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OM booklet

  1. 1. What you need to know about operations AboutOM CareerinOMOMCourses AboutSMUOMSOMCareer “Opera'ons  Management  gives  us  the  fundamental  idea  how  business  is  being  run  in  the   real  world  in  terms  of  its  logis'cs  planning,  opera'ons  efficiency,  as  well  as  its  cu=ng   edge  supply  chain  tool.  It,  as  well,  imparts  you  the  ideas  of  how  products  are  basically   created  –  from  the  raw  materials  un'l  the  finished  product  to  consumers.” SMU  Opera*ons  Management  Society  (OMS)  is  a  newly  born  student  organiza*on   back  in  2011,  in  Singapore  Management  University  (SMU),  which  basically  aims  to   be  the  bridge  between  students  and  seniors,  alumni  or  even  professionals  who   might  have  beDer  experience  in  terms  of  Opera*ons  related  working  exposure,   internship,  knowledge  or  insights,  and  others.  As  well,  SMU  OMS  aims  to  promote   Opera*ons  Management,  at  student  level,  as  one  of  the  possibly  preferred   choices  of  majors  that  student  might  want  to  pursue  as  future  career. OPIM  321:  Supply  Chain  Management  |  OPIM  311:  Service  Processes   OPIM  319:  Opera?ons  Strategy  |  OPIM  314:  Logis?cs  &  Distribu?on  Management OPIM  322:  High  Performance  Warehousing  |  OPIM  313:  Project  Management OPIM  318:  Sustainable  Opera?ons  |  OPIM  324:  Global  Supply  Chain OPIM  340:  Retail  Opera?ons  |  MGMT  317:  Managing  Process  Improvement Robert  Bosch Revenue  Management  Solu*ons  (RMS) Shell DHL Loreal SAP Oracle P&G Unilever etc Forecas?ng  Specialist   Supply/  Demand  Planner   Procurement  and  Purchasing  Manager   Inventory  Control  Manager   Six  Sigma  Green  Belt/  Black  Belt   Transporta?on  Coordinator   Warehouse  Manager   Logis?cs  Management  Analyst 1
  2. 2. What is operations management? AboutOM Opera*ons  Management  teaches  us  how  to  manage  firm’s  resources  to  create  and  deliver   products  or  services,  including:  efficient  use  of  human  resources,  capital,  raw  material;  design   and  improvement  of  business  processes;  as  well  as  beDer  management  of  new  technology.   Opera*ons  Management  focuses  not  only  what  to  do  in  a  company,  but  also  HOW  to  do  it.   Selling  products  and  services  using  more  efficiently  and  more  economically  processes  and   resources  than  anyone  else  is  eventually  the  ul*mate  goal. Students  majoring  in  Opera*ons  Management  will  become  valuable  assets  for  any  company   seeking  to  become  more  resourceful  and  cost-­‐effec*ve  in  today’s  global  economy  because   Opera*ons  Management  achieves  beDer  products/services,  lower  cost,  higher  quality,  and   faster  delivery. By  managing  company’s  opera*ons,  it  can  significantly  contribute  to  the  success  of  the  company   by  u*lising  available  resources  to  effec*vely  produce  products  and  services  in  a  way  that   sa*sfies  customers  as  well  as  reducing  waste  to  ensure  low  cost  incurred.   Opera*ons  Management  students  also  have  an  extensive  range  of  career  opportuni*es;  those   who  are  interested  in  distribu*on  and  logis*cs  could  work  in  companies  like  DHL,  UPS,  FedEx,   Maersk;  others  could  also  join  companies  such  as  Singapore  Airlines,  Toyota,  or  even  retailers   like  IKEA;  Lastly  those  who  want  to  be  consultants  could  join  Bain  &  Company,  McKinsey  &   Company. “Opera'ons  Management  gives  us  the  fundamental  idea  how  business  is  being  run  in  the  real   world  in  terms  of  its  logis'cs  planning,  opera'ons  efficiency,  as  well  as  its  cu=ng  edge  supply   chain  tool.  It,  as  well,  imparts  you  the  ideas  of  how  products  are  basically  created  –  from  the  raw   materials  un'l  the  finished  product  to  consumers.” “If  you  ever  wondered  what  drives  business  decisions,  Opera'ons  Management  introduces  you   to  calcula'ons,  analysis  tools,  and  frameworks  that  guide  a  business’  decisions  in  sourcing,   capacity  planning,  service  processes,  distribu'on,  etc.  These  decisions  would  ul'mately  shape  a   business’  value  proposi'on,  determining  its  compe''ve  advantage  in  the  market.” 2
