WESTVILLE CAMPUS
SCHOOL OF MANAGEMENT, IT & GOVERNANCE
Postgraduate Diploma in Marketing and Supply Chain Management
Course Outline
Postgraduate Diploma: Supply Chain Management A
Supply Chain Management A: MSCM607P1
First Semester 2024
Lecturer:
Dr Patmond Mbhele
M-Block, 2nd Floor, Westville Campus
Room M1-217
Tel: (031) 2607524
Email: mbhelet@ukzn.ac.za
Administrator:
Mrs Ruvania Nayager
1st Floor, Commerce Building
M-Block, Room M1-114
(031) 2608374 or
nayagerR@ukzn.ac.za
The primary goal of the learning process in this module is to develop individuals into professional self-growers, and
critical thinkers. The intended learning outcomes are designed from the student’s perspective to epitomise
professionals’/practitioners’ propulsion to knowledge enrichment. The strategy indicates the anticipated level of
understanding and performance that are expected to achieve as a result of engaging and interacting in the teaching
and learning experience. Surface Learning: Mathematical models and systematic recall of what a student is expected
to know, understand and/or be able to do at the end of a period of learning (module) (subject to the student cluster
background). Deep Learning: The critical analysis of new ideas, linking them to already known concepts and principles
(constructivism), leads to understanding and long-term retention of concepts so that they can be used for problemsolving in unfamiliar contexts. It is in terms of demonstrating an in-depth understanding of the concepts, principles and
strategic issues (comprehension and reflection) of operations management in the context of supply chain
management. Comparatively apply the contrasting principles, strategies and theories on operations management
decisions in manufacturing, service and public sector organisations. Be able to analyse and judge critically the
operations and supply chain management theory to case analysis within South Africa, Africa as a continent and global,
and justify the value of materials and contrasting ideas. Continuous Assessment (CA) will be applied as an assessment
approach which involves the assessment of all the outcomes of a module by a variety of methods with timely and
frequent feedback throughout the module.
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In this module, the following content topics that are judged desirable for students to learn are eventually translated
into outcome statements using aligned design teaching/learning activities and appropriately open assessment tasks.
The module content topics are offered in this module:










Broad field of operations and supply chain management and the value-adding role of
Heritage/Thoughts/challenges of Operations Management
The Global view of Operations, Supply Chains Competitiveness and Productivity challenges
The value of demand forecasting and CPFR modelling on both the product and service sectors.
Designing Operations and Supply Chains for Sustainability
Managing the implications of Quality, concepts of TQM and the role of Inspection.
Influence of Capacity planning in Operations Management, Bottlenecks & Theory of Constraints
Factors influencing Location Decisions and Methods of evaluating Location Alternatives.
Managing and Modeling Supply chain on decision making – Adaptive and Integration
Paradigms of Lean, Agility, Green and Resilience in both the product and service Sector
Aggregate planning and Master Scheduling
1. READING LIST
This comprehensive module comprises several domains in Operations, Logistics and Purchasing and Supply
Chain Management:
Session
Chapters
Operations and Supply chain Decisions
Blended Learning [Online T & L]
1
2
3
4
5
6
7
8
9
10
11
Introduction to Operations and Supply Chain Management
Competitiveness and Productivity
Forecasting Methods, Strategies and Models
Product, Service and Sustainability Design
Strategic Capacity planning and Theory of Constraints
Location Decisions and Methods
Managing Quality Control and Inspection
Paradigms – Lean, Agility, Green and Resilience
Supply chain management
Supply chain management – Adaptive & Integration
Aggregate Planning and Master Scheduling
Chapter=1
Chapter=2
Chapter=3
Chapter=4
Chapter=5
Chapter=8
Chapter=9 & 10
Chapter=14
Chapter=15
Chapter=15S1 & 2
Chapter=11
& Case Scenario
& Extra - Case
& Extra- Case
& Extra- Case
& Extra- Case
& Extra- Case
& Extra- Case
& Extra- Case
& Extra- Case
& Extra- Case
& Extra- Case
PRESCRIBED TEXT:
William J. Stevenson (2021). Operations Management. New York: McGraw-Hill,. 14th Edition.
(Global Edition)
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Recommended Texts:
1.
2.
3.
4.
5.
6.
Jay Heizer, Barry Render & Munson (2021). Principles of Operations Management: Sustainability and
Supply Chain Management. London: Pearson Education,. 11th Edition. (Global Edition)
E-Book = Jay Heizer, Barry Render & Munson (2021). Principles of Operations Management: Sustainability
and Supply Chain Management. London: Pearson Education,. 11th Edition. (Global Edition)
Hugo, Badenhorst-Weiss & Van Biljon (2006). Purchasing and Supply chain. Van Schaik, 5th Ed.
