NYU Stern School of Business

Undergraduate College

MULT-UB.0017.001 (C70.0017): Supply Chain Management

Spring 2013

Instructor Details

Eck, Brian

beck@stern.nyu.edu

845-894-8234

TBD

8-171 KMC

 

Mohamed Eldaly

mae345@stern.nyu.edu

201-286-1121

Tues 5-6

8-170 KMC

 

Course Meetings

M, 6:00pm to 9:00pm

KMC 5-80


Final Exam:

Schedule exceptions
    Class will not meet on:
    Class will meet on:

 

Course Description and Learning Goals

Description:

The function of supply chain management is to design and manage the processes, assets, and flows of material, information and funds required to satisfy customers’ demands.

Several factors have created a need to study the flows of material, information and funds in a unified manner. Supply logistics related costs account for 20-25% of a typical firm’s total cost. On the revenue side the supply chain decisions have a direct impact on the market penetration and customer service. Globalization of the economy and electronic commerce has heightened the strategic importance of supply chain management and created new opportunities for using supply chain strategy and planning as a competitive tool. Electronic commerce has not only created new distribution channels for consumers but also revolutionized the industrial marketplace by facilitating inter-firm communication and by creating efficient markets through trading communities. Moreover, the combination of enterprise information infrastructure and the Internet has paved the way for a variety of supply chain optimization technologies.

In this course we study the major elements of supply chain management, learn how to design an integrated supply chain, and evaluate the fit with the business strategy.

Objectives:

  1. To develop an understanding of key drivers of supply chain performance and their inter-relationships with strategy and other functions of the company such as marketing, manufacturing and accounting.
  2. To impart analytical and problem solving skills necessary to develop solutions for a variety of supply chain management and design problems and develop an understanding of information technology in supply chain optimization.
  3. To understand the complexity of inter-firm and intra-firm coordination in implementing programs such as e-collaboration, quick response, jointly managed inventories and strategic alliances.
  4. To develop the ability to design logistics systems and formulate integrated supply chain strategy, so that all components are not only internally synchronized but also tuned to fit corporate strategy, competitive realities and market needs.

 

Course Pre-Requisites

 

The core Operations Management course is the prerequisite.

 

Course Outline

 

Session 1  February 11th, 2012

Topic: INTRODUCTION TO SUPPLY CHAIN MANAGEMENT and THE SUPPLY CHAIN MANAGEMENT FRAMEWORK 

Class Plan:

Introduction and Overview of the course: In this session we will discuss supply chain management and its importance to the success of a firm. We will discuss various ways to view a supply chain. We will also raise a variety of supply chain related questions that need to be answered by any firm. We will provide a framework within which supply chain drivers may be analyzed and appropriate trade-offs considered. We will illustrate the strategic framework for supply chain decisions in the context of the ChemBright, Inc. case in this session.

Assignments Due:

Case:ChemBright, Inc. (CP)

Consider the following questions for discussion especially the italicized question:

  1. What is your evaluation of ChemBright's strategy? How sound is the business at this point? What changes could Steve Vitale make to improve company profitability?
  2. What should Steve Vitale do about the price war?
  3. If this threat is surmounted, what avenues of expansion appear most promising for ChemBright?

Required Readings:

  • SCM-CM: Chapters 1-3

 

   

 

Session 2February 18th

Topic:INVENTORY MANAGEMENT IN SUPPLY CHAINS: REVIEW

Class Plan:
We start this module with discussion on the management of inventory in the supply chain to ensure fit with stated strategic goals. Our focus will be to understand key inventory related levers that may be used to improve the performance of a supply chain. We will first review the effects of economies of scale (you probably saw this in the Operations Management core), discuss the effect of volume discounts on order sizes and thus inventory and flow times in the supply chain. We shall also discuss ordering multiple items.
Assignments Due:
Case (CP): Palu Gear

·         Come prepared to discuss the first question at the end of the case.

