Time: Wednesday: 6:00 – 9:15 pm Location: Gerlach 305
Office:
Phone:
Cell:
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E-mail:
Office Hours:
548 Fisher Hall
614-292-2507
937-532-3036
@amknemeyer amknemeyer knemeyer.4@osu.edu
By appointment
COURSE DESCRIPTION
There is a great deal of confusion regarding exactly what supply chain management involves.
In fact, many people using the name supply chain management treat it as a synonym for logistics or purchasing or operations. The most common view is that supply chain management is a combination of these three functions. However, successful 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. The distinction between logistics and supply chain management is identified and a framework for supply chain management is presented. The course will describe key aspects of each of the eight supply chain processes as well as introduce tools and techniques that can support implementation of the framework.
The teaching method will be a combination of lecture, class discussions on assigned topics, a simulation, individualized project and cases.
TEXT AND READINGS

The textbook for this course is Supply Chain Management: Processes, Partnerships,
Performance, 4 th Edition - 2014, Douglas M. Lambert, Editor. ISBN 978-0-9759949-9-3,
Publisher $110 (Order directly from publisher at www.scm-institute.org
Coupon Code:
OSU-student) or Bookstore (OSU Bookstore; www.ohiostate.bkstore.com
), $145

There is also a simulation available electronically from Harvard Business School Press as well as readings that will be handed out in class or accessed on-line through
Business Source Complete.
COURSE OBJECTIVES
The objectives of this course are to provide the student with:
1. An understanding of the primary differences between logistics, operations and supply chain management .
2. An understanding of the essential processes of supply chain management and their interrelationships within individual companies and across the supply chain.
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3.
An understanding of tools and techniques useful in implementing supply chain management.
4. An understanding of how supply chain management affects the financial performance of the firm, its customers and its suppliers.
INDIVIDUALIZED LEARNING PROJECT
Given the nature of the course, students will be looking to achieve a variety of outcomes related to course material. As such, I will work with an individual student or a small group (no more than 3 people) to develop an individualized learning project that allows students to dig deeper into a specific aspect of supply chain management that they are most interested in exploring over the course of the quarter. The deliverable for this assignment will be an audio PowerPoint presentation or video that lasts no longer than 10 minutes and reports back to the class the results of your deeper dive into a particular supply chain topic. These presentations or videos will be made available to other members of the class to review and learn from their content.
Additional details will be provided in class and in CARMEN regarding the expectations and due date for this deliverable. The project will account for 20% of your final grade.
GLOBAL SIMULATION REPORT
Each student will complete a global supply chain simulation during the course. Each student will submit a report that addresses the following questions in the appropriate CARMEN dropbox: a) How did you think about which options to choose? b) What did you use for your forecast? c) How did you decide which suppliers to use? d) How did you go about setting initial production levels? e) How did you decide whether to issue production change orders? f) How did you decide whether or not to invest in the Celldex show? g) What are your takeaways from the simulation?
The report should address each of these questions (no more than ten pages – double-spaced,
12-point font, 1 inch margins). Additional details are provided in CARMEN regarding the expectations for this deliverable. The simulation report will account for 15% of your final grade.
APPLIED SUPPLY CHAIN CONSULTING PROJECT
Students will form teams (3 to 4 people) complete an applied supply chain consulting project during the session. The deliverables will include a white paper reviewing team recommendations for the client as well as a brief in-class presentation. The applied project will account for 25% of your final grade.
Cintas Distribution Optimization: Facility Services Product Line
CINTAS has 2 FS DC's supporting up to 350 CINTAS "retail" locations which order a diverse array of Facility Service Products that they sell and distribute to customers (end users). These products include commodity items like latex gloves, cotton wash rags, etc. as well as more complex, Cintas developed/patented products such as branded cleaning chemicals. Many of these items are carried in our DC network of owned and operated warehouses while others are shipped directly to our retail locations by our corporate controlled vendor base.
CINTAS would like to know: What is the most efficient supply chain?
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Areas of exploration:
1. Should we open a 3rd DC?
2. What products should we carry in the DC network vs. have supplier direct ship vs. some mixture based on retail location freight charges, buying habits, etc.
