msc. (cand.merc.) in supply chain management (scm) · pdf file... in supply chain management...
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MSc. (cand.merc.) in Supply Chain Management (SCM)
Target group and prerequisites
Candidates must have a BSc in Economics and Business Administration or an equivalent degree.
English is the working language; therefore fluency in English is required. Please contact CBS
Admission Office for further information. The mandatory courses are open to the students accepted
to the program. Exchange students from foreign universities are given greater flexibility as to the
extent of their participation. It is however recommended that they follow the entire semester.
Faculty The core faculty members of the SCM program are from the Department of Operations
Management and the Department of International Economics and Management.
Britta Gammelgaard, Dept. of Operations Management
Peter Holm Andreasen, Dept. of Operations Management
Günter Prockl, Dept. of Operations Management
Dane Pflueger, Dept. of Operations Management
Jesper Aastrup, Dept. of Operations Management
Aseem Kinra, Dept. of Operations Management
Ole Risager, Dept. of International Economics and Management
Coordinator Britta Gammelgaard, Dept. of Operations Management
Administrator Mette Kierkegaard
Theme In essence, Supply Chain Management (SCM) is about matching the demand of products and
services with supply. As products and services are often produced at a different place and at a
different time than customer demand, global supply chains may be set in motion assisted by modern
information technology. Today, successful management of the supply chain is for many companies
the key driver for profitability and competition. Recent years of extensive outsourcing and
offshoring from West to East has intensified this development.
The main features of SCM are customer orientation, relationship and network management, flow
and process management. The supply chain and SCM may be a core competence of the organization
or should support corporate strategy. Designing the supply chain is therefore a major issue in SCM.
By SCM single firm activities of supply, production, distribution and marketing are transformed
into supply chain business processes. Such processes secure the integration and synchronisation of
material-, product-, information- and financial flows within and between organisations from raw
material supplier to end-user and back.
The SCM concentration enables candidates to fill managerial or consultant positions within the
areas of supply chain management, logistics, operations, distribution, key account management,
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marketing and sales and procurement. Graduates are also qualified to work in strategic planning,
project management or internal consultancies within SCM or consultancy companies within the
areas of SCM, logistics, procurement and IT.
Aim of the concentration SCM can be applied to any type of organisation, such as companies in the private and public sector,
manufacturing as well as retail, wholesale, transportation and logistics companies. Consultancy
companies who offer operations, procurement and supply chain analyses are further a main target
for candidates. Also service firms will benefit from the application of the process and flow
management thinking. Global firms with global supply chains are natural recruiters of SCM
candidates but as most firms today are involved in global supply chains and networks, also more
local oriented firms will need the overview and competence of the SCM candidate.
Upon completion of the two year Supply Chain Management concentration, the graduate
- Can formulate and analyse competitive supply chain strategies
- Is proficient in planning and decision making in SCM in relation to companies’ supply,
production and distribution set ups
- Is able to analyse and audit supply chains
- Understands the impact of global finance and market development on supply chain performance
- Execute performance management in supply chains and relationships
- Design and manage geographically dispersed supply chain operations
- Knows how to organize and manage procurement and global sourcing
- Understands the supply chain implications of consumer driven demand
Structure
The program starts with an introduction module which will provide the students with particularities
of the study line approach.
The topics and courses of the first semester are (i) Supply Chain Strategies (ii) Decision making in
SCM (iii) Performance Management in supply chains and networks, and (iv) International Macro
and Financial Markets.
(i) Supply Chain Strategies develops and trains students in analysing, designing and
developing supply chain strategies in relation to corporate strategy and ever changing
environments and market conditions. Drivers of change in supply chains, networks and
relationships are also touched upon. Finally, the course further discusses specific supply
chain strategies and contemporary issues in supply chain management and their impact
on supply chain strategies.