  3. 3. Why choose a career in operations management? WhyOM? There  are  several  reasons  why  you  might  want  to  consider  choosing  a  career  in   Opera*ons  Management.    First,  it  is  a  very  popular  field  at  the  moment,  based  on  the   recent  aDen*on  given  to  improving  the  quality  of  products  and  services  across  the   board.    Thus,  our  students  are  able  to  find  jobs  and  command  rela*vely  high  salaries   upon  gradua*on. Second,  it  is  a  very  versa*le  field  and  offers  many  job  opportuni*es  in  a  variety  of  firms   and  fields.    With  an  OM  degree,  you  can  work  for  a  manufacturing  firm,  a  service   provider  or  a  consul*ng  company.    You  can  u*lize  your  sta*s*cs  background  for   forecas*ng  or  quality  improvement;  you  can  fine  tune  your  planning  exper*se  through   the  planning  of  new  projects  or  the  scheduling  of  produc*on  or  workers;  or  you  can  use   your  crea*ve  skills  in  developing  and  providing  new  services  to  your  customers. Third,  it  is  a  very  interes*ng  field  in  that  you  will  interface  with  people  in  all  other  areas   within  your  company.    OM  includes  ac*vi*es  that  border  on  finance,  marke*ng  and   accoun*ng,  and  so  it  provides  you  with  the  opportunity  to  interact  with  others  and  learn   about  those  other  areas  in  business. Forecas*ng  Specialist   Supply/  Demand  Planner   Procurement  and  Purchasing  Manager   Inventory  Control  Manager   Six  Sigma  Green  Belt/  Black  Belt   Transporta*on  Coordinator   Warehouse  Manager   Logis*cs  Management  Analyst Sample  careers  for  Opera?ons  Management  Major 3
  4. 4. Why choose a career in operations management? WhyOM? Forecas?ng  Specialist   A   forecas*ng   specialist   is  responsible  to  ensure  client/customer  goals   are  met  by   analyzing   work   volume   variances   to   forecast   and   provide   direc*on   to   adjust   scheduling/staffing   levels   accordingly.   He   is   also   in   charge   of   adjus*ng   historical   intraday   interval   performance   spikes   and   dips,   caused   by   planned   or   unplanned   events  and  technology  outages,  to  generate  accurate  forecasts.  In  addi*on,  his  duty   involves  conduc*ng  analysis  using  data  &  informa*on  from  various  applica*ons  and   systems,   manipula*ng   data   in   spreadsheets   and   iden*fying   and   researching   anomalies  and  presen*ng  results,  plus  monitoring  service  levels  and  direc*ng  real-­‐ *me  forecas*ng  to  meet  service  levels. Sample  careers  for  Opera?ons  Management  Major Supply/  Demand  Planner   A   supply   planner   is   responsible   for   planning   products   and   managing   inventory   levels   for   a   business   unit   with   the   objec*ve   of   providing   the   highest   level   of   customer  service  at  minimum  cost. A   demand   planner   works   in   the   areas   of   material   planning   and   inventory   management  and  is  responsible  for  the  strategic  crea*on  and  execu*on  of  future   fulfillment  plans.  He  typically  works  proac*vely  with  func*onal  teams  such  as  sales,   marke*ng  and  opera*ons,  responsibili*es  include  iden*fying  variances  based  upon   historical   performance   and   expected   future   ac*vi*es   of   products,   and   planning   inventory  needs  for  future  demand. 4
