msc. (cand.merc.) in supply chain management (scm) · pdf file... in supply chain management...

With reservations for changes

MSc. (cand.merc.) in Supply Chain Management (SCM)

Target group and prerequisites

Candidates must have a BSc in Economics and Business Administration or an equivalent degree.

English is the working language; therefore fluency in English is required. Please contact CBS

Admission Office for further information. The mandatory courses are open to the students accepted

to the program. Exchange students from foreign universities are given greater flexibility as to the

extent of their participation. It is however recommended that they follow the entire semester.

Faculty The core faculty members of the SCM program are from the Department of Operations

Management and the Department of International Economics and Management.

Britta Gammelgaard, Dept. of Operations Management

Peter Holm Andreasen, Dept. of Operations Management

Günter Prockl, Dept. of Operations Management

Dane Pflueger, Dept. of Operations Management

Jesper Aastrup, Dept. of Operations Management

Aseem Kinra, Dept. of Operations Management

Ole Risager, Dept. of International Economics and Management

Coordinator Britta Gammelgaard, Dept. of Operations Management

Administrator Mette Kierkegaard

[email protected]

Theme In essence, Supply Chain Management (SCM) is about matching the demand of products and

services with supply. As products and services are often produced at a different place and at a

different time than customer demand, global supply chains may be set in motion assisted by modern

information technology. Today, successful management of the supply chain is for many companies

the key driver for profitability and competition. Recent years of extensive outsourcing and

offshoring from West to East has intensified this development.

The main features of SCM are customer orientation, relationship and network management, flow

and process management. The supply chain and SCM may be a core competence of the organization

or should support corporate strategy. Designing the supply chain is therefore a major issue in SCM.

By SCM single firm activities of supply, production, distribution and marketing are transformed

into supply chain business processes. Such processes secure the integration and synchronisation of

material-, product-, information- and financial flows within and between organisations from raw

material supplier to end-user and back.

The SCM concentration enables candidates to fill managerial or consultant positions within the

areas of supply chain management, logistics, operations, distribution, key account management,

mailto:[email protected]


marketing and sales and procurement. Graduates are also qualified to work in strategic planning,

project management or internal consultancies within SCM or consultancy companies within the

areas of SCM, logistics, procurement and IT.

Aim of the concentration SCM can be applied to any type of organisation, such as companies in the private and public sector,

manufacturing as well as retail, wholesale, transportation and logistics companies. Consultancy

companies who offer operations, procurement and supply chain analyses are further a main target

for candidates. Also service firms will benefit from the application of the process and flow

management thinking. Global firms with global supply chains are natural recruiters of SCM

candidates but as most firms today are involved in global supply chains and networks, also more

local oriented firms will need the overview and competence of the SCM candidate.

Upon completion of the two year Supply Chain Management concentration, the graduate

- Can formulate and analyse competitive supply chain strategies

- Is proficient in planning and decision making in SCM in relation to companies’ supply,

production and distribution set ups

- Is able to analyse and audit supply chains

- Understands the impact of global finance and market development on supply chain performance

- Execute performance management in supply chains and relationships

- Design and manage geographically dispersed supply chain operations

- Knows how to organize and manage procurement and global sourcing

- Understands the supply chain implications of consumer driven demand

Structure

The program starts with an introduction module which will provide the students with particularities

of the study line approach.

The topics and courses of the first semester are (i) Supply Chain Strategies (ii) Decision making in

SCM (iii) Performance Management in supply chains and networks, and (iv) International Macro

and Financial Markets.

(i) Supply Chain Strategies develops and trains students in analysing, designing and

developing supply chain strategies in relation to corporate strategy and ever changing

environments and market conditions. Drivers of change in supply chains, networks and

relationships are also touched upon. Finally, the course further discusses specific supply

chain strategies and contemporary issues in supply chain management and their impact

on supply chain strategies.

(ii) Decision Making in Supply Chain Management develops students´ competences in

supply chain design planning and control. It introduces into important decision problems

that are related with the configuration, planning and the daily mobilization of modern

supply chains. In total the course provide students with capabilities to identify the nature

of related key decisions, the application and applicability of supporting methods and

instruments and potential limitations of solutions in the context of supply chain

management.

(iii) Performance Management in Supply Chains and Networks will develop students’

knowledge, skills and competencies in identifying, understanding and quantifying


multiple dimensions of performance in supply chains, and using different types of

management accounting techniques to manage such performance. In addition and resting

firmly on an economic rational but also on social and organisational theories, students

will be trained in analyzing supply chain design decisions, supplier selection and buyer-

supplier relationship from a performance management perspective.