(ii) Decision Making in Supply Chain Management develops students´ competences in
supply chain design planning and control. It introduces into important decision problems
that are related with the configuration, planning and the daily mobilization of modern
supply chains. In total the course provide students with capabilities to identify the nature
of related key decisions, the application and applicability of supporting methods and
instruments and potential limitations of solutions in the context of supply chain
management.
(iii) Performance Management in Supply Chains and Networks will develop students’
knowledge, skills and competencies in identifying, understanding and quantifying
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multiple dimensions of performance in supply chains, and using different types of
management accounting techniques to manage such performance. In addition and resting
firmly on an economic rational but also on social and organisational theories, students
will be trained in analyzing supply chain design decisions, supplier selection and buyer-
supplier relationship from a performance management perspective.
(iv) International Macro and Financial Markets provides an understanding of global
macroeconomic and financial market developments with particular emphasis on how
these developments affect international corporations. Also various hedging techniques
that are available to corporations, including futures, options, and swap contracts are
presented and discussed.
The second semester will be used to apply the general knowledge in specific contextual settings.
This includes the management of global supply chains under environmental uncertainty, the design
of consumer driven supply chains in fast moving consumer goods markets, the strategic sourcing of
required resources as well as to put supply chain theory into business practice by working on real-
life supply chain problems.
The topics of the second semester are (v) Managing Global Supply Chain Operations, (vi)
Consumer Driven Supply Chains, (vii) Sourcing and Supply Management and (viii) Supply Chain
Business Project.
(v) Managing Global Supply Chain Operations offers theories, concepts and tools that aid
in understanding, explaining and problem-solving issues related to the management of
globally dispersed and other extended operations. Students shall also be introduced to
different types of supply chains based on their respective organisational scopes.
(vi) In Consumer Driven Supply Chains, the students will receive insight to inter-
organisational management of supply chains in the fast moving goods industry. The
theory and practice of Efficient Consumer Response, Collaborative Planning and
Forecasting, and Collaborative Marketing and Category Management is provided.
(vii) Sourcing and Supply Management focus on developing the students’ knowledge and
insight into the increasingly important role of supply in the organisation; including the
areas of how supply management creates value, the organising of sourcing, procurement
tools, actual sourcing practices and future trends especially concerning Global Sourcing.
(viii) The Supply Chain Business Project provides the students with a competence in the
application of the theories, models and tools for prolem solving. The students are
encouraged to carry out empirical projects to analyse and reflect upon the various supply
chain issues and problems in practice, and develop analytical, design and
implementation competencies.
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The pedagogies of the courses refer to a variation of different teaching styles and student
involvement ranging from “classical” lectures to case discussions, company workshops and student
presentations. The variation is also found in the examination styles including oral and written exam
forms, synopsis and project papers.
Students are strongly encouraged to study abroad in their third semester at one of the many
excellent universities and business schools with which Copenhagen Business School has organised
student exchange programs.
Students will write their master’s thesis during the fourth semester on a topic of their own choice
within the scope of SCM. The SCM faculty is eager to help in ensuring that the program is
completed within thescheduled two-year period.
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1st Semester
CSCEO1018U: Supply Chain Strategies
7.5 ECTS
Course duration Week 36-46
Class hours
33 class hours
Exam date Regular Exam: December 2015
Re-exam: January 2016
Teacher Britta Gammelgaard, Department of Operations Management
Coordinator Britta Gammelgaard
Aim of the course The aim of the course is introduce the students to contemporary issues in supply chain strategy in
theory and practice. The course will provide the “big picture” of supply chains and how a supply
chain strategy supports and relates to corporate strategy. The conceptual tools and theories of the
course enable the students to discuss present and potential future supply chain strategies and
evaluate the appropriateness of specific supply chain strategy in relation to markets and customers
as well as environments and changes in the global economy.
Upon the completion of the course students should be able to:
Choose, analyze and discuss practice cases with a synthesized theoretical framework of
supply chain strategies
Explain and discuss the conceptual foundation of supply chain strategies and reflect on
future prospects of supply chain management.