  5. 5. Why choose a career in operations management? WhyOM? Procurement  and  Purchasing  Manager   A   procurement   manager   compiles   requested   materials   and   records   to   draw   up   purchase  orders  for  the  procurement  of  materials  and  services.  He  generally  deals   with  anything  related  to  the  ordering  of  goods  and  supplies  for  an  organiza*on.  A   procurement   manager   determines   if   inventory   quan**es   are   sufficient   for   the   needs  of  the  company  and  orders  more  supplies  as  needed. Inventory  Control  Manager   An   inventory   control   manager   works   in   a   variety   of   industries   including   manufacturing,   warehousing,   retail  and   food  service.  His  main  responsibili*es  are   to  keep  track  of  inventory  and  to  replenish  inventory  when  it  gets  down  to  a  certain   level. Sample  careers  for  Opera?ons  Management  Major Opera?ons  Analyst   An  opera*ons  analyst’s  duty  is  to  seek  out  deficiencies  within  the  business  model  of   their   employers   and   develop   new   best   prac*ces,   ensuring   greater   firm-­‐wide   profitability. 5
  6. 6. Why choose a career in operations management? WhyOM? Sample  careers  for  Opera?ons  Management  Major Materials  Requirements  Planner A  materials  planner  works  with  engineering  to  determine  the  resources  needed  to   meet  produc*on  schedules.  The  planner  oben  works  from  blueprints  to  determine   the  specifica*ons  for  the  parts  needed  to  produce  the  product.   The   duty   of   a   materials   planner   also   includes   con*nually   working   to   improve   delivery  *mes,  cost  and  quality  of  materials  from  vendors.  The  planner  works  with   purchasing  managers  to  improve  performance  of  vendors  and  with  engineering  for   quality  improvements. Order  Fulfillment  Coordinator   An  order  fulfillment  manager  makes  sure  customers  receive  their  correct  orders  in   good  condi*on  and  on  schedule.  He  directs  his  team  in  processing  shipments  and   resolving   customer   complaints.   To   ensure   profit   margins   are   maintained,   a   fulfillment  manager  must  have  excellent  control  of  his  inventory  to  facilitate  *mely   shipping   of  goods   and   merchandise.   Some*mes   he  is   also  required   to  regularly   prepare  budgets  for  review  and  approval  by  upper  management. Buyer  (Purchasing  Agent)   The   main   job   of   a   purchasing   agent   is   to   buy   any   goods,   services   or   materials   needed  for  a  company  to  maintain  successful  produc*on  of  its  products  or  services   and   an   orderly   work   environment.  Agents   must   meet   and   bargain   with   outside   contractors  who  are  offering  services  or  products  of  interest  to  the  company.  The   main  challenge  is  to  buy  high-­‐quality  supplies  and  services  at  reasonable  costs. 6
  7. 7. Why choose a career in operations management? WhyOM? Sample  careers  for  Opera?ons  Management  Major Quality  Analyst   A  quality  analyst  is  responsible  for  looking  at  data  in  order  to  determine  if  services   provided   by   a   given   company   are   mee*ng   quality   standards.   Based   on   the   data   collected,   the   quality   analyst   works   to   improve   the   processes   through   which   the   company  operates,  oben  by  altering  company  policies  and  developing  workflow.  This   analyst   is   responsible   for   pudng   the   results   of  the   analysis   in   reports  and   is  also   oben  responsible  for  presen*ng  findings  to  upper  management.   