(iv) International Macro and Financial Markets provides an understanding of global

macroeconomic and financial market developments with particular emphasis on how

these developments affect international corporations. Also various hedging techniques

that are available to corporations, including futures, options, and swap contracts are

presented and discussed.

The second semester will be used to apply the general knowledge in specific contextual settings.

This includes the management of global supply chains under environmental uncertainty, the design

of consumer driven supply chains in fast moving consumer goods markets, the strategic sourcing of

required resources as well as to put supply chain theory into business practice by working on real-

life supply chain problems.

The topics of the second semester are (v) Managing Global Supply Chain Operations, (vi)

Consumer Driven Supply Chains, (vii) Sourcing and Supply Management and (viii) Supply Chain

Business Project.

(v) Managing Global Supply Chain Operations offers theories, concepts and tools that aid

in understanding, explaining and problem-solving issues related to the management of

globally dispersed and other extended operations. Students shall also be introduced to

different types of supply chains based on their respective organisational scopes.

(vi) In Consumer Driven Supply Chains, the students will receive insight to inter-

organisational management of supply chains in the fast moving goods industry. The

theory and practice of Efficient Consumer Response, Collaborative Planning and

Forecasting, and Collaborative Marketing and Category Management is provided.

(vii) Sourcing and Supply Management focus on developing the students’ knowledge and

insight into the increasingly important role of supply in the organisation; including the

areas of how supply management creates value, the organising of sourcing, procurement

tools, actual sourcing practices and future trends especially concerning Global Sourcing.

(viii) The Supply Chain Business Project provides the students with a competence in the

application of the theories, models and tools for prolem solving. The students are

encouraged to carry out empirical projects to analyse and reflect upon the various supply

chain issues and problems in practice, and develop analytical, design and

implementation competencies.


The pedagogies of the courses refer to a variation of different teaching styles and student

involvement ranging from “classical” lectures to case discussions, company workshops and student

presentations. The variation is also found in the examination styles including oral and written exam

forms, synopsis and project papers.

Students are strongly encouraged to study abroad in their third semester at one of the many

excellent universities and business schools with which Copenhagen Business School has organised

student exchange programs.

Students will write their master’s thesis during the fourth semester on a topic of their own choice

within the scope of SCM. The SCM faculty is eager to help in ensuring that the program is

completed within thescheduled two-year period.


1st Semester

CSCEO1018U: Supply Chain Strategies

7.5 ECTS

Course duration Week 36-46

Class hours

33 class hours

Exam date Regular Exam: December 2015

Re-exam: January 2016

Teacher Britta Gammelgaard, Department of Operations Management

Coordinator Britta Gammelgaard

[email protected]

Aim of the course The aim of the course is introduce the students to contemporary issues in supply chain strategy in

theory and practice. The course will provide the “big picture” of supply chains and how a supply

chain strategy supports and relates to corporate strategy. The conceptual tools and theories of the

course enable the students to discuss present and potential future supply chain strategies and

evaluate the appropriateness of specific supply chain strategy in relation to markets and customers

as well as environments and changes in the global economy.

Upon the completion of the course students should be able to:

Choose, analyze and discuss practice cases with a synthesized theoretical framework of

supply chain strategies

Explain and discuss the conceptual foundation of supply chain strategies and reflect on

future prospects of supply chain management.

Compare generic supply chain strategies and discuss their strengths and weaknesses

Discuss design criteria and the role of relationships in supply including the connection to

corporate strategy

Discuss and reflect on the impact of globalization on supply chain strategy

Explain and discuss innovation, learning and change processes in supply chains

Contents

Based on an introductory discussion of the conceptual foundation of supply chain strategies, the

course sets out to discuss specific supply chain strategies, especially lean and agile supply chains.

The supply chain strategies are then explored in relation to supply chain design criteria such as

transaction costs and core competencies where especially the role of relationships in value creation

is discussed. Next, the course addresses contemporary challenges for supply chain strategies namely



globalization and environmental and social sustainability. Then the course addresses dynamic

aspects of supply chains, including innovation and change. The course concludes with a discussion

of future prospects of supply chain management and strategies.