Required Readings:

·         SCM-CM: Chapter 10– 11

·         Inventory Management Notes (see Blackboard)

·         A Note on Periodic Review Policy in Inventory System(Download from Blackboard)

    http://www.stern.nyu.edu/om/scm/seshadri/periodic-review.pdf
 

Download Excel File from Blackboard: Excel File containing inventory examples   (invex_se_BEv2)

Familiarize yourself with the workbook invex.xls and examples in the book chapter. These examples will be discussed in class using the workbook.

Session 3February 25th

Topic: DISTRIBUTION SYSTEM DESIGN
 

Class Plan:

In this session we will apply all the concepts we have learned so far in the redesign of a distribution system via the ALKO case. 

Assignments Due:

Case: Managing Inventories at ALKO, Inc. (SCM-CM: Chapter 11, pages 322-323). Your formal group reportshould address the questions at the end of the case in the book.

Group final project proposals are due at the beginning of class.

Required Readings:

  • Managing Supply Chain Inventories: Pitfalls and Opportunities, Hau L. Lee and Corey Billington, Sloan Management Review, Spring 1992 (CB).
  • “The Way Things Never Were,” posted on Blackboard
  • SCM-CM: scan Chapter 12

Session 4 March 3rd

Topic #1: SUPPLY CHAIN COORDINATION: THE ROLE OF INFORMATION
Class Plan:

The causes and managerial implications of the Bull-Whip Effect will then be discussed in the context of the Barilla, SpA case.

Assignments Due:
Case: Barilla Spa (A) (HBS# 9-694-046) (CP). Use the following questions when preparing the case. Submit your individual answers to the following questions:

  1. What do you think are the main causes for large fluctuations in orders observed at the Pedrignano CDC?
  2. What do you think of the JITD program? What actions should Barilla take to reduce fluctuations in demand? What kind of products would such a program be best suited for?
  3. Do you anticipate any problems if the JITD program is implemented?

Required Readings:

  • SCM-CM: Read Chapters 16and 17.

Topic #2:  SUPPLY CHAIN COORDINATION: PLANNING SYSTEMS

Class Plan: We discuss how to coordinate internal operations. We shall briefly cover the components of manufacturing resource planning systems and examine the type of integration that is required between different planning systems in a supply chain. We shall examine how order promising is done and what information is needed to drive the order planning system. We will also discuss distribution requirements planning systems. Some or all of these planning systems form the base components of the information systems for supply chains from the viewpoint of manufacturers, distributors and other service providers.

Session 5: March 10th

Topic: SUPPLY CHAIN COORDINATION THROUGH INFORMATION and ALIGNING INCENTIVES IN SUPPLY CHAINS

Class Plan: We continue our discussion of supply chain coordination with role of incentives & issues in Supplier Management

Case: Hamptonshire Express (HBS 9-698-053) (CP). Submit an individual write-up addressing the problems in the case.  Check Blackboard for relevant spreadsheets for case analysis.

Required Reading:

·         Aligning Incentives for Supply Chain Efficiency (HBS 9-600-110): in Coursepack

·         Review Chapter 17 SCM-CM

·         Go over chapters 7, 8, 9.

 

NO CLASS MARCH 17th 2012

 

Session 6: March 24th

Topic: SOURCING

Class Plan:

Sourcing is the entire set of business processes required to purchase goods and services.  This topic will explore in-sourcing, out-sourcing and offshoring, as well as dimensions of supplier performance that affect total supply chain costs.  Sourcing as a strategic topic will seek to address this central lever in achieving supply chain excellence.

Assignments Due:

Case: “Harley Davidson Motor Company: Enterprise Software Selection”

 

Submit your individual answers to the following questions:

  1. Consider Exhibit 10 on page 22 of the case.  Does it contain the factors you consider most important in the selection process?  Which factors would you be inclined to weight most heavily?
  2. Based on the information in the case, which provider would you select and why?  How would you summarize for senior executives the reasons for your choices in two minutes or less?
  3. What is your overall assessment of Harley’s approach to enterprise software selection?  What (if anything) would you have done differently?