Six  Sigma  Green  Belt/  Black  Belt   Six  Sigma  is  a  process  improvement  method  that  was  developed  at  Motorola.  The  Six   Sigma   approach   to   con*nuous   improvement   focuses   on   reducing   errors   and   increasing  customer  sa*sfac*on.   Six  Sigma  Green  Belt  training  introduces  an  overview  of  the  key  concepts  necessary   to  be  a  successful  member  of  a  Six  Sigma  project  team.  Green  Belts  are  responsible   for   leading   Green   Belt   projects   or   teams,   and   also   oben   called   upon   to   provide   assistance  in   the  areas  of  data  collec*on   and   analysis  on   Black  Belt  project  teams.   Green  Belt  project  teams  typically  solve  lower  level  project  specific  problems,  such  as   reducing   varia*ons   in   the   quotes   provided   by   employees   as   opposed   to   program   level   ones   like   increasing   overall   manufacturing   capacity,   which   require  Black   Belt   guidance. A  Six  Sigma  black  belt  is  a  specialist  who  saves  the  company  money.  The  job  of  the   black  belt  consists  of  analyzing  business  and  opera*ons  processes  and  sugges*ng  and   implemen*ng   more   efficient   ways   of   performing   func*ons,   which   in   turn   will   hopefully  save  the  company  money.   7
  8. 8. Why choose a career in operations management? WhyOM? Sample  careers  for  Opera?ons  Management  Major Transporta?on  Coordinator   The  transporta*on  coordinator  aids  a  company  in  the  transporta*on  of  goods  to   its  customers.  This  involves  a  variety  of  du*es,  such  as  ensuring  products  reach   customers  intact  and  on  *me. Warehouse  Manager   Jobs  of  the  warehouse  manager  center  on  keeping  track  of  all  items  that  come   into  and  go  out  of  the  warehouse.  He  or  she  has  to  keep  a  detailed  paper  trail  so   as   to  know  the   inventory   levels   and   also   to  show   the   accoun*ng   department   when  it  comes  *me  to  do  inventory  as  well.   The   warehouse   manager   also   has   to  keep   abreast   of   the   costs   involved   with   purchasing  new  product   and   con*nually  strive  to  get   the   best  product  for  the   best  price. Logis?cs  Management  Analyst Develop  and  administer  integrated  logis*cs  strategies,  including  supply  chain   ac*vi*es  from  manufacturing  through  informa*on  management  support,   deployment  freight,  warehousing,  customer’s  freight,  management  organiza*on,   customer  warehousing,  customer  store  shipment,  and  customer  placement Ensure   that   customer   service   and   *me   objec*ves   are   achieved   within   exis*ng   financial   constraints   in   order   to   maximize   sales,   market   share   and   profit   for   company  and  customer 8
  9. 9. SMU Operations management faculty SMUOMFaculty Opera?ons  Management  Faculty Faculty  members  in  the  Opera'ons  Management  group  received  their  degrees  from   leading  research  universi'es.  They  have  won  compe''ve  research  awards  and  many   of  them  were  honored  by  top  business  schools  for  their  excellent  teaching. Faculty   members   in   the   group   have   been   very   ac've   in   publishing   their   work   in   leading  academic  journals  such  as  Management  Science,  Opera'ons  Research,  Naval   Research  Logis'cs,  IIE  Transac'ons,  Opera'ons  Research  LeMers,  European  Journal  of   Opera'onal   Research,   Annals   of   Opera'ons   Research,   Produc'on   and   Opera'ons   Management,  Journal  of  Opera'ons  Management,  and  Decision  Sciences. Marcus  ANG  Teck  Meng Lecturer  of  Opera'ons  Management Ph.D.  (Management)  Na'onal  University  of  Singapore,  2009 Alexandar  ANGELUS Associate  Professor  of  Opera'ons  Management Ph.D.  (Opera'ons,  Informa'on  and  Technology)  Stanford  University,  1997 Onur  BOYABATLI Assistant  Professor  of  Opera'ons  Management Ph.D.  (Technology  and  Opera'ons  Management)  INSEAD,  2007 Pascale  CRAMA Assistant  Professor  of  Opera'ons  Management Ph.D.  (Management  Science)  London  Business  School,  2007 Lieven  DEMEESTER Assistant  Professor  of  Opera'ons  Management  Prac'ce Area  Coordinator  for  Opera'ons  Management Ph.D.  (Opera'ons  and  Technology  Management),  University  of  California,  1995 9
  10. 10. SMU Operations management faculty SMUOMFaculty Opera?ons  Management  Faculty Qing  DING Assistant  Professor  of  Opera'ons  Management Ph.D.  (Opera'ons  Management)  Washington  University  at  St.  Louis,  2004 Rong  LI Assistant  Professor  of  Opera'ons  Management Ph.D.  (Industrial  Engineering)  Purdue  University,  2004 Yun  Fong  LIM Assistant  Professor  of  Opera'ons  Management Ph.D.  (Industrial  Engineering)  Georgia  Ins'tute  of  Technology,  2005 Sharafali  MOOSA Associate  Professor  of  Opera'ons  Management  (Educa'on) Ph.  D.  (Business  Admin.)  Na'onal  University  of  Singapore,  1994 Brian  RODRIGUES Associate  Professor  of  Quan'ta've  Methods Deputy  Dean  (Faculty  &  Research) Ph.D.  (Mathema'cs)  University  of  California  at  Santa  Barbara,  1987 Kwan  Eng  WEE Assistant  Professor  of  Opera'ons  Management Ph.D.  (Opera'ons  Management)  Purdue  University,  2000 Zhengping  WU Assistant  Professor  of  Opera'ons  Management Ph.D.  (Opera'ons  Management)  Purdue  University,  2003 Kum  Khiong  YANG Professor  of  Opera'ons  Management Ph.D.  (Opera'ons  Management)  Indiana  University,  1990 10
  11. 11. Course descriptions OMcourses Compulsory  Courses: OPIM  321:  Supply  Chain  Management Matching   supply   with   demand   is   a   primary   challenge   for   a  firm:  excess   supply   is   too   costly,   inadequate   supply   irritates   customers.   Matching   supply   to   demand   is   easiest   when   a  firm   has  a  flexible   supply   process,  but  flexibility   is  generally  expensive.  In   this   course  we   will   learn   (1)   how  to  assess  the  appropriate   level   of  supply   flexibility  for   a   given   industry   and   (2)   explore   strategies   for   economically   increasing   a   firm’s   supply   flexibility.   Lastly   we   will   study   coordina*on   and   incen*ves   across   mul*ple   firms   in   a   supply  chain.  While  tac*cal  models  and  decisions  are  part  of  this  course,  the  emphasis  is   on  the  qualita*ve  insights  needed  by  general  managers  or  management  consultants.  We   will  demonstrate  that  companies  can  use  (and  have  used)  the  principles  from  this  course   to  significantly  enhance  their  compe**veness.   PREREQ:  OPIM  101  Management  Science  and  OPIM  201  Business  Processes   OPIM  311:  Service  Processes   This  course  explores  the  dimensions  of  successful  service  firms  through  the  use  of  case   studies  and  lectures.    It  prepares   students   for  enlightened  management  and  suggests   crea*ve  entrepreneurial  opportuni*es.    Outstanding  service  organiza*ons  are  managed   differently  than  their  "merely  good"  compe*tors.    Ac*ons  are  based  on  totally  different   assump*ons  about  the  way  success  is  achieved.    The  results  show  not  only  in  terms  of   conven*onal  measures  of  performance  but  also  in  the  enthusiasm  of  the  employees  and   quality  of  customer  sa*sfac*on.    Beginning  with  the  service  encounter,  service  managers   must   blend   marke*ng,   technology,   people,   and   informa*on   to   achieve   a   dis*nc*ve   compe**ve   advantage.   As   the   service   sector   is   the   fastest-­‐growing   sector   of   the   economy,   this   course   is   also   intended   to   help   students   discover   entrepreneurial   opportuni*es. PREREQ:  OPIM  201  Business  Processes   11