Teaching methods Overview lectures, student group presentations of literature and specifically case analyses. Visiting

lectures when possible and relevant. The teaching method emphasizes students´ involvement,

participation, reflection and collaboration. Students are trained to understand and analyze literature

and cases that highlight real life supply chain strategy issues.

Indicative literature The study material is a collection of academic articles. The articles in the course plan are listed in

recommended reading order.

Examination Individual, oral exam based on a group project. Internal examiner and external examiner.


CSCEO1007U Decision Making in Supply Chain Management 7.5 ECTS

Course duration Week 36 – 46

Class hours

33 class hours

Exam date Regular exam: November 2015


Teachers Günter Prockl, Department of Operations Management

Guest teachers when appropriate

Coordinator Günter Prockl

[email protected]

Aim of the course The aim of the course is to develop students’ competences towards basic approaches, methods and

instrument that support key decisions in the configuration, planning and mobilization of supply

chains.

Learning objectives Upon completion of the course students must be able to:

- Identify typical symptoms for challenges and problems in operations and supply chain

management and relate the symptoms to standard problems in the field;

- Identify and describe the relevant decision elements that relate to the specific nature of the

single problem and the related approaches for supporting decisions on potential solutions;

- Identify the appropriate methods and instruments to support the development of solutions for

the decision problem;

- Apply basic models and terminology for developing principal solutions and to evaluate and

discuss the developed solutions in a broader context of supply chain thinking;

- Explain constraints of the solutions and show know how to discuss the respective limitations in

the broader context of supply chain management thinking.

Contents The course introduces into important decision problems that are related with the configuration,

planning and the mobilization of modern supply chains.

Its basic intention is to reflect the specific nature of the problem settings in this context and to

provide the students with a sound overview on the standard problems, to introduce the related

repertoire of standard methods and instruments supporting those important decisions, and to

develop the capapbility to match specific decision problems with appropriate approaches for their

solution. Beyond that it is also introducing into more specific examples and approaches for planning



and decision support and thus introduces into the complexity that is involved in configuration and

planning decisions within a supply chain management environment.

Finally it also briefly addresses specific challenges related to the implementation that go beyond the

pure methodological issues of the tools and touches upon topics such as overcoming human

resistance or implementing the instruments into planning software.

In total the course provide students with capabilities to identify the nature of key decision problems,

the applicability of supporting instruments and potential limitations in the context of supply chain

management.

Teaching methods Teaching is based on lectures and in class discussions that deliver the basic knowledge on problems

and the context of supply chain management. In class lectures and discussions are supported with

case studies and real life examples for better illustration of the problem settings. When appropriate

guest lecturers may be involved for better illustrating the problem detail and the specific context of

real life environments. Additionally In class assignments are applied for deepening the students

understanding of the fundamental approaches and the development of thoughts and arguments in a

comprehensive way.

Indicative literature

Russell, Roberta; Taylor, Bernard: Operations Management, 7th ed, Wiley, 2011

A list with supplementary literature (journal articles) will be provided closer to the course start.

Examination

A 24-hour case based written home assignment. One internal examiner.


CSCEO1005U Performance Management in Supply Chains and Networks 7.5 ECTS


Class hours

33 class hours

Exam date Regular exam: December 2015


Teachers Dane Pflueger, Department of Operations Management

Coordinator Dane Pflueger

[email protected]

Aim of the course The overall aim of the course is to develop students’ competencies in managing performance in

supply chains and networks. Performance management in turn is concerned with how managers in

the supply network can use different types of management accounting technologies to make

strategic oriented design decisions and control their supply chains networks. Specifically, and

resting firmly on an economic rational, management accounting theory as well as on social- and

organisational theories, students will be able to discuss, measure, use and respond to multiple

dimensions of supply chain and network performance.

Upon the completion of the course students must be able to:

- Discuss and map supply processes and the fundamental trade-offs involved in process design.

- Identify and describe dimensions of supply chain and network- and supply performance.

- Reflect upon how different types of management accounting techniques can be used to serve

functional needs in the supply network and how they represent, construct and transform

organisational phenomena.

- Use management accounting techniques to make supply chain and network design decisions.

- Use performance measurement and supplier evaluation techniques to control supply networks

and develop supply relationships.

- Analyse and suggest strategies to respond to supply chain risk.

- Identify issues of supply chain sustainability and explain how such issues can be addressed.

- Reflect on theories used in the course and their ability to help analyse specific case situation.

