Weekly outline

  • Course Home Page for BUSI-1411

    Welcome to BUSI 1411 Managing The Value Chain
    Picture of Course Leader Kate Hughes
    Kate Hughes
    K.Hughes@greenwich.ac.uk
     and
     
    John Whiteley
    J.Whiteley@greenwich.ac.uk


    Dear Student,
    The course concepts underpinning this course are the subjects of Operations, Marketing, Supply Chain Management and Strategy. These will be critically examined as an integrated topic, where process is always put ahead of function. It is essential that you become familiar with the contents of the Course Handbook in your first session. However, this Course Handbook is intended to do no more than get you started. You will obviously need to search out your own reference material too as you progress with your studies. Supplementary resources in the form of case studies, tutorial exercises, directed reading, and slides are available on this course to support your learning effort.

    This Moodle site is for two cohorts; please note that the weekly material for the FULL TIME Cohort is provided first, followed by the weekly material for the SOL / PART TIME Cohort.

    This Moodle site is for two cohorts; please note that the weekly material for the FULL TIME Cohort is provided first, followed by the weekly material for the SOL / PART TIME Cohort.

    Good luck with your studies

    Kate Hughes and John Whiteley

  • PORTFOLIO 1: ASSIGNMENT RESOURCES

    INDIVIDUAL ESSAY

    1. Review the resources  on Moodle for RESE 1075 on Academic Writing

    2. How to write a good Essay

        You Tube: https://www.youtube.com/watch?v=liyFKUFCQno

    3. Remember... "Discuss" means that you need to have an opinion on the topic and critically analyse the issue. i.e. make a judgement supported by facts, examples and references. 

  • PORTFOLIO 2: ASSIGNMENT RESOURCES

    GROUP CASE / ARTICLE PRESENTATION

  • Workshop 1 (18th-24th January)

    Workshop 1:
    Introducing the Concept of Value Chain Analysis

    The value chain concept is a concept that is constantly evolving. Understanding this concept will give you the ability to be able to have a more strategic view of the marketplace. The concept may best be understood by relating to the academic authors who have developed this model. Porter developed the original concept of the 'Value Chain' and this model has been further developed by Hines and others over the past two decades. The concept of the value chain will compared with the concept of the supply chains (and supply chain management) to provide an understanding of the differences and similarities.


    The application of the value chain model has been pushed even further with the link to technology and the virtual world. The readings and activities in this module will investigate the different theories of change and learning that are applied for the implementation of value chain models.


    By the end of this topic you should be able to:

    • Assess, evaluate, and apply the concepts and methods applicable to the different concepts of the value chain.
    • Identify the differences between the value chain and the supply chain.
    • Assess, evaluate, and apply the concepts and methods applicable to the implementation of value chain management strategies and methods.


    Preparation:

    Reading:

    Lysons, K. & Farrington, B. (2012) Chapter 3: Logistics and Supply Chains, Purchasing and Supply Chain Management, Harlow: Pearson, p.81


    You Tube:

    The following presentations provide a visual introduction to accompany the workshop to enable you to gain an introductory understanding of the two concepts of 'value chains' and 'supply chains'.


    Porter's Value Chain

    https://www.youtube.com/watch?v=hkisCzFHx80


    The following You Tubes provide a short overview of different Supply Chains (watch at least one):

    http://www.youtube.com/watch?v=eX3FgTq6ATk&feature=related

    http://www.youtube.com/watch?v=xi9cw3IXWS4&NR=1

    http://www.youtube.com/watch?v=5iVPKWpn42s&feature=related



    Supplementary Material:

    Use the following for further reading or as an information resource. Supplementary material is not compulsory reading. It is meant to be a useful resource to help extend your understanding of the workshop topic and provide a starting point for further reading for your assignments.


    Glatzel, C. & Röhren, J. (2014) Supply chain management and the CEO agenda, in Supply Chain Management as a Source of Competitive Advantage, Operations Practice: Excellence in Supply Chain Management, McKinsey & Company, pp.7-9**


    Kaplinsky, R. & Morris, M. (2001) A Handbook for Value Chain Research, International Development Research Centre (IDRC) Source: http://asiandrivers.open.ac.uk/documents/Value_chain_Handbook_RKMM_Nov_2001.pdfAccessed: Dec 2015


    Olanrewaju, T. & Willmott, P. (2013) Finding your digital sweet spot, McKinsey & Company, November, pp.1-6**


    Rayport, J.F. & Sviokla, J.J. (1996) Exploiting the virtual value chain, McKinsey Quarterly, 1(3): 21-37**


    ** Note: for access to the McKinsey & Company articles

    1.go to http://www.mckinsey.com/

    2.and register. Its free and you can download these and other articles.


    Post Workshop:

    Discussion Forum Workshop 1:

    Use the Discussion Forum to share your learning and ideas from Workshop 1. Make sure you discuss the areas where you have come across new ideas or applications. The Discussion Forum will be accessible after the class is completed. Remember this is a Pass / Fail component in you grade. You must participate in a minimum of 8 out of the 11 Forums to Pass the course. Please limit your participation to 160-200 words.


