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SUMA K4170 Sustainable Operations Fall 2013 Instructor: Jeffrey F. Scott (jscott@columba.edu); (212) 854 6639 Class Meeting: Wednesdays, 6:10 to 8:00 p.m. Class Location: Hamilton 303 Office Hours: By appointment 1. Course Overview

Operating facilities, whether private or public, whether engaged in manufacturing, agriculture, energy, logistics, or waste disposal, must follow a path of continuous improvement in order to maintain a competitive advantage in the market place. In the 21st century, businesses and other operations cannot maintain their position or achieve continuous improvement without the successful implementation of strategic, well-designed, and well-implemented sustainability initiatives.

Sustainability improvements are critical at many points in an operation’s value chain, from initial product conception to production, distribution, and waste disposal. In new operations, leaders incorporate sustainability into product development, production, distribution, and disposal. In existing entities, process changes are regularly mandated in response to shifting markets (new products or product attributes), efficiency opportunities (new process technologies), or cost reduction imperatives (materials or labor). These changes have significant implications in terms of raw material use, energy and water consumption, greenhouse gas emissions, waste disposal, and shutdown costs. A sustainable, socially responsible, and financially-driven operation must develop, evaluate, select, and implement measures to capitalize on opportunities for improved operating performance and to mitigate the unfavorable effects of business operations. This requires leaders who can identify potential threats and challenges, develop strategies to address them, conduct quantitative and qualitative evaluations of competing alternatives, and make the necessary fact-based decisions. It also requires leaders who can articulate decisions to broad sets of stakeholders, from the facility manager to the board chairman, and from individual employees and their families to community organizations and governmental/regulatory agencies. This course will provide students with the tools and the metrics to develop, manage, and monitor strategies and operational initiatives in support of sustainability. 2. Course Objectives

The course views business operations through the lens of an executive responsible for managing a complex enterprise. In this course, students will learn to: 1) Define and analyze a value chain, relating it to product life-cycle; 2) Develop and integrate sustainability initiatives at each step of the value chain, from product design through manufacturing and waste disposal; 3) Identify risks in an operating environment and define risk reduction measures; 4) Measure and account for sustainability initiatives as a means for driving their success; and 5) Structure strategies for organizational buy-in and change management. Students will be challenged to think about issues at two levels: The technical/ operating level and the strategic/ enterprise level. Throughout, the course will address real world situations where elements of the triple bottom line conflict, and where decision-makers must make difficult and time-sensitive decisions with incomplete information.

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3. Course Content

Week 1: Introduction to Sustainable Operations (September 4) Readings:

Koller, T., Goedhart, M., Wessels, D. (2010). Valuation: Measuring and managing the value of componies (McKinsey & Co.). Hoboken, NJ: John Wiley & Sons. Chapters 1 and 2. (49 pages). Access at http://books.google.com/books?hl=en&lr=&id=iI3J4b2hWlwC&oi=fnd&pg=PT9&dq=valuation+koller+wessels&ots=IH8BmGlFZk&sig=1x5iuukO8iZ1lUn2ueY7T36Wl_o#v=onepage&q=valuation%20koller%20wessels&f=false

Kaebernick, H., and Kara, S. 2006. Environmentally sustainable manufacturing: A survey on industry practices. Syndey, Australia: University of New South Wales Life Cycle Engineering and Management Research Group. (9 pages). Access at: http://scholar.google.com/scholar?start=10&q=kaebernick+kara&hl=en&as_sdt=0,33

Robinson, A., and Schroeder D. 2009. Greener and cheaper: The conventional wisdom is that a company's costs rise as its environmental impact falls; Think again.” The Wall Street Journal, March 23, 2009 p. R4. (2 pages). (Access at http://online.wsj.com/article/SB123739309941072501.html)

Hopkins, M. 2009. Sustainability, but for managers. MIT Sloan Management Review. 50 (3), pp 10-16. (6 pages).

Hopkins, M. 2009. Sustainability and competitive advantage. MIT Sloan Management Review. 51 (1) . p. 19-26. (7 pages).