Contents Each lecture will have a unique thematisation aligned with the overall “performance management

in supply chains and networks” framing. This will build on a basic understanding of performance

management in supply chain management and different types of management accounting

techniques that are used in supply networks, supply relationships and process structures provided in



the program. These management accounting techniques, such as balanced scorecard, activity based

costing and target cost management, will be presented and discussed. In general, students will be

trained in analysing management accounting in supply networks on economics, social and

organisational theories.

Teaching methods Interaction discussion on literature and cases will be the main method based on students’

presenations. That means, in order to be able to participate in the discussion, extensive preparation

before class by students is required. The use of a discussion oriented teaching style and use of cases

will assure a high level of student involvement in the learning process.

Indicative literature Kaplan, R.S., & Norton, D. (1996b). Using the Balanced Scorecard as a strategic management

system. Harvard Business Review, January – February, 75-85.

Carr, C., & NG, J. (1995). Total cost control: Nissan and its U.K. supplier partnerships.

Management Accounting Research, 6, 347-365.

Carlsson-Wall, M., & Kraus, K. (2010). Target costing in inter-organisational relationships and

networks in Accounting in Networks, NY: Routledge.

Kulmala, H. (2002). Open-book accounting in networks. The Finnish Journal of Business

Economics, 51, 157-177.

Langfield-Smith, L., & Smith, D. (2005). Performance measures in supply chains. Australian

Accounting Review, 15(35), 39-51.

Chan, F.T.S., Qi, H.J., Chan, H.K., Lau, H.C.W. & Ip, R.W.L. (2003). A conceptual model of per-

formance measurement for supply chains. Management Decision, 41, 635-642.

Narayanan, V.G. and Raman, A. 2004, ―Aligning incentives in supply chain, Harvard Business

Review, pp. 2-9.

Grimson, J.A., & Pyke, D.F. (2007). Sales and operations planning: an exploratory study and

framework. The International Journal of Logistics Management, 18(3), 322-346.

Lapide, L. (2005). An S&OP maturity model. Journal of Business Forecasting, 24(3), 15-20.

And more...

Examination Individual, oral exam with preparation time. Internal examiner and second internal examiner.


CSCEO1006U International Macro and Financial Markets 7.5 ECTS

Course duration

Week 36-46

Class hours

33 hours

Exam date Regular exam: November 2015


Course Coordinator

Ole Risager, Department of International Economics and Management

[email protected]

Aim of the course

The course aims to give students an understanding of global macroeconomic and financial market

developments with particular emphasis on how these developments affect international

corporations. We also discuss various hedging techniques that are available to corporations,

including futures, options, and swap contracts.

Content

The course first outlines current macro and financial market trends within a historical context that

enables students to get a proper perspective on the current financial crisis and the weak global

macroeconomic performance. Then the course presents a menu of useful early warning signals and

leading indicators that companies use in their risk management. Subsequently follows a

presentation of different theories that seek to explain key developments in currency markets in

particular. How multinational companies can manage financial market movements and trends,

including upside and downside risks, is the next topic. In this context we also present and discuss

various ways of hedging risks including futures, options and swap contracts.

Teaching method

Combination of lectures, exercises, and cases. Students are expected to participate in class

discussions.


Moffett, Stonehill, and Eiteman (2006). Fundamentals of Multinational Finance, 2nd

Edition.

Addison-Wesley.

Yamarone, Richard (2004). The Trader's Guide to Key Economic Indicators. Bloomberg.

JPMorgan, Global DataWatch

IMF, World Economic Outlook

Examination

Written sit-in exam. One internal examiner.



2nd

Semester

CSCEO1022U: Managing Global Supply Chain Operations

7.5 ECTS


Class hours 33 class hours

Exam date Regular exam: April 2016

Re-exam: June 2016

Teachers Aseem Kinra, Department of Operations Management

Guest lecturers

Coordinator Aseem Kinra

[email protected]

Aim of the course The aim of this course is to familiarise students with the management of supply chains in a global

environment, where actors and flows are geographically dispersed in different parts of the world.

Students will receive an in-depth insight into the theory behind global supply chain management,

challenges and opportunities in globally dispersed operations, and strategic considerations for the

design and management of cross-border supply chains, with special focus on logistics and

distribution.

The learning objectives of this course centre on understanding, explaining and formulating issues

related to the management of global supply chains.

Upon course completion students should be able to:

- Comprehensively conceptualize and define global supply chains and global supply chain

management

- Provide theoretical rationale and operationalise different concepts related to uncertainty in

cross-border supply chain operations e.g. complexity, risk etc.

