FISHER COLLEGE OF BUSINESS
DEPARTMENT OF MARKETING AND LOGISTICS
COURSE SYLLABUS
TERM:
Fall 2012 (October 12, 2012 to December 4, 2012)
COURSE TITLE:
BUS M&L 7384, Supply Chain Implementation
COURSE TIME/
PLACE:
Tuesday/Thursday – 10:15 AM to 11:45 AM / Gerlach Hall, 285
COURSE
DESCRIPTION:
This course explores how successful implementation of supply chain
management requires cross-functional integration of key business
processes within the firm and across the network of firms that comprise
the supply chain. The challenge is to determine how to successfully
accomplish this integration. To accomplish this, we will use case studies
to further examine supply chain management implementation issues, you
will engage in management simulations to practice key skills, and you will
engage in an applied project where you will work directly with a company
to examine a supply chain implementation issue.
INSTRUCTOR:
Dr. Michael Knemeyer
Fisher Hall, 548
(614) 292-2507 (office)
(614) 292-0879 (fax)
(937) 532-3036 (cell)
E-mail: knemeyer.4@osu.edu
OFFICE HOURS:
By appointment.
REQUIRED TEXT:
Supply Chain Management: Processes, Partnerships, Performance,
Third Edition, Lambert (2009).
Additional course materials including, PowerPoint slides, assignments,
simulations and outside readings will be available either from Carmen
(https://carmen.osu.edu/), Harvard Business School Publishing
(www.hbsp.com), Business Source Complete (http://library.ohiostate.edu/screens/databases.html) or as class handouts.
COURSE
OBJECTIVES:
To gain a fuller understanding of the essential processes of supply
chain management and their interrelationships within individual
companies and across the supply chain. To develop an understanding
for some of the challenges of implementing supply chain management.
To gain experience performing a process assessment or mapping
exercise for a company. To acquire knowledge about the professional
opportunities in supply chain management.
COURSE
FORMAT:
The course will be conducted by a combination of lecture, discussion, inclass exercises, simulation exercises, experiential activity and case
analysis. The students will need to be actively involved in all aspects of
the course.
GRADING:
Grades will be based upon performance on the following:
Assignment
Case Write-ups (25 points each)
Simulation Write-ups (25 points each)
Applied Learning Project
Final Examination
Class Participation
TOTAL
Points
50
75
150
75
50
400
Case Write-ups
We will analyze four case studies in-class during the course. Each student will select
three of the five cases to complete a written case analysis to submit for a grade.
Each write-up will count 25 points towards your final grade. We will discuss each of
the cases in detail during class.
Simulation Write-ups
Students will individually complete two online simulations during the course.
Materials will be provided in class outlining the steps required and the desired
outputs of these simulations. The deliverable for each simulation will be worth 25
points towards your final grade.
Applied Learning Project
Students will work in teams to complete an applied learning project. The scope and
focus of the project will be defined jointly with the instructor. Potential projects
include conducting a process assessment or developing a supply chain map for a
company. Teams can choose their own company to work with or I will help them find
one. Lining up a company should be a top priority for the teams early in the course.
Materials will be provided outlining the steps required and the desired outputs of this
assignment. The report will be worth 100 points and the presentation will be worth
50 points.
Final Examination
The final exam in the course will be worth 75 points towards your final grade.
Class Participation
Participation will be based on a combination of factors to include: attendance,
preparation for class, frequency of participation, quality of participation, organization,
and conciseness. Participation will also consist of team discussion of projects, and
in-class special topics presentations. Students will evaluate the their performance as
well as that of the other students on their team with respect to their contribution and
performance on the projects. The evaluations will be submitted either electronically
or in a sealed envelope. The evaluation must be submitted by the individual student
and not by another team member. I will consider all of these potential inputs in the
evaluation of class participation that accounts for 50 points towards your final grade.
ASSIGNMENTS
AND DUE DATES:
You are expected to approach each assignment with the professionalism
required of you in the business world. This is particularly relevant for your
interactions with companies and practitioners as part of fulfilling the
requirements of this course. Each assignment is due at the beginning of
class but may be submitted any time prior to the due date. A 50% penalty
will be assessed for submissions within 24 hours after the assignment is
due (one day late). A 100% penalty will be assessed for submissions
more than 24 hours after the assignment is due. Correct spelling,
grammar, and punctuation are expected and will be considered in the
grading of all assignments.
GRADING
SCALE:
The grading scale is guaranteed. You will receive no less than the grade
listed within the appropriate interval.
Grade
A
AB+
B
BC+
C
CD+
D
E
ACADEMIC
INTEGRITY:
Numeric Range
368-400 points
360-367 points
352-359 points
328-351 points
320-327 points
312-319 points
288-311 points
280-287 points
272-279 points
240-271 points
0-239 points
Quality Points
4.0
3.7
3.3
3.0
2.7
2.3
2.0
1.7
1.3
1.0
0.0
All tests, exercises, simulations and papers are to be your own work.