Pycraft, Singh, Phihlela, Slack, Chambers and Johnston (2010). Operations Management. South African 2nd
Ed., Pearson
Simchi-levi, Kaminsky and Simch-levi. Designing and managing supply chain. McGraw-Hill
Fitzsimmons and Fitzsimmons (2009). Service Management, McGraw-Hill.
2. ASSESSMENTS:
Educational assessment is a broad term that includes many procedures used to obtain information about student
achievement and learning progress. Continuous Assessment (CA) is an assessment approach which involves the
assessment of all the outcomes of a module by a variety of methods with timely and frequent feedback throughout the
module. CA collectively informs a final mark for that module, without a formal summative University examination. It is
distinguished from continual assessments which repeatedly use the same or similar assessment method (e.g.
fortnightly tests).
Assessments
Continuous Assessment Strategy
Case Study
= 25% Knowledge
28 March 2024
Short/Case/Scenario = 25% Application
18 April 2024
Essay questions
= 25% Comprehension
02 May 2024
Group Project
= 25% Analyse/Synthesis
09 May 2024
Please note that you have four assessments (Essay questions, Problem based question/short/Scenario/Case and MCQ
Quiz) to complete this module with 15 topics to the syllabus. You need 50% pass mark. Make-Up/Aegrotat [Missed CA for a
valid reason(s)] will be written on 16 May 2023.
Please Note:
Assessment is the process of making a judgment about a student’s performance on a particular task. The result will
clearly depend on what the task is and how the judgment is made, in relation to what standard or criteria. It also
depends up on other factors, which affect performance such as students’ motivation, perception of the relevance of the
task and anxiety about the consequences of success or failure. The goal of a formative assessment is to monitor
progress toward a goal or objective, providing information in an expedient manner which allows both lecturer and
students to respond to the academic needs of the students.
Proper Dates will be confirmed after the release of the Adjusted University Calendar.
Dr Patmond Mbhele (Module Coordinator, Office 217, 2nd Floor, M-Block, Tel: 031 260 7524) will be assisting you
with any queries, suggestions and complaints regarding this course.
Proposed dates:
TURNITIN – Supply Chain Management A – 2024
Class ID
= 42712078
Enrollment Key = MSCM607P1
Blocks
Monday
Tuesday
Wednesday
Thursday
17h30 – 20h30
Friday
Venues
Online
 GROUP ASSIGNMENT
You will be required to contribute to a group assignment which has been designed to test your ability to find, evaluate,
comprehend, synthesise and communicate information. Details are included elsewhere in this course outline. Please
refer to the attachment for the group assignment details. The group composites are confirmed in class collectively.
Please note that the CAs will be written on Thursdays or through the class consensus – the Fridays can be scheduled.
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DISCIPLINE OF SUPPLY CHAIN MANAGEMENT
GROUP REPORT ASSESSMENT GUIDE PGDip
Presentation
Clear, concise, logical, readable and contextually reflective
7
Executive Summary/Abstract (1 page 300-400 words)
States the topic, purpose and problem statement of the report
Theoretical premise and Key variables
Outlines the most important findings of the report
Summarises the key conclusions/recommendations/managerial implications
15
Introduction
(1-2 pages)
Background to the study
An overview of the proposed study
A clear statement of the purpose & scope of reflection, significance and justification.
8
Body of Report
(5-8 pages)
A detailed account of the OM decisions and the SCM
Conceptual and theoretical framework
Reasons for the critical OM and SCM decision processes
Interpretation and insightful understanding of broad SC operations subtitles/variables
40
Conclusion and Recommendations (1-2 pages)
Scope and value of decisions, observations & recommendations
Substantiate how to develop a sustainable competitive advantage
25
References
5
Complete, Harvard method
TOTAL
Group Total Mark
100
=
Total number of pages 10-12
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Discipline of Supply Chain Management
DECLARATION FORM: GROUP ASSIGNMENT
BEFORE SUBMITTING THIS ASSIGNMENT, PLEASE ENSURE THAT:
 All
group
members
are
familiar
with
the
University’s
http://utlo.ukzn.ac.za/Libraries/Policies/Plagiarism_Policy_Procedures.sflb.ashx);
 A Turnitin report on the assignment is attached;
 All group members have filled in their details in the table below;
 All group members have read and signed the declaration below.