Required Readings:

  • SCM-CM: Chapter 14 Sourcing
  • Sourcing papers posted to Blackboard 

 

Session 7: March 31st   

Topic #1: RESPONSIVE SUPPLY CHAINS: MASS CUSTOMIZATION
Class Plan:

Managing variety efficiently is a challenge. What supply chain designs are appropriate for this purpose?

In this session we shall study the ideas underlying mass customization using the National Bicycle Industry Company case. We will discuss how to apply these ideas in other settings and the link to the firm's business and marketing strategy.

Reading and Discussion Prep (not to be turned in):
Case: National Bicycle Industry Company (The Wharton School, University of Pennsylvania case) (CP). Consider the following questions for discussion.

  1. What are the differences between the new POS and mass production processes.
  2. Is it economical to make the POS bikes?
  3. How can National Bicycle encourage dealers to participate in selling the POS bikes?
  4. What is the minimum lead time for a bicycle ordered on Saturday? What factors would add to this lead time? What lead time should National Bicycle offer to their POS customers? What actions should they take to achieve this lead time?
  5. How does mass customization apply to services? For example, consider Fresh Direct’s operations.

Topic #2: RESPONSIVE SUPPLY CHAINS: ACCURATE RESPONSE
 

Class Plan:

We will discuss accurate response in the context of a case and explore issues in global sourcing. We will illustrate the notion of accurate response using the Sport Obermeyer case. This is most appropriate for products with highly uncertain demand. We will discuss the role that high cost, low cycle time suppliers can play for a firm that competes on low cost. This will relate back to the role of a small order emergency supplier in a supply chain.

Assignments Due:

Case: Sport Obermeyer (HBS# 9-695-022) (CP). Your formal group reportshould address the following questions:

1. What makes supply chain management at Sport Obermeyer so challenging?

 

2. Describe the factors that you would use in determining which and how much of the styles that Wally should make during the initial phase of production.

 

3. What operational changes would you recommend to Wally to improve Obermeyer's performance?

 

 

Use the following questions when preparing your case report. Ignore price differences among styles in your analysis.

 

1. Using the sample data in Exhibit 10, make a recommendation for how many units of each style

Wally Obermeyer should order during the initial phase of production. Assume that there is no

minimum order size requirement, and that Obermeyer's initial production commitment must be at

least 10,000 units. Assume that an initial order of 10,000 units leaves sufficient capacity for the

second order.

 

2. Using the sample data in Exhibit 10, make a recommendation for how many units of each style

Wally Obermeyer should order during the initial phase of production. Assume that all ten styles in

the sample problem are made in Hong Kong (a minimum commitment of 600 units per style

ordered), and that Obermeyer's initial production commitment must be at least 10,000 units.

Clearly spell out the methodology you have used to make your ordering decisions in an exhibit.

Spell out the logic behind your methodology. Note that I am not looking for one optimal solution.

My focus will be on your thinking about how such an issue can be approached.

 

3. Can you come up with a measure of risk associated with your ordering policy? This measure of

risk should be quantifiable.

 

4. Repeat your methodology now assuming that all ten styles are made in China. What differences (if any) result?

 

5. What operational changes would you recommend to Wally to improve performance? Clearly list

the expected benefits from each change. Please try and be very specific in terms of the changes

and benefits in response to this question.

 

6. How should Obermeyer management think (both short term and long term) about sourcing in

Hong Kong versus China. What sourcing policy would you recommend?

 

Required Readings:

·         SCM-CM: Chapters 12

Download Files from Blackboard:

1.     Excel File containing Ordering Multiple Items.  This is multi-item.xls

2.   Note on Ordering Multiple Products.  This is multipleproducts.pdf

Session 8    April 7th   
 

In Class, Closed Book / One Page of Notes Midterm exam

-------

 

 

Session 9   April 14th    

Topic: MANAGING TRANSPORTATION IN SUPPLY CHAINS, CROSS-DOCKING & TRANSIT POINTS

Class Plan:
We will discuss the domestic transportation industry and consider the different modes available. We will motivate the link between transportation and inventory costs in the design of transportation networks. We will also consider different issues that are relevant when making transportation decisions.