  • Workshop 2 (25th-31st January)

    Workshop 2:
    Assessing the External Environment & Estimating Market Demand

    This topic explores an approach to assessment the external environment for a business. It then explores theories, methods, and techniques for determining the size of markets, which is essential for assessing the potential of markets. It is essential to determine the factors that may affect markets and their sizing as this also determines shifts in value segments.

    The type of market that is measured may suit different types of measurement model and methods. The goal is to be able to determine which method is most appropriate to a given set of circumstances in a specific environment.


    By the end of this topic you should be able to:

    • Complete an assessment of the external environment of a firm.
    • Critically appraise the idea of assessing market size for either a service-driven organisation or a product led organisation, based upon identified service/product priorities and a customer base segmented, according to service/product requirements.
    • Assess, evaluate, and apply the concepts and methods applicable to the implementation of strategic marketing and market sizing.


    Preparation:

    Reading: Kotler et al. (2013) Principles of Marketing (European Edition), Harlow: Pearson, Chapter 3: Analysing the marketing environment (p.69)

    You Tube: The following presentations provide a visual introduction to accompany the workshop to enable you to gain an introductory understanding of the concepts of 'marketing environment'. The following You Tubes provide a short overview of concepts relevant to this workshop (watch at least one):

    Marketing 3.0 Phillip Kotler - a 30 minute You Tube by one of your text book authors

    https://www.youtube.com/watch?v=7ndBVZrd79s


    Marketing Environment & Tracking Trends

    https://www.youtube.com/watch?v=UKvbi4ywY7E


    Case Study: Analysing the Marketing Environment: Ford Fiesta



    Supplementary Material:

    Use the following for further reading or as an information resource. Supplementary material is not compulsory reading. It is meant to be a useful resource to help extend your understanding of the workshop topic and provide a starting point for further reading for your assignments.


    Anderson, J.C. and Narus, J.A., 1998. Business marketing: understand what customers value. Harvard Business review, 76, pp.53-67.


    Hoffman, Donna L., and Marek Fodor. "Can you measure the ROI of your social media marketing." MIT Sloan Management Review 52, no. 1 (2010): 41-49.


    Post Workshop:

    Discussion Forum Topic Two: Please limit your participation to 200 words.

    Use the discussion board to share your reflections and your learning from class activities. Make sure you discuss the areas where you have found new ideas or applications. The Discussion Forum will be accessible after the class is completed. Remember this is a Pass / Fail component in you grade. You must participate in a minimum of 8 out of the 11 Forums to Pass the course. Please limit your participation to 160-200 words.

  • Workshop 3 (1st-7th February)

    Workshop 3:
    Marketing Mix, the 4Ps and SWOT

    This topic explores the theories, methods and techniques for developing a marketing strategy for products and services. This is essential to provide value to potential customers in B2C & B2B markets throughout the value chain.

    In service industries, both physical environments, such as ferry services and virtual environments, such as internet promotion and booking services, there are common marketing strategies, but also specific methods developed to meet specific value chain environments.


    By the end of this topic you should be able to:

    • Assess, evaluate, and apply the concepts and methods applicable to the implementation of strategic marketing.
    • Critically appraise the idea of a service-driven organisations based upon identified service priorities and a customer base segmented according to service requirements.
    • Define and understand the role and strategic contribution of marketing, activities in international supply chains.


    Preparation:

    Reading:

    Kotler et al. (2013) Principles of Marketing (European Edition), Harlow: Pearson, pp.53-56 & pp.314-5.


    You Tube:

    The following presentations provide a visual introduction to accompany the workshop to enable you to gain an introductory understanding of the some of the relevant concepts in this workshop (watch at least one):


    A New Look at the 4Ps of Marketing


    Kotler and Brand Management

    https://www.youtube.com/watch?v=xVAi81SKRKA


    Pricing Strategies - watch at least Part 1: How to Your Product and Part 10:

    Summary of Pricing Strategies

    https://www.youtube.com/watch?v=Lsf3m5s-Qac



    Supplementary Material:

    Use the following for further reading or as an information resource. Supplementary material is not compulsory reading. It is meant to be a useful resource to help extend your understanding of the workshop topic and provide a starting point for further reading for your assignments.


    Go to the web site and explore: http://marketing.hmcanada.com/exercises.html#1


    There's no better way to explore marketing issues than through visiting other companies, organizations, and associations on the Internet's World Wide Web. 


    Read Chapter 1: Overview of Strategic Marketing on the website. The Pharmaceutical Manufacturers Association of Canada (PMAC) is an industry association that represents many Canadian pharmaceutical manufacturers. It is a good example of a not-for-profit business organization that recognizes the importance of marketing to its success. The site contains a lot of information that is relevant to its many stakeholders. Explore this site.


    Marn, M.V.; Roegner, E.V. & Zawada, C.C. (2003) Insights and Publications: The power of pricing, McKinsey & Company, February, pp. 27-36*


    Mohr, S.; Somers, K.; Swartz, S. & Vanthournout, H. (2012) Insights and Publications: Manufacturing resource productivity, McKinsey & Company, June, pp. 1-8*


    ** Note: for access to the McKinsey & Company articles

    1.  go to http://www.mckinsey.com/

    2.  and register. Its free and you can download these and other articles.



    Post Workshop:

    Discussion Forum Topic Three: Please limit your participation to 200 words. 