MODULE NAME
plagiarism
MODULE CODE
policy
(see
LECTURER
ASSIGNMENT TITLE
DUE DATE
DECLARATION
We declare that:
 We have read and are familiar with the University’s policy on plagiarism;
 We have checked this assignment to ensure that it contains no instances of plagiarism;
 Where the work of others has been relied upon in this assignment, it has been duly acknowledged and clearly
referenced.
SURNAME
FIRST NAME
STUDENT NUMBER
SIGNATURE
STUDENT 1
STUDENT 2
STUDENT 3
STUDENT 4
STUDENT 5
STUDENT 6
STUDENT 7
STUDENT 8
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GROUP ASSESSMENT FORM
Each member’s mark for a group assignment will be weighted according to the average
contribution percentage submitted by the group members. Each member of the group must
therefore complete a group assessment form indicating the contribution percentage they feel each
member’s effort deserves. The average contribution percentage will be calculated using those
assessment forms submitted with each assignment, it is therefore in the best interests of each
group member to ensure that their assessment form is submitted on time.
Group Leader’s Name: _______________________Student Number: _________________
Module: _______________________________ Group number: ______________________
Topic: _____________________________________________________________________
___________________________________________________________________________
Member’s Names
% Contribution
(100% = full contribution)
1. _________________________________________
__________
2. ________________________________________
__________
3. ________________________________________
__________
4. ________________________________________
__________
5. ________________________________________
__________
6. _________________________________________
__________
7. _________________________________________
__________
8. _________________________________________
__________
Date: ________________
Mark
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Group Assignment – 2023
Supply Chain Management A: MSCM607W1 [PGDip]
Group Assignment Topics – 2024
Note: Choose only one topic as a group. Use the rest of the topics for the discussion exercise. Please make
sure that the structure of your assignment is precisely the same as the assignment rubric. The mark allocation
boxes reflect the required application in a similar format such as the Presentation (7), Executive
Summary/Abstract - Including the Model (25), Introduction (8), Body of Report (40), Conclusion and
Recommendations (15), and References (5). The Turnitin Report is compulsory and it should be attached to
the final version of an assignment.
Thematic Statement:
The coronavirus disease 2019 (COVID-19) is an infectious disease. Since its first appearance in China in December 2019, it spread
globally, resulting in an ongoing pandemic. The pandemic has provoked serious social and economic disruption globally, including
strict social distancing, travel restrictions, and one of the largest global recessions since the Great Depression. During the beginning
of the global outbreak in March, supply chain (SC) management (SCM) has had major problems coping with an unpredicted demand
for certain products when simultaneous restrictions for travel and production have been enforced and is still struggling to recover
from this. Business operations are trying to adapt to the new situation and will probably face changes that will remain even after the
pandemic might be over. However, traditional research paradigms fail to keep up with the pace of the current epidemic and
economic developments, and thus there is still little empirical evidence on how the coronavirus pandemic impacts SC. This seems
evident in addressing risk and resilience-related SC constructs that quickly moved into the centre of attention, which seems
somewhat straightforward. The induced rethinking of SCM might offer an opportunity for improved resilience, risk mitigation, and
sustainability. A coronavirus pandemic is an unprecedented event, and the supply chain is modelled under three phases in the
pandemic period: (1) the onset of the crisis, (2) the peak and lockdown, and (3) managing SCs during the crisis. The coronavirus
impact highlights the need to transform traditional supply chain models. Risk can be seen as the expected outcome of an uncertain
event. Important dimensions of risk in global SC are probability and impact of losses, speed, and frequency. Two of the common
external risks associated with SC disruptions are supply and demand uncertainties. Supply uncertainty on the upstream/supplier end
refers to the risk of interruptions in the flow of components they need for their internal operations. The quality of purchased goods is
of great importance as much as the reliability of estimated delivery times as well as the dependency of goods on unpredicted
shortages or rise in prices. The risk of a significant and incalculable fluctuation in the demand for goods is called demand
uncertainty, which organizations are facing on the customer side. As a consequence of greater uncertainties in supply and demand,
globalization of markets, and shorter product and technology life cycles, managing risks has become more challenging.
