Sustainable Operations - Integration with other Functions

1. BGI Operations/Supply Chain Curriculum:
The Evolution of a Core Experience
Fall, 2011

2. Integration Paradigms

3. Today’s Agenda:
₪ The Current State
₪ The Future State
₪ The Gap
₪ The Business Model Experience
₪ Discussion

4. 8:00-8:15 Break Break
8:15-8:30 Circle Circle Time Circle Time
8:30-8:45 8:15 Start 8:15 Start 8:15 Start
8:45-9:00 Great Hall Great Hall 105
9:00-9:15 Break Break Break
9:15-9:30 MGT II Systems Sustainable Ops Accounting II
9:30-9:45 9:15 start 9:00 start 9:15 Start 9:15 Start
Management 9:45-10:00
10:00-10:15
Great Hall, art studio, Great Hall, with art studio &
10:15-10:30 105,102,103 Ichthyology Ichthyology 105/102/103
10:30-10:45 Break Break
10:45-11:00 MGT II Systems Sustainable Ops Accounting II
11:00-11:15 10:45 Start 10:45 Start 10:45 Start 10:45 Start
11:15-11:30 Sustainable
Systems 11:30-11:45
Operations
11:45-12:00
12:00-12:15
Great Hall, art studio, Great Hall, with art studio &
12:15-12:30 105,102,103 Ichthy Ichthyology 105/102/103
12:30-12:45 Lunch Lunch & Break
12:45-1:00 12:30 Start 12:30 Start
1:00-1:15 Welcome Center Open
1:15-1:30 DSJ - PDR
1:30-1:45 Opening Circle Sustainable Ops Accounting II Faculty - Ichthyology
1:45-2:00
2:00-2:15
1:30 Start 1:30 start 1:30 start Admissions - PDR
Free Time
Accounting
2:15-2:30 start 2:00
2:30-2:45
2:45-3:00 Great Hall Great Hall, art studio, Ichthy 105/102/103
Saturday afternoon events please see the living
3:00-3:15 Break Break schedule
3:15-3:30 MGT II Systems Sustainable Ops Accounting II Entre/Intra Econ 1
3:30-3:45 3:15 start 3:15 start 3:15 start 3:15 start 3:15 start 3:15 start
3:45-4:00
4:00-4:15
4:15-4:30
4:30-4:45 Great Hall, art studio, Ichthy 105/102/103

5. Matching Supply With Demand
by Gérard Cachon and Christian Terwiesch
.
2
. The Process View of the Organization p
d
f
.
3
. Understanding the Supply Process: Evaluating Process Capacity p
d
f
.
4
. Estimating and Reducing Labor Costs p
d
f
.
5
. The Link between Operations and Finance p
d
f
6 Batching and Other Flow Interruptions: Setup Times and the Economic .
p
. d
Order Quantity Model f
.
7
. Variability and Its Impact on Process Performance: Waiting Time Problems p
d
f
.
8
. The Impact of Variability on Process Performance: Throughput Losses p
d
f
.
9
. Quality Management, Statistical Process Control, and Six-Sigma Capability p
d
f
.
1
0
. Lean Operations and the Toyota Production System p
d
f
.
1
1
. Betting on Uncertain Demand: the Newsvendor Model p
d
f
1
2
Assemble-to-Order, Make-to-Order, and Quick Response with Reactive .
p
d
.
Capacity f
1
3
Service Levels and lead Times in Supply Chains: The Order-up-to .
p
d
.
Inventory Model f
.
1
4
. Risk-Pooling Strategies to Reduce and Hedge Uncertainty p
d
f
.
1
5
. Revenue with Capacity Controls p
d
f
.
1
6
. Supply Chain Coordination p
d
f

6. Current Operations Curriculum
Traditional Sustainable
Approach Approach
Sustainability
LEAN
Traditional Ops

7. Today’s Agenda:
₪ The Current State
₪ The Future State
₪ The Gap
₪ The Business Model Experience
₪ Discussion

8. “Triple Bottom Line”
“Sustainability”

9. Triple Bottom Line – Reality
Profit
People Planet
Sustainability

10.  “…Sustainability: the possibility that human
and other life will flourish on the planet
forever.”
John Ehrenfeld in Sustainability by Design.

