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SCM 7010 (A01) (3.0 CH) ADVANCED SUPPLY CHAIN MANAGEMENT SUMMER 2015

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SCM 7010

(A01)

(3.0

CH

)

A

DVANCED

S

UPPLY

C

HAIN

M

ANAGEMENT

S

UMMER

2015

Effective August 2013, the University will ONLY use your U of M email account for official communications, including messages from the MBA Office, your professors, and other University administrative offices.

CLAIM YOUR U of M EMAIL ACCOUNT at http://umanitoba.ca/claimid

It is YOUR responsibility to check it daily for ALL University communication. All messages generated by Desire2Learn (D2L) are sent to this address.

INSTRUCTOR

Name: Dr. RajbirS. Bhatti

Phone: Office Location: 653 Drake

Fax: Office Hours: By appointment over email

Email: Rajbir.bhatti@umanitoba.ca Class Time: Wednesday 6:15 – 9:30p COURSE DESCRIPTION

This course provides students at the graduate level with an in-depth examination of the major issues associated with the management of supply chains. The course content includes both managerial and technical matters, and addresses issues such as the importance of supply chain management in meeting global competition, internet and e-business application, supply chain integration and relationships, sharing risks and rewards, and the reduction of variance in supply chain performance. Prerequisite: A degree in business or discipline related to supply chain management or approval by instructor.

COURSE OBJECTIVES Students will develop:

1) An understanding of the complexities associated with the physical movement of goods and how they affect the mission of the firm; and

2) Knowledge of the cost trade-off between different functions and activities within an organization as well as with other members of the supply chain.

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INSTRUCTIONAL METHODS

Studies have consistently revealed that the learning curve is higher if learning focuses on critical thinking and rationale building. Hence, in this course, we place a lot of emphasis on learning through real life case studies, which in turn requires active participation by the students.

All cases in the course pack, present a supply chain situation wherein a decision must be made. The challenge is to factor in the trade offs and the parametric constraints of the situation. There is no unique correct answer to a case but there are definitely approaches that address the issues and recognize the tradeoffs involved. Thus, the lack of a single correct answer does not imply that all suggestions are equally valid. Some "Questions for Consideration" would be given to you on D2L for each case study. The purpose is to help you formulate your mind about certain important issues in the case for a comprehensive and useful analysis. You MUST be prepared to address each question in class by donning the role of the decision maker and spell out the real issue and coming up with a series of recommendations on what should be done and why? That is, as the decision maker, how do you plan to resolve the situation?

Apart from the case study method, other methods may include Lectures, student presentations, article discussions and individual/group exercises.

COURSE MATERIALS

Text: Fawcett, Ellram and Ogden, Supply Chain Management: From Vision to Implementation (2007). COURSE ASSESSMENT

Class Participation (In-Class Group Work & Case Studies):

In class group work assigned by the instructor and Case Study discussions depend upon the active, effective participation of the students. The student must get involved and take a great deal of—in fact, the primary—responsibility for his or her learning.

On the student’s side, it is necessary that you are committed to the “4 Ps” of student involvement in class discussions:

1. Preparation. If the student does not read and analyze the case study/ in class group work assignment, the discussion will mean little and not lead to the learning environment we seek 2. Presence. If the student is not present she or he cannot learn and, more important, cannot add

her or his unique thoughts and insight to the group discussion.

3. Promptness. Students who enter the classroom late disrupt the discussion and deprecate the decorum of the teaching-learning process.

4. Participation. Each student’s learning is best facilitated by regular participation. More important, the case student has the responsibility to share his or her understanding and judgment with the class to advance the group’s collective skills and knowledge.

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Discussion of the material in class is encouraged. In class, students will often be divided into groups to analyze in-class group assignments/case studies. These exercises in discussion based participative learning seek to provide a more in-depth understanding of specific business issues, and to improve your interpersonal, leadership, and presentation skills. This process seeks to connect the classroom to "on-the-job" performance. Your participation in these exercises is vital to your individual success and the success of the class. Thus, absences will work to your detriment in class in the same way they do in the workplace. You will miss important information and let down your work team.

Reading of the case studies beforehand and preparing perfunctory answers is encouraged. Students will receive the greatest benefit by completing all the reading assignments in advance of class, by regularly attending the scheduled class, and by being active participants in classroom discussions. Sharing of opinions, ideas and questions is strongly encouraged and greatly benefits all participants. We expect you to be prepared for each and every class and to participate by making a "substantive contribution" in a fair number of classes during the term. Examples include, but are not limited to, being involved in a discussion of assigned material, arguing your point of view during a case discussion, asking a relevant question, suggesting an alternate viewpoint, or redirecting our attention to something else in need of discussion.