Week 2: The Value Chain and Life Cycle Analysis (September 11)

Case: Natureworks: Green chemistry’s contribution to biotechnology innovation, commercialization,

and strategic positioning. Available from Harvard Business School at: http://hbr.org/store. (19 pages).

Readings:

Gindy, N. (2010). Sustainable manufacturing, life cycle thinking and the circular economy. Journal of Mechanical & Electrical Engineering, 27 (6), pp. 1-6. (File uploaded to Courseworks).

Graedel, T.E. & Allenby, B.R. (2003). Industrial ecology. Upper Saddle River, N.J.: Prentice Hall. Chapters 7 and 9. (30 pages). (File uploaded to Courseworks).

Fiksel, J. (2009). Design for Environment: A guide to sustainable product development. New York, NY: McGraw Hill. Chapter 10. (18 pages). (File uploaded to Courseworks).

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Short Assignment due by 11:59 on Friday, September 13, 2013. (Upload to Courseworks AND send to jscott@columbia.edu). Please include SUMA in the email title. Week 3: Sustainable Manufacturing – Lean and Green (September 18) Case: Esterline Technologies: Lean manufacturing. Available from Harvard Business School at: http://hbr.org/store. (23 pages). Readings:

Wilson, L. (2010). How to implement lean manufacturing. New York, NY. McGraw Hill. Chapter 2-4. (62 pages). (Columbia Libraries online at http://accessengineeringlibrary.com/browse/how-to-implement-lean-manufacturing/p2001b8ee9970009001).

Rusinko, C. (2007). Green manufacturing: An evaluation of environmentally sustainable manufacturing practices and their Impact on competitive outcomes. IEEE Transactions on Engineering Management, 54 (3), 445-454. (10 pages). (File uploaded to Courseworks).

Week 4: Green Purchasing and Logistics (September 25) Case1: UPS and HP: Value creation through supply chain partnerships. Available from Harvard Business School at: http://hbr.org/store. (14 pages). Case 2: Starbucks Corporation: Building a sustainable supply chain. Available from Harvard Business School at: http://hbr.org/store. (17 pages). Readings:

Sarkis, J. (2006). Greening the supply chain. London, UK: Springer-Verlang. Chapters 2 and 3. (40 pages). (Columbia Libraries Online at http://link.springer.com/book/10.1007/1-84628-299-3/page/)

Georgia Institute of Technology, Capgemini, Oracle, DHL. 2008. Third-party logistics providers play key role in integration, sustainability, and security of the supply chain.” Retrieve from http://www.dpdhl.com/content/dam/mlm.nf/dpwnew/presse/news_ab_10_2008/3plbees_logistics-study.pdf. ( 40 pages).

McKinnon, A., Brown, M., & Whiteing, A. (2012) Green Logistics – Improving the environmental sustainability of logistics. London: Kogan Page. Chapters 2, 4, 5, and 6. (65 pages). Access at http://books.google.com/books?hl=en&lr=&id=_5B6RuNdidwC&oi=fnd&pg=PR5&dq=green+logistics&ots=IVhwXWmhpE&sig=pR74LlvSCAAucYcRE_fqilcOm-w#v=onepage&q=green%20logistics&f=false

Nakano, M. (2010). A conceptual framework for sustainable manufacturing by focusing on risk in supply chains. In V. Bruno, & A. Thecle, Advances in Production Management Systems: New Challenges, New Approaches (Vol. 338, pp. 160-167). (8 pages). (File uploaded to Courseworks).

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Week 5: Energy (October 2) Guest Lecture: Green IT at Columbia University Case: Green IT matters at WIPRO. Available from Harvard Business School at http://hbr.org/store. (22 pages). Case: Genzyme Center (A). Available from Harvard Business School at http://hbr.org/store. (33 pages). Readings:

Energy Information Administration. 2013. Annual Energy Outlook 2013. Executive Summary (Pages 1-7), and peruse Market section. http://www.eia.gov/forecasts/aeo/pdf/0383(2013).pdf

Graedel, T. E. & Allenby, B. R. Industrial ecology. Chapter 11. (12 pages). (File uploaded to Courseworks).