- Demonstrate knowledge of the scanning processes, frameworks and information processing

requirements for identifying barriers and constraints to the management of geographically

dispersed supply chains

- Demonstrate knowledge of strategic decision-making tasks and criteria in the design of cross-

border value chains and networks

- Develop country-oriented supply chain strategies

- Evaluate the applicability of typical supply chain strategic choices, configurations and concepts

in cross-border operations



Contents The area of global supply chains provides a wealth of opportunities in the quest for understanding

the phenomenon of supply chains, supply chain orientation and supply chain management.

Geographically dispersed operations are related to uncertainty, costs and risks at different levels of

analysis. The course is relevant in relation to supply and demand market specificities in supply

chain strategy formulation, and design criteria related to site location, transport mode selection etc.

Some of the central issues of this course are: theoretical underpinnings for ‘global’ supply chain

management; sources of uncertainty in extended operations; barriers, constraints and challenges to

cross-border information exchange, physical flows and other supply chain flows; country-based

SCM systems and practices; strategic decisions in global supply chain design.

Teaching methods The course includes dialogue lectures, case discussions, in-class & group assignments and guest

lectures. At its commencement, the course first aims to set the theoretical foundation for the

management of global operations, and then seeks to invoke concepts, methods and tools that aid in

conceptualising specific problems related to global operations at each stage of the supply chain. The

main principle behind the learning process is to promote the learning and application of theory and

concepts in a way that is practicable and easy to use.


- Schoenherr, T. (2009). “Logistics and supply chain management applications in a global

context: an overview”, Journal of Business Logistics, Vol. 30, No. 2, pp. 1-25.

- Ferdows, K. (1997). “Made in the world: the global spread of production”, Production and

Operations Management, Vol. 6, No. 2, pp. 102-109.

- Ghemawat, P. (2003). "Semiglobalization and International Business Strategy", Journal of

International Business Studies, 34, No. 2, pp. 138-152.

- Dunning, J.H. (2001). “The Eclectic (OLI) Paradigm of international production: Past, present

and future”, International Journal of Economics of Business, Vol. 8, No. 2, pp. 173-190.

- North, D. (1991). “Institutions”, Journal of Economic Perspectives, Vol. 5, No. 1, pp. 97-112.

- Ooi, C.S. (2007). “Unpacking packaged culture”, East Asia: An International Quarterly, Vol.

24, No. 2, pp. 111-127.

- Flynn, B. B. and Flynn, J. E. (1999), “Information-processing alternatives for coping with

manufacturing environment complexity”, Decision Sciences, Vol. 30, pp. 1021-1052.

- Choo, C. W. (2001) "Environmental scanning as information seeking and organizational

learning." Information Research, 7(1).

- Porter, M. (1990). “The competitive advantage of nations”, Harvard Business Review, March-

April, pp. 73-91.

- Memedovic, O., Ojala, L., Rodrigue, J.P. and Naula, T. (2008). “Fuelling the global value

chains: what role for logistics capabilities?”, Int. J. Technological Learning, Innovation and

Development, Vol. 1, No. 3, pp. 353-374.

- Meixell, M. J. and Gargeya, V.B. (2005). “Global supply chain design: A literature review and

critique”, Transportation Research Part E: Logistics and Transportation Review, Vol. 41, pp.

531-550.


- Hesse, M. and Rodrigue, J-P. (2004): The transport geography of logistics and freight

distribution, Journal of Transport Geography, Vol. 12, pp. 171-184.

- Mentzer, John T., Myers, M. and Mee-Sheu Cheung (2004). “Global market segmentation for

logistics services”, Industrial Marketing Management, Vol. 33, pp. 15-20.

- Flint, D. (2004). “Strategic marketing in global supply chains: four challenges”,

- Industrial Marketing Management, Vol. 33, pp. 45-50.

- Hameri, A-P. and Hintsa, J. (2009). “Assessing the drivers of change for cross-border supply

chains”, International Journal of Physical Distribution & Logistics Management, Vol. 39, No.

9, pp. 741-761.

Examination

Individual, oral exam. Internal examiner and second internal examiner.


