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BUSML 4383: Supply Chain Management
Term:
Spring 2014 Second Session
Course Place & Time: Tuesday & Thursday – Schoenbaum Hall 200 7:05 – 8:25 PM
Course Prerequisites: BUSML 3380
Description:
Focuses on distinction between logistics and supply chain management;
cross-functional integration of key business processes within the firm and
across network of firms that comprise supply-chain; framework for
supply chain management.
Instructor:
Jason Miller
Office: 356 Fisher Hall
Email: miller_5350@fisher.osu.edu
Website: https://carmen.osu.edu
Office Hours: By appointment (I am usually in MWF)
Recommended Text:
Douglas M. Lambert, Editor, Supply Chain Management: Processes,
Partnerships, Performance, 4th Edition, Sarasota FL: Supply Chain
Management Institute. 2013.
Assigned Readings:
This course will be taught mostly through assigned readings from
managerial (i.e., Harvard Business Review, Sloan Management Review,
California Management Review) and scholarly (i.e. Strategic
Management Journal) journals. These readings are mandatory.
Course Lectures:
Apart from readings, this course will be taught using PowerPoint slides
prepared by the instructor. These materials will be posted online via
Carmen.
Course Format:
This course will be taught through a combination of class discussion and
lecture. For days with assigned readings, the instructor will provide, in
advance, a series of questions that will guide subsequent in class
discussion. These discussions should occupy approximately 50% of class,
with the remaining time utilized for lecturing. Any course amendments
(i.e. additional information on points of discussion/clarification) will be
posted on Carmen. Students are responsible for all information in
assigned readings, in lecture materials, and discussed in class.
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Course Goals:
The goal of this class is provide an understanding of the complex process
of managing buyer–supplier relationships. This course is structured to
progress from a macro to micro perspective. We will start by examining
broad topics including the importance of national context per Porter
(1990) and why interorganizational relationships are formed and then
move to a more micro focus to examine individual supply chain
processes. My intent is for students to develop an in-depth understanding
of the benefits and challenges of managing buyer–supplier relationships,
with particular emphasis on why such benefits and challenges exist.
Grade Distribution:
I will base grades on the following exam
Assignment
Midterm Exam (I)
Midterm Exam (II)
Final Exam
Percentage
25%
35%
40%
Assignment Details:
The grades in this class are based on two short midterm exams and a final
examination. Exams will follow an essay-based format including
possible computational questions. Questions will be designed to evaluate
the student’s underlying knowledge of the key principles and processes
stressed in this course. Due to the nature of the course, exams will be
cumulative to a certain extent. If you know you will miss an exam, you
are required to notify the instructor before the exam to schedule a time to
take the exam.
Grading Scale:
The grades in the following scale are guaranteed; you cannot receive
lower than the grade in this scale. Depending on overall grades, the
instructor reserves the right to curve overall grades at the end of the
session.
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Grade
A
AB+
B
BC+
C
CD+
D
E
Numeric
Range
95–100
93–94
91–92
86–90
84–85
82–83
77–81
75–76
73–74
68–72
0–67
Quality
Points
4
3.7
3.3
3
2.7
2.3
2
1.7
1.3
1
0
Class Attendance:
Life is full of choices, and one of those choices is to attend the course
lectures. Class attendance is not mandatory for this course but is highly
encouraged. Students will be responsible for all material posted on
Carmen, covered in required readings, and discussed in lecture.
Academic Integrity:
All tests, written exercises, and papers are to be your own work.
Academic integrity is essential to maintaining an environment that fosters
excellence in teaching, research, and other educational and scholarly
activities. Thus, the Ohio State University and the Committee on
Academic Misconduct (COAM) expect that all students have read and
understand the University’s Code of Student Conduct, and that all
students will complete all academic and scholarly assignments with
fairness and honesty. Students must recognize that failure to follow the
rules and guidelines established in the University’s Code of Student
Conduct and this syllabus may constitute “Academic Misconduct.” The
Ohio State University’s Code of Student Conduct (Section 3335-23-04)
defines academic misconduct as: “Any activity that tends to compromise
the academic integrity of the University, or subvert the educational
process.”
Examples of academic misconduct include (but are not limited to)
plagiarism, collusion (unauthorized collaboration), copying the work of
another student, and possession of unauthorized materials during an
examination. Ignorance of the University’s Code of Student Conduct is
never considered an “excuse” for academic misconduct, so I recommend
that you review the Code of Student Conduct and, specifically, the
sections dealing with academic misconduct.
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If I suspect that a student has committed academic misconduct in this
course, I am obligated by University Rules to report my suspicions to the
Committee on Academic Misconduct. If COAM determines that you
have violated the University’s Code of Student Conduct (i.e., committed
academic misconduct), the sanctions for the misconduct could include a
failing grade in this course and suspension or dismissal from the
University.
If you have any questions about the above policy or what constitutes
academic misconduct in this course, please contact me. Other sources of
information on academic misconduct (integrity) to which you can refer
include:
•The Committee on Academic Misconduct web pages
http://oaa.osu.edu/coam.html
•Ten Suggestions for Preserving Academic Integrity
http://oaa.osu.edu/coam/ten-suggestions.html
• Eight Cardinal Rules of Academic Integrity
http://www.northwestern.edu/provost/students/integrity/rules.html
Disabilities:
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:
This syllabus is an outline for the course and can be changed based due to
in the event of extenuating circumstances, class progress, or by mutual
agreement between the instructor and the students.
Other:
A classroom full of distractions is not conducive to learning. In particular,
there is a problem with smart phones and texting. Therefore, the
instructor is instituting the following rule: if the instructor observes a
student texting in class, one percentage point will be deducted from
the student’s final course grade. These instances accumulate: five
instances results in losing five percentage points from the final course
grade.
Electronic recording of lectures is not authorized without first obtaining
permission of the instructor. The only exceptions will be those authorized
in writing by the Office of Disability Services.
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Laptop computers are allowed for the purposes of note-taking. However,
at any point the instructor reserves the privilege to ask that all laptops be
closed if these devices are deemed to be a distraction.
Class Schedule:
Week
1
Date
2/27/2014
Introduction
2
3/4/2014
Creating & Capturing Value
Porter (1990; HBR)
3/6/2014
Supply Chain Structure
Lee (2002; CMR)
3/11/2014
No Class — Spring Break
3/13/2014
No Class — Spring Break
3/18/2014
Customer Relationship Management
3/20/2014
Midterm Exam (I)
3/25/2014
Supplier Relationship Management
3/27/2014
Customer Service Management
4/1/2014
Demand Management
4/3/2014
Midterm Exam (II)
4/8/2014
Order Fulfillment
Shapiro et al. (1992; HBR)
4/10/2014
New Product Development & Commercialization
Ward et al. (1995; SMR)
4/15/2014
Manufacturing Flow Management
Kotha (1995; SMJ)
4/17/2014
Returns Management
Blackburn et al. (2004; CMR)
TBD
Final Exam
3
4
5
6
7
8
9
Topic
Reading
Dyer & Nobeoka (2000; SMJ)
Lee et al. (1997; SMR)
Notes: CMR = California Management Review; HBR = Harvard Business Review; SMJ = Strategic
Management Journal; SMR = Sloan Management Review