Fiksel, J. (2009). Design for environment: A guide to sustainable product development. New York, NY: McGraw Hill. Chapter 18. (13 pages). (File uploaded to Courseworks).

Lovins, A. 2005. More profit with less carbon. Scientific American. Retrieved January 28, 2010, from http://www.scientificamerican.com/article.cfm?id=more-profit-with-lesscar. (10 pages). Alternative: Need proxy, retrieved from http://web.ebscohost.com/ehost/detail?sid=16ee8d19-adf0-4d1a-9301-45eb2e188637%40sessionmgr10&vid=2&hid=21&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=eih&AN=17836445.

Tam, C. (2008). Developing indicators of energy efficiency. In OECD (ed.), Measuring sustainable production. Paris, France: OECD. Chapter 3. pp. 25-37. (13 pages). (File uploaded to Courseworks).

Read one of the following:

Herman, C., Thied, S., & Heinemann, T. (2011). A holistic framework for increasing energy and resource efficiency in manufacturing. In Seliger, G. ed. (2011), Advances in sustainable manufacturing: proceedings of the 8th global conference, Section 6. Berlin, Germany: Springer-Verlap. (7 pages). (Need proxy, entire book found at http://www.springerlink.com.ezproxy.cul.columbia.edu/content/n31tk2/#section=899157&page=1) Neugebaur, R., Wertheim, R., & Harzbecker. (2011). Energy and resources Efficiency in the metal cutting industry. In Seliger, G. ed. (2011), Advances in sustainable manufacturing: proceedings of the 8th global conference, Section 6. Berlin, Germany: Springer-Verlap. (11 pages). (Need proxy, entire book found at http://www.springerlink.com.ezproxy.cul.columbia.edu/content/n31tk2/#section=899157&page=1) Thiede, S. and Hermann, C. (2011). Energy flow Simulation for manufacturing systems. In Seliger, G. ed. (2011), Advances in sustainable manufacturing: proceedings of the 8th global conference,

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Section 6. Berlin, Germany: Springer-Verlap. (5 pages). (Need proxy, entire book found at http://www.springerlink.com.ezproxy.cul.columbia.edu/content/n31tk2/#section=899157&page=1)

Week 6: Waste Management and Recycling (October 9) Case 1: Green Rubber: The Revolution of the Rubber Recycling Business. Available from Harvard Business School at: http://hbr.org/store. (16 pages). Case 2: Sustainability at Tetra Pak: Recycling Post-Consumer Cartons. Available from Harvard Business School at: http://hbr.org/store. (16 pages). Readings:

Graedel, T. E. & Allenby, B. R. Industrial ecology. Chapter 14 and 15. (31 pages). (File uploaded to Courseworks).

Baue, W. 2004. Zero waste and industrial ecology: A talk with Xerox VP for Environment, Health, and Safety Jack Azar.” Parts 1 and 2. SocialFunds.com: Sustainability Investment News, November 11. (2 pages).

Nasr, N., Hilto, B., & German, R. (2011). A framework for sustainable production and a strategic approach to a key enabler: Remanufacturing. In Seliger, G. ed. (2011), Advances in sustainable manufacturing: Proceedings of the 8th global conference, Section 5. Berlin, Germany: Springer-Verlap. (6 pages). (Need proxy, entire book found at http://www.springerlink.com.ezproxy.cul.columbia.edu/content/n31tk2/#section=899157&page=1)

Cunha, V., Balkaya, I., Palacios, J., Rozenfeld, H., & Seliger, G. (2011). Development of technology roadmap for remanufacturing oriented production equipment. In Seliger, G. ed. (2011), Advances in sustainable manufacturing: Proceedings of the 8th global conference, Section 5. Berlin, Germany: Springer-Verlap. (5 pages). (Need proxy, entire book found at http://www.springerlink.com.ezproxy.cul.columbia.edu/content/n31tk2/#section=899157&page=1)

Mid Term due by 11:59 PM, Sunday, October 13, 2013 (Submit to Courseworks AND send to jscott@columbia.edu ). Please include SUMA in the email title. Week 7: Sustainable Product Development, Design, and Marketing (October 16) Case: Green Marketing at Rank Xerox Available from Harvard Business School at: http://hbr.org/store. (31 pages).