Fortunately, new supply chain technologies are emerging that dramatically improve visibility across the end-to-end supply chain, and
support companies’ ability to resist such shocks. The traditional linear supply chain model is transforming into digital supply
networks (DSNs), where functional silos are broken down and organisations become connected to their complete supply network to
enable end-to-end visibility, collaboration, agility, and optimisation. Leveraging advanced technologies such as the Internet of
Things, artificial intelligence, robotics, big data, supply chain analytics, blockchain, autonomous vehicles, virtual reality, augmented
reality, drones, 3D printing, advanced security systems and 5G, digital supply networks (DSNs) are designed to anticipate and meet
future challenges. Whether it is COVID-19, trade war, acts of war or terrorism, regulatory change, labour dispute, sudden spikes in
demand, or supplier bankruptcy, organisations that deploy DSNs will be ready to deal with the unexpected. The assignments seek
to address aspects of SC resilience, such as recovery, ripple effect control, preparedness, and adaptation. The rebuilding of SC
operations can be an opportunity for new modalities and trajectories such as, (i) demand-supply challenges during the coronavirus
pandemic, (ii) technological challenges during the coronavirus pandemic, (iii) building a resilient supply chain, and (iv) sustainable
and integrated supply chain challenges, and (v) SC operations business process reengineering. Resilience modalities focus on
supply chain optimisation to minimise costs, reduce inventories, and drive up asset utilisation to remove buffers and flexibility to
absorb disruptions. COVID-19 illustrates that many companies are not fully aware of the vulnerability of their supply chain
relationships to global shocks. The COVID-19 pandemic has posed significant challenges for supply chains globally. Multiple
national lockdowns continue to slow or even temporarily stop the flow of raw materials and finished goods, disrupting manufacturing
as a result. However, the pandemic has not necessarily created any new challenges for supply chains. In some areas, it brought to
light previously unseen vulnerabilities, and of course, many organizations have suffered staff shortages and losses due to COVID19. But overall, it has accelerated and magnified problems that already existed in the supply chain.
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Please choose ONE topic question:
Q One: Forecasting decision in Supply chain networks: Manufacturer/Supplier & Retailer – End Customer
What are the Covid-19 implications of poor forecasting emanating from a lack of capacity planning on the manufacturers, suppliers
and retailers? How can you effectively help by using the company’s own sales and making forecasting an integral part of the sales
and operations planning process? CPFR has evolved into a Web-based tool used to coordinate demand forecasting, production and
purchase planning, and inventory replenishment between supply chain trading partners (Please use the necessary 4th IR concepts
such as machine learning). It is being used as a means of integrating all members of a multi-tier supply chain, including n-tiers, lead
suppliers, manufacturers, distributors, and retailers. How can you make the entire Supply Chain function more smoothly by using a
collaboration, planning, forecasting and replenishment (CPFR) system as a framework in which information about the forecast is
shared throughout the relevant portions/stakeholders / members of the Supply Chain? Note:
Use the CPFR Model to synthesize the value of operations management decision networks underpinned by 4th IR concepts.
Demonstrate how you’ve utilized 10 strategic operations management decisions. (Tabulate). You can use Apparel, FMCG or
University (In-take vs Throughput).
Q Two: Managing Quality provides a Competitive Advantage
Examine the South African business sector of your choice in terms of professing quality products or service, courtesy and consistent
practice in responding to quality concepts such as the Kaizen approach, employee empowerment, benchmarking, JIT, tools and
much more strategies under COVID-19. Critically analyse the views of leaders (Deming, Juran, Feigenbaum and Crosby) in the field
of quality management. Note:
Use the Transformation Process Model to synthesize the value of operations management decision networks underpinned by 4th IR
concepts. Demonstrate how you’ve utilized 10 strategic operations management decisions. You can use Health Sector, University,
Sports and Food Processing Industry
Q Three: Location decisions on the underlying Critical Success Factors
Identify and analyze the Critical Success Factors under Covid-19 that are needed to achieve competitive advantage either locally,
nearshore or globally. Demonstrate how the recent unrest in Gauteng and KZN should influence strategic and innovative decisions
for encroaching viable Special Economic Zones. What are the trade-offs between regions and competitiveness in terms of
community decisions and site decisions? Do you think low-cost locations support other important aspects of the operations strategy
and specific production technologies? Assess the contribution of location decisions in local economic development and economic
growth in the region while highlighting the essence of greening on the location decisions. Note:
Use the SCOR Model to synthesize the value of supply chain networks underpinned by 4th IR concepts. Demonstrate how you’ve
utilized 10 strategic operations management decisions. You can use Shopping Malls, Special Economic/Industrial Zones, BRICS,
Nearshore or Global Business (SA)
Q Four: Supply chain management network and design
South African companies are investing billions to increase the local content of the products they produce locally. Their core vision
and strategy reflect the renewed manufacturing environment within the policy of industrialization, localisation and/or special
economic zones. However, a winning strategy requires a winning supply chain (SC Strategies, Adaptation and integration). Examine
the supply chain networks under Covid-19 where suppliers have been integrated tightly into the network, right down to the assembly
work. Major suppliers are sometimes assigned space to locate in these plants or in closer vicinity to improve innovation, speed
design and reduce costs. Note:
Use the SCOR Model to synthesize the value of supply chain networks underpinned by 4th IR concepts. Demonstrate how you’ve
utilized 10 strategic operations management decisions. You can use Apparel, Automobile or Financial Industry.