CSCEO1035U Consumer Driven Supply Chains 7.5 ECTS


Class hours 33 class hours

Exam date Regular exam: April 2016

Re-exam: June 2016

Teachers Jesper Aastrup, Department of Operations Management

Guest teachers

Course Coordinator Jesper Aastrup

[email protected]

Aim of the course Students will receive insight into the inter-organisational management of supply chains mainly in

the fast moving goods industry. The main focus is on the theory and practice concepts, structures,

network relationships and collaborative processes in the grocery industry which is known as

Efficient Consumer Response, Collaborative Planning, Forecasting and Replenishment as well as

Collaborative Marketing and Category Management. The course is embedded in a real life business

setting with companies from the involved industry. Due to the collaborative needs, sociological and

psychological theories will be applied.

From a learning (cognitive) perspective, upon course completion, the individual student should be

able to demonstrate knowledge on the logistics function, activities and processes in retail supply

chains. The goals of this course in relation to what the students will achieve on completion are that

students: a) can recognise specific supply chain and marketing problems of the retail sectors and

especially the fast moving consumer goods industry both at strategic and operational levels; b) will

be able to specify and to identify the most important design criteria and components for retail

specific supply chain management; c) are well versed in the most common Efficient Consumer

Response (ECR) terminology and d) are aware of the most prominent dilemmas posed in ECR.

Contents Efficient Consumer Response (ECR) is an Industry-Initiative to reengineer the way business is done

in the industry by implementing cooperative strategies between retailer and manufacturer to fulfil

consumer wishes better, faster and at less cost. This could be interpreted as the attempt of

channelling information, organisation and management to a seamless or borderless supply chain.

Some of the central issues of the course are: The concepts of supply chain management within the

retail sectors, ECR, grocery industry and fashion industry; collaborative planning, forecasting and

replenishment, partnering strategies in the retail supply chain, On-Shelf-Availability, Category

Management, power and trust controvercies and In-Store logistics.



Teaching methods Theoretical lectures in combination with exercises and cases. Theoretical lectures aim to frame

relevant concepts in supply chain planning and controls and to introduce students to tools and

methodologies for design, and planning. Cases and exercises train students in the application of the

concepts and methodologies. The teaching method will ensure students involvement and

participation. This is achieved by the use of cases, exercises and in class assignments.

Indicative literature - Fernie, J./Sparks, L. (eds.) (2009): Logistics & Retail Management, 3

rd edition, Kogan Page

- Aastrup, J., Kotzab, H., Grant, D., Teller, C. & Bjerre, M. (2008): A model for structuring

efficient consumer response measures. International Journal of Retail & Distribution

Management, 36, 8, 590-606

- Buzzell, R. & Ortmeyer, G. (1995): Channel partnerships streamline distribution. Sloan

Management Review, 36, 3, 85-96

- Fernie,J and Corcoran,L (2011) Responses to out-of-stocks and on-shelf availability in UK

fashion retailing. International Review of Retail, Distribution and Consumer Research, 21 (4)

pp 309-322

- Kumar, S (2008): A study of the supermarket industry and its growing logistics capabilities.

International Journal of Retail & Distribution Management. Vol 36, no 3, pp 192-211.

- Dupre, K. and Gruen, T.W. (2004): The use of category management practices to obtain a

sustainable competitive advantage in the fast-moving-consumer-goods industry. Journal of

Business & Industrial Marketing, vol 19., no. 7, 444-459

- Dussart, C (1998): Category Management: Strengths, Limits and Developments. European

Management Journal, 16 (1)

- Corsten, D & Gruen, T (2003): Desparately seeking shelf availability: an examination of the

extent, the causes, and the efforts to address retail out-of-stocks. International Journal of Retail

& Distribution Management, 31 (12), pp 605-617.

- Hingley, MK (2005): Power to all our friends? Living with imbalance in supplier–retailer

relationships. Industrial Marketing Management, 34, 8.

Examination

Written sit-in exam. One internal examiner.


CSCEO1021U Sourcing and Supply Management 7.5 ECTS


Class hours

33 class hours

Exam date Regular Exam: April 2016

Re-exam: August 2016

Teacher Peter Holm Andreasen, Department of Operations Management

Coordinator Peter Holm Andreasen

[email protected]

Aim of the course The course focuses on supply as a process and profession in the organisation and aims to give

students insight into the increasing important role of managing sourcing and supply in the

organisation in a global perspective. The student should gain knowledge on the management and

organising of sourcing, supply management tools, and contemporary sourcing practices. As

companies increasingly demand supply competencies this course aims to provide understanding

between the concepts and theories of sourcing and supply management and how it is applied in

companies.