    Use the discussion board to share your reflections and your learning from class activities. Make sure you discuss the areas where you have found new ideas or applications. The Discussion Forum will be accessible after the class is completed. Remember this is a Pass / Fail component in you grade. You must participate in a minimum of 8 out of the 11 Forums to Pass the course. Please limit your participation to 160-200 words.

  • Workshop 4 (8th-14th February)

    Workshop 4:
    Customer Relationship Marketing (CRM)

    This topic explores the theories, methods and techniques of Customer Relationship Management (CRM). The value of customer retention and the application of strategies and methods to achieve improvements in profit through a focus upon the concepts of 'life time customer value' (LTCV) are demonstrated.


    Focusing on customers that add value to the business or organisation, and developing customer service strategies to achieve improved customer retention levels is essential to add value throughout the supply chain.


    By the end of this topic you should be able to:

    • Define and understand the role and strategic contribution of Customer Relationship Management (CSR).
    • Evaluate and critically assess the measures used to monitor and control customer performance.
    • Summarise the value to be drawn from alignment and integration of customer requirements.



    Preparation:

    Reading:

    Kotler et al. (2013) Principles of Marketing (European Edition), Harlow: Pearson, Chapter 4: Managing marketing information to gain consumer insights (p.106)


    You Tube:

    The following presentations provide a visual introduction to accompany the workshop to enable you to gain an introductory understanding of the concepts of relevant to this workshop (watch at least one).


    What is CRM?

    https://www.youtube.com/watch?v=7me7mjvTiTI

    https://www.youtube.com/watch?v=XmnPlfJh7zM


    Customer Relationship Marketing - Examples

    https://www.youtube.com/watch?v=IdmtJIlkHzw


    Relationship Marketing

    http://www.tutor2u.net/business/presentations/marketing/relationshipmarketing/default.html


    SAP

    http://scn.sap.com/community/crm?url_id=text-search-best-best-scn-community-crm


    Turning Customer Data into Profits with a Spreadsheet

    http://www.jimnovo.com/Customer-Retention-more.htm



    Supplementary Material:

    Use the following for further reading or as an information resource. Supplementary material is not compulsory reading. It is meant to be a useful resource to help extend your understanding of the workshop topic and provide a starting point for further reading for your assignments.


    Davenport, T.H., Harris, J.G. and Kohli, A.K., 2001. How do they know their customers so well? MIT Sloan Management Review, 42(2), p.63.


    Fritzen, S.; Mishra, D. & Sänger, F. (2003) Customer value operations: An integrated approach to operational excellence, McKinsey & Company, Spring, pp. 40-47



    Post Workshop:

    Discussion Forum Topic Four: Please limit your participation to 200 words. Use the discussion board to share your reflections and your learning from class activities. Make sure you discuss the areas where you have found new ideas or applications. The Discussion Forum will be accessible after the class is completed. Remember this is a Pass / Fail component in you grade. You must participate in a minimum of 8 out of the 11 Forums to Pass the course. Please limit your participation to 160-200 words.

  • Workshop 5 (15th-21st February)

    Workshop 5:
    Quality Improvement & Process Management
    with an introduction to Capacity Planning

    This topic explores the theory, methods, and techniques for improving operational performance in an organisation. Quality management diagnostic approaches for improving processes are investigated and applied.


    Value chain management requires the application of operations management improvement methods to effect and affect value enhancement through-out the supply chain.


    By the end of this topic you should be able to:

    • Evaluate and critically assess the measures used to monitor and control performance in organisations and supply chains.
    • Define and understand the role and contribution of Operations Management to improvements in efficiency and effectiveness.
    • Assess, evaluate, and apply the concepts and methods applicable to the implementation of operations improvement.
    • Develop skills for critical evaluation.


    Preparation:

    Reading:

    Slack et al. (2013) Operations Management, 7th Edition, Harlow: Pearson, Chapter 5: Innovation and Design in Services and Products (p.125), Chapter 11: Capacity Management (p.332)


    Before the workshop:

    read the case study "St James Hospital and Lucas Engineering systems Collaboration in business process re-engineering: purchasing and supplies Case Study 22”, in Taylor, D. (1997) Global Cases in Logistics and Supply Chain Management, p.235. (Workshop 5 Case Study)


    Please consider the following questions for discussion in class:

    Q1. What did you discover that is important to the value chain concept in these web sites?

    Q2. What do you deduce to be the most important aspects of quality improvement in the current business climate?


    Before the Workshop:

    review the General Electric company site and the Quality organisational web sites:

    General Electric: http://www.ge.com/

    Baldrige Quality Award: http://www.quality.nist.gov/

    ISO International Standards Organization: http://www.iso.org/   

    Be prepared to discuss and analyse and evaluate the content of these websites from an Operations Quality perspective.


    You Tubes:

    The following presentations provide a visual introduction to accompany the workshop to enable you to gain an introductory understanding of quality improvement and process management. Select one or two to watch before class.


