M&L 7383 SUPPLY CHAIN MANAGEMENT
AUTUMN 2014 – Session 2
A. Michael Knemeyer, Ph.D.
Time: Tuesday: 6:00 – 9:15 pm
Office:
Phone:
Cell:
E-mail:
Office Hours:
Location: Schoenbaum 200
548 Fisher Hall
614-292-2507
937-532-3036
knemeyer.4@osu.edu
By appointment
COURSE DESCRIPTION
There is a great deal of confusion regarding exactly what supply chain management
involves. In fact, many people using the name supply chain management treat it as a
synonym for logistics or purchasing or operations. The most common view is that
supply chain management is a combination of these three functions. However,
successful 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 accomplish this
integration. The distinction between logistics and supply chain management is
identified and a framework for supply chain management is presented. The course will
describe key aspects of each of the eight supply chain processes as well as introduce
tools and techniques that can support implementation of the framework.
The teaching method will be a combination of lecture, class discussions on assigned
topics, a simulation, individualized project and cases.
TEXT AND READINGS

The textbook for this course is Supply Chain Management: Processes,
Partnerships, Performance, 4th Edition - 2014, Douglas M. Lambert, Editor. ISBN
978-0-9759949-9-3, Publisher $110 (Order directly from publisher at www.scminstitute.org Coupon Code: OSU-student) or Bookstore (OSU Bookstore;
www.ohiostate.bkstore.com), $145

There is also a case packet available electronically from Harvard Business
School Press as well as readings that will be handed out in class or accessed online through Business Source Complete.
COURSE OBJECTIVES
The objectives of this course are to provide the student with:
1. An understanding of the primary differences between logistics, operations
and supply chain management.
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2. An understanding of the essential processes of supply chain management
and their interrelationships within individual companies and across the supply
chain.
3. An understanding of tools and techniques useful in implementing supply chain
management.
4. An understanding of how supply chain management affects the financial
performance of the firm, its customers and its suppliers.
INDIVIDUALIZED LEARNING PROJECT
Given the nature of the course, students will be looking to achieve a variety of outcomes
related to course material. As such, I will work with an individual student or a small
group (no more than 3 people) to develop an individualized learning project that allows
students to dig deeper into a specific aspect of supply chain management that they are
most interested in exploring over the course of the quarter. The deliverable for this
assignment will be an audio PowerPoint presentation or video that lasts no longer than
10 minutes and reports back to the class the results of your deeper dive into a particular
supply chain topic. These presentations or videos will be made available to other
members of the class to review and learn from their content. Additional details will be
provided in class and in CARMEN regarding the expectations for this deliverable. The
project will account for 20% of your final grade.
CASE WRITE-UP
Students will form teams (3 to 4 people) complete one written case analysis (10%)
during the session. For one of the three cases in the course, each student team will be
responsible for writing up the analysis and solution to the case. The write-up will be a
report of case essentials, analysis and recommendations (no more than ten pages –
double-spaced, 12-point font, 1 inch margins). All students should be prepared to
participate in the in-class case discussion whether or not you are submitting a case
write-up for that day.
GLOBAL SIMULATION REPORT
Each student will complete a global supply chain simulation during the course. Each
student will submit a report that addresses the following questions in the appropriate
CARMEN dropbox:
a) How did you think about which options to choose?
b) What did you use for your forecast?
c) How did you decide which suppliers to use?
d) How did you go about setting initial production levels?
e) How did you decide whether to issue production change orders?
f) How did you decide whether or not to invest in the Celldex show?
g) What are your takeaways from the simulation?
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The report should address each of these questions (no more than ten pages – doublespaced, 12-point font, 1 inch margins). Additional details are provided in CARMEN
regarding the expectations for this deliverable. The simulation report will account for
10% of your final grade.
APPLIED SUPPLY CHAIN CONSULTING PROJECT
Students will form teams (3 to 4 people) complete an applied supply chain consulting
project during the session. More details on the project will be provided in class. The
deliverables will include a white paper reviewing team recommendations for the client
as well as a brief in-class presentation. The applied project will account for 20% of your
final grade.
