gingSUPPLY CHAIN MANAGEMENT
SCM 2230
Winter 2013
Tuesday/Thursday
Instructor Information
Prof. Matthew Morris
Drake 624
204-474-9737
Office Hours:
by appointment
email: Matthew_Morris@umanitoba.ca
Email is the best means of contact on non-class days.
Course Material
Text: Fawcett, Ellram and Ogden, Supply Chain Management: From Vision to
Implementation (2007).
Online course material (Desire2learn): https://universityofmanitoba.desire2learn.com
Most PowerPoint slides will be available online prior to class. If you choose to print
these slides, you are advised to print choose “print in black and white” under the print
menu. If you don’t you will use significant amounts of ink!
Email will be used frequently to disseminate class announcements. Failure to update
your email address/account now may result in missed communications in the future.
Note: Many hotmail addresses get blocked by the umanitoba.ca servers; it is advisable to
use a different account when writing me. By default, the addresses in the system
(ANGEL/Aurora) are used to communicate, so that account should be checked regularly
or changed to a more frequented account.
Course Description:
The study of logistics and supply chain management involving the movement and storage
of supplies, work-in-progress and finished goods. Logistics cost trade-offs within the
firm and between members of the supply chain are examined.
This course involves lectures, discussions, case studies, current readings, and when
possible outside speakers.
Course Objectives:
Students will develop: 1) An understanding of the complexities associated with the
physical movement of goods and how they affect the mission of the firm; and 2) a
knowledge of the cost trade-off between different functions and activities within an
organization as well as with other members of the supply chain.
Class Preparation:
Students will receive the greatest benefit by completing all the reading assignments in
advance of class, attending class, and being active participants in classroom discussions.
Sharing of opinions, ideas and questions is strongly encouraged and greatly benefits all
participants.
Special Needs:
Any student with special needs should bring this to the attention of the instructor as soon
as possible, but not later than the second week of class.
Questions:
All students are encouraged to bring questions, concerns, and comments to my attention
as soon as they arise. Please do not wait! Once final grades are submitted, changes to
grades will only be made to correct errors in tallying scores.
Course Requirements:
Grades in this course will be computed as follows:
Requirement
Cases
Test 1 (Covers Chapters 1-3)
Test 2 (Covers Chapters 4-6)
Test 3 (Covers Chapters 7-9)
Test 4 (Covers Chapters 10-12)
Test 5 (Covers Chapters 13-15)
Final Exam (Comulative)
Total
Weight
10%
12%
12%
12%
12%
12%
30%
100%
The score (as a percentage) you receive for each requirement is multiplied by the
associated weight (percentage). After you have completed all six, apply the weights and
sum the resulting scores. This sum will be your final grade.
The University has adopted a plus/minus grading system. The plus/minus grade will
show on the grade report and transcript.
For this class, scores are converted to final grades as follows:
A
B
C
D
F
“+”
97-100
87-89
77-79
N/A
<60
90-97
80-87
70-77
60-69
Please keep in mind that the grade you receive is highly correlated to the effort you put
into the class. I don’t “give” grades; you earn them. If you expect a certain grade, put
the required effort in from day one. If you find yourself falling short of your
expectations, please see me for advice and assistance while there is still time to correct
the situation. Please do not expect that falling slightly below a grade-break means you
will receive the next highest grade. For example, a final score of 79% results in a final
grade of "C+." It would be a mistake to expect otherwise.
Exams:
The exams will consist of multiple choice and/or short essay questions. Three exams
during regular classes will be conducted, and they will cover portions of the course. The
final exam will be held during the University exam period, and will be cumulative. Any
absence not covered by a valid excuse (per University policy) may result in a grade of
zero for the exam and probable failure for the class. Missed exams for which a valid
documented excuse is presented may be made up by completion of an exam that will be
substantially different from the scheduled exam (including multiple-choice). Valid
excuses must be supported with documentation. It cases of prolonged absence, it may be
best to contact the Undergraduate Office so that a member of the staff can email all your
professors simultaneously.
Participation/Cases:
Constructive participation in the class adds value to the educational experience, and helps
the instructor to gauge students’ acumen by means other than imperfect exams and
assignments. Discussion of the material in class is encouraged.
In class, students will be divided into teams of four or five students to analyze cases.