    Quality Improvement

    in Healthcare

    Thanks to St. Michael's Hospital http://www.stmichaelshospital.com, Health Quality Ontario http://www.hqontario.ca, and Institute for Healthcare Improvement http://www.ihi.org

    in Education

    Process Management:

    What is BPM (Business Process Management)? In 3 Minutes

          https://www.youtube.com/watch?v=XtvIU0ZCwjE

    Process Management: its Primarily An attitude

    https://www.youtube.com/watch?v=nOMWNzNnqTY

    Be prepared to "read” this YouTube: however there are some good ideas

    Innovation:

    Ella's Kitchen - Innovative Product Design For Children With Toshiba

    https://www.youtube.com/watch?v=IKelVooz_OA

    Vitsoe - Bespoke Furniture Production with Toshiba


    Supplementary Material:

    Use the following for further reading or as an information resource. Supplementary material is not compulsory reading. It is meant to be a useful resource to help extend your understanding of the workshop topic and provide a starting point for further reading for your assignments.


    Batalden, P.B. & Davidoff, F. (2007) "What is "quality improvement” and how can it transform healthcare?” Quality and Safety in Health Care, 16: 2-3.


    Brown, J.S. & Hagel III, J. (2005) "Innovative blowback: Disruptive management practices from Asia, Insights & Publications, McKinsey Quarterly, February*


    Henke, N.; Kelsey, T. Whately, H. (2012) "Transparency - The most powerful driver of health care improvement?” June, McKinsey & Company*


    Powell, T. C. (1995). Total quality management as competitive advantage: a review and empirical study. Strategic Management Journal, 16(1), 15-37. http://www.thomaspowell.co.uk/article_pdfs/TQM_as_CA.pdf


    ** Note: for access to the McKinsey & Company articles

    1.go to http://www.mckinsey.com/

    2.and register. Its free and you can download these and other articles.



    Post Workshop:

    Discussion Forum Workshop 5:

    Use the Discussion Forum to share your learning and ideas from Workshop 5: Quality Improvement and Process Management. Make sure you discuss the areas where you have come across new ideas or applications. The Discussion Forum will be accessible after the class is completed. Remember this is a Pass / Fail component in you grade. You must participate in a minimum of 8 out of the 11 Forums to pass the course. Please limit your participation to 160-200 words.

  • Workshop 6 (22nd-28th February)

    Workshop 6:
    Operations Improvement & Performance Measurement

    Operations management (OM) is guided by the principle that if you cannot measure it, then you cannot determine how much you have improved. This applies to processes, activities, inputs, and outputs. OM seeks to determine what, how, and when to measure these criteria. As such it is important to determine the correct and most suitable set of metrics by which to measure performance, and what are the most important aspects of the business to measure to meet strategic objectives. OM theory has created models or frameworks to focus upon what is important in order to improve value throughout the value chain. It is necessary to know where to focus resources and efforts to improve performance.

    Organisations utilise framework models of Key Performance Indicators (KPI's) and Cost Performance Indicators (CPI's) to focus on what is important for the business. These will differ according to needs, but users must be able to critically evaluate the potential measurement shortfalls, and weaknesses in these models in order for maximum value to be obtained from their application.


    By the end of this topic you should be able to:

    • Evaluate and critically assess the measures used to monitor and control performance in organisations and supply chains.
    • Define and understand the role and strategic contribution of, operations and ITC activities in international supply chains.
    • Assess, evaluate, and apply the concepts and methods applicable to the implementation of strategic operations, and ITC strategies. Presentation and critical evaluation skills
    • Organisations utilise framework models of KPI's and CPI's to focus on what is important for the business. These will differ according to needs, but users must be able to critically evaluate the potential measurement shortfalls, and weaknesses in these models in order for maximum value to be obtained from their application.


    Preparation:

    Reading:

    Slack et al. (2013) Operations Management, Harlow: Pearson, Chapter 18: Operations Improvement pp.578

    Schwartz, K.D. (2007) Tutorial: Balanced Scorecard Definition and Solutions, CIO Magazine, July 13 http://www.cio.com/article/2438450/project-management/balanced-scorecard-definition-and-solutions.html


    You Tube:

    The following presentations provide a visual introduction to accompany the workshop to enable you to gain an introductory understanding of the concepts of 'operations improvement' and 'performance measurement'.

    Performance Measurement: W.P. Carey School of Business

    Exploring the roles of performance measurement systems: Dr Pietro Micheli

    Operations Improvement: Ottawa hospital transforms operations and processes to improve patient care and safety, 22 February 2013

    Importance of Operations Management:

    Professor Leon Lasdon, Importance of Operations Research

    http://www.youtube.com/watch?v=8gXSpnVRnJE&feature=related

    Philip Evans: How data will transform business

    https://www.youtube.com/watch?v=EHTmxmuhZ10


    Supplementary Material:

    Use the following for further reading or as an information resource. Supplementary material is not compulsory reading. It is meant to be a useful resource to help extend your understanding of the workshop topic and provide a starting point for further reading for your assignments.


    Carrus, B.; Cordina, J.; Gretz, W. & Neher, K. (2015) Measuring the patient experience: Lessons from other industries, McKinsey & Company: Healthcare Systems and Services, August, pp. 1-8**

    Cooke, J.A. (2009) People, the overlooked factor, CSCMP Supply Chain [Quarterly], April http://www.supplychainquarterly.com/departments/scq200904dialogue/

    Fine, D.; Hansen, F.A. & Roggenhoffer, S. (2008) From lean to lasting: Making operational improvements stick, McKinsey Quarterly, November**

    Harmon, E.; Hensel, S. & Lukes, T. (2006) Measuring performance in services, The McKinsey Quarterly, February** http://ww2.cfo.com/strategy/2006/02/measuring-performance-in-services/

    Ittner, C.D. & Larcker, (2003) D.F. Coming up short on nonfinancial performance measurement, Harvard Business Review, November, pp. 1-10

    Laursen, E. (2004) Measure performance with the right data, CIO Magazine, December 29

    http://ww2.cfo.com/accounting-tax/2004/12/measure-performance-with-the-right-data/


    ** Note: for access to the McKinsey & Company articles

    1.go to http://www.mckinsey.com/

    2.and register. Its free and you can download these and other articles.



