School of Business.

Laseter, T. M. (2009). "An Essential Step for Corporate Strategy." strategy+business 57.

Mabin, V. J. (1994). "Goulds Fine Foods."

Moreno, A. (2020). Zara: An Integrated Store and Online Model (A). Boston, MA, Harvard Business Publishing.

Pisano, G. P., A. Di Fiore, et al. (2013). Chef Davide Oldani and Ristorante D'O. Boston, MA, Harvard Business Publishing.

PwC (2015). Reimagining Operations: PwC's 2015 Global Operations Survey, http://operationssurvey.pwc.com/PwC-2015-Global-Operations-Survey.pdf.

Robb, D. J. (2019). Setting the Reorder Point using Business Intelligence.

Student Feedback

At the end of every semester students will be invited to give feedback on the course and teaching through a tool called SET or Qualtrics. The lecturers and course co-ordinators will consider all feedback and respond with summaries and actions.

Your feedback helps teachers to improve the course and its delivery for future students.

Class Representatives in each class can take feedback to the department and faculty staff-student consultative committees.

As a result of the last time I taught this course (Q3, 2019) I have reduced the coursework load by removing the individual assignment, placing slightly more weight on the groupwork (10%) and the final test (5%). This will make it more imperative that individuals work through the online tutorial material, and examples provided.

Digital Resources

Course materials are made available in a learning and collaboration tool called Canvas which also includes reading lists and lecture recordings (where available).

Please remember that the recording of any class on a personal device requires the permission of the instructor.

Academic Integrity

The University of Auckland will not tolerate cheating, or assisting others to cheat, and views cheating in coursework as a serious academic offence. The work that a student submits for grading must be the student's own work, reflecting their learning. Where work from other sources is used, it must be properly acknowledged and referenced. This requirement also applies to sources on the internet. A student's assessed work may be reviewed against online source material using computerised detection mechanisms.

Inclusive Learning

All students are asked to discuss any impairment related requirements privately, face to face and/or in written form with the course coordinator, lecturer or tutor.

Student Disability Services also provides support for students with a wide range of impairments, both visible and invisible, to succeed and excel at the University. For more information and contact details, please visit the Student Disability Services’ website http://disability.auckland.ac.nz

Special Circumstances

If your ability to complete assessed coursework is affected by illness or other personal circumstances outside of your control, contact a member of teaching staff as soon as possible before the assessment is due.

If your personal circumstances significantly affect your performance, or preparation, for an exam or eligible written test, refer to the University’s aegrotat or compassionate consideration page https://www.auckland.ac.nz/en/students/academic-information/exams-and-final-results/during-exams/aegrotat-and-compassionate-consideration.html.

This should be done as soon as possible and no later than seven days after the affected test or exam date.

Learning Continuity

In the event of an unexpected disruption we undertake to maintain the continuity and standard of teaching and learning in all your courses throughout the year. If there are unexpected disruptions the University has contingency plans to ensure that access to your course continues and your assessment is fair, and not compromised. Some adjustments may need to be made in emergencies. You will be kept fully informed by your course co-ordinator, and if disruption occurs you should refer to the University Website for information about how to proceed.

Student Charter and Responsibilities

The Student Charter assumes and acknowledges that students are active participants in the learning process and that they have responsibilities to the institution and the international community of scholars. The University expects that students will act at all times in a way that demonstrates respect for the rights of other students and staff so that the learning environment is both safe and productive. For further information visit Student Charter https://www.auckland.ac.nz/en/students/forms-policies-and-guidelines/student-policies-and-guidelines/student-charter.html.

Disclaimer

Elements of this outline may be subject to change. The latest information about the course will be available for enrolled students in Canvas.

In this course you may be asked to submit your coursework assessments digitally. The University reserves the right to conduct scheduled tests and examinations for this course online or through the use of computers or other electronic devices. Where tests or examinations are conducted online remote invigilation arrangements may be used. The final decision on the completion mode for a test or examination, and remote invigilation arrangements where applicable, will be advised to students at least 10 days prior to the scheduled date of the assessment, or in the case of an examination when the examination timetable is published.

Capability 1:	Disciplinary Knowledge and Practice
Capability 2:	Critical Thinking
Capability 3:	Solution Seeking
Capability 6:	Social and Environmental Responsibilities

BUSADMIN 766 : Supply Chain Management

Business and Economics

2021 Quarter One (1212) (15 POINTS)