We will discuss the role of transportation in the supply chain and raise various tradeoffs that need to be considered when designing and operating a transportation network. A key issue discussed will be the recent trend towards the use of transit points.

Assignments Due:

Case:Merloni Elettrodomestici SpA: The Transit Point Experiment (HBS Case 9-690-003) (CP). Consider the following questions for discussion. Submit your individual answer to the questions below:

  1. What are the costs and benefits of Merloni's current distribution system? Of a transit-point-based system?
  2. Should Merloni replace its network of regional warehouses with transit points? To focus your thoughts, consider the RDCs at Roma and Catanzaro. Which (or both) of these RDCs would you replace this with a transit-point system (assume that Roma is 175 km and Catanzaro is 600 km from the CDC).
  3. If transit-point is to be implemented, what contingency plans and support systems are necessary to support the new logistics network? If not, what changes, if any, would you recommend Merloni to make to its distribution system?

 

Read the articles in Blackboard on the BombayDubbawallahs. How does their system relate to the Merloni case? What are the major risks going forward for the Dubbawallahs? Article can be found in the Case pack.

 

Required Readings:

 

Session 10  April 21st    

 Topic: FACILITY PLANNING IN SUPPLY CHAINS: LOCATION AND ALLOCATION DECISIONS

Class Plan:
We will now develop a framework for facility location decisions that allows for a multi-plant, multi-warehouse network to supply a large and diverse customer base. Our objective will be to optimally structure the distribution network, taking into account cost and customer service factors. The workbooks (see below) location.xls and audit.xls will be used in the class discussion.

We will conclude the discussion on location decisions within the supply chain with a case study exploring such decisions in an international setting. We will develop some notions of value of flexibility.

Assignments Due:
Case: Applichem (A) (HBS# 9-685-051) (CP). Use the following questions as a guide when preparing your case group report.

  1. Compare the performance of Applichem's six Release-ease plants. Please be specific about the measures of plant productivity selected by you and why they are important.
  2. Why are some plants "better" performers than others? List the factors that you feel affect performance. How should plant performance be compared?
  3. How do you think Joe Spadaro should structure his worldwide manufacturing system (e.g., should all the plants be open? If you choose to close any plant which one and why?). Assume that the past is a reasonable indicator of the future in terms of exchange rates and inflation.
  4. What impact do you think the abolition of all duties will have on your recommendations?
  5. Also address some or all the questions below “applichem questions”  (also see the APPLICHE.XLS spreadsheet in Blackboard).

 

Excel file containing Applichem data (appliche.xls) – we will discuss the spreadsheet in previous class.

Required Readings:

  • SCM-CM: Chapter 4 & 5, Skim through Chapter 6.
  • Making Most of Foreign Factories, Kasra Fedrows, Harvard Business Review, March-April, 1997 (Download from Blackboard).

Download from Blackboard:

1. Additional questions

                 http://www.stern.nyu.edu/om/scm/seshadri/applichem-questions.pdf

2. Excel Files containing gravity models (location.xls) , Excel File containing Audit example (audit.xls) and Excel File for Plant Location example (plocex.xls)

http://www.stern.nyu.edu/om/scm/seshadri/location.xls

http://www.stern.nyu.edu/om/scm/seshadri/audit.xls

http://www.stern.nyu.edu/om/scm/seshadri/plocex.xls

 

Session 11 April 28th   

Topic: Supply Chain Design

Now that we understand most of the key issues in supply chain, we will study innovative supply chain designs some of which leverage information technology to get superior performance.

Assignments Due:

Case:The ITC eChoupal Initiative (HBS 9-604-016) (CP). Consider the following questions for discussion and submit your individual answer

1.What was ITC's motivation for creating the eChoupal?

2. What were the old and new physical and information flows in the channel?

3. What barriers did ITC face in embarking on this project?

4. How should ITC develop this platform for the future?

Final Project Submission: Please hand in your final project reports to me in class. Please email me prior to the class a one page description of your project that I can share with the class.

 

Submit a powerpoint presentation of your final project along with your final report.

We will ask 2 or 3 of the strongest projects to present to the class.