Compare generic supply chain strategies and discuss their strengths and weaknesses
Discuss design criteria and the role of relationships in supply including the connection to
corporate strategy
Discuss and reflect on the impact of globalization on supply chain strategy
Explain and discuss innovation, learning and change processes in supply chains
Contents
Based on an introductory discussion of the conceptual foundation of supply chain strategies, the
course sets out to discuss specific supply chain strategies, especially lean and agile supply chains.
The supply chain strategies are then explored in relation to supply chain design criteria such as
transaction costs and core competencies where especially the role of relationships in value creation
is discussed. Next, the course addresses contemporary challenges for supply chain strategies namely
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globalization and environmental and social sustainability. Then the course addresses dynamic
aspects of supply chains, including innovation and change. The course concludes with a discussion
of future prospects of supply chain management and strategies.
Teaching methods Overview lectures, student group presentations of literature and specifically case analyses. Visiting
lectures when possible and relevant. The teaching method emphasizes students´ involvement,
participation, reflection and collaboration. Students are trained to understand and analyze literature
and cases that highlight real life supply chain strategy issues.
Indicative literature The study material is a collection of academic articles. The articles in the course plan are listed in
recommended reading order.
Examination Individual, oral exam based on a group project. Internal examiner and external examiner.
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CSCEO1007U Decision Making in Supply Chain Management 7.5 ECTS
Course duration Week 36 – 46
Class hours
33 class hours
Exam date Regular exam: November 2015
Re-exam: January 2016
Teachers Günter Prockl, Department of Operations Management
Guest teachers when appropriate
Coordinator Günter Prockl
Aim of the course The aim of the course is to develop students’ competences towards basic approaches, methods and
instrument that support key decisions in the configuration, planning and mobilization of supply
chains.
Learning objectives Upon completion of the course students must be able to:
- Identify typical symptoms for challenges and problems in operations and supply chain
management and relate the symptoms to standard problems in the field;
- Identify and describe the relevant decision elements that relate to the specific nature of the
single problem and the related approaches for supporting decisions on potential solutions;
- Identify the appropriate methods and instruments to support the development of solutions for
the decision problem;
- Apply basic models and terminology for developing principal solutions and to evaluate and
discuss the developed solutions in a broader context of supply chain thinking;
- Explain constraints of the solutions and show know how to discuss the respective limitations in
the broader context of supply chain management thinking.
Contents The course introduces into important decision problems that are related with the configuration,
planning and the mobilization of modern supply chains.
Its basic intention is to reflect the specific nature of the problem settings in this context and to
provide the students with a sound overview on the standard problems, to introduce the related
repertoire of standard methods and instruments supporting those important decisions, and to
develop the capapbility to match specific decision problems with appropriate approaches for their
solution. Beyond that it is also introducing into more specific examples and approaches for planning
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and decision support and thus introduces into the complexity that is involved in configuration and
planning decisions within a supply chain management environment.
Finally it also briefly addresses specific challenges related to the implementation that go beyond the
pure methodological issues of the tools and touches upon topics such as overcoming human
resistance or implementing the instruments into planning software.
In total the course provide students with capabilities to identify the nature of key decision problems,
the applicability of supporting instruments and potential limitations in the context of supply chain
management.
Teaching methods Teaching is based on lectures and in class discussions that deliver the basic knowledge on problems
and the context of supply chain management. In class lectures and discussions are supported with
case studies and real life examples for better illustration of the problem settings. When appropriate
guest lecturers may be involved for better illustrating the problem detail and the specific context of
real life environments. Additionally In class assignments are applied for deepening the students
understanding of the fundamental approaches and the development of thoughts and arguments in a
comprehensive way.
Indicative literature
Russell, Roberta; Taylor, Bernard: Operations Management, 7th ed, Wiley, 2011
A list with supplementary literature (journal articles) will be provided closer to the course start.