Q Five: Product and Service Design for Sustainability
Discuss the reasons for product or service design and critique the sources of ideas for products and services product development
system that has the ability to conceive, design, and produce products that will yield a competitive advantage for the firm. Sustainable
SCM is the management of material, information and capital flow as well as cooperation among companies along the supply chain
while taking goals from all three dimensions of sustainable development, i.e., economic, environmental, and social, into account
which are derived from customer and stakeholder requirements. Firms emphasizing sustainable SCM typically have aligned financial
and environmental goals, which lead to the incorporation of sustainability into every aspect of their business, SC, and partnerships,
which once more protects the entire SC from commodity traps, improving financial value to the focal firm and suppliers. Most
companies have outsourced and extended many productions and SC activities resulting in a great dependency on global suppliers
and complexity, which makes them especially vulnerable to SC disruptions. SC disruptions can be caused by different external
events that are outside of the firm's control such as natural disasters (like the COVID-19 pandemic) and internal events, for
example, missing contingencies or mismanagement that are within the firm's control. Note:
Use the Circular Model to synthesize the value of supply chain networks underpinned by 4th IR concepts. Demonstrate how you’ve
utilized 3 or more 10 strategic operations management decisions.
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Q Six: Adaptive and Integrated Supply chain Management
Global SC risk management (SCRM) often entails the identification, assessment, controlling, and monitoring of SC risks and the
implementation of appropriate strategies with the aim of reducing one or more of the risk dimensions. To ensure that all incidents
are covered in complex SC, the cause-focused SCRM concept is often combined with the practice of SC resilience, which is
orientated on overcoming risks regardless of the cause. In acknowledging the magnitude of risk, the SC disruptions are creating
uncertainty and extreme shortages of products and services. It is essential for supply chains to adapt to the unprecedented
challenges and to a certain extent entrench both internal and external integration strategies.
Note:
Use the adaptive and integration strategies to synthesize the value of supply chain networks underpinned by the 4th IR concepts.
Demonstrate how you’ve utilized 3 or more 10 strategic operations management decisions.
Q Seven: Paradigms of Supply chain Management [Lean, Agility, Green and Resilience]
It is essential to understand the demand impact specific to your business; confirm short-term demand-supply synchronisation
strategy; prepare for potential channel shifts; optimise inbound logistics options; enhance better assets utilisation and capability; to
entrench open dyadic channels of communication with key customers; and conduct global scenario planning.
SC resilience possesses the adaptive capability to prepare for unexpected events, respond to disruptions, and recover from them by
maintaining continuity of operations at the desired level of connectedness and control over structure and function. According to a
framework developed by Pettit et al. (2010, p. 11), SC resilience is “the desired balance between vulnerabilities and capabilities,
where it is proposed that firms will be the most profitable in the long term. It is argued that sustainable SCs are more resilient and
less exposed to risk in the case of disruptive events (Namdar et al., 2017, p. 2345). As part of this assignment, the investigation
probes if the coronavirus crisis is driving sustainable SC or dropping due to (short-visioned) cost-saving opportunities.
Note:
Use the supply chain management paradigms to synthesize the value of supply chain networks underpinned by the 4th IR concepts.
Demonstrate how you’ve utilized 3 or more 10 strategic operations management decisions.
Q Eight: Strategic Capacity Planning and Theory of Constraints
Regarding SCM, the companies need “to reexamine their supply chains to identify potential problems and bottlenecks and allow for
enough slack to accommodate delays and potential problems that can arise. Such readjustments may include keeping buffer
inventory and safety stock to hedge against uncertainties. The impact of epidemic outbreaks on SC and those findings proposed a
framework and modalities for SCM during the coronavirus pandemic. The underpinning strategies cogitate on using digital and
technical ways like data analytics or digital manufacturing as ways to improve SC operations under epidemic outbreaks and
pandemics. In the field of SC operations during and after the coronavirus pandemic, South African companies mainly deal with the
question of the localization of SC, general behavioural changes, and the possibility of a transition toward more sustainable economic
recovery, but also social sustainable justice. This posits a further precarious position for South Africa regarding the future of just-intime practices, industrial structures, networks and architectures, and storage connected to this energy and waste losses from
excess inventory.
Note:
Use the strategic capacity planning and theory of constraints to synthesize the value of supply chain networks underpinned by 4th IR
concepts. Demonstrate how you’ve utilized 3 or more 10 strategic operations management decisions.
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