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Readings:

Fiksel, J. (2009). Design for environment: A guide to sustainable product development. New York, NY: McGraw-Hill. Chapters 5, 6, and 8. (73 pages). (File uploaded to Courseworks).

Unruh, G., and Ettenson, R. (2009). Growing green: Three smart paths to developing sustainable products. Harvard Business Review. June 2010. (7 pages). (Must use proxy, copy saved, access at http://web.ebscohost.com.ezproxy.cul.columbia.edu/ehost/pdfviewer/pdfviewer?sid=c73521fe-4d51-460d-9060-20f21ae7594b%40sessionmgr111&vid=27&hid=120

Ginsberg, J. and Bloom, P. (2004) Choosing the right green marketing strategy. MIT Sloan Management Review, Fall 2004. Available from Harvard business School at: http://hbr.org. (7 pages). ).(Must use proxy, copy saved, access at http://search.proquest.com.ezproxy.cul.columbia.edu/docview/224976311/fulltextPDF/13185B6E9CC5A98700/14?accountid=10226)

Week 8: Strategy, Change, and Organization Management (October 23) Case: Clarke: Transformation for Environmental Sustainability. Available from Harvard Business School at: http://hbr.org/store. (17 pages). Case: Allied Electronics Corporation Ltd: Linking Compensation to Sustainability Metrics. Available from Harvard Business School at: http://hbr.org. (25 pages). Readings:

International Federation of Accountants. (2011). Sustainability Framework 2.0. Retrieved from http://viewer.zmags.com/publication/052263e2#/052263e2/1. Part 1 (pp 1-61)

Werbach, A. (2009). Engaging individuals – People who want to help. Excerpted from Strategy for sustainability: A business manifest. Boston, MA: Harvard Business School Publishing Corporation. Available from Harvard Business School at: http://hbr.org. (24 pages). (Book not available at Columbia libraries, buy at http://www.amazon.com/Strategy-Sustainability-Manifesto-Adam-Werbach/dp/142217770X). (pp 121-144).

Spear, S. and Bowen, K. (1999). Decoding the DNA of the Toyota Production System. Harvard Business Review, September-October 1999. Available from Harvard Business School at: http://hbr.org/. (11 pages) and from http://web.ebscohost.com.ezproxy.cul.columbia.edu/ehost/pdfviewer/pdfviewer?vid=4&hid=8&sid=ce2ab71f-ec40-49c6-9676-814aed268442%40sessionmgr13)

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Week 9: Operational Metrics (October 30) Case: Novo Nordisk -- Commitment to sustainability. Available from Harvard Business School at: http://hbr.org/store. Readings:

Fiksel, J. (2009). Design for environment: A guide to sustainable product development. New York, NY: McGraw Hill. Chapter 7. (18 pages). (File uploaded to Courseworks).

Organization for Economic Cooperation and Development. 2009. Sustainable manufacturing and eco-innovation: Framework, practices, and measurement. Retrieved from http://www.oecd.org/dataoecd/15/58/43423689.pdf. pp 20-26. (6 pages).

International Federation of Accountants. (2005). International guidelines on environmental management accounting. Part 2 (pp 62-108). Available at: http://www.ifac.org/sites/default/files/publications/files/international-guidance-docu-2.pdf. (47 pages).