Session 12   May 5th    

Topic: SUPPLY CHAIN DESIGN IN A DYNAMIC ENVIRONMENT and COURSE WRAP-UP

Class Plan:
The environment of business is rarely static. How should firms respond with their supply chains in a dynamic environment? We will discuss supply chain strategy from an integrative perspective.

We will review the entire course to re-emphasize the key points and the framework.

Assignments Due:

Case:Fast, Global, and Entrepreneurial: Supply Chain Management, Hong Kong Style An Interview with Victor Fung, Harvard Business Review, Sept-Oct., 1998 (#9850) (Download from Blackboard). Consider the following questions for discussion.

  1. Why does Li and Fung "break up the value chain and rationalize where they do things"? How does this add value to the supply chain?
  2. How does Li and Fung make the supply chain more responsive (i.e. reduce response time)?What opportunities and threats do you see going forward?
  3. What is the role of the "little John Waynes?"

Required Reading:

·         “Vertical Integration is dead, or is it?”  BH089 (in Coursepack)

·         Summary Article - What is the Right Supply Chain for your Product, Marshall Fisher, Harvard Business Review, March-April 1997 (#97025). (in Coursepack)

SCHEDULE OF ASSIGNMENTS

OVERVIEW OF ASSIGNMENTS WITH DUE DATES

3 group case reports.  5 individual short reports (out of possible 6).  Project proposal and final project report.

 

Session 1:

   ChemBright Case  .               (Individual Report)

 

Session 2:

   Palu Gear

 

Session 3:

   Alko Inc.                                      (Group Report Due)

   Project Proposals                         (Submit hard copy)

 

Session 4:

   Barilla (A)                                   (Individual Report)

 

Session 5:

   Hamptonshire Express                (Individual Report)

 

Session 6:

   Harley-Davidson Case           (Individual Report)

 

Session 7:

   National Bicycle Industry Co. 

   Sport Obermeyer                         (Group Report Due)

 

 

Session 8:

Midterm Examination (no cases assigned)

 

Session 9:

   Merloni Elettrodomestici Case  (Individual Report )

   Dubbawallahs articles  

 

Session 10:

   Applichem (A)                            (Group Report Due)

 

Session 11:

   The ITC eChoupal Initiative        (Individual Report)

   Final Project                                (Submit hard and softcopy of report and powerpoint file)

 

Session 12:

   Fast, Global, and Entrepreneurial: Supply Chain Management, Hong Kong Style An Interview with Victor Fung   

 

Required Course Materials

 

Reading Materials

1.     Coursepack: Cases and readings.

2.     Book: Supply Chain Management – Strategy, Planning, and Operation  by Chopra and Miendl, 4th Edition, Prentice Hall, Inc., 2010.

3.      Supply Chain Management – Strategy, Planning, and Operation(henceforth referred to asSCM-CM) will be the main text I will follow. I have assigned various chapters to read for every class (see Outline). I expect you to skim through the assigned material before class, and to carefully read the text throughout the term, preferably as we progress through the course. 

The case packet will be denoted as CP. Several articles can be downloaded using the links in Blackboard.

 

 

Some other books on the subject that may be of interest:

1. Competing in a Flat World: Building Enterprises for a Borderless World by Victor K. Fung, William K. Fung, and Yoram Wind.

2.  Modeling the Supply Chain U by Jeremy F. Shapiro.

3. UDesigning and Managing the Supply ChainU   by D. Simchi-Levi, P. Kaminsky, E. Simchi-Levi.

4. UInventory Management and Production Planning and SchedulingU by Edward A. Silver, David F. Pyke, and Rein Peterson

 

Other business books that may be of interest to students taking this course:

1. UClock SpeedU by Charles H. Fine

2. UMass CustomizationU  by B. Joseph Pine

3. The Innovator’s Dilemma by Clay Christensen

4. UTowards a Better Supply ChainU by Charles C. Poirier

5. UTime Based CompetitionU by Joseph D. Blackburn

6. UCompeting Against TimeU by George Stalk, Jr. and Thomas H. Hout

7. UBalanced Sourcing U  by Timothy M. Laseter

8. The World is Flat by Thomas L. Friedman.

9. UMarkets of OneUby James H. Gilmore and B. Joseph Pine

 

Assessment Components

 

Method of Instruction

I shall use a mixture of lectures and case discussion.