Thus, you do not have to be a top participant in each class, nor do you have to have the "right answer" when you do participate. Please do not hesitate to speak simply because you think your ideas might be challenged; the class room is the place for such challenges. The participation grade is a significant component of the final grading process and is intended to be a stimulant to discussion, not a deterrent. On a rare (and exceptional) occasion, if you are not prepared for a class and do not wish to be called upon for discussion and participation, you should let your instructor know before class (preferably by e-mail), but please attend class anyways. You do not have to explain why you were unprepared. Please note that attendance is not the same as participation.

Seating & Name Tags:

Please display your name tags at all times in the class for me to quickly remember your names (this will be helpful in accurate grading for the class participation marks). Further, please choose your fixed seating by the start of the second class (i.e. by May 13th, 2015).

Class Participation for each case study/weekly contact shall be determined on a scale of 0 to 5, where a score of 5 indicates a substantial contribution for the day and 0 indicates no contribution. An average contribution, such as only building on points made by others, is worth 2 on this scale.

At the end of the course, overall participation will be awarded by adding each student’s participation scores for all cases/weekly contacts and then converting them to the percentage fraction allotted to class participation (25%).

Case summary: We expect our students to discuss with their groups & be prepared for all case studies (individually and in groups) prior to coming for the scheduled class. As an incentive for doing so, you will be provided 5% of the class participation marks for case summaries submitted by all students individually prior to the start of the discussion in the class. Case summaries must be legible and need only be 1 page long (hand written).

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4

Exams:

Exams will consist of multiple choice and/or short essay questions. One in class midterm exam will be conducted in the middle of the course (week 5). Any absence in the exams not covered by a valid excuse (per University policy) may result in a grade of zero for the exam and probable failure for the class.

Project (Written Report, Group Presentation): • Each group can comprise of 4 students

• Students must form their own groups and inform the course instructor on or before May12th, 2015 (Tuesday)

• Any students who fail to join a group till the above said date, will be randomly allocated to a group by the course instructor

Project Presentation Topics:

A 15 minute presentation has to be given by each group. This will be followed by 5 minutes of questions by the instructor and the other groups.

The presentation topics can be:

1. The Canadian prospective in the Keystone XL Project-Facts, Fiction & the Road Ahead

2. Warming of the North: An Analysis of the Challenges and Opportunities to Canadian Supply Chains

3. TRAGET Downs Shutters in Canada while WALMART Announces New Stores: A comparative analysis of the supply chain dynamics at work

4. Any other topic of your choice (Get clearance from the instructor)

The format of the project report will be given separately by the instructor. Please adhere to the format.

Quiz:

A 15-20 minute online quiz will be conducted in each week of teaching (beginning the second week of teaching). The quiz will have multiple choice questions to be answered online on your laptops. Each quiz will be based on the text book reading of the previous week. Later, your score on each quiz along with the correct answers will be sent to you. Scores from top five quizzes will be counted towards 5% of the final grade (i.e. 1% credit for each of the top five quizzes).

Questions:

All students are encouraged to bring questions, concerns, and comments to my attention as soon as they arise. You can fix an appointment with me by email if you have a query that must be discussed individually.

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5 Final Grades will be finalized as under:

S.N. Description Weight 1 Class Participation 30% Case Summaries 5% In Class Participation 25% 2 Project 20% Report 10% Group Presentation 10%

3 Quizzes (top five only) 5%

4 Mid Term exam 20%

5 Final Exam 25%

Total 100%

The score (as a percentage) you receive for each requirement is multiplied by the associated weight (percentage). After you have completed all, apply the weights and sum the resulting scores. This sum will be your final grade. The University has adopted a plus/minus grading system. The plus/minus grade will show on the grade report and transcript.

For this class, scores are converted to final grades as follows: “+” A 90-100 80-89 B 77-79 70-76 C 67-69 60-66 D N/A 50-59 F <50 COURSE SCHEDULE

NOTE: Required advance preparation for each class session is noted as part of that session. For example, if the reading assignment for Class 4 is "Reading: Chapter 2." It means that chapter 2 in the prescribed text book (by Fawcett, Ellram and Ogden) must be read PRIOR to class in order to be prepared. The same is true for case studies which must be discussed in groups prior to attending the designated session.

While I will make every effort to adhere to this schedule, particularly with respect to exams, ALL DATES AND ASSIGNMENTS ARE SUBJECT TO CHANGE. Advance notice of any major changes will be given with ample time for student feedback. Open sections may be used for guest speakers, videos, case discussions, catch-up and review, and other learning activities.