Upon the completion of the course students must be able to:

- Identify and analyse the strategic role of the supply process and profession in the organisation

and how it creates value in the organisation

- Understand the relevant techniques and decisions in order to carry out a sourcing process

- Understand the demands placed on sourcing and supply professionals by business stakeholders

internally and externally to the firm

- Compare concepts, models and frameworks in order to analyse sourcing and supply

management practices and their relation to the organisation and the supply chain

- Analyse and compare supply management tools and explain why and how they can be applied

by organisations

- Identify and analyse global sourcing issues in in relation to strategic supply

Contents

The course focuses on supply management as professional entity carrying out processes in the

organisation where the supply organisation has to work closely with the organization’s internal

operations as well as externally with suppliers. The course aims to capture and understand how to

manage sourcing and supply practices providing the students with concepts and tools. Hence, the

course starts with introducing various aspects of carrying out sourcing processes in the organisation

followed by the specific role of the supply organisation connecting supply and demand. The latter



involves for example how to organise supply, contract management, cost management, and

procurement of services.

Teaching methods The course includes theoretical-based lectures providing the concepts to understand sourcing and

supply management in combination with exercises and cases which aims to put the concepts into a

concrete context. The teaching includes a high degree of students’ involvement and participation.

This is achieved by the combination of dialogue lectures, case discussions, and in-class

assignments.

Indicative literature Handfield et al (2011). Sourcing and supply chain management. U. st: South-Western Cengage

Learning. ISBN: 9781111532819.

A list with supplementary literature (journal articles) will be provided closer to the course start.

Examination A 24-hour case based written home assignment. One internal examiner.


CSCEO1023U Supply Chain Business Project 7.5 ECTS

Course duration Week 18

Class hours 2 sessions of 3 hours

Exam date Submission of project report: June 2016

Oral exam: June 2016

Re-exam: August 2016

Teachers Britta Gammelgaard, Dept. of Operations Management

Coordinator Britta Gammelgaard

[email protected]

Aim of the course The business project enables the students to synthesize and transform theoretical knowledge of two

semesters into practical problem solving.

At the exam the students must show abilities to formulate and discuss relevant SCM problems,

apply theories to an empirical setting, solve real practical issues as well as discuss and choose the

appropriate methodology and research method. The students must further be able to critically reflect

upon SCM theory and practice. Finally, the student groups must show project management

capability and be able to communicate the project results to the project sponsor in a convincing

way.

Contents The students are firstly presented to SCM methodology and the research front in SCM research

methods, especially qualitative methods such as the case study. Further, the “soft sides” of doing

research is discussed including understanding and working with real-life problems in real-life

organizations. The students thereafter identify research topic and problem as well as company

contacts for the project work themselves. The business project is conducted in project groups.

Teaching methods

Lectures and discussion on how to conduct a business project. Supervision is given by the SCM-

faculty.



Indicative literature International Journal of Physical Distribution & Logistics Management, “Special Issue on

Qualitative Research in Logistics and Supply Chain Management”, 2012, 42(8-9).

Examination

Oral group exam based on a written group project report of max. 40 pages prepared in groups of

max. 4 students.


3rd

Semester

Most electives are worth 7.5 ECTS and 30 ECTS are needed for completing the 3rd

semester.

4th

Semester

Master’s Thesis

Overview of Exams and Weights

1st semester: Exams: Weight:

Supply Chain Strategies Individual, oral exam based on a

group project

7.5

Decision Making in SCM

Performance Management in Supply Chains

and Networks

International Macro and Financial Markets

A 24-hour case based written

home assignment

Individual, oral exam with

preparation time

Written sit-in exam

7.5

7,5

7,5

2nd

semester:

Managing Global Supply Chain Operations

Individual, oral exam

7.5

Consumer Driven Supply Chains Written sit-in exam 7.5

Sourcing and Supply Management

A 24-hour case based written

home assignment

7.5

Supply Chain Business Project

Oral group exam based on a

written group project report of

max. 40 pages prepared in groups

of max. 4 students

7.5

3rd

semester:

4 electives of 7.5 ECTS each 30

4th

semester:

Master’s Thesis 30

Total 120

Disclaimer: Since the course catalogue is finalized several months before the start of a new academic year, minor

changes concerning literature, syllabi, class schedules, and exam dates or exam forms can occur.

msc. (cand.merc.) in supply chain management (scm) · pdf file... in supply chain management...

Documents