Rachuri, S., Sriram, R., Narayanan, A., Sarkar, P., J., H. L., Lyons, K., et al. (2009). Sustainable manufacturing: Metrics, standards, and infrastructure. Gaithersburg, Maryland, USA: National Institute of Standards and Technology (NIST). (5 pages). (Available at http://www.nist.gov/customcf/get_pdf.cfm?pub_id=905837)

Singh, R. (2008). Developing a composite sustainability Index. In OECD (ed.), Measuring sustainable production, Chapter 10. Pp 97-114. (18 pages). (Must use proxy, copy saved, access at http://www.oecd-ilibrary.org.ezproxy.cul.columbia.edu/environment/measuring-sustainable-production_9789264044135-en

Schmidt, W. (2008) Developing a product sustainability index. In OECD (ed.), Measuring sustainable production, Chapter 11 (12 pages). (Must use proxy, copy saved, access at http://www.oecd-ilibrary.org.ezproxy.cul.columbia.edu/environment/measuring-sustainable-production_9789264044135-en).

Week 10: Presentations (November 6) All presentations due by 6:00 PM, November 6 (Submit to Courseworks AND send to jscott@columbia.edu). Please include SUMA in the email title. No readings or case assigned. We will spend the class on presentations

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Week 11: Green Accounting and Beyond (November 13) Case: Volkswagen do Brasil: Driving strategy with the balanced scorecard. Available from Harvard business School at: http://hbr.org/store. (24 pages). Case: Amanco: Developing the Sustainability Scorecard. . Available from Harvard business School at: http://hbr.org/store. (24 pages). Readings:

Environmental Protection Agency. (1995). An Introduction to environmental accounting as a business management tool: Key concepts and terms. Available at: http://www.epa.gov/ppic/pubs/busmgt.pdf. (40 pages)

International Federation of Accountants. (2005). International guidelines on environmental management accounting. Executive summary and Chapters 1-4. (pp 7-44). Available at: http://www.ifac.org/sites/default/files/publications/files/international-guidance-docu-2.pdf. (38 pages).

International Federation of Accountants. (2011). Sustainability framework 2.0. Retrieved from http://viewer.zmags.com/publication/052263e2#/052263e2/1. Part 3 (pp 119-174). (55 pages).

Kaplan, R. and Norton, D. (2007). Using the balanced scorecard as a strategic management system. Harvard Business Review: Managing for the Long Term, July-August 2007. Also available at http://hbr.org. (14 pages). (Must use proxy, copy saved, access at http://web.ebscohost.com.ezproxy.cul.columbia.edu/ehost/detail?sid=b6bf7de1-a9b3-4fda-8e59-34b4462c72a1%40sessionmgr10&vid=1&hid=12&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=bth&AN=9601185348

Week 12: Special Topics: Project Management (November 20) Case: California High Speed Rail. Available from Harvard Business School at: http://hbr.org/store. (28 pages). Case: Storm Gudrun: Managing in a crisis. Available from Harvard business School at: http://hbr.org/store. (11 pages). Readings:

Maltzman, R., and Shirley, D. (2010). Green project management. Boca Raton, FL: CRC Press. Chapters 3-8. (Must use proxy, access at http://www.crcnetbase.com.ezproxy.cul.columbia.edu/ISBN/9781439830017)

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Lockwood, C. (2006). Building the green way. Harvard Business Review, June 2006. (8 pages) (Must use proxy, copy saved, access at http://web.ebscohost.com.ezproxy.cul.columbia.edu/ehost/detail?vid=5&hid=25&sid=620c0799-a81c-4aea-bdd9-5f8564b78e7b%40sessionmgr11&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZz Y29wZT1zaXRl#db=bth&AN=20773238

Week 13: Concluding Thoughts -- The View from the C-Suite (December 4) Case: KKR: Leveraging Sustainability. Available at Harvard Business School at http://hbr.org/store: (13 pages). Case: ITC Triple Bottom Line. Available from Harvard Business School at http://hbr.org/stor. Readings:

Packard, K and Reinhardt, F. What every executive should know about global warming. Harvard Business Review, July August 2000. Also available from Harvard Business School at: http://hbr.org. (8 pages)