These exercises seek to provide a more in-depth understanding of specific business
issues, and to improve your interpersonal, leadership, and presentation skills. This
process seeks to connect the classroom to "on-the-job" performance.
Your participation in these exercises is vital to your individual success and the success of
the class. Thus, absences will work to your detriment in class in the same way they do in
the workplace. You will miss important information and let down your work team.
You will be assigned to a team. Assignments will be turned in with the names of group
members. Adding the name of an absent student to an assignment will constitute
cheating.
Since these assignments involve group discussion, it will be impossible to replicate the
learning experience if you miss a class.
While submission of the cases will be performed in class in a small group setting, reading
of the cases beforehand and preparing perfunctory answers is encouraged. Note that
there are a total of 13 cases assigned for the course. Students will be evaluated on the
basis of 10 of these; i.e., each student is allowed to “miss” three. Please choose these
three judiciously; several of the early assignments are much less difficult than later ones!
Course Schedule:
NOTE: Required advance preparation for each class session is noted as part of that
session. For example, the reading assignment for Class 4 is "Reading: FEO Chapter 2."
This means that chapter 2 in Fawcett, Ellram and Ogden must be read PRIOR to class on
9/16 in order to be prepared. The same is true for case write-ups. Questions and
answers associated with the cases should be typed up before class, except where
noted; they will be collected in class and late cases will not be accepted for credit
unless other arrangements have been made with the instructor. If you are not clear
about what preparation is required for a particular class session, please contact me as
soon as possible so we can clarify the assignment PRIOR to the class meeting.
While I will make every effort to adhere to this schedule, particularly with respect to
exams, ALL DATES AND ASSIGNMENTS ARE SUBJECT TO CHANGE. Advance
notice of any changes will be given with ample time for student feedback. Open sections
may be used for guest speakers, videos, case discussions, catch-up and review, and other
learning activities.
Class
1
2
Date
1/8
1/10
Day
Tue
Thur
3
1/15
Tue
4
1/17
Thur
5
1/22
Tue
6
7
1/24
1/29
Thur
Tue
8
1/31
Thur
9
10
2/5
2/7
Tue
Thur
11
2/12
Tue
12
2/14
Thur
Topic/Assignment
Course Overview/Introduction
SCM and
Competitive Strategy
Reading: FEO Chapter 1
SCM and
Competitive Strategy (cont’d)
Customer Fulfillment Strategies
Reading: FEO Chapter 2
Case: SCM2
Process Thinking: SCM’s Foundation
Reading: FEO Chapter 3
Case: Global Semiconductor
The New Product Development Process
Reading: FEO Chapter 4
Test 1 (Covers Chapters 1-3)
The Order Fulfillment Process
Reading: FEO Chapter 5
Case: The Club War
Scanning and Global Supply Chain Design
Reading: FEO Chapter 6
Case: The Scanning and Planning Internship
Supply Chain Mapping
Reading: FEO Chapter 7
Test 2 (Covers Chapters 4-6)
Case: Mapping the Mac
13
2/26
Tue
14
2/28
Thur
15
3/5
Tue
16
17
3/7
3/12
Thur
Tue
18
19
3/14
3/19
Thur
Tue
20
21
3/21
3/26
Thur
Tue
22
23
3/28
4/2
Thur
Tue
24
4/4
Thur
25
4/9
Tue
Strategic Supply Chain Cost Management
Reading: FEO Chapter 8
Case: The Costly Packaging Decision
Core Competencies and Outsourcing
Reading FEO Chapter 9
Case: Outsourcing for the First Time
Supply Chain Rationalization and Role Shifting
Reading: FEO Chapter 10
Test 3 (Covers Chapters 7-9)
Case: Designing a Hybrid Global Sourcing Strategy
Relationship Management
Reading: FEO Chapter 11
Case: How Close is Too Close?
Information Sharing
Reading: FEO Chapter 12
Case: Supply Base Reduction at Transport
Performance Measurement
Reading: FEO Chapter 13
Test 4 (Covers Chapters 10-12)
Case: The Gorilla’s Dilemma
People Management: Bridge or Barrier to SCM
Reading: FEO Chapter 14
Case: Collaboration’s Missing Link
Collaborative Innovation
Reading: FEO Chapter 15
Case: The Case for Supply Chain Advisory Boards
Test 5 (Covers Chapters 13-15)
TBD
Final Exam (Cumulative; covers entire course)