I expect each student to read the assigned material before class, discuss the case if scheduled within the group, and actively participate in the class discussions.

 

GRADING

The grade you receive for the course is intended to certify your demonstrated proficiency in the course material.  Proficiency will be estimated by measuring your performance on (1) written assignments / submissions, (2) in-class contribution , (3) mid-term exam, and (4) final project. Your course grade will be based on a weighted evaluation of the following categories:

Written Assignments

Group (3)

15%

Written Assignments Individual (5)

15%

In-Class Contribution

25%

Final Project

20%

Mid-Term Examination

25%

 

 

Strong online contribution (discussion boards - group and common) will be considered in borderline cases.

Please note:All assignments are to be submitted prior to class via e-mail to instructor’s e-mail address above, please cc the TA and also bring hardcopy to class.

 

Group Projects

Guidelines for Group Projects

Business activities involve group effort. Consequently, learning how to work effectively in a group is a critical part of your business education.

Every member is expected to carry an equal share of the group’s workload. As such, it is in your interest to be involved in all aspects of the project. Even if you divide the work rather than work on each piece together, you are still responsible for each part. The group project will be graded as a whole:   its different components will not be graded separately. Your exams may contain questions that are based on aspects of your group projects.

It is recommended that each group establish ground rules early in the process to facilitate your joint work including a problem-solving process for handling conflicts. In the infrequent case where you believe that a group member is not carrying out his or her fair share of work, you are urged not to permit problems to develop to a point where they become serious. If you cannot resolve conflicts internally after your best efforts, they should be brought to my attention and I will work with you to find a resolution.

You will be asked to complete a peer evaluation form to evaluate the contribution of each of your group members (including your own contribution) at the conclusion of each project. If there is consensus that a group member did not contribute a fair share of work to the project, I will consider this feedback during grading.

 

Grading

 

WRITTEN ASSIGNMENTS / SUBMISSIONS (30%)

Three (3) case reports are due with regard to the specific cases as identified in the syllabus. They are due at the beginning of the class session for which they are assigned. They should be done in group of size less than or equal to four. Five short (one or two page) individual write ups are also due. These short reports should not focus solely on number crunching but on the conceptual understanding gained from reading the case.  Sometimes this understanding requires doing the analysis as well. There are six individual cases assigned and I will drop the lowest score (or you may choose which to not submit).  A perfect score requires going beyond the italized (focus) question(s) and considering all questions listed.

The reports are graded for both content and presentation. A good paper should clearly and succinctly state the recommendations in the first paragraph to provide the reader with a framework. (If a lengthy description of the recommendation seems necessary, append it to the report.) The remaining paragraphs should each present a major part of the rationale for the recommendation in terms of the desirable and undesirable consequences of adopting it. The rationale must consider capabilities that the logistics system under study needs to excel at and how the current system either provides these capabilities or fails to provide them.

Some common problems in preparing reports:

Reports should be typed with 1.5 line-spacing and should not exceed 4 pages, not including appendices and exhibits. Exhibits appended to the reports need not be typed, but should be neat and easy to understand. As per the honor code, an individual should include his/her name on a report only if they have contributed to the analysis.

All case write-ups should be done in teams of no more than four members in order to strike a balance between the benefits derived from group work and the cost due to increased logistical complexity.

The honor code stipulates that you may put your name on a write-up only if you contributed to the team’s discussion. Furthermore, you may not refer to case writeups from classes offered in earlier semesters.The premise of academic integrity is that ideas should be attributed to their source. Therefore, please acknowledge the main source(s) of data, facts, and ideas (other than the instructor) in all your written work and when you make a presentation.