11. Integrated Bottom Line – Goal
Planet People
Profit

12. WBCSD

13. WBCSD

14. Structure of the Project/Quarter
Q1/I3
Concept
Q1/I3, Q2/I1, Q2/I2 Q2/I3
Business
Business Plan
Model
Iteration and Q2/I2
Refinement
Validation
Customer
Strategic
Financial
Operational

15. MBA in Sustainable Systems
Year One
Capitalism in Context: Values and Value Means and Measures:
Economics for People Creation: Business Accounting for Triple
& Planet Models for the 21st Century Bottom Line Success
LPD LPD LPD

16. MBA in Sustainable Systems
Year Two
Action Learning Action Learning Action Learning
Practicum I Practicum II Practicum III
Management I Management II Elective
Elective Elective Elective
LPD LPD LPD

17. Today’s Agenda:
₪ The Current State
₪ The Future State
₪ The Gap
₪ The Business Model Experience
₪ Discussion

18. Q2: Values and Value Creation
Values:
Personal, Financial, Environmental, Social
Marketing Operations Strategy
Accounting &
Teams Design Economics Systems LPD
Finance

19. Structure of the Project/Quarter
Q1/I3
Concept
Q1/I3, Q2/I1, Q2/I2 Q2/I3
Business Model Business Plan
Iteration and Refinement
Q2/I2
Validation
Customer
Strategic
Financial
Operational

20. 20

21. 21

22. 1st Year Integration
Second Year
sa
Ca s Basics
s Values &
Value Creation
Capitalism In Means &
Context Measures
LDP & Teams

23. Values &
Learning Objectives
Value Creation
KEYCONCEPTS
 Values, perspectives, and methodologies that contribute to a
sustainable business including social justice, trans-formative innovation, systems
thinking, stakeholder engagement and strategic decision-making
 Opportunity identification and assessment for business solutions to
‘big issue’ problems — i.e. value creation on a global scale
 Business models and key strategic planning tools appropriate for use in
model selection
 Comprehensive multi-stakeholder engagement processes,
recognizing customer insights and collaborative opportunities

24. Values &
Learning Objectives
Value Creation
KEY CONCEPTS (cont)
 Key components of the strategic planning process, including
innovation, competition, visioning, transformation, and collaboration
 Marketing concepts related to developing a business plan,
including segmentation, branding, messaging and positioning
 Fundamentals of operations & supply chain management
 Feasibility studies, including operations and financial components
(cost analysis, breakeven, sales scenarios &projections, operating costs,
P&L, and capital requirements)

25. Learning Objectives
Values &
Value Creation
CORE COMPETENCIES
 Develop and demonstrate the capacity for strategic visioning,
creative thinking and transformative innovation
 Apply appropriate business tools in an appropriate sequence in
order to make critical strategic decisions and recommendations
 As a part of a strategic decision making process, distill big ideas into
action by facilitating creative thinking and utilizing other planning tools
 Identify stakeholder needs by conducting secondary and qualitative
marketing research

26. Learning Objectives
Values &
Value Creation
CORE COMPETENCIES (cont)
 Develop the elements of a marketing and operation plans to support the
launch of a new offering
 Demonstrate successful project management skills
 Apply systems thinking tools to support project formulation
(causal loop diagrams, leverage point identification, etc.)
 Demonstrate and apply problem-solving and adaptive leadership skills
when dealing with ambiguity
 Communicate value creation persuasively

27. Today’s Agenda:
₪ The Current State
₪ The Future State
₪ The Gap
₪ The Business Model Experience
₪ Discussion

29. From Business Model Generation
A Business Model describes the rationale of how an
organization creates, delivers, and captures value. (p. 14)
The purpose of a Business Plan is to describe and
communicate a for-profit or non-profit project and how it can be
implemented, either inside or outside an organization. (p. 268)

31. Business Model Canvas Business Plan Outline
Value Executive Summary
Proposition
Product or Service
Customer
Segments Sustainability or
Social Justice Edge
Customer
Relationships Customers and
Market
Channels Competition
Marketing and
Sales
Key Activities
Operations
Key
Resources The Venture Team
Partnering Strategy
Key Partners
Risks and
Assumptions
Cost Structure
Management
Revenue
Stream Analytics

32. Today’s Agenda:
₪ The Current State
₪ The Future State
₪ The Gap
₪ The Business Model Experience
₪ Discussion