  12. 12. Course descriptions OMcourses Elec?ves  courses  (choose  any  three): OPIM  319:  Opera?ons  Strategy Why  has  ZARA  become  one  of  the  fastest  growing  and  most  profitable  brands  in  fashion   retailing?  How  can  Toyota  be  worth  twenty  *mes  more  than  General  Motors?  To  a  large   extent  the  answer  is  that  ZARA  and  Toyota  use  their  opera*onal  capabili*es  as  a   compe**ve  advantage.  As  do  other  successful  companies  such  as  Dell,  Walmart  and   Procter  &  Gamble,  they  invest  strategically  in  physical  plants  and  facili*es,  in  process   and  informa*on  technology,  in  employee,  supplier,  and  distributor  rela*onships,  and   perhaps  most  importantly,  in  organiza*onal  prac*ces  and  know-­‐how.  The  objec*ve  of   this  course  is  for  students  to  learn  to  make  these  long-­‐term,  strategic  decisions  for  the   opera*ons  func*on  with  the  goal  of  maximizing  the  value  of  a  company  in  a  changing   and  oben  uncertain  environment. PREREQ:  OPIM  201  Business  Processes   OPIM  314:  Logis?cs  &  Distribu?on  Management Logis*cs  and  distribu*on  forms  an  important  por*on  within  the  realm  of  supply  chain   system.  It  contributes  and  increases  the  values  in  the  value  chain  by  playing  the  “hub”,   “storage”  and  “moving”  func*ons  for  the  flow  of  products,  personnel,  informa*on  and   services.  More  simply,   logis*cs  and   distribu*on   management   is   the   science   (and   art)   about  when,  where,  how  and  what  to  be  distributed  and  transported  to  efficiently  and   effec*vely  meet  customers’  requirements.  This  course  introduces  some  core  managerial   problems   and   business   issues   for   the   design   and   opera*ons   on   transporta*on   and   distribu*on   systems.  It  provides  the  basic  framework,   analy*cal  models  and   state-­‐of-­‐ the-­‐art  prac*ce  of  techniques  for  decision-­‐making  in  logis*cs  and  distribu*on  systems  PREREQ:  OPIM  101  Management  Science 12
  13. 13. Course descriptions OMcourses OPIM  322:  High  Performance  Warehousing  &  Fulfilment As  the  world  becomes  more  globalized  many  companies  achieve  compe**ve  advantage   by   paying  substan*al  aDen*on  on  effec*ve  supply  chain   opera*ons.  Warehouses  are   consolida*on   hubs   of   various   products   in   a   supply   chain.   To   support   business   that   covers   a  wide   range  of  markets   it   is   common   for  a  warehouse   to  store  hundreds   of   thousands   of  products.   These  products  pass  through   the   warehouse   in   huge  volume   daily,  and  so  it  is  important  to  run  it  efficiently.    Besides  the  tradi*onal  storage  func*on,   warehouses  are  increasingly  forced  to  perform  responsive  and  accurate  customer  order   fulfillment  and  other  value-­‐added   services.  High  performance  in  product  warehousing   and   order   fulfillment   becomes   crucial   to   the   success   of   many   companies   in   today's   compe**ve  business  environment.  We  will  introduce  various  opera*on  models  that  are   theore*cally   appealing   and   prac*cally   feasible.   Some   case   studies   will   also   be   discussed.    This  course  is  especially  useful  for  those  who  are  interested   in   consul*ng   careers  in  logis*cs  and  supply  chain  management. PREREQ:  OPIM  201  Business  Processes   OPIM  313:  Project  Management This  course  aims  to  provide  students  with  a  sound  understanding  and  knowledge  of   basic  concepts  and  analy*cal  skills  cri*cal  to  effec*ve  project  management  in  any   industry.  