M&L 4384: Supply Chain Management Tools - Spring ’14, Term 2
The Professor:
Keely Croxton
Phone: 292-6610
518 Fisher Hall
croxton@fisher.osu.edu
The Classes:
MW 6:40 pm - 8:00 pm SB 200.
Office Hours:
By appointment, or stop by (I will try to be in the office from 1-3 on MW).
The Course:
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 achieve 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 demonstrate key concepts, and you will hear from industry leaders about
their experiences with these challenges. The pre-requisite for this course is BUS M&L
4383.
Course Materials: We will continue to use Supply Chain Management: Processes, Partnerships, Performance
4th ed.. There is also an electronic course packet that provides access to the cases and two
of the simulations. Each student must purchase individual access ($43). Other articles that
are assigned are available through EBSCO, via the OSU library website (free).
The Grade:
The final grade will be determined by the weighted average of the following:
Case Quizzes (3 out of 4)
30% (10% ea)
Exam
20%
Project Management Simulation Performance
15%
Change Management Simulation Performance 15%
Class Contribution
20%
Case Quizzes. A short quiz will be given before the discussion of each of the 4 cases. The lowest grade will be
dropped. The quiz will be distributed right at the start of class and is only expected to take 10 minutes. You
cannot take the quiz if you arrive to class after the quiz has been collected.
Exam. The exam will be closed-book and closed-notes. Should you be sick on an exam day, you must contact
the professor more than 8 hours before the exam and schedule a make-up exam that must be taken within 2
days. You will also need to provide a doctor’s note.
I take academic misconduct very seriously. Never represent someone else’s work as your own. If I
suspect any violation of the Code of Student Conduct, I am obligated to bring it to the attention of the
Committee on Academic Misconduct who will determine and impose an appropriate sanction. This can
range from a formal reprimand to dismissal.
Course Schedule*
DAY
DATE
Topic
Readings
W
Feb 26
Course Intro & Framework Review
List #1
M
Mar 3
Managing Supply Chain Relationships
List #2
W
Mar 5
Case: Agile Electric
List #3
Mar 10–Mar 14
SPRING BREAK
M
Mar 17
Value Co-Creation - Guest Speaker
W
Mar 19
Project Management (& simulation debrief)
M
Mar 24
Supply Chain Mapping
List #4
W
Mar 26
Process Assessment & Improvement – Guest
Speaker
List #5
M
Mar 31
Leading Cross-Functional Teams
List #6
W
Apr 2
Case: Driving Change at Seagate
List #7
M
Apr 7
Case: Mod IV Product Development Team
List #8
W
Apr 9
Comparison of Frameworks
List #9
M
Apr 14
Change Management (& simulation debrief)
List #10
W
Apr 16
Case: Pierre Frankel in Moscow
List #11
M
Apr 21
Exam
Due
Simulation due by midnight
Simulation due by midnight
* This schedule is subject to change
READINGS LIST:
List 1:
Lambert, SUPPLY CHAIN MANAGEMENT: PROCESSES, PARTNERSHIPS, PERFORMANCE – Chapter 1
(as a refresher).
Lee, “THE TRIPLE-A SUPPLY CHAIN,” Harvard Business Review, October 2004, Vol. 82, No. 10, pp. 102112 (in BSC).
List 2:
Lambert, SUPPLY CHAIN MANAGEMENT: PROCESSES, PARTNERSHIPS, PERFORMANCE – Chapter
14 (also as a refresher).
Beth et al, “SUPPLY CHAIN CHALLENGES: BUILDING RELATIONSHIPS,” Harvard Business Review,
July 2003, Vol. 81, No. 7, pp. 64-73 (in BSC).
Anderson and Jap, “THE DARK SIDE OF CLOSE RELATIONSHIPS,” Sloan Management Review, Spring
2005, Vol. 46, No. 3, pp. 75-82 (in BSC).
Senn, Thoma and Yip, “CUSTOMER-CENTRIC LEADERSHIP: HOW TO MANAGE STRATEGIC
CUSTOMERS AS ASSETS IN B2B MARKETS,” California Management Review, Spring 2013, Vol. 55, No.
3, pp. 27-59 (in BSC).
Aoki and Lennerfors, “THE NEW IMPROVED KEIRETSU,” Harvard Business Review, September 2013, Vol.
91, No. 9, pp. 109-113 (in BSC).
List 3:
Case: Agile Electric (in Harvard electronic packet)
List 4:
Lambert, SUPPLY CHAIN MANAGEMENT: PROCESSES, PARTNERSHIPS, PERFORMANCE – Chapter
11.
List 5:
Lambert, SUPPLY CHAIN MANAGEMENT: PROCESSES, PARTNERSHIPS, PERFORMANCE – Chapter
10.
List 6:
Pentland, “THE NEW SCIENCE OF BUILDING GREAT TEAMS,” Harvard Business Review, April 2012,
Vol. 90, No. 4, pp. 60-70 (in BSC).
Hansen, “WHEN INTERNAL COLLABORATION IS BAD FOR YOUR COMPANY,” Harvard Business
Review, April 2009, Vol. 87, NO. 4 (in BSC).
List 7:
Case: Driving Change at Seagate (in Harvard electronic packet)
List 8:
Case: Mod IV Product Development Team (Honeywell) (in Harvard electronic packet)
List 9:
Lambert, SUPPLY CHAIN MANAGEMENT: PROCESSES, PARTNERSHIPS, PERFORMANCE – Chapter
18.
List 10: Sirkin, Keenan and Jackson, “THE HARD SIDE OF CHANGE MANAGEMENT,” Harvard Business Review,
October 2005, Vol. 83, No. 10, pp. 108-118 (in BSC).
Battilana and Casciaro, “THE NETWORK SECRETS OF GREAT CHANGE ANGENTS,” Harvard Business
Review, Jul/Aug 2013, Vol. 91, No. 7, pp. 62-68 (in BSC).
Kanter, “LEADERSHIP FOR CHANGE: ENDURING SKILLS FOR CHANGE MASTERS,” Harvard Business
School Publishing (in Harvard electronic packet).
Auster and Ruebottom, “NAVIGATING THE POLITICS AND EMOTIONS OF CHANGE,” Sloan
Management Review, Summer 2013, Vol. 54, No. 4, pp. 31-38 (in BSC, click on “Find It” and then on the top
“Browse journal” button).
List 11: Case: Pierre Frankel in Moscow (A) (in Harvard electronic packet)
NOTE: BSC is Business Source Complete – a database of articles available through the OSU library system.