M&L 4383 SUPPLY CHAIN MANAGEMENT
AUTUMN 2014 – Session 2
A. Michael Knemeyer, Ph.D.
Time: Monday, Wednesday and Friday: 3:00 – 3:55 pm Location: Schoenbaum 200
Office:
Phone:
Cell:
E-mail:
Office Hours:
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.
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?
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
15% 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 15% of your
final grade.
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CLASS QUIZZES
In place of a mid-term exam there will be three quizzes during the session of which two
will count toward your course grade. Students who miss a quiz (for any reason including
illnesses, schedule conflicts, tardiness, unscheduled vacations, etc.) during the class in
which it is given will not be able to make it up afterwards. The lowest of the three quiz
scores will be dropped for final grade calculation in order to provide students with some
flexibility in case of any conflicts that might cause them to miss one of the quizzes
during the session (or if they just happen to have a bad day). If you have any questions
about this policy, please let me know. The quizzes will account for 20% of your final
grade.
GRADING
Case Write-Up
Global SC Simulation Report
Class Quizzes (Top 2 out of 3)
Applied SC Consulting Project
Class Contribution
Final Exam
TOTAL
10%
15%
20%
15%
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 4383 COURSE SCHEDULE (AUTUMN 2013-Session 2)
DATE
SUBJECT
READINGS
Friday, October 17
Supply Chain Management: Course
Introduction and Goals
#1
Monday, October 20
Customer Relationship Management
#2
Wednesday, October 22
Applied Supply Chain Consulting Project
Friday, October 24
Supplier Relationship Management
#3
Monday, October 27
Customer Service Management
#4
Wednesday, October 29
Order Fulfillment
# 5, 6
Friday, October 31
Quiz 1
Monday, November 3
Demand Management
#7
Wednesday, November 5
CMR Case
#8
Friday, November 7
Manufacturing Flow Management and Lean
Thinking
# 9, 10
Monday, November 10
Product Development & Commercialization
# 11
Wednesday, November 12
Medisys Corp. Case
# 12
Friday, November 14
Quiz 2
Monday, November 17
Returns Management
# 13
Wednesday, November 19
Global Supply Chain Simulation Debrief
# 14
Friday, November 21
Supply Chain Resiliency
# 15
Monday, November 24
Implementing and Sustaining the SCM
Processes
# 16, 17
Wednesday, November 26
No Class – Thanksgiving
Friday, November 28
No Class – Thanksgiving
Monday, December 1
World Co. Case
Wednesday, December 3
Quiz 3
Friday, December 5
Applied Supply Chain Consulting Project
Monday, December 8
Building High Performance Business
Relationships
Final Exam - 4:00 to 5:45 PM
Friday, December 12
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# 18
# 19, 20, 21
M&L 4383, Autumn 2014 – Session 2
Reading List
Supply Chain Management: Course Introduction and Goals
1. Supply Chain Management: Processes, Partnerships, Performance, Chapter 1.
Customer Relationship Management
2. Supply Chain Management: Processes, Partnerships, Performance, Chapter 2.
Supplier Relationship Management
3. Supply Chain Management: Processes, Partnerships, Performance, Chapter 3.
Customer Service Management
4. Supply Chain Management: Processes, Partnerships, Performance, Chapter 4.
Order Fulfillment
5. Supply Chain Management: Processes, Partnerships, Performance, Chapter 6.
6. Staple Yourself to an Order – Benson Shapiro, Rangan Kasturi and John Sviokla.
Harvard Business Review, Vol. 82, No. 7/8, pp. 162-171.
Demand Management
7. Supply Chain Management: Processes, Partnerships, Performance, Chapter 5.
CMR Case
8. Case: CMR
Manufacturing Flow Management/Lean Thinking
9. Supply Chain Management: Processes, Partnerships, Performance, Chapter 7.
10. Supply Chain Management: Processes, Partnerships, Performance, Chapter 12.
Product Development and Commercialization
11. Supply Chain Management: Processes, Partnerships, Performance, Chapter 8.
Medisys Corp. Case
12. Case: Medisys Corp.
Returns Management
13. Supply Chain Management: Processes, Partnerships, Performance, Chapter 9.
Global Supply Chain Management Simulation
14. Simulation: Global Supply Chain Management
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Supply Chain Resiliency
15. 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.
Implementing & Sustaining the Supply Chain Management Processes
16. Supply Chain Management: Processes, Partnerships, Performance, Chapter 13.
17. Supply Chain Management: Processes, Partnerships, Performance, Chapter 18.
World Co. Case
18. Case: World Co.
Building High Performance Business Relationships
19. Supply Chain Management: Processes, Partnerships, Performance, Chapter 15.
20. Supply Chain Management: Processes, Partnerships, Performance, Chapter 16.
21. 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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