The  students  will  acquire  a  range  of  “sob”  skills  (behavioral)  and   “hard”  (analy*cal)  tools  and  techniques,  and  learn  how  to  link  theory  to  real-­‐world   projects.  Topics  covered  include  project  selec*on,  ini*a*on,  planning,  implementa*on,   control  and  evalua*on.  With  the  project  life  cycle  in  mind,  topics  such  as  the  role  of  the   project  manager  and  organiza*on,  scheduling  and  resources  alloca*on  will  also  be   covered. PREREQ:  OPIM  101  Management  Science  and  OPIM  201  Business  Processes   13
  14. 14. Course descriptions OMcourses OPIM  318:  Sustainable  Opera?ons The  objec*ve  of  this  course  is  to  study  how  a  company  can  use  its  opera*ons  to  improve   environmental   performance   and   contribute   to   business   success   at   the   same   *me.   Companies  such  as  Nike,   HP,  Unilever  and   Coca-­‐Cola  have  started  to  reap   the  benefits   from   building   sustainability   into   their   opera*ons.   A   focus   on   reducing   environmental   impact  not  only  allowed  these  companies  to  comply  with  increased  regula*ons  but  also   to   reduce   their   costs,   to   improve   the   quality   of   their   products   and   to   enhance   the   reputa*on  of  their  brands.  Students  will  learn  how  ci*zens,  governments,  customers  and   employees  are  crea*ng  pressures  for  more  sustainable  development  and  how  opera*ons   managers  are  responding  to  these  pressures  with  waste  reduc*on,  pollu*on  preven*on,   and   product  stewardship.    Students  will  also  study  specific  tools  and   methods  such   as   environmental   management   systems,   life   cycle   analysis,   green   buildings,   green   purchasing,   design-­‐for-­‐environment,   recycling,   remanufacturing,   serviciza*on   and   industrial  symbiosis.  Through  the  course  students  will  also  learn  how  to  crab  a  successful   strategy  for  sustainable  opera*ons  by  incorpora*ng  it  into  a  company’s  business  strategy,   improvement   planning,   product   and   process   design,   supply   management,   risk   management  and  both  internal  and  external  repor*ng  systems.   PREREQ:  OPIM  201  Business  Processes   OPIM  324:  Global  Supply  Chain In  this  course  of  Global  Supply  Chains,  students  will  understand  the  key  elements  of  a   global  supply  chain  -­‐  network  design  and  facility  selec*on,  procurement  and  outsourcing,   forecas*ng,  inventory  and  replenishment  processes,  risk  management,  fiscal  policies  and   trade  structure,  and  global  logis*cs  management.    Each  of  these  elements  will  be   discussed  with  case  studies  to  give  real  life  context  for  applying  the  concepts.    This  will   help  students  to  exploit  supply  chain  efficiencies,  dynamically  manage  economic  risks,   op*mize  the  network  to  deliver  working  capital  benefits,  and  implement  leading  edge   prac*ces  that  are  proven  effec*ve  to  deliver  business  growth,  supply  chain  flexibility,   responsiveness  and  cost  compe**veness.  This  course  is  useful  for  those  who  are   interested  in  consul*ng  careers  in  supply  chain  management,  careers  with  shippers,  3PLs   or  trading  companies. PREREQ:  OPIM  201  Business  Processes   14