IN-CLASS PARTICIPATION / CONTRIBUTION (25%)

In a typical class session, one or more students will be asked to begin discussion of a selected topic. I expect you to be prepared before coming to class, especially on the dates we will have a case discussion. The criteria I will use to judge effective class participation include:

ELECTRONIC DISCUSSION BOARD: (extra credit)

I will set up an electronic discussion board. You can post your contributions on topics related to supply chain management. You can also post your comments on cases to be discussed in class. Your postings will be taken into account when determining the class contribution grade.

 

In addition, Blackboard will be useful for groups to communicate remotely in discussing and preparing group case write-ups and project work.  This is not required, since some teams may be able to meet in person.

 

FINAL PROJECT (20%):

KEYDATES:        (PROPOSAL DUE): Feb 25th    (REPORT DUE): April 28th

The final project can be done individually or in groups (It would be best to use the same groups that you are using for class assignments. However this is not a requirement). The project will account for 20% of the overall grade. The project is due in class,  on  April 28th.  All reports should be typed with a maximum of 15 pages (1.5 line-spacing, 11 or 12 pt. Font). Submit a powerpoint presentation of your final project along with your final report. Please provide a one page summary of the project for a discussion in the last class.

An important deadline is February 25thwhen I expect a one page proposal from each group about their project. My objective at this stage is to make sure that you have decided by this stage on a specific project so that you can spend the remaining 7 or 8 weeks working on it. I like to meet with each group to discuss their project.

There are three possible choices for your final project as follows:

My expected outline for the three types of projects are discussed below.

Analyze an existing supply chain process and suggest improvement

The project report should not be a detailed description of everything you have done but a specific set of observations and recommendations. It should begin with an executive summary no longer that 250 words. All details are to be put in an appendix in the form of exhibits, tables etc. The general guidelines for the project are as follows:

  1. Executive summary
  2. Define the process and the context (business unit) in which it operates.
  3. What is the strategy / market of the business unit?
  4. What does this imply in terms of the supply chain process you are studying? What must this process be able to do particularly well in terms of cost, time, quality, and flexibility? The headings mentioned here are broad. You are expected to identify specific dimensions along which the process is expected to do particularly well.
  5. Describe the current process structure in terms of information, inventory, transportation, and location.
  6. Discuss the process capabilities, given the current structure, in terms of the specific dimensions identified by you in 4.
  7. Discuss existing problems and weaknesses in the current process. What additional capabilities does the process need to develop.
  8. How should the process be restructured to develop these capabilities? Discuss why the changes suggested by you will have the desired effect along the key dimensions identified by you.
  9. Discuss how the suggested changes should be implemented with a time line. Explain any resistance you may face in implementing the changes.

Please note that these are general guidelines. I am not looking for a project report with nine points in the sequence listed above. I have listed the points that I feel are important in most reports. Please feel free to add to or alter the above list as best fits your project.


Study supply chain practices in industry

The objective here is to study supply chain practices in industry such as

§ E-commerce and it's impact on logistics and supply chain in an industry or company
§ EDI Systems including other supporting systems that it makes possible, e.g. CAO (computer assisted ordering systems) etc.
§ Coding and Scanning Technologies (Bar coding, SCM, etc.), RF
§ Third party logistics
§ Warehouse design and management

§ Closed-loop supply chains

§ Revenue management practices

§ Risk management practices

§ Global Outsourcing: Trends and prospects

Please do not restrict yourself to the above list. It is meant simply as a starting point. In each report I expect the following:

1. A description of the supply chain practice including its key elements and its role in the overall supply chain
2. Major benefits of the practice.
3. Major risks/cost of the practice
4. Key issues in designing and implementing the practice
5. Which companies is this practice ideally suited for? Which companies may it not be suitable for?
6. Examples of companies that are successfully using the practice including best practices.
7. Examples of companies that have been unsuccessful in their implementation of the practice and possible reasons.

Once again, please do not feel bound by the above structure. It is simply meant to help you get started.

Build a business plan with a product focus

The objective of this report is to identify a business opportunity (preferably on the web) involving products where supply chain issues are significant. This could be done for a particular company or an industry in general. The business plan should detail the supply chain opportunity and how it will help the business position itself strategically. The report should also detail implementation issues.