    Post Workshop:

    Discussion Forum Workshop 6:

    Use the Discussion Forum to share your learning and ideas from Workshop 6: Operations Improvement and Performance Management. Make sure you discuss the areas where you have come across new ideas or applications.The Discussion Forum will be accessible after the class is completed. Remember this is a Pass / Fail component in you grade. You must participate in a minimum of 8 out of the 11 Forums to pass the course. Please limit your participation to 160-200 words.

  • Workshop 7 (29th February-6th March)

    Workshop 7:
    Global Supply Chain Management Strategies & the Resource-Based View (RBV)

    The topic explores the theories relating to global supply chains and the aspects of a global environment that shapes the characteristics of value chains. International Intermodal transport networks are the backbone of global supply networks. Integration of global networks for maximising value for B2B & B2C is demonstrated, as too are the difficulties and constraints to achieve such goals.


    By the end of this topic you should be able to:

    • Assess, describe, compare and contrast the most significant aspects of global supply chain value chain network.
    • Critically evaluate the role of Intermodalism in global supply chain networks
    • Critically analyse supply chain theoretical perspectives for developing global value chain strategies.


    Preparation:

    Reading:

    Lysons, K. & Farrington, B. (2012) Purchasing and Supply Chain Management, Harlow: Pearson, Chapter 14 (p.493)


    You Tube:

    The following presentations provide a visual introduction to accompany the workshop to enable you to gain an introductory understanding of global supply chain management strategies.


    Supply Chain Strategy - Professor Richard Wilding

    https://www.youtube.com/watch?v=RFtbI_c-cZc


    Global Sourcing - Professor Richard Wilding & Dr Carlos Mena

    Simplifying Complexity

    http://www.ted.com/talks/eric_berlow_how_complexity_leads_to_simplicity?language=en



    Supplementary Material:

    Use the following for further reading or as an information resource. Supplementary material is not compulsory reading. It is meant to be a useful resource to help extend your understanding of the workshop topic and provide a starting point for further reading for your assignments.


    Girod, S.J.G.; Bellin, J.B. & Thomas, R.J. (2009) Global Operating Models in a Multi-Polar World, Accenture Institute for High Performance Research Report, May http://nstore.accenture.com/IM/FinancialServices/AccentureLibrary/data/pdf/global_op_models.pdf

    Harrison, T.P. (2001) Global supply chain design, Information Systems Frontiers, 3(4):413-416

    Lam. J.K.C. & Postle, R. (2006) Textile and apparel supply chain management in Hong Kong, International Journal of Clothing Science and Technology, 18(4): 265-277

    Malik, Y.; Niemeyer, A. & Ruwandi, B. (2011) Insights: Building the supply chain of the future, McKinsey Quarterly, January**

    Meixell, M.J. & Gargeya, V.B. (2005) Supply chain design: A literature review and critique, Transportation Research Part E, 41: 531-550

    Reyes, P.; Raisinghani M.S. & Singh, M. (2005) Global supply chain management in the telecommunications industry: The role of information technology in the integration of supply chain entities, Journal of Global Information Technology Management 5(2): 48-67


    ** Note: for access to the McKinsey & Company articles

    1.go to http://www.mckinsey.com/

    2.and register. Its free and you can download these and other articles.



    Post Workshop:

    Discussion Forum Workshop 7:

    Use the Discussion Forum to share your learning and ideas from Workshop 7 on Global Supply Chain Management Strategies. Make sure you discuss the areas where you have come across new ideas or applications.

    The Discussion Forum will be accessible after the class is completed. Remember this is a Pass / Fail component in you grade. You must participate in a minimum of 8 out of the 11 Forums to Pass the course. Please limit your participation to 160-200 words.

  • Workshop 8 (7th-13th March)

    Workshop 8:
    Supply Chain Collaboration Strategies

    The major difference between SCM and previous Operations Management theories is the emphasis upon collaboration between organisations throughout the supply chain network. An integrated systems approach to supply chain management. Integrated inventory information systems and strategies, including an introduction to systems integration and interfaces: MRP, DRP, VMI, ERP, CRM, and cloud internet technologies.


    This topic explores how collaboration efforts between supply chain partners may add value throughout the supply chain. In developing collaboration strategies there are benefits as well as pitfalls, developing the most appropriate strategy in the circumstances is the goal which SCM seeks to achieve.


    By the end of this topic you should be able to:

    • Critically evaluate how organisations have added value to their value chain through collaboration.
    • Critically evaluate supply chain management strategies for collaboration and integration.
    • Critical evaluation skills, creative skills.


    Preparation:

    Readings:

    Harrison, A. & van Hoek, R. (2014) Logistics Management and Strategy: Competing through the Supply Chain, 5th Edition, Harlow UK: FT Prentice Hall.