  15. 15. Course descriptions OMcourses OPIM  340:  Retail  Opera?ons This  interac*ve  course  studies  the  important  and  complex  field  of  retail  opera*ons,   focusing  on  the  analy*cal  aspects  of  retail  management.  As  global  retailers  seek  to   expand  in  Asia,  there  is  an  urgent  need  for  managers  with  a  strong  analy*cal   founda*on  in  opera*ons  and  an  understanding  of  the  cultural  aspects  of  the  region.   Singapore  is  undeniably  a  retail  powerhouse,  offering  a  plethora  of  interna*onal   brand  retail  outlets,  complemented  by  dis*nc*ve  bou*ques  highligh*ng  regional   designers.  However,  the  Internet  and  social  media  have  redrawn  the  baDle  lines  in   retail,  forcing  companies  to  scramble  to  keep  ahead  in  the  highly  compe**ve  and   vola*le  global  markets.  The  retail  industry  drives  innova*ons  in  opera*ons,  as   retailers  compete  globally  for  increasingly  discrimina*ng  customers  and  as  the  supply   chain  is  stretched  across  con*nents.  Hence,  this  course  facilitates  students  in  learning   about  retail  opera*ons  in  the  Singapore  context. PREREQ:  OPIM  101  Management  Science MGMT  317:  Managing  Process  Improvement All  firms  have  processes,  most  of  which  can  be  improved  or  op*mized.    Some  of  these   processes  include  innova*on,  development,  manufacturing,  services,  internal  and   external  processes.    The  ability  of  managers  to  define,  measure,  improve  and  control   processes  is  a  key  skill  set  and,  combined  with  leadership,  can  enhance  the  success  of   a  firm.     In  this  course,  students  will  develop  a  prac*cal  understanding  of  appropriate  tool  use   and  project  management  skills  to  effec*vely  change  and  improve  important   processes.    Students  will  also  gain  a  strong  theore*cal  and  prac*cal  understanding  of   six  sigma  deployment  and  will  achieve  “Greenbelt”  cer*fica*on  (recognized  by  the   industry).    Students  will  learn  the  DMAIC  methodology  (Design,  Measure,  Analyze,   Improve,  Control)  and  apply  it  in  real  projects.    These  projects  will  be  sponsored  by   local  SME’s  and  MNC’s.   PREREQ:  either  STAT  101  Introductory  Sta*s*cs  or  STAT  151  Introduc*on  to  Sta*s*cal   Theory 15
  16. 16. OM with other majors OM-othermajorscombo Popular  complementary  degree/  majors  with  Opera?ons  Management Finance Understanding  Finance  will  give  you  a  beDer  idea  and  decision-­‐making  skill  on  to  what   certain  extent,  in  terms  of  capital  investment  et  cetera,  you  should  invest  on  your   companies.  Not  to  men*on,  Finance  will  screen  how  effec*vely  a  certain  company’s   opera*on  has  been  running  in  contribu*ng  profits. Marke?ng Opera*ons  Management  gives  you  the  background  of  how  certain  products  are   created  and  marke*ng  helps  you  in  selling  the  product.  These  two  cross-­‐func*onal   areas  are  essen*al  because,  aber  all,  your  company  will  not  get  much  profit  if  the   products  are  not  commercial  enough  despite  its  good  quality. Informa?on  System  (IS) IS  and  Opera*ons  Management  are  highly  correlated.  In  today’s  business  world,  there   have  been  many  IT  tools  used  to  maximize  certain  decision  in  Opera*ons  context,  e.g.   SAP  tool  for  demand  and  supply  planning,  or  even  CPFR  (Collabora*ve,  Planning,   Forecas*ng,  and  Replenishment).  As  well,  IT  and  data  informa*on  might  be  the   strategic  tools  for  companies  to  leverage  compe**vely  with  their  fellow  market   players. Other  complimentary  degrees/majors  include: Accoun*ng Management Economics 16
  17. 17. internship & career opportunities internship&career Internship  Opportuni?es Robert  Bosch DHL P&G       Unilever Shell   Exxonmobil Kuehne  and  Nagel Toyota Ga*  Limited TATA Loreal Singhealth Fairmont  Singapore  &  Swissotel  the  Stamford et  cetera Career  Opportuni?es Robert  Bosch Revenue  Management  Solu*ons  (RMS) Shell DHL Loreal SAP Oracle P&G Unilever et  cetera 17