GRADING
Individualized Learning Project
Case Write-Up
Global SC Simulation Report
Applied SC Consulting Project
Class Contribution
Final Exam
TOTAL
20%
10%
10%
20%
10%
30%
100%
PLEASE NOTE
1.
A make-up exam will not automatically be provided. In order to miss the exam
without penalty, approval must be obtained at least 48 hours prior to the time of
the exam.
2.
Modification of class sessions may be made as the course progresses or to take
advantage of outside speakers.
3.
Late assignments will not be accepted.
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BUS M&L 7383 COURSE SCHEDULE (AUTUMN 2014-Session 2)
DATE
SUBJECT
READINGS
Tuesday, October 21
Supply Chain Management: Course
Introduction and Goals; Customer
Relationship Management
# 1, 2
Tuesday, October 28
Supplier Relationship Management
(HTC Case); Customer Service
Management; and Order Fulfillment
# 3, 4, 5, 6,
7
Tuesday, November 4
Supply Chain Performance Measurement
and Value Co-Creation
#8, 9
Tuesday, November 11
Demand Management; Manufacturing
Flow Management/Lean Thinking; and
Global Supply Chain Simulation De-brief
Product Development &
Commercialization and Returns
Management (Medisys Corp. Case)
# 10, 11, 12
Tuesday, November 18
# 13, 14, 15
Tuesday, November 25
Implementing and Sustaining the Supply
Chain Management Processes (World
Co. Case) and Supply Chain Risk
Management
# 16, 17, 18,
19
Tuesday, December 2
Building High Performance Business
Relationships and Project Presentations
# 20, 21, 22,
Monday, December 15
FINAL EXAM
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M&L 7383, Autumn 2014 – Session 2
Reading List
Supply Chain Management: Course Introduction and Goals and Customer Relationship
Management
1. Supply Chain Management: Processes, Partnerships, Performance, Chapter 1.
2. Supply Chain Management: Processes, Partnerships, Performance, Chapter 2.
Supplier Relationship Management; Customer Service Management; and Order
Fulfillment
3. Supply Chain Management: Processes, Partnerships, Performance, Chapter 3.
4. Case: HTC
5. Supply Chain Management: Processes, Partnerships, Performance, Chapter 4.
6. Supply Chain Management: Processes, Partnerships, Performance, Chapter 6.
7. Staple Yourself to an Order – Benson Shapiro, Rangan Kasturi and John Sviokla.
Harvard Business Review, Vol. 82, No. 7/8, pp. 162-171.
Supply Chain Performance Measurement and Value Co-Creation
8. Supply Chain Management: Processes, Partnerships, Performance, Chapter 14.
9. Supply Chain Management: Processes, Partnerships, Performance Chapter 17
Demand Management; Manufacturing Flow Management and Global Supply Chain
Simulation De-brief
10. Supply Chain Management: Processes, Partnerships, Performance, Chapter 5.
11. Supply Chain Management: Processes, Partnerships, Performance, Chapter 7.
12. Simulation: Global Supply Chain Management
Product Development & Commercialization and Returns Management
13. Supply Chain Management: Processes, Partnerships, Performance, Chapter 8.
14. Supply Chain Management: Processes, Partnerships, Performance, Chapter 9.
15. Case: Medisys Corp.
Implementing & Sustaining the Supply Chain Management Processes and Supply Chain
Risk Management
16. Supply Chain Management: Processes, Partnerships, Performance, Chapter 13.
17. Supply Chain Management: Processes, Partnerships, Performance, Chapter 18.
18. Case: World Co.
19. Ensuring Supply Chain Resilience: Development and Implementation of an
Assessment Tool – Timothy Pettit, Keely Croxton, and Joseph Fiksel. Journal of
Business Logistics, Vol. 34, No. 1, pp. 46-76.
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Building High Performance Business Relationships and Project Presentations
20. Supply Chain Management: Processes, Partnerships, Performance, Chapter 15.
21. Supply Chain Management: Processes, Partnerships, Performance, Chapter 16.
22. Douglas M. Lambert and A. Michael Knemeyer, “We’re in This Together,” Harvard
Business Review, Vol. 82, No. 12 (2004), pp. 114-122.
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