Examination
A 24-hour case based written home assignment. One internal examiner.
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CSCEO1005U Performance Management in Supply Chains and Networks 7.5 ECTS
Course duration Week 36-46
Class hours
33 class hours
Exam date Regular exam: December 2015
Re-exam: January 2016
Teachers Dane Pflueger, Department of Operations Management
Coordinator Dane Pflueger
Aim of the course The overall aim of the course is to develop students’ competencies in managing performance in
supply chains and networks. Performance management in turn is concerned with how managers in
the supply network can use different types of management accounting technologies to make
strategic oriented design decisions and control their supply chains networks. Specifically, and
resting firmly on an economic rational, management accounting theory as well as on social- and
organisational theories, students will be able to discuss, measure, use and respond to multiple
dimensions of supply chain and network performance.
Upon the completion of the course students must be able to:
- Discuss and map supply processes and the fundamental trade-offs involved in process design.
- Identify and describe dimensions of supply chain and network- and supply performance.
- Reflect upon how different types of management accounting techniques can be used to serve
functional needs in the supply network and how they represent, construct and transform
organisational phenomena.
- Use management accounting techniques to make supply chain and network design decisions.
- Use performance measurement and supplier evaluation techniques to control supply networks
and develop supply relationships.
- Analyse and suggest strategies to respond to supply chain risk.
- Identify issues of supply chain sustainability and explain how such issues can be addressed.
- Reflect on theories used in the course and their ability to help analyse specific case situation.
Contents Each lecture will have a unique thematisation aligned with the overall “performance management
in supply chains and networks” framing. This will build on a basic understanding of performance
management in supply chain management and different types of management accounting
techniques that are used in supply networks, supply relationships and process structures provided in
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the program. These management accounting techniques, such as balanced scorecard, activity based
costing and target cost management, will be presented and discussed. In general, students will be
trained in analysing management accounting in supply networks on economics, social and
organisational theories.
Teaching methods Interaction discussion on literature and cases will be the main method based on students’
presenations. That means, in order to be able to participate in the discussion, extensive preparation
before class by students is required. The use of a discussion oriented teaching style and use of cases
will assure a high level of student involvement in the learning process.
Indicative literature Kaplan, R.S., & Norton, D. (1996b). Using the Balanced Scorecard as a strategic management
system. Harvard Business Review, January – February, 75-85.
Carr, C., & NG, J. (1995). Total cost control: Nissan and its U.K. supplier partnerships.
Management Accounting Research, 6, 347-365.
Carlsson-Wall, M., & Kraus, K. (2010). Target costing in inter-organisational relationships and
networks in Accounting in Networks, NY: Routledge.
Kulmala, H. (2002). Open-book accounting in networks. The Finnish Journal of Business
Economics, 51, 157-177.
Langfield-Smith, L., & Smith, D. (2005). Performance measures in supply chains. Australian
Accounting Review, 15(35), 39-51.
Chan, F.T.S., Qi, H.J., Chan, H.K., Lau, H.C.W. & Ip, R.W.L. (2003). A conceptual model of per-
formance measurement for supply chains. Management Decision, 41, 635-642.
Narayanan, V.G. and Raman, A. 2004, ―Aligning incentives in supply chain, Harvard Business
Review, pp. 2-9.
Grimson, J.A., & Pyke, D.F. (2007). Sales and operations planning: an exploratory study and
framework. The International Journal of Logistics Management, 18(3), 322-346.
Lapide, L. (2005). An S&OP maturity model. Journal of Business Forecasting, 24(3), 15-20.
And more...
Examination Individual, oral exam with preparation time. Internal examiner and second internal examiner.