Shrivastava, P. 1995. Environmental technologies and competitive advantage. Strategic Management Journal. 16: 183-200. (18 pages). http://www.jstor.org.ezproxy.cul.columbia.edu/stable/2486775?&Search=yes&searchText=technologies&searchText=advantage&searchText=Environmental&searchText=competitive&list=hide&searchUri=%2Faction%2FdoBasicSearch%3Ffilter%3Djid%253A10.2307%252Fj100520%26Query%3DEnvironmental%2Btechnologies%2Band%2Bcompetitive%2Badvantage%26Search.x%3D0%26Search.y%3D0%26wc%3Don&prevSearch=&item=3&ttl=370&returnArticleService=showFullText

Roger, J. The CEO of Duke Energy: On learning to work with green activists. Harvard Business Review, May 2011. Also available from Harvard Business School at: http://hbr.org. (4 pages) (Must use proxy, copy saved, access at http://web.ebscohost.com.ezproxy.cul.columbia.edu/ehost/detail?sid=1abbeaa4-8c32-40ef-a79c-fe6ffd9e46cf%40sessionmgr110&vid=1&hid=113&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=bth&AN=60156327

McNulty, E. and Davis, R. (2010). Should the C-suite have a “green” seat? Harvard Business Review, December 2010. Also available from http://hbr.org. (6 pages) (Must use proxy, copy saved, access at http://web.ebscohost.com.ezproxy.cul.columbia.edu/ehost/detail?sid=299086db-2505-4341-a5a73489ffc21e1c%40sessionmgr110&vid=1&hid=113&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=bth&AN=554619527

Lash, J. and Wellington, F. Competitive advantage on a warming planet. Harvard Business Review , Managing for the Long Term, July-August 2007. Also available from Harvard Business School at: http://hbr.org. (16 pages) (Must use proxy, copy saved, access at http://web.ebscohost.com.ezproxy.cul.columbia.edu/ehost/detail?sid=c01ddd04-3fb1-4c82-a8d1-0f1395d63c2e%40sessionmgr12&vid=1&hid=12&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=bth&AN=23926966

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Final Exam: Case study on Friday, December 13, 2013 at 11:59 PM. Submit to Courseworks AND send to jscott@columbia.edu. Please include SUMA in the email title. Method of Grading and Evaluation Participation/Attendance (10% of Final Grade) Attendance is mandatory for each class session. If you have to miss class for any reason, you must notify the professor by e-mail before the start of the class session. Each unexcused absence will negatively impact your overall grade in the class. Two or more unexcused absence could result in failure to pass the course. Short Assignment: 5% (Due Friday, September 13, 2012 by 11:59 PM. Upload to Courseworks and submit to jscott@columbia.edu). Please include SUMA in the email title. The short assignment is a 2 page, (single or double-spaced, Times New Roman 12 point font) memo to the Chief Financial Officer of General Electric (or another Fortune 500 company of your choice) on the concept of “value.” The memo should: 1) Explain the concept of Net Present Value (NPV) which businesses use in evaluating investments in new markets, capital expansions, or cost reduction, and 2) Assess how it should be used in evaluating sustainability initiatives. The memo may follow the following format: Summary, Background/Definition of NPV, Pros, Cons, and Conclusions/Suggestions for Sustainability Operations. Midterm Examination: 20% (Due Sunday, October 13, 2012 by 11:59 PM. Upload to Courseworks and send to columia.edu). Please include SUMA in the email title. The midterm examination will be a 5-page memorandum to the Chief Executive Officer of the student’s employer, describing and critiquing the entity’s operational strategy as related to sustainability, and recommending new approaches to improve sustainable operations. In lieu of their employer, students may choose to write on Columbia University or another organization they know well. The paper may be based on internet research, interviews, and other sources available to the student. The midterm examination will be due by 11:59 PM, Sunday October 14, 2012. The midterm examination will be evaluated on a 100 point scale (letter grade translation can be found below) using the following criteria: a demonstrated understanding of the organization’s situation; clarity in the substantive assessment; strength/thoughtfulness of the recommendations; as well as grammar, diction, and punctuation. Group Project/Presentation: 25% (Due Wednesday, November 6, 2012 by 6:00 PM. Upload to Courseworks and send to jscott@colmbia.edu). Please include SUMA in the email title. Students will divide into assigned groups of 4 to 5 members in order to describe, compare, and critique the operational sustainability initiatives of two companies within the same industry using the lens of Total Environmental Quality Management (TEQM). For example, Students would compare and critique the sustainability strategies and initiatives implemented by DHL and UPS within the express mail and package services industry. Students will compare the each company’s sustainability strategy and initiatives in terms of: 1) Strategic intent, 2) major areas of focus such as product development, manufacturing, supply chain management, and waste management, 3) management/leadership, including the role of senior management, metrics, and public reporting, and 4) success in terms of operational efficiency, resource efficiency, reduced waste output, and the promotion of environmental awareness among employees, suppliers, consumers, and other stakeholders.