    Lysons, K. Farrington, B. (2012) Purchasing and Supply Chain Management, Harlow: Pearson, Chapter 7 (p.217)


    You Tube:

    The following presentations provide a visual introduction to accompany the workshop to enable you to gain an introductory understanding of 'supply chain collaboration strategy'.


    Supply Chain Risk Reduction - Professor Richard Wilding


    Inside the Secret Shipping Industry

    https://www.ted.com/talks/rose_george_inside_the_secret_shipping_industry?language=en


    Benefits of Collaboration in Supply Chain

    https://www.youtube.com/watch?v=FrZVr6WL-go


    Future Supply Chain 2016

    https://www.youtube.com/watch?v=US5lO1HfmEo


    and the: 2016 Future Supply Chain Report

    http://supplychainmagazine.fr/TOUTE-INFO/ETUDES/GCI_Capgemini-SC2016.pdf


    Supplementary Material:

    Use the following for further reading or as an information resource. Supplementary material is not compulsory reading. It is meant to be a useful resource to help extend your understanding of the workshop topic and provide a starting point for further reading for your assignments.


    Akintoye, A.; McIntosh, G. & Fitzgerald, E. (2000) A survey of supply chain collaboration and management construction industry, European Journal of Purchasing & Supply Chain Management, 6(3):159-168


    Benavides, L.; De Eskinazis, V. & Swan, D. (2012) Strategy: Six steps to successful supply chain collaboration, CSCMP's Supply Chain Quarterly, Quarter 2. http://www.supplychainquarterly.com/topics/Strategy/20120622-six-steps-to-successful-supply-chain-collaboration/


    Cao, M., & Zhang, Q. (2011) Supply chain collaboration: Impact on collaborative advantage and firm performance, Journal of Operations Management, 29(3): 163-180.


    Harrison, A. & van Hoek, R. (2014) Logistics Management and Strategy, 5th Edition, Harlow UK: FT Prentice Hall. Chapter 9: Sourcing and Procurement p. 353


    Lazzarini, S.G.; Chaddad, F.R. & Cook, M.L. (2001) Integrating supply chain and network analyses: The study of netchains, Chain and Network Science, 1(1): 7-22


    Sarrazin, H.; Sprague, K. & Huskins, M. (2013) Enabling enterprise collaboration, McKinsey & Company**


    ** Note: for access to the McKinsey & Company articles

    1.go to http://www.mckinsey.com/

    2.and register. Its free and you can download these and other articles.



    Post Workshop:

    Discussion Forum Workshop 8:

    Use the Discussion Forum to share your learning and ideas from Workshop 8:Supply Chain Collaboration Strategies. Make sure you discuss the areas where you have come across new ideas or applications.


    The Discussion Forum will be accessible after the class is completed. Remember this is a Pass / Fail component in you grade. You must participate in a minimum of 8 out of the 11 Forums to Pass the course. Please limit your participation to 160-200 words.

  • Workshop 9 (14th-20th March)

    Workshop 9:
    Impact of Technological Innovations & Ethical Due Diligence on the Value Chain

    The development of 'e' supply chain has given rise to new opportunities to create value in the SC. The theories, methods, and techniques for achieving improved value have been modified from those applied to physical SC's.

    Responsiveness and availability are the critical determinates for improving value chain efficiency and effectiveness, adding value for B2B & B2C customers. The case study and articles in this topic critically examine how this may be achieved.


    By the end of this topic you should be able to:

    • Evaluate the impact of electronic commerce on activities and processes within the Value Chain across demand and supply chain networks
    • Critically analyse the nature of value chain integration through the use of e-business
    • Critically evaluate the development of SC theories due to the application of e-business.


    Preparation:

    Readings:

    Kalakota, R. & Robinson, M. (2001). E-business 2.0: Roadmap for Success. Reading: Addison-Wesley Professional, Chapter 7 (p.149), Chapter 8 (p.175) & Chapter 9 (p.197)


    Reham A. Eltantawy, R., A., Fox, G., L., Giunipero, L. (2009), Supply management ethical responsibility, Supply Chain Management: An International Journal, 14 (2): 99-108


    You Tube:

    The following presentations provide a visual introduction to accompany the workshop to enable you to gain an introductory understanding of the two issues of the 'Impact of Technological Innovations' and 'Ethical Due Diligence' on the Value Chain.


    Technological Innovations:

    What Happens Inside Those Massive Warehouses?

    https://www.ted.com/talks/mick_mountz_the_hidden_world_of_box_packing?language=en

    Charles Leadbeater: The era of open innovation

    https://www.ted.com/talks/charles_leadbeater_on_innovation?language=en

    Blue Ocean: A comprehensive approach to value chain innovation

    http://ed.ted.com/on/25CLuAyW#review


    Ethical Due Diligence:

    Making Global Labor Fair

    https://www.ted.com/talks/auret_van_heerden_making_global_labor_fair?language=en

    BrightFarms - A produce supply chain revolution: Paul Lightfoot

    https://www.youtube.com/watch?v=3ZDLo8yNxgY

    Kavita Parmar: Turning Supply Chains into Prosperity Chains

    https://www.youtube.com/watch?v=FlbGNe73L74



    Supplementary Material:

    Use the following for further reading or as an information resource. Supplementary material is not compulsory reading. It is meant to be a useful resource to help extend your understanding of the workshop topic and provide a starting point for further reading for your assignments.


