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  1. 1. New York University Stern School of Business B60.2306 Supply Chain Management Spring 2003 Thursday 6:00-8:50pm Instructor and Course Material Medini R. Singh Telephone (631) 689-3089 Office Hours: Thursdays 1:30-3:00 or by appointment Required: Coursepack of readings and cases. Optional Technical Reference: Inventory Management and Production Planning and Scheduling, Third Edition, Edward A. Silver, David F. Pyke, and Rein Peterson, 1998, 0-471-11947-4 Course Overview Supply Chain encompasses all of those activities associated with the movement and transformation of goods from the raw-materials stage through to the end user. This includes product design, forecasting, production planning, distribution, sourcing, inventory management and customer service. It also embodies the information systems necessary to communicate among the supply chain partners. Supply Chain Management will focus on how to coordinate and integrate all of these activities into a seamless process. The emphasis will be on managing material and information across different partners in the chain. We will also explore the impact of the Internet on supply chain processes and on the relationship between the supply chain partners. This course will explore: - Key variables, control levers, and critical tradeoffs in supply chains - The enabling role of the Internet - Matching supply chain strategies to market needs - How to cope with uncertainties in supply chains - Managing information flows for supply chains - Diagnostics for supply chain performance - Inventory/service tradeoffs - Distribution strategies - Sourcing and supplier management The course will include both individual and group work. Assignments will indicate if the work should be submitted as a group or individually. Case groups may have four or five members Supply Chain Management 1 Spring 2003
  2. 2. while individual assignments should be addressed individually. Grading will be based on case analyses, two exams and assignments as discussed below. Grading Your grade in the course will be based on your individual, as well as group efforts and performance. We will use the following weighting scheme: Class Participation 20% Homework Case Assignments 30% Midterm 15% Final Examination 35% Class discussion is an important part of the design of the course. Therefore your participation will be graded, and when necessary, people will be called on to add to the discussion. The quality of your participation in discussions will be judged based primarily on your ability to move the class discussion forward. The content, depth and relevance of comments to the discussion are important as well. So that we can accurately access your participation, you should bring your tent (name) card to class throughout the term. Each week there will be an assignment related to the case and/or the subject. Guidelines for preparing for the cases as well as assignments will be distributed a week in advance. Sometimes these assignments will be group efforts while others must be prepared individually (the nature of the assignment will be specified). Assignments are due at the beginning of class. You may discuss the cases and assignments with colleagues in your class. However, the work submitted for grading must reflect your own thinking and contribution. I will assume that each member of the team has contributed equally to a group assignment, unless noted otherwise. Mid-term and final exams will be open-notes, in-class exams of two to three hour durations. Course Schedule Module 1: Supply Chain Fundamentals—Matching Supply with Demand Class 1 1.1 Introduction 1.2 Variability and Risk in Supply Chains: The Newsvendor Model 1.3 Effect of Centralization 1.4 Simple Contracts for Channel Coordination Read: Turning the Supply Chain into a Revenue Chain Supply Chain Management 2 Spring 2003
  3. 3. Class 2 2.1 Dysfunctional Supply Chains Prepare Case: Sorenson Research Co. 2.2 Manufacturing Flexibility Prepare Case: Detroit Motors Class 3 3.1 An Analysis of Simple Contracts Prepare Case: Consumer Powers, Inc. 3.2 Linkage between Inventory Management and Working Capital Prepare Case: Northco (A) Module 2: Sourcing and Supplier Management Class 4 4.1 Global Sourcing and Supplier Management Prepare Case: Intercon Japan 4.2 Sourcing Policy and Buyer-Supplier Relationship Prepare Case: Bose Corporation: The JIT II Program (A) Read (after class): Bose Corporation: The JIT II Program (B-D) The Managers Guide to Supply Chain Management Strategic Supplier Segmentation: The Next “Big Practice” in Supply Chain Management Class 5 The Role of Supply Chain Intermediaries 5.1 An Old World Intermediary Prepare Case: Massimo Menichetti 5.2 And a Modern Day Intermediary Prepare Case: Class 6 Dissecting the Value Chain: Product Development, Global Sourcing, Intermediation and Logistics Prepare Cases: Li & Fung Read: Fast, Global, and Entrepreneurial: Supply Chain Management, Hong Kong Style: An Interview with Victor Fung Supply Chain Management 3 Spring 2003
  4. 4. Class 7 Mid-term Exam (two hours) Module 3: Information Sharing and Design of Integrated Supply Chains Class 8 Tools for Analyzing Supply Chains: Periodic & Continuous Review Inventory Models Read: The Bullwhip Effect in Supply Chains Class 9 Reengineering Supply Chains Prepare Case: Campbell Soup Co.: A Leader in Continuous Replenishment Innovations Prepare Case: Barilla SpA (A) Class 10 10.1 Implementation Issues Prepare Cases: Barilla SpA (C--D) 10.2 Supply Chain Efficiency as a Competitive Advantage Prepare Case: Wal*Mart Store, Inc. Class 11 Design of Responsive Supply Chains Prepare Case: Zara Prepare Case: Mango Read: What Is the Right Supply Chain for Your Products? Class 12 12.1 Virtual Integration Prepare Case: Dell: Selling Directly, Globally Read: The Power of Virtual Integration: An Interview with Dell Computer's Michael Dell 12.2 The Changing Face of B2B Commerce Prepare Case: FreeMarkets Online Supply Chain Management 4 Spring 2003