KOÇ University College of Administrative Sciences and Economics
OPSM 305
Instructor: Dr. ı
Office:
Class Hours/Room:
CASE Building Room 170
Office Hours:
Phone: (212) 338 1452 (Extension 1452)
E-Mail : skarabati@ku.edu.tr
COURSE DESCRIPTION
A supply chain is a network of value-adding activities ranging from procurement of raw materials to having finished goods available at the sales points. This course is about matching supply and demand through the management of material and information flows in a supply chain.
Supply Chain Management encompasses different activities of organizations: forecasting, inventory management, materials planning and control, information systems, supplier management, transportation/logistics, and customer service. This broad range of issues makes this course ideal for students who want to pursue a career in consulting or a position in the marketing or finance function in a manufacturing or a distribution firm.
OPSM 305 will cover the following supply chain management issues: coordination in supply chains, managing distribution networks, coordinated product and supply chain design, IT in supply chains, e-business and supply chains, inventory management in supply chains.
INSTRUCTION METHODS
Class time will be devoted to lectures concerning important concepts and issues as well as to the analysis and discussion of case studies. Students are expected to have read the assigned materials, and carefully analyzed the cases before coming to class. It is essential to take an active role in class discussions. Because all the cases assigned are taken from the field, they are rich in context, detailed, and often quite complex; therefore students are strongly encouraged to work in study groups, but are expected to present their own analysis and perspective in class. Students are expected to be present and to participate in all class sessions. Suggested questions to help you prepare for each case can be found in the syllabus. These questions should serve only as starting points. You should decide what the key issues are and how they can be addressed. In a typical class, at the first part where I will be the discussion leader, one or more class members will be
Spring 2009: OPSM 305 Supply Chain Management 1/4

KOÇ University College of Administrative Sciences and Economics asked to start the session by addressing a specific question. Anyone who has read the case should be able to handle such a leadoff assignment. After a few minutes of initial analysis and recommendations, we will open the discussion to the rest of the class. Frequently the early portion of the class will be a lecture/discussion of concepts and techniques arising in the case which can also be useful in a much broader range of situations.
COURSE MATERIAL
The required textbook for this course is Supply Chain Management: Strategy, Planning, and
Operations, 3 rd Edition, 2007, Prentice Hall, by Sunil Chopra and Peter Meindl. An additional course package that contains the supplemental readings and the cases to be discussed in this course will be available in the Xerox Center. Teaching notes and important transparencies used during the lectures will be provided to the students.
COURSE GRADE
The course grade will be based on classroom attendance and participation, two group case analyses, and the exams according to the following weight distribution:
Midterm Examination
Final Examination
25%
30%
Overall Total 100%
Each group will have to choose two cases from the list of cases that I will be presenting, and write case analyses. In the final section of this syllabus you can find case analysis questions that may be helpful in your initial reading of the cases. Detailed questions for each case analysis will be later provided. In your written analysis you are limited to six pages, typed double-space, 12 pt font, plus exhibits. Written papers are due at the start of class.
Spring 2009: OPSM 305 Supply Chain Management 2/4

KOÇ University College of Administrative Sciences and Economics
OPSM 305 Spring 2009
Weeks 1 and 2: Introduction and Strategic Fit in Supply Chains
Readings: Chapters 1, 2 and 3
Case Analysis: 7-Eleven
Week 3: Designing the Supply Chain Network
Readings: Chapters 4, 5 and 6
Week 4: Planning Demand and Supply in a Supply Chain
Readings: Chapters 8 and 9
Weeks 5 and 6: Inventory Management
Readings: Chapters 10 and 11
Week 7: Determining Optimal Level of Product Availability
Readings: Chapter 12
Week 8: Case Analyses
Case Analysis: Sport Obermeyer
Case Analysis: Hewlett-Packard: Deskjet Printer Supply Chain
Week 9: Transportation in a Supply Chain
Reading: Chapter 13
Case Analysis: Merloni Elettrodomestici SpA: The Transit Point Experiment
Week 10: Guest Speakers and/or Field Trip
MIDTERM EXAMINATION
Weeks 11 and 12: Coordination in a Supply Chain
Readings: Chapters 15 and 17
Case Analysis: Barilla SpA
Week 13: Sourcing Decisions in a Supply Chain
Readings: Chapter 14
Week 14: Review for the Final Exam
Spring 2009: OPSM 305 Supply Chain Management 3/4

KOÇ University College of Administrative Sciences and Economics
Questions for Case Analyses
Sport Obermeyer, Ltd.
1.
Using the sample data given in Exhibit 10, make a recommendation for how many units of each style
Wally Obermeyer should order during the initial phase of production. Assume that all of the ten styles in the sample problem are made in Hong Kong, and that Obermeyer's initial production commitment must be at least 10,000 units. (Ignore price differences among styles in your initial analysis.)
2.
What operational changes would you recommend to Wally to improve performance?
3.
How should Obermeyer management think (both short term and long term) about sourcing in Hong
Kong versus China?
Hewlett-Packard: Deskjet Printer Supply Chain (A )
1.
What are the product and industry characteristics?
2.
What is the inventory-service crisis? What are its causes?
3.
What are the drivers for determining required safety stocks?
4.
What options are available to Brent Cartier in the short run and the long run?
Merloni Elettrodomestici SpA: The Transit Point Experiment
1.
Would you adopt the transit point system for Rome and/or Catanzaro?
2.
In what other regions, if any, should the transit point system be adopted?
3.
Why ship product from the factories to the central warehouse in Fabriano? (The alternative would be to ship product from the factories directly to each region.)
4.
How would logistics change if each factory produced every product?
Barilla SpA
1.
Diagnose the underlying causes of the difficulties that the JITD program was created to solve. What are the benefits and drawbacks of this program?
2.
What conflicts or barriers internal to Barilla does the JITD program create? What causes these conflicts? As Giorgio Maggiali, how would you deal with these?
3.
As one of Barilla’s customers, what would your response to JITD be? Why?
4.
In the environment in which Barilla operated in 1990, do you believe JITD (or a similar kind of program) would be feasible and effective? If so, which customers would you target next? How would you convince them that JITD program was as worth trying? If not, what alternatives would you suggest to combat some of the difficulties that Barilla’s operations system faces?
Spring 2009: OPSM 305 Supply Chain Management 4/4