CLASS CONTRIBUTION
Actively and meaningfully participating across all aspects of the course is an expectation.
Students will be evaluated on their contribution to class discussion, team project and on-line discussions. The goal of the on-line discussions are to provide students an opportunity to reflect on the ideas described in the course as well as the ideas expressed by other students, and then to write about what they think, know and reason from those ideas. There will be multiple discussion questions posed during the course. The board for each topic will be open for one week.
GRADING
Individualized Learning Project
Global SC Simulation Report
Applied SC Consulting Project
Class Contribution
Final Exam
20%
15%
25%
10%
30%
TOTAL 100%
1.
PLEASE NOTE
A make-up exam will not automatically be provided. In order to miss the exam without penalty, approval must be obtained at least 48 hours prior to the time of the exam.
2.
3.
Modification of class sessions may be made as the course progresses or to take advantage of outside speakers.
Late assignments will not be accepted.
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DATE
BUS M&L 7383 COURSE SCHEDULE (AUTUMN 2015-Session 2)
SUBJECT
Wednesday, October 21 Supply Chain Management: Course
Introduction and Goals; and Customer
Relationship Management
READINGS
# 1, 2
Wednesday, October 28 Applied Supply Chain Consulting Project;
Supplier Relationship Management; and
Customer Service Management
# 3, 4
Wednesday, November 4 Order Fulfillment; Demand Management; and
Manufacturing Flow Management
#5, 6, 7, 8
Wednesday, November 11
Wednesday, November 18
Wednesday, November 25
Wednesday, December 2
Wednesday, December 9
Thursday, December 17
No Class
Product Development & Commercialization;
Returns Management; and Global SC
Simulation Debrief
No Class
# 9, 10, 11
Applied Supply Chain Consulting Project
Presentations
FINAL EXAM (8:00 to 9:45 PM)
Implementing and Sustaining the Supply
Chain Management Processes; Supply Chain
Risk Management; and Building High
Performance Business Relationships
# 12, 13, 14,
15, 16
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Supply Chain Management: Course Introduction and Goals and Customer Relationship
Management
M&L 7383, Autumn 2015 – Session 2
Reading List
1. Supply Chain Management: Processes, Partnerships, Performance , Chapter 1.
2. S upply Chain Management: Processes, Partnerships, Performance, Chapter 2.
Applied Supply Chain Consulting Project; Supplier Relationship Management; and Customer
Service Management
3. Supply Chain Management: Processes, Partnerships, Performance , Chapter 3
4. Supply Chain Management: Processes, Partnerships, Performance , Chapter 4.
Order Fulfillment; Demand Management; and Manufacturing Flow Management and Global
Supply Chain Simulation De-brief
5. Supply Chain Management: Processes, Partnerships, Performance , Chapter 6.
6 . Staple Yourself to an Order – Benson Shapiro, Rangan Kasturi and John Sviokla. Harvard
Business Review , Vol. 82, No. 7/8, pp. 162-171.
7 . Supply Chain Management: Processes, Partnerships, Performance , Chapter 5.
8. Supply Chain Management: Processes, Partnerships, Performance , Chapter 7.
Product Development & Commercialization; Returns Management; and Global SC Simulation
Report
9. Supply Chain Management: Processes, Partnerships, Performance , Chapter 8.
10. Supply Chain Management: Processes, Partnerships, Performance , Chapter 9.
11. Global SC Simulation
Implementing & Sustaining the Supply Chain Management Processes ; Supply Chain Risk
Management; and Building High Performance Business Relationships
12. Supply Chain Management: Processes, Partnerships, Performance , Chapter 13.
13. Supply Chain Management: Processes, Partnerships, Performance , Chapter 18.
14. Supply Chain Management: Processes, Partnerships, Performance , Chapter 15.
15. Supply Chain Management: Processes, Partnerships, Performance , Chapter 16.
16 . Douglas M. Lambert and A. Michael Knemeyer, “We’re in This Together,” Harvard
Business Review , Vol. 82, No. 12 (2004), pp. 114-122
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