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Students will prepare, submit, and deliver to the class a 20 minute PowerPoint presentation describing each company’s sustainability initiatives, and comparing their effectiveness against the TEQM rubric. The PowerPoint presentation will be evaluated based on the quality of the analysis of the two companies, completeness, professionalism, design quality of the slides, and clarity with which the group communicates. All students must participate in the oral presentation. The presentation is due by email by 6:00 PM on November 2, 2012. Students will be pre-assigned a presentation date of Wednesday, November 2 or 9 (in class). Final Examination: 40% (Due Friday, December 13, 2013 by 11:59 PM. Upload to Courseworks and send to jscott@columbia.edu). Please include SUMA in the email title. The final examination will be a 5-10-page case write-up (double-spaced, Times New Roman 12 point font) describing the business situation as related to sustainable operations, and responding to the assigned case study questions. The final examination will be due by e-mail at 11:59 PM Friday, December 13, 2012. The final examination will be evaluated on a 100 point scale (letter grade translation can be found below) using the following criteria: Clarity and completeness of the description; thoughtfulness of the responses to the assigned questions; and proper grammar, diction, and punctuation. Grading Policies: The following identifies how points awarded to individual assignments translate into letter grades for the course: A= 94-100, A-= 90-93, B+=87-89, B= 84-86, B-=80-83, C+=77-79, C=74-76, C-=70-73, D=66-69, F= 65 or lower Late Assignment Policy: Assignments are due on the dates/times identified. One letter grade will be deducted from any assignment submitted after the due date/time. Assignments not received by the time final grades must be submitted will receive zero points for the assignment. Incompletes: As outlined in the School’s grading and academic starts policy, “A grade of ‘I’ (incomplete) is a temporary grade indicating failure to complete assigned work. The mark is given only upon the request of the student and at the discretion of the instructor. The student and faculty member must sign a completed ‘Request for Grade of Incomplete Form’ before the final class session. The ‘I’ must be removed within one year after the end of the semester in which the student received the grade. Students seeking an extension of this time limit must have the approval of the instruction and successfully petition of the director of their program. If no petition is made, or if the petition is unsuccessful, the grade is chanced to an N-Permanent Incomplete- which remains on the student’s permanent record.” 4. Textbooks and Course Readings Chapters from a variety of different textbooks and journal articles will be used throughout this course. All texts can be found either on Courseworks, electronically, or though Harvard Business School’s case site http://hbr.org/store. Unless otherwise noted, these readings are required and should be read prior to the appropriate session.

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5. Policies

Academic Integrity The School of Continuing Education does not tolerate cheating and/or plagiarism in any form. Those students who violate the Code of Academic and Professional Conduct will be subject to the Dean’s Disciplinary Procedures. The Code of Academic and Professional Conduct can be viewed online at: http://ce.columbia.edu/node/217 Please familiarize yourself with the proper methods of citation and attribution. The School provides some useful resources online; we strongly encourage you to familiarize yourself with these various styles before conducting your research. Violations of the Code of Academic and Professional Conduct will be reported to the Associate Dean for Student Affairs. Accessibility Statement Columbia is committed to providing equal access to qualified students with documented disabilities. A student’s disability status and reasonable accommodations are individually determined based upon disability documentation and related information gathered through the intake process. For more information regarding this service, please visit the University’s Heath Services website: http://health.columbia.edu/services/ods/support