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CSCEO1006U International Macro and Financial Markets 7.5 ECTS
Course duration
Week 36-46
Class hours
33 hours
Exam date Regular exam: November 2015
Re-exam: January 2016
Course Coordinator
Ole Risager, Department of International Economics and Management
Aim of the course
The course aims to give students an understanding of global macroeconomic and financial market
developments with particular emphasis on how these developments affect international
corporations. We also discuss various hedging techniques that are available to corporations,
including futures, options, and swap contracts.
Content
The course first outlines current macro and financial market trends within a historical context that
enables students to get a proper perspective on the current financial crisis and the weak global
macroeconomic performance. Then the course presents a menu of useful early warning signals and
leading indicators that companies use in their risk management. Subsequently follows a
presentation of different theories that seek to explain key developments in currency markets in
particular. How multinational companies can manage financial market movements and trends,
including upside and downside risks, is the next topic. In this context we also present and discuss
various ways of hedging risks including futures, options and swap contracts.
Teaching method
Combination of lectures, exercises, and cases. Students are expected to participate in class
discussions.
Indicative literature
Moffett, Stonehill, and Eiteman (2006). Fundamentals of Multinational Finance, 2nd
Edition.
Addison-Wesley.
Yamarone, Richard (2004). The Trader's Guide to Key Economic Indicators. Bloomberg.
JPMorgan, Global DataWatch
IMF, World Economic Outlook
Examination
Written sit-in exam. One internal examiner.
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2nd
Semester
CSCEO1022U: Managing Global Supply Chain Operations
7.5 ECTS
Course duration Week 6 – 15
Class hours 33 class hours
Exam date Regular exam: April 2016
Re-exam: June 2016
Teachers Aseem Kinra, Department of Operations Management
Guest lecturers
Coordinator Aseem Kinra
Aim of the course The aim of this course is to familiarise students with the management of supply chains in a global
environment, where actors and flows are geographically dispersed in different parts of the world.
Students will receive an in-depth insight into the theory behind global supply chain management,
challenges and opportunities in globally dispersed operations, and strategic considerations for the
design and management of cross-border supply chains, with special focus on logistics and
distribution.
The learning objectives of this course centre on understanding, explaining and formulating issues
related to the management of global supply chains.
Upon course completion students should be able to:
- Comprehensively conceptualize and define global supply chains and global supply chain
management
- Provide theoretical rationale and operationalise different concepts related to uncertainty in
cross-border supply chain operations e.g. complexity, risk etc.
- Demonstrate knowledge of the scanning processes, frameworks and information processing
requirements for identifying barriers and constraints to the management of geographically
dispersed supply chains
- Demonstrate knowledge of strategic decision-making tasks and criteria in the design of cross-
border value chains and networks
- Develop country-oriented supply chain strategies
- Evaluate the applicability of typical supply chain strategic choices, configurations and concepts
in cross-border operations
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Contents The area of global supply chains provides a wealth of opportunities in the quest for understanding
the phenomenon of supply chains, supply chain orientation and supply chain management.
Geographically dispersed operations are related to uncertainty, costs and risks at different levels of
analysis. The course is relevant in relation to supply and demand market specificities in supply
chain strategy formulation, and design criteria related to site location, transport mode selection etc.
Some of the central issues of this course are: theoretical underpinnings for ‘global’ supply chain
management; sources of uncertainty in extended operations; barriers, constraints and challenges to
cross-border information exchange, physical flows and other supply chain flows; country-based
SCM systems and practices; strategic decisions in global supply chain design.
Teaching methods The course includes dialogue lectures, case discussions, in-class & group assignments and guest
lectures. At its commencement, the course first aims to set the theoretical foundation for the
management of global operations, and then seeks to invoke concepts, methods and tools that aid in
conceptualising specific problems related to global operations at each stage of the supply chain. The
main principle behind the learning process is to promote the learning and application of theory and
concepts in a way that is practicable and easy to use.
Indicative literature
- Schoenherr, T. (2009). “Logistics and supply chain management applications in a global
context: an overview”, Journal of Business Logistics, Vol. 30, No. 2, pp. 1-25.
