MGMT 622: Strategic Operations and Supply Chain Management Course Syllabus - PDF

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MGMT 622: Strategic Operations and Supply Chain Management Course Syllabus INSTRUCTOR David VanHorn Associate Professor in the Practice of Management, and Managing Partner, Angel Rock Management Advisors
MGMT 622: Strategic Operations and Supply Chain Management Course Syllabus INSTRUCTOR David VanHorn Associate Professor in the Practice of Management, and Managing Partner, Angel Rock Management Advisors Phone: (281) BACKGROUND AND OBJECTIVES Operations and supply chain management are at the heart of all industries and are a critical component of every executive s strategic plan and agenda. It enables revenue growth by creating and delivering products/services for customers and is one of the most significant parts of every company s cost structure. Operations and supply chains can deliver tremendous competitive advantage for companies (e.g., Zara, Toyota, WalMart, etc.) and can expose companies to significant risks (e.g., 2011 Japanese earthquake/tsunami, Bangladeshi supplier safety issues, Boeing 787 Dreamliner, etc.). This course explores strategic operations and supply chain management. It provides content and pragmatic executive perspectives on overall operations/supply chain strategies as well as delves into three major capabilities (supply & demand management, sourcing & procurement, and logistics). The concepts are applicable to manufacturing and service industries; and, they are applicable to large corporations and small businesses. Course activities provide an opportunity to build content knowledge, apply your expertise to operations and supply chain management situations, and discuss real-world examples and applications. They will benefit students with: a) limited background/experience in operations/supply chain; or 2) experience in only a specific area of operations/supply chain (e.g., procurement; logistics, etc.). The course environment will be collegial, collaborative, and highly interactive with a mixture of teambased and individual activities. Class sessions include multiple activities and student preparation will be critical to maximize the value of the class to themselves, as well as their classmates. COURSE STRUCTURE Teams: Much of the work in this class will be conducted in teams of four (4) students to balance individuals workload against the breadth of the course s activities. Team rosters will be finalized on the first day of class. Students can select their teammates or team assignments may be made if a student does not have a preference. Cases: Case analyses and reports are team-based assignments. There will be three graded case assignments followed by class discussions. In addition, two other cases will be covered during the first 1 of 5 and third class sessions respectively; however, no graded assignment will be due for this. Students should prepare for this class discussion, either individually or in teams. Graded case reports should not exceed four double-spaced pages with 11-point font. Appendices are allowed with unlimited page length and can be used for exhibits that relevantly support conclusions and recommendations. All exhibits should be referenced in the main body of the report. A series of questions will be provided to guide your case analyses. However, the report should be written from the viewpoint of senior management and with answers to these questions weaved into the general flow of the document. Reports should be based on good analytical and managerial approaches, reflect insight, and provide meaningful specific recommendations for improvement. Simulations: One online-supported, in-class, team-based simulation will be conducted as part of the course to provide an opportunity to apply content learned in the course. Global Supply Chain Management provides a comprehensive experience to design and build a global supply chain for a new product. The graded assignment for the simulation is a post-mortem executive summary that summarizes the team s approach, strategies, and results; but, more importantly, discusses what the team learned from the experience/debrief and specifically how they would have altered their approach during the simulation. The executive summary should not exceed one (1) page with 11-point font; appendices can be used for exhibits, as desired. Post-mortem reviews are an excellent way to build upon the experiential learnings by re-examining the situation from end-to-end with a big-picture view and draw out additional insights. Quizzes: Operations and supply chain management has many concepts, frameworks, and terminology that is important for credibility in the discipline; thus, quizzes are meant to help reinforce the key concepts that you should take away from the course. Three short quizzes of five (5) questions each will be given in-class at the beginning of the second, third, and fourth classes. They will cover materials from the previous class period, including lecture and readings, and primarily be open-ended questions. Individual Participation: The value of individual participation is a significant component of the learning experience at the Jones School, as students should learn from each other s insights and experiences as well as from those of the instructor. Much of the class sessions are structured around discussions of subject matter, cases, and