Special Needs:

Any student with special needs should bring this to the attention of the instructor as soon as possible, but not later than the second week of class

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6

Week/

Date Topic/Assignment Reading Case Study

#1

May 6 Course Overview/Introduction , SCM and Competitive Strategy How to do case studies.

Sample case to be assigned, analyzed and discussed in class

Chapter 1 Apple Inc.: Managing a Global Supply Chain (IVEY)

#2

May 13 QUIZ # 1chapter #1) (based on reading of text book Customer Fulfillment Strategies

Chapter 2 Pharmacy Service Improvement at CVS (A) (Harvard Business)

#3

May 20 QUIZ # 2chapter #2)(based on reading of text book Process Thinking: SCM’s Foundation

Chapter 3 Dabbawallahs of Mumbai (A) (IVEY)

#4

May 27 QUIZ # 3 chapter #3)(based on reading of text book Performance Measurement

Chapter 13 Red Brand Canners and Its Supply Chain (IVEY)

#5

June 3 MID TERM EXAM (one hour) The ITC e-“Choupal” Initiative (Harvard Business)

#6

June 10 QUIZ # 4chapter #13) (based on reading of text book Collaborative Innovation

Chapter 15 Starbucks and Conservation International (Harvard Business) #7

June 17 QUIZchapter #15) # 5 (based on reading of text book Scanning and Global Supply Chain Design

Chapter 6 Exel PLC Supply Chain Management at Hauz Mart (Harvard Business)

#8

June 24 QUIZchapter #6) # 6 (based on reading of text book Supply Chain Rationalization and Role Shifting

Chapter 10 McLeod Motors Ltd (Harvard Business)

#9

July 8 QUIZchapter #10) # 7 (based on reading of text book Core Competencies and Outsourcing

Chapter 9 IKEA’s Global Sourcing Challenge (Harvard Business)

#10

July 15 Group Presentations (ALL GROUPS) FINAL EXAMINATION (TBA)

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ACADEMIC REGULATIONS

Students are encouraged to contact Accessibility Services at 474-6213 or the instructor should special arrangements need to be made to meet course requirements. For further information please visit

http://umanitoba.ca/student/saa/accessibility/

EXAM RESCHEDULING POLICY

Students are expected to write ALL exams with their classmates at the scheduled exam time. Requests for exam rescheduling must be referred to the Graduate Program Office. Please refer to Missing a Test/Exam on page 14 of the MBA Student Handbook for further information:

http://umanitoba.ca/faculties/management/programs/graduate/mba/media/Student_Handbook_-_August_2014.pdf

UNCLAIMED ASSIGNMENT POLICY

Pursuant to the FIPPA Review Committee’s approved recommendations as of August 15, 2007, all unclaimed student assignments will become the property of the faculty and will be subject to destruction six months after the completion of any given academic term.

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It is critical to the reputation of the I. H. Asper School of Business and of our degrees that everyone associated with our faculty behaves with the highest academic integrity. As the faculty that helps create business and government leaders, we have a special obligation to ensure that our ethical standards are beyond reproach. Any dishonesty in our academic transactions violates this trust. The University of Manitoba Graduate Calendar addresses the issue of academic dishonesty under the heading “Plagiarism and Cheating.” Specifically, acts of academic dishonesty include, but are not limited to:

o using the exact words of a published or unpublished author without quotation marks and without

referencing the source of these words

o duplicating a table, graph or diagram, in whole or in part, without referencing the source

o paraphrasing the conceptual framework, research design, interpretation, or any other ideas of another

person, whether written or verbal (e.g., personal communications, ideas from a verbal presentation) without referencing the source

o copying the answers of another student in any test, examination, or take-home assignment o providing answers to another student in any test, examination, or take-home assignment o taking any unauthorized materials into an examination or term test (crib notes)

o impersonating another student or allowing another person to impersonate oneself for the purpose of

submitting academic work or writing any test or examination

o stealing or mutilating library materials

o accessing tests prior to the time and date of the sitting

o changing name or answer(s) on a test after that test has been graded and returned

o submitting the same paper or portions thereof for more than one assignment, without discussions with

the instructors involved.

Many courses in the I. H. Asper School of Business require group projects. Students should be aware that group projects are subject to the same rules regarding academic dishonesty. Because of the unique nature of group projects, all group members must exercise extraordinary care to insure that the group project does not violate the policy on Academic Integrity. Should a violation occur on a group project, all group members will be held jointly accountable, no matter what their individual level of involvement in the specific violation.