- Ferdows, K. (1997). “Made in the world: the global spread of production”, Production and
Operations Management, Vol. 6, No. 2, pp. 102-109.
- Ghemawat, P. (2003). "Semiglobalization and International Business Strategy", Journal of
International Business Studies, 34, No. 2, pp. 138-152.
- Dunning, J.H. (2001). “The Eclectic (OLI) Paradigm of international production: Past, present
and future”, International Journal of Economics of Business, Vol. 8, No. 2, pp. 173-190.
- North, D. (1991). “Institutions”, Journal of Economic Perspectives, Vol. 5, No. 1, pp. 97-112.
- Ooi, C.S. (2007). “Unpacking packaged culture”, East Asia: An International Quarterly, Vol.
24, No. 2, pp. 111-127.
- Flynn, B. B. and Flynn, J. E. (1999), “Information-processing alternatives for coping with
manufacturing environment complexity”, Decision Sciences, Vol. 30, pp. 1021-1052.
- Choo, C. W. (2001) "Environmental scanning as information seeking and organizational
learning." Information Research, 7(1).
- Porter, M. (1990). “The competitive advantage of nations”, Harvard Business Review, March-
April, pp. 73-91.
- Memedovic, O., Ojala, L., Rodrigue, J.P. and Naula, T. (2008). “Fuelling the global value
chains: what role for logistics capabilities?”, Int. J. Technological Learning, Innovation and
Development, Vol. 1, No. 3, pp. 353-374.
- Meixell, M. J. and Gargeya, V.B. (2005). “Global supply chain design: A literature review and
critique”, Transportation Research Part E: Logistics and Transportation Review, Vol. 41, pp.
531-550.
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- Hesse, M. and Rodrigue, J-P. (2004): The transport geography of logistics and freight
distribution, Journal of Transport Geography, Vol. 12, pp. 171-184.
- Mentzer, John T., Myers, M. and Mee-Sheu Cheung (2004). “Global market segmentation for
logistics services”, Industrial Marketing Management, Vol. 33, pp. 15-20.
- Flint, D. (2004). “Strategic marketing in global supply chains: four challenges”,
- Industrial Marketing Management, Vol. 33, pp. 45-50.
- Hameri, A-P. and Hintsa, J. (2009). “Assessing the drivers of change for cross-border supply
chains”, International Journal of Physical Distribution & Logistics Management, Vol. 39, No.
9, pp. 741-761.
Examination
Individual, oral exam. Internal examiner and second internal examiner.
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CSCEO1035U Consumer Driven Supply Chains 7.5 ECTS
Course duration Week 6 – 15
Class hours 33 class hours
Exam date Regular exam: April 2016
Re-exam: June 2016
Teachers Jesper Aastrup, Department of Operations Management
Guest teachers
Course Coordinator Jesper Aastrup
Aim of the course Students will receive insight into the inter-organisational management of supply chains mainly in
the fast moving goods industry. The main focus is on the theory and practice concepts, structures,
network relationships and collaborative processes in the grocery industry which is known as
Efficient Consumer Response, Collaborative Planning, Forecasting and Replenishment as well as
Collaborative Marketing and Category Management. The course is embedded in a real life business
setting with companies from the involved industry. Due to the collaborative needs, sociological and
psychological theories will be applied.
From a learning (cognitive) perspective, upon course completion, the individual student should be
able to demonstrate knowledge on the logistics function, activities and processes in retail supply
chains. The goals of this course in relation to what the students will achieve on completion are that
students: a) can recognise specific supply chain and marketing problems of the retail sectors and
especially the fast moving consumer goods industry both at strategic and operational levels; b) will
be able to specify and to identify the most important design criteria and components for retail
specific supply chain management; c) are well versed in the most common Efficient Consumer
Response (ECR) terminology and d) are aware of the most prominent dilemmas posed in ECR.