research projects. While the instructor will help structure these discussions with specific questions, individual participation will truly amplify the quality of these sessions. Thus, your comments and questions should be insightful and on point. You should try to build on and expand others insights in ways that should aid the learning process for everyone. You will be graded mostly on the quality and not on the quantity of your participation. Final Exam: The final exam will be a take-home exam that will have overall course content questions and a case-based exercise. It is to be completed individually and under the Rice Honor Code. The exam questions and case with supporting questions will be provided to you on the last day of class. The format of your response will follow the same case report format that is used throughout the course; 2 of 5 however, the page limit for the main body will be increased to five (5) pages to allow students to provide increased insights and demonstrate mastery of the subject matter. The final exam is due on October 25, 2013 at 11pm cst and submitted via Owlspace. TEXTBOOK Title: Operations and Supply Chain Management: The Core Authors: F. Robert Jacobs and Richard B. Chase Publisher: McGraw-Hill/Irwin, 3rd Edition COURSE TIMELINE AND ASSIGNMENTS The timeline for the course and assignments follows (all times are Central): Class #1: August 29, 2014 (4:00pm 9:30pm); Room 316 Course Introduction Basics of Operations & Supply Chains Operations & Supply Chain Strategy Chapters 1-2 Staple Yourself to an Order, HBR Rapid-Fire Fulfillment, HBR American Connector Company (A) (no formal writeup required; please come prepared for discussion) Activities n/a n/a Quiz Class #2: September 13, 2013 (7:30am 12:30am); Room 316 Matching Supply & Demand Chapters 3,8,9,11 Making Supply Meet Demand in an Uncertain World , HBR The Bull Whip Effect in Supply Chains , Sloan Management Review Bergerac Systems - (submit write-up to Owlspace) Activities Quiz n/a Quiz #1 3 of 5 Class #3: September 26, 2014 (4:00pm 9:30pm); Room 316 Supply Chapter 13 Don't Let Your Supply Chain Control Your Business, HBR Building Deep Supplier Relationships, HBR Sport Obermeyer (Ltd.) - (submit write-up to Owlspace) Supplier Mgmt at Sun Microsystems (A) and (B) - (no formal write-up required; please come prepared for discussion) Activities Global Supply Chain Mgmt Simulation (write-up due October 11) Quiz #2 Quiz Class #4: October 11, 2014 (1:30pm 6:30pm); Room 316 Logistics: Distribution & Transportation Chapter 14 Global Supply Chain Mgmt: Chapter 4: Global Transportation and Distribution Logistics Service Providers in Internet Supply Chains, CMR's European Distribution Strategy- (submit write-up to Owlspace) Activities Quiz n/a Quiz #3 GRADING The final grade for this course will be a letter-grade based upon 100 points accumulated from: Case Assignments: 45 points (15 points/case) Quizzes: 15 points (5 points/quiz) Global Supply Chain Simulation: 10 points Individual Class Participation: 10 points Final Exam: 20 points All team-based assignments (cases and simulations) will be graded on a team-basis; in other words, all members of the team will receive the same grade. Individual class participation grades will be based on the instructor s observations of the quality/quantity of the student s participation in class discussions and on peer evaluations from team-based activities. A confidential individual survey will be done at the 4 of 5 end of class for students to comment on their teammates work in team-based activities, including consideration of individuals who display either exceptional or deficient quality of their contributions. COMMUNICATION The MGMT 622 OWLSpace site will be used as the primary communication medium for the course, including serving as a repository for the syllabus, cases, etc.; submittal of assignments; return of grades/assignment feedback; and major announcements. However, students should not hesitate to contact the instructors directly through , phone, etc. HONOR CODE POLICY All work required in this course is covered by Rice University s Honor Code. All written assignments submitted to the instructor must carry the Honor Code pledge, On my honor, I have neither given nor received aid on this paper and be signed via ID# or electronic signature. Any assignment not so signed will be returned to the student ungraded. Students are not permitted to share or compare any assignment grades or written feedback from the instructor on completed assignments with other classmates, except their teammates. Any form of plagiarism or cheating will result in an Honor Code violation. CLASSROOM POLICIES It is the policy of the Jones School for students to turn their cell phones off and to place their laptop computer in the closed position during class. However, an exception to the laptop computer policy is granted for students taking notes. The cell phone and laptop computer policies do not apply to simulations or working sessions. DISABILITY ACCOMMODATIONS Any student with a documented disability seeking academic adjustments or accommodations is requested to speak with the lead instructor during the first two weeks of class. All such discussions will remain as confidential as possible. Students with disabilities will need to also contact Disability Support Services in the Allen Center. 5 of 5
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