Examples of Past Project Titles:

These may help students in considering suitable topics.  Projects in past semesters include the following:

Vendor Inventory Strategy at IQF Vegetables and Herbs at Unilever Owensboro Plant

Supply Chain Analysis of The Cookie Studio

Improving Gross Margins by Optimizing a Supply Chain Network: Marc Jacobs Women Collections

Siemens In-Vitro Diagnostics: To Move or Not to Move

Con Edison: Optimizing Cable Costs

Bread Alone Bakery: Supply Chain Review

Belvedere Vodka: Inventory, Transportation, and Network Design Opportunities

Oeuf: Supply Chain Analysis

freshdirect: Supply Chain Analysis and Recommended Actions

Optimizing a Build-to-Order Supply Chain: A look at the new trend in the automotive industry

cfy: Computers for Youth -- Non-Profit Supply Chain Analysis

Demand Sensing

RFID in the Retail Industry

 

 

MID TERM EXAM (25%)

The mid term exam will be comprehensive (through material covered through the date it is distributed) and given in class

 

STUDENT INFORMATION FORM

Please respond by e-mail, preferably prior to the first class session, with the following information:

1) your current company and position, especially relationship to supply chain if any

2) past experiences relevant to supply chain management

3) what you are most hoping to get out of the class

 

USE OF EXCEL FOR MODELING

I will make use of Excel workbooks during the course as part of the lecture discussion. These can be downloaded from Blackboard. If you have a laptop, try and bring it to class with these files so you can also work along as I use them in class. This is not a requirement but you may find it useful.

 

Re-Grading

The process of assigning grades is intended to be one of unbiased evaluation. Students are encouraged to respect the integrity and authority of the professor’s grading system and are discouraged from pursuing arbitrary challenges to it.

If you believe an inadvertent error has been made in the grading of an individual assignment or in assessing an overall course grade, a request to have the grade re-evaluated may be submitted. You must submit such requests in writing to me within 7 days of receiving the grade, including a brief written statement of why you believe that an error in grading has been made.

 

Professional Responsibilities For This Course

Attendance

 

Participation

In-class contribution is a significant part of your grade and an important part of our shared learning experience. Your active participation helps me to evaluate your overall performance.
You can excel in this area if you come to class on time and contribute to the course by:

 

Assignments

 

Classroom Norms

 

Stern Policies

General Behavior
The School expects that students will conduct themselves with respect and professionalism toward faculty, students, and others present in class and will follow the rules laid down by the instructor for classroom behavior.  Students who fail to do so may be asked to leave the classroom. 

 

Collaboration on Graded Assignments
Students may not work together on graded assignment unless the instructor gives express permission. 

 

Course Evaluations
Course evaluations are important to us and to students who come after you.  Please complete them thoughtfully.

 

Academic Integrity

Integrity is critical to the learning process and to all that we do here at NYU Stern. As members of our community, all students agree to abide by the NYU Stern Student Code of Conduct, which includes a commitment to:

The entire Stern Student Code of Conduct applies to all students enrolled in Stern courses and can be found here:

Undergraduate College: http://www.stern.nyu.edu/uc/codeofconduct
Graduate Programs: http://w4.stern.nyu.edu/studentactivities/involved.cfm?doc_id=102505

To help ensure the integrity of our learning community, prose assignments you submit to Blackboard will be submitted to Turnitin.  Turnitin will compare your submission to a database of prior submissions to Turnitin, current and archived Web pages, periodicals, journals, and publications.  Additionally, your document will become part of the Turnitin database.

 

Recording of Classes

Your class may be recorded for educational purposes

 

Students with Disabilities

If you have a qualified disability and will require academic accommodation of any kind during this course, you must notify me at the beginning of the course and provide a letter from the Moses Center for Students with Disabilities (CSD, 998-4980, www.nyu.edu/csd) verifying your registration and outlining the accommodations they recommend.  If you will need to take an exam at the CSD, you must submit a completed Exam Accommodations Form to them at least one week prior to the scheduled exam time to be guaranteed accommodation.

 

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