Contents Efficient Consumer Response (ECR) is an Industry-Initiative to reengineer the way business is done
in the industry by implementing cooperative strategies between retailer and manufacturer to fulfil
consumer wishes better, faster and at less cost. This could be interpreted as the attempt of
channelling information, organisation and management to a seamless or borderless supply chain.
Some of the central issues of the course are: The concepts of supply chain management within the
retail sectors, ECR, grocery industry and fashion industry; collaborative planning, forecasting and
replenishment, partnering strategies in the retail supply chain, On-Shelf-Availability, Category
Management, power and trust controvercies and In-Store logistics.
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Teaching methods Theoretical lectures in combination with exercises and cases. Theoretical lectures aim to frame
relevant concepts in supply chain planning and controls and to introduce students to tools and
methodologies for design, and planning. Cases and exercises train students in the application of the
concepts and methodologies. The teaching method will ensure students involvement and
participation. This is achieved by the use of cases, exercises and in class assignments.
Indicative literature - Fernie, J./Sparks, L. (eds.) (2009): Logistics & Retail Management, 3
rd edition, Kogan Page
- Aastrup, J., Kotzab, H., Grant, D., Teller, C. & Bjerre, M. (2008): A model for structuring
efficient consumer response measures. International Journal of Retail & Distribution
Management, 36, 8, 590-606
- Buzzell, R. & Ortmeyer, G. (1995): Channel partnerships streamline distribution. Sloan
Management Review, 36, 3, 85-96
- Fernie,J and Corcoran,L (2011) Responses to out-of-stocks and on-shelf availability in UK
fashion retailing. International Review of Retail, Distribution and Consumer Research, 21 (4)
pp 309-322
- Kumar, S (2008): A study of the supermarket industry and its growing logistics capabilities.
International Journal of Retail & Distribution Management. Vol 36, no 3, pp 192-211.
- Dupre, K. and Gruen, T.W. (2004): The use of category management practices to obtain a
sustainable competitive advantage in the fast-moving-consumer-goods industry. Journal of
Business & Industrial Marketing, vol 19., no. 7, 444-459
- Dussart, C (1998): Category Management: Strengths, Limits and Developments. European
Management Journal, 16 (1)
- Corsten, D & Gruen, T (2003): Desparately seeking shelf availability: an examination of the
extent, the causes, and the efforts to address retail out-of-stocks. International Journal of Retail
& Distribution Management, 31 (12), pp 605-617.
- Hingley, MK (2005): Power to all our friends? Living with imbalance in supplier–retailer
relationships. Industrial Marketing Management, 34, 8.
Examination
Written sit-in exam. One internal examiner.
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CSCEO1021U Sourcing and Supply Management 7.5 ECTS
Course duration Week 6-15
Class hours
33 class hours
Exam date Regular Exam: April 2016
Re-exam: August 2016
Teacher Peter Holm Andreasen, Department of Operations Management
Coordinator Peter Holm Andreasen
Aim of the course The course focuses on supply as a process and profession in the organisation and aims to give
students insight into the increasing important role of managing sourcing and supply in the
organisation in a global perspective. The student should gain knowledge on the management and
organising of sourcing, supply management tools, and contemporary sourcing practices. As
companies increasingly demand supply competencies this course aims to provide understanding
between the concepts and theories of sourcing and supply management and how it is applied in
companies.