    Andersen, M. Skjokett-Larsen, T. (2009) Global social responsibility in global supply chains, Supply Chain Management: An international Journal, 14(2): 75-86


    GEMI (2007) Map of Future Forces Affecting Sustainability, Global Environment Management Initiatives [Brochure, Webinar and Video Clips]

    http://gemi.org/sustainabilitymap/


    Prater, E.; Frazier, G.V. & Reyes, P.M. (2005) Future impacts of RFID on e-supply chains in grocery retailing, Supply Chain Management: An International Journal, 10(2):134-142


    Turban, E.; Lee, J.; King, D. & Chung, H.M. (2000) Electronic Commerce - A Managerial Perspective, New York, NY: Prentice-Hall Inc.,


    Wild, N. & Zhou. L. (2011) Ethical procurement strategies for international aid non-government organisations, Supply Chain Management: An International Journal, 16(2):110-127



    Post Workshop:

    Discussion Forum Workshop 9:

    Use the Discussion Forum to share your learning and ideas from Workshop 9:Impact of Technological Innovations and Ethical Due Diligence on the Value Chain. Make sure you discuss the areas where you have come across new ideas or applications. The Discussion Forum will be accessible after the class is completed. Remember this is a Pass / Fail component in you grade. You must participate in a minimum of 8 out of the 11 Forums to pass the course. Please limit your participation to 160-200 words.


  • Easter (21st-27th March)

    Easter: No Workshop

    • Easter (28th March-3rd April)

      Easter: No Workshop

      • Workshop 10 (4th-10 April)

        Workshop 10:
        Introduction to Lean & Agile Supply Chain Strategies

        Lean supply chain strategies seek to minimise waste throughout the value chain and are associated with predictable demand scenarios. Agile supply chain strategies place the emphasis upon responding quickly to market demand fluctuations. 

        The strategic application of 'scale' verses 'scope' for production, capacity planning and the availability of products and services is essential to add value throughout the whole supply chain.


        By the end of this topic you should be able to: 

        • Evaluate and critically assess Lean and Agile SC Strategies and methods
        • Distinguish between Lean, Agile, and 'Leagile' SC strategies
        • Apply Lean and Agile strategies to solve practical SC problems
        • Develop analytical skills 



        Preparation:

        Reading:

        Harrison, A. & van Hoek, R. (2011) Logistics Management and Strategy, 5th Edition, Harlow: FT Prentice Hall, Chapter 7 (p.253)


        Class Exercise Preparation:

        Towill, D.R. & Christopher, M. (2007) Don't lean too far - Evidence from the first decade, International Journal of Agile Systems & Management, 2(4): 406-424.


        You Tube:

        The following presentations provide a visual introduction to accompany the workshop to enable you to gain an introductory understanding of lean and agile supply chain strategies.


        Lean Thinking:

        Lean Manufacturing Visual Management and 5S from Lean deployment.com

        http://www.youtube.com/watch?v=4_p9Yxkn_lM&feature=related

        5S Garage - An Introduction to 5S and Lean Principles

        http://www.youtube.com/watch?v=tUtc3x3xDFc&feature=related

        Lean Manufacturing Examples

        http://www.youtube.com/watch?v=GfEL6h7vlhI&feature=related

        Lean Manufacturing Case Study at Dupont (Ch 1)

        http://www.youtube.com/watch?v=FIj2t_G5Qxw&feature=related


        Agile Thinking:

        How Zara Stocks its Shelves, UCLA

        http://www.youtube.com/watch?v=SS6fktt40Og&feature=related

        Supply Chain Response Management http://www.youtube.com/watch?v=WWgun_0nNaM&feature=related

        Agility in Supply Chains

        https://www.youtube.com/watch?v=KFva1HaTeog


        Supplementary Material:

        Use the following for further reading or as an information resource. Supplementary material is not compulsory reading. It is meant to be a useful resource to help extend your understanding of the workshop topic and provide a starting point for further reading for your assignments.


        De Smet, A. & Ganon, C. (2015) Going from fragile to agile, McKinsey & Company, December. Podcast. http://www.mckinsey.com/insights/organization/going_from_fragile_to_agile

        Dubeauclad, R.; Kubik, K. & Nagali, V. (2015) How agile is your supply chain? McKinsey Quarterly, December**

        Jones, D.T. & Simons, D. (2000) Towards perfect customer fulfilment. Logistics and Transport Focus, 2(8): 44

        Martin, C. (2005) Chapter 1: Logistics, the supply chain and competitive strategy, Logistics and Supply Chain Management: Creating Value Added Networks, 3rd Ed., Harlow, England: FT Prentice Hall, pp.1-41.

        E-book Copy available from University of Greenwich

        Martin, C.; Lowson, R. & Peck, H. (2004) Creating agile supply chains in the fashion industry, International Journal of Retailing and Distribution Management, 32(8): 367-376

        Naylor, J.B., Naim, M.M., & Berry, D. (1999). Leagility: integrating the lean and agile manufacturing paradigms in the total supply chain. International Journal of Production Economics, 62(1), 107-118. Available from link in www.google.co.uk [Scholar]

        Towill, T.R. & Martin, C. (2007) Don't lean too far - Evidence from the first decade, Journal of Agile Systems & Management, 2(4): 406-424


        ** Note: for access to the McKinsey & Company articles

        1.go to http://www.mckinsey.com/

        2.and register. Its free and you can download these and other articles.