Each team will be held to the same standards as individuals concerning
academic integrity. All tests are to be individual work with no discussion
or collaboration with others permitted. In-class assignments may be
either individual or group work as directed by the instructor. Students are
expected to adhere to the code of conduct as outlined in the university
catalog. Any incidents of academic misconduct such as cheating,
plagiarism, copying others’ work, etc., will result in zero points being
awarded for the assigned work or exam. Breaches of academic integrity
may also result in other action being taken by the university.
The Fisher Honor Statement:
As a member of the Fisher College of Business community, I am
personally committed to the highest standards of ethical behavior.
Honesty and integrity are the foundation from which I will measure my
actions. I will hold myself accountable to adhere to these standards. As
a leader in the community and business environment, I will pledge to live
by these principles and celebrate those who share these ideals.
AMERICANS
WITH
DISABILITIES
ACT:
If you have a disability, as defined by the Americans with Disabilities Act
(ADA), which requires classroom accommodation or auxiliary aids, please
inform me of your needs during the first week of class so that I can take
appropriate action.
COURSE
DISCLAIMER:
The schedule, policies, and assignments contained in this course syllabus
are subject to change in the event of extenuating circumstances, class
progress, or by mutual agreement between the instructor and the
students.
OTHER:
All cellular phones and other electronic communication devices are to be
turned off during class.
OUTSIDE
ACTIVITIES:
There are several ways in which you can enhance your experience in the
course. For example, the Columbus Roundtable of Council of Supply
Chain Management Professionals (CSCMP) will be holding events
throughout the quarter. CSCMP is the leading professional organization
for logistics. For details on their upcoming events you may reference
their website at: http://www.columbusroundtable.org/. In addition,
students are encouraged to participate in TLA (www.osutla.com) and
OLMA (http://groups.cob.ohio-state.edu/olma/)activities throughout the
quarter.
CLASS SCHEDULE:
Note: I may revise this schedule to accommodate class progress, more in-depth focus or
discussion where warranted, or to take advantage of guest speakers or tours if the opportunity
should arise. We will attempt to stay as close to this schedule as possible.
Date
October
November
Topic
Reading(s)
Assignment(s)
16: Course Overview and
Review of GSCF Framework
Readings 1
Team Formation
18: Conducting Process Assessments
Readings 2
23: Mapping the Supply Chain
Readings 3
25: Project Status Meetings
Project Charter
30: Project Management
Project SIM
1: Segmentation and Scorecards
HTC Case
Readings 4
Case Write-up
8: Change Management I
Readings 5
Change SIM
13: Change Management II
Wawa Case
Readings 6
Case Write-up
15: Reducing Supply Chain Complexity
Readings 7
20: Sustainability in the Supply Chain
Wal-Mart Case
Readings 8
Case Write-up
27: Supply Chain Relationships
UPS and HP Case
Readings 9
Case Write-up
29: Leading Cross-Functional Teams
Rubbermaid Case
Readings 10
6: Project Status Meetings
22: Holiday – No Class
December
4: Project Presentations
TBD: Final Examination
Project Report Due
READINGS LIST:
Readings List 1:
Lambert, “AN EXECUTIVE SUMMARY OF: SUPPLY CHAIN MANAGEMENT –
PROCESSES, PARTNERSHIPS, PERFORMANCE” – To be made available on
CARMEN.
Lee, “THE TRIPLE-A SUPPLY CHAIN,” Harvard Business Review, October 2004, Vol.
82, No. 10, pp. 102-112.
Readings List 2:
Lambert, SUPPLY CHAIN MANAGEMENT: PROCESSES, PARTNERSHIPS,
PERFORMANCE – Chapter 10
Readings List 3:
Lambert, SUPPLY CHAIN MANAGEMENT: PROCESSES, PARTNERSHIPS,
PERFORMANCE – Chapter 11
Readings List 4:
HTC Case
Dyer, Cho and Chu “STRATEGIC SUPPLIER SEGMENTATION: THE NEXT “BEST
PRACTICE” IN SUPPLY CHAIN MANAGEMENT,” California Management Review,
Winter 1998, Vol. 40, No. 2, pp. 57-77.
Readings List 5:
Sirkin, Keenan and Jackson, “THE HARD SIDE OF CHANGE MANAGEMENT,” Harvard
Business Review, October 2005, Vol. 83, No. 10, pp. 108-118.
Kotter, “LEADING CHANGE: WHY TRANSFORMATION EFFORTS FAIL,” Harvard
Business Review, January 2007, Vol. 85, No. 1, pp. 96-103.
Watkins, “HOW MANAGERS BECOME LEADERS,” Harvard Business Review, June
2012, Vol. 90, No. 6, pp. 64-72.
Readings List 6:
Wawa Case
Readings List 7:
New, “THE TRANSPARENT SUPPLY CHAIN,” Harvard Business Review, October
2010, Vol. 88, No. 10, pp. 76-82.
Readings List 8:
Wal-Mart Case
Readings List 9:
UPS and HP Case
Readings List 10:
Rubbermaid Case
Pentland, “THE NEW SCIENCE OF BUILDING GREAT TEAMS,” Harvard Business
Review, April 2012, Vol. 90, No. 4, pp. 60-70.
Prokesch, “HOW GE TEACHES TEAMS TO LEAD CHANGE,” Harvard Business
Review, January 2009, Vol. 87, No. 1, pp. 99-106.