Upon the completion of the course students must be able to:
- Identify and analyse the strategic role of the supply process and profession in the organisation
and how it creates value in the organisation
- Understand the relevant techniques and decisions in order to carry out a sourcing process
- Understand the demands placed on sourcing and supply professionals by business stakeholders
internally and externally to the firm
- Compare concepts, models and frameworks in order to analyse sourcing and supply
management practices and their relation to the organisation and the supply chain
- Analyse and compare supply management tools and explain why and how they can be applied
by organisations
- Identify and analyse global sourcing issues in in relation to strategic supply
Contents
The course focuses on supply management as professional entity carrying out processes in the
organisation where the supply organisation has to work closely with the organization’s internal
operations as well as externally with suppliers. The course aims to capture and understand how to
manage sourcing and supply practices providing the students with concepts and tools. Hence, the
course starts with introducing various aspects of carrying out sourcing processes in the organisation
followed by the specific role of the supply organisation connecting supply and demand. The latter
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involves for example how to organise supply, contract management, cost management, and
procurement of services.
Teaching methods The course includes theoretical-based lectures providing the concepts to understand sourcing and
supply management in combination with exercises and cases which aims to put the concepts into a
concrete context. The teaching includes a high degree of students’ involvement and participation.
This is achieved by the combination of dialogue lectures, case discussions, and in-class
assignments.
Indicative literature Handfield et al (2011). Sourcing and supply chain management. U. st: South-Western Cengage
Learning. ISBN: 9781111532819.
A list with supplementary literature (journal articles) will be provided closer to the course start.
Examination A 24-hour case based written home assignment. One internal examiner.
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CSCEO1023U Supply Chain Business Project 7.5 ECTS
Course duration Week 18
Class hours 2 sessions of 3 hours
Exam date Submission of project report: June 2016
Oral exam: June 2016
Re-exam: August 2016
Teachers Britta Gammelgaard, Dept. of Operations Management
Coordinator Britta Gammelgaard
Aim of the course The business project enables the students to synthesize and transform theoretical knowledge of two
semesters into practical problem solving.
At the exam the students must show abilities to formulate and discuss relevant SCM problems,
apply theories to an empirical setting, solve real practical issues as well as discuss and choose the
appropriate methodology and research method. The students must further be able to critically reflect
upon SCM theory and practice. Finally, the student groups must show project management
capability and be able to communicate the project results to the project sponsor in a convincing
way.
Contents The students are firstly presented to SCM methodology and the research front in SCM research
methods, especially qualitative methods such as the case study. Further, the “soft sides” of doing
research is discussed including understanding and working with real-life problems in real-life
organizations. The students thereafter identify research topic and problem as well as company
contacts for the project work themselves. The business project is conducted in project groups.
Teaching methods
Lectures and discussion on how to conduct a business project. Supervision is given by the SCM-
faculty.
With reservations for changes
Indicative literature International Journal of Physical Distribution & Logistics Management, “Special Issue on
Qualitative Research in Logistics and Supply Chain Management”, 2012, 42(8-9).
Examination
Oral group exam based on a written group project report of max. 40 pages prepared in groups of
max. 4 students.
With reservations for changes
3rd
Semester
Most electives are worth 7.5 ECTS and 30 ECTS are needed for completing the 3rd
semester.
4th
Semester
Master’s Thesis
Overview of Exams and Weights
1st semester: Exams: Weight:
Supply Chain Strategies Individual, oral exam based on a
group project
7.5
Decision Making in SCM
Performance Management in Supply Chains
and Networks
International Macro and Financial Markets
A 24-hour case based written
home assignment
Individual, oral exam with
preparation time
Written sit-in exam
7.5
7,5
7,5
2nd
semester:
Managing Global Supply Chain Operations
Individual, oral exam
7.5
Consumer Driven Supply Chains Written sit-in exam 7.5
Sourcing and Supply Management
A 24-hour case based written
home assignment
7.5
Supply Chain Business Project
Oral group exam based on a
written group project report of
max. 40 pages prepared in groups
of max. 4 students
7.5
3rd
semester:
4 electives of 7.5 ECTS each 30
4th
semester:
Master’s Thesis 30
Total 120
Disclaimer: Since the course catalogue is finalized several months before the start of a new academic year, minor
changes concerning literature, syllabi, class schedules, and exam dates or exam forms can occur.