        Post Workshop:

        Discussion Forum Workshop 10:

        Use the Discussion Forum to share your learning and ideas from Workshop 10:Introduction to Lean and Agile Supply Chain Strategies Make sure you discuss the areas where you have come across new ideas or applications. The Discussion Forum will be accessible after the class is completed. Remember this is a Pass / Fail component in you grade. You must participate in a minimum of 8 out of the 11 Forums to pass the course. Please limit your participation to 160-200 words.

      • Workshop 11 (11th-17th April)

        Workshop 11:
        Business Continuity & Risk Management

        The aim is to explore the concept of risk and to focus upon the importance of risk management in supply chain management. The emphasis will be upon gaining an understanding of ethical risk and sustainability issues. The case study will use Humanitarian Supply chains and the development of theories of ethical risk management in supplier networks. It also brings in issues of business continuity and crisis management for when things go wrong.


        Types of supply chain risks include: loss of reputation (Cousins et al., 2004); conflicts among shareholders (Palovita & Luoma-aho, 2010); supply chain disruptions (Hendricks & Singhal, 2005); social, political, cultural and environmental (Faisal et al., 2006); economic, (Elliott, 2005); military (Pettit & Beresford, 2009); disease (Khan & Burnes, 2007). Research has expanded to understanding risk across the entire supply chain to include risks that arise from political, economic and environmental effects (Cousins et al, 2004; Harland et al, 2003). More recently the relationship between risk and ethics in supply chain management associated with child labour and environmental concerns (Zutshi et al., 2009; Palovita & Luoma-aho, 2010).


        Ethical procurement (including sustainability) behaviour extends beyond the supply chain relationships into society at large. Awareness of the relationship between the market place and society may strengthen opportunities to be successful and reduce supply chain vulnerability (Svensson & Baath, 2008).


        By the end of this topic you should be able to:

        • Evaluate and critically assess the measures used to monitor and control performance in organisations and supply chains.
        • Define and understand the role and strategic contribution of, operations and ITC activities in international supply chains.
        • Assess, evaluate, and apply the concepts and methods applicable to the implementation of strategic operations, and ITC strategies.
        • Presentation and critical evaluation skills.


        Preparation:

        Reading:

        Elliott, E.; Swartz, E. & Herbane, B. (2010) Business Continuity Management: A Crisis Management Approach, Abingdon: Routledge, Chapter 3 (p.67) & Chapter 4 (p.93)


        You Tube:

        The following presentations provide a visual introduction to accompany the workshop to enable you to gain an over view of business continuity and risk management.


        Business Continuity:

        What is business continuity?


        The Difference Between Business Continuity and Disaster Recovery


        Business Continuity and Cyber Crime | Symantec


        Supply Chain Continuity - 20 Key Questions- FREE Report


        Risk Management:

        Does risk matter? Disengagement from risk management in information systems projects

        https://www.youtube.com/watch?v=sPGnFQ9vWbE


        Risk management in banks


        Seinfeld Risk Management (humour)



        Supplementary Material:

        Use the following for further reading or as an information resource. Supplementary material is not compulsory reading. It is meant to be a useful resource to help extend your understanding of the workshop topic and provide a starting point for further reading for your assignments.


        Frost, R. (2012) Special Report: On the road to sustainability - Environment, economy, society, ISO Focus + 'Sustainability', January [Click on the link to the article on the front page]

        http://www.iso.org/iso/isofocusplus_2012-01


        GRI (2009) Global Action Network for Transparency in the Supply Chain program Overview, Global Reporting Initiatives. https://www.globalreporting.org/resourcelibrary/Global-Action-Network-for-Transparency-in-the-Supply-Chain-Program-Overview.pdf

        GRI (2011) Global Action, Local Change: Moving Towards Sustainable Supply Chains, Global Reporting Initiatives.  https://www.globalreporting.org/resourcelibrary/Global-Action-Local-Change.pdf 

         

        McKinsey Co. (2006) Understanding Supply Chain Risk: A McKinsey Global Survey, McKinsey Quarterly, 26/8**

        http://www.executivesondemand.net/managementsourcing/images/stories/artigos_pdf/produtividade/Understanding_supply_chain_risk,_A_McKinsey_Global_Survey.pdf


        Wild, N. & Zhou, L. (2011) Ethical procurement strategies for international aid non-government organisations, Supply Chain Management: An International Journal, 16(2), 110-127


        ** Note: for access to the McKinsey & Company articles

        1.go to http://www.mckinsey.com/

        2.and register. Its free and you can download these and other articles.



        Post Workshop:

        Discussion Forum Workshop 11:

        Use the Discussion Forum to share your learning and ideas from Workshop 11: Business Continuity and Risk Management. Make sure you discuss the areas where you have come across new ideas or applications.

        The Discussion Forum will be accessible after the class is completed. Remember this is a Pass / Fail component in you grade. You must participate in a minimum of 8 out of the 11 Forums to pass the course. Please limit your participation to 160-200 words.