Some courses, while not requiring group projects, encourage students to work together in groups (or at least do not prohibit it) before submitting individual assignments. Students are encouraged to discuss this issue as it relates to academic integrity with their instructor to avoid violating this policy.

In the I. H. Asper School of Business, all suspected cases of academic dishonesty involving a graduate student (i.e. MBA, MSc or PhD student) will be reported directly by the instructor to the Dean of the Faculty of Graduate Studies.

A

CADEMIC INTEGRITY

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STUDENT IDENTIFICATION: (PLEASE PRINT CLEARLY)

___________________________ _______________________________ __________

Last Name First Name Middle Initial

____________________________________ ______________________________________

Course # Instructor’s Name

________________________________ _______________________________ Student’s Signature Date

TO BE COMPLETED BY THE ATTENDING PHYSICIAN: (after the above section is completed) (PLEASE PRINT CLEARLY)

___________________________________ _________________________________ __________ Physician’s Last Name Physician’s First Name Middle Initial __________________________________ _________________________________ ___________ Street Address City, Province Postal Code ________________________ ________________________

Telephone Number Fax Number

To the attention of the physician: Your evaluation of the student’s condition is being used for the purpose of determining whether or not the student has a valid reason to miss an important exam or assignment. Your professional evaluation is necessary to ensure that only valid cases are excused.

I certify that the nature of the student’s condition is severe enough to prevent the student from taking an exam or completing an assignment.

The student’s condition will likely span the following dates:

______________________________ until _______________________________ (Indicate start date) (Indicate end date)

______________________________ _______________________________

Physician’s Signature Date

NOTES TO PHYSICIAN:

PLEASE ATTACH THIS FORM TO YOUR REGULAR OFFICE STATIONERY THAT INDICATES THE STUDENT VISITED YOUR OFFICE.

NOTES TO STUDENT:

• The use of this form is at the option of the student. However, in order to obtain an excused absence for an assignment or exam the student must obtain a doctor’s certification that the student’s condition is severe enough to prevent the student from taking the exam or completing the assignment.

• It is NOT SUFFICIENT to provide a note that only indicates the student visited the doctor’s office.

M

EDICAL ABSENTEEISM FORM

I.H. Asper School of Business, The University of Manitoba

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Dr. Rajbir S Bhatti

Areas of Research Interest: Supply Chain Management, Industrial Engineering and Quality Systems’ Certification. The area of interest covers analytical modeling, fuzzy sets and fuzzy arithmetic, AHP, Fuzzy AHP, Data Envelopment Analysis, Integrated DEAHP, Taguchi’s Techniques, multi-criteria decision making and their application to supply chain management. His doctoral thesis was in the area of

design of analytical models for selection of third party logistics service providers in 4PL environments. Areas of Teaching: Supply Chain Management, Total Quality Management, Automation & Robotics, Operations Research, Management Information Systems and Maths for Management.

Dr. Bhatti worked for the University Technologies Inc. (INNOVATE CALGARY) at the University of Calgary, Alberta where he carried out analysis and examinations of new invention patent applications for technical novelty and commercialization potential. He was responsible for performing market research, preliminary infringement analyses and search for “prior art” by analyzing patent file histories at USPTO and identification of potential licensees. He has served as an Expert Member for a course review panel of National Agricultural Innovation Project (NAIP), a World Bank sponsored project, for technical education development. He received the Emerald Literati Network’s 2012 Awards for Excellence as an “Outstanding Reviewer of 2012” nominated by the Journal of Modeling in Management (Glasgow), EMERALD INSIGHT. Dr Bhatti has been a member of several bodies for curriculum design for under graduate courses in Mechanical & Industrial Engineering. He also has Industrial experience in ISO 9000 certification as Management Representative and is a Certified Auditor of Quality System.

Dr. Bhatti has 28 research publications in journals and conferences and has presented his work at various international conferences. He has authored one book titled “Implementing Quality Systems in Small and Medium Enterprises- The classic case of an economy with agrarian leanings”, ISBN: 9783844329636. (Available online at amazon.com)He is also the Editor-in-Chief of the

International Journal of Applied Industrial Engineering, published by IGI, Pennsylvania, USA. Dr Bhatti has guided three Master’s theses and has served on several Ph.D. committees. Eight candidates are currently working with him for their doctoral work. He is currently taking courses in marketing, operations, accounting and corporate finance as part of the Wharton's Business Foundations Specialization offered by The University of Pennsylvania. Dr. Bhatti plays lawn tennis and cricket and also played for the local club. He was an active debater too.

F

ACULTY BIOGRAPHY

References

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