FISHER COLLEGE OF BUSINESS DEPARTMENT OF MARKETING AND LOGISTICS COURSE SYLLABUS

TERM: Autumn 2010

COURSE TITLE: BUS M&L 782, Logistics Decision Making

COURSE TIME/ Monday and Wednesday – 11:30 AM to 1:18 PM / Schoenbaum Hall, 220 PLACES:

CATALOG Analysis of decision making in the current logistics environment and the DESCRIPTION: methods needed for finding solutions to integrated logistics problems.

INSTRUCTOR: Dr. Michael Knemeyer Fisher Hall, 548 (614) 292-2507 (office) (614) 292-0879 (fax) (937) 532-3036 (cell) E-mail: [email protected]

OFFICE HOURS: By appointment.

REQUIRED Course materials including cases, PowerPoint slides, assignments and MATERIALS: outside readings will be available either from Carmen (https://carmen.osu.edu/), Business Source Complete (http://library.ohio- state.edu/search/m?SEARCH=Business%20and%20Economics), Harvard Business School Publishing (http://cb.hbsp.harvard.edu/cb/access/7164392) or as class handouts.

ADDITIONAL While a formal textbook is not required for the course, several MATERIALS: logistics management textbooks will be put on reserve in Thompson Library to use as resources for the course. If you desire to purchase one for reference, please see me for some recommendations.

COURSE To provide a review and expanded understanding of the key logistics OBJECTIVE: concepts and issues affecting the decisions made in the movement and storage of goods. The course will examine how the various logistics activities are related to each other and other functional areas within a business. Finally, the course strives to develop management and control techniques/skills that are critical for making effective and efficient logistics decisions.

COURSE The course will be conducted primarily through the case method. FORMAT: However, guest lectures, two simulation exercises and other teaching methods will also be used. You are expected to attend all classes and to be prepared to discuss and/or apply assigned readings. Students may be called upon by name to discuss assigned material. Students will also be expected to actively participate in all team projects, exercises and case discussions. GRADING: Grades will be based upon performance on the following:

Assignment Points Written Case Analysis 80 Case Quizzes 70 Links Simulation Performance 80 Links Simulation Report / Presentation 70 Global Simulation Report 30 Team and Class Participation 50 Logistics Outside the Classroom 20 TOTAL 400

1. Written Case Analysis. Each student team will complete a single written case analysis during the quarter. Only the final six assigned cases are eligible to serve as the basis of this write-up. Team case assignments will be determined early in the quarter. For each of the final six cases in the course, each student team will assume one of three possible roles:

Consultants: These teams are responsible for writing up the analysis and solution to the case. The write-up will be a report of case essentials, analysis and recommendations (no more than six pages – double-spaced, 12-point font, 1 inch margins). Teams in this role may also be responsible for providing the in-class presentation. The in- class presentation will illustrate important considerations, analyses and recommendations. The presentation should involve all members of the team. The use of tables, charts, pictures and diagrams should be carefully considered in putting together both the presentation and the written report. It is important to note that at least two teams will be given the “Consultant” role for each case. However, only one team will represent consultants (and present in class). The other team(s) will fulfill the role of the management team that serves as the primary critic/advisor to the consultants. A coin toss or other selection method at the beginning of class determines the in-class roles to be fulfilled by these teams.

Management Team: Based on the in class selection, the remaining team(s) per case will be assigned the role of upper-level management and executives who answer to the Board of Directors (which pursues the best interests of stockholders – long-term profitability for the firm). These groups also write up the case analysis, but serve as the primary critique group(s) during the in-class presentation provided by the consultant team. The management team(s) should be amply satisfied by the solution offered by the consultants and voice concerns of the Board and stockholders when appropriate.

Stakeholders: The remaining teams for each case will serve as the observing stakeholders. These include employees, residents, interest groups, government officials, etc. The participatory responsibilities of this group include the formulation of three insightful questions that the consultant team should be responsible for answering in their presentation. These questions (three questions for each group) must be submitted to me no later than midnight the day before the case discussion. Please place in the Carmen dropbox for the appropriate case.

For the cases, there is no formal graded component for the in-class roles. However, performance of your in-class responsibilities will be considered in the participation component of the course grade. The case write-up will account for 80 points towards the final grade.

2. Case Quizzes. We will be discussing 9 cases during the quarter. Detailed preparation is required for each case. This is exceedingly important to create the proper environment in this discussion-based course. One evaluation of your case preparation will be short quizzes before each case discussion on the facts of the assigned case (the top 7 (of 9) scores will be counted towards your final grade). The case quizzes will account for 70 points towards the final grade.

3. LINKS Simulation Performance. One of the primary learning tools for this course is a web-based global business logistics simulation. The objective of this simulation is to gain an understanding of how logistics decisions affect the operations and performance of a company in a competitive business environment. Student teams will be required to manage a simulated company that directly competes with other teams. Each student team will be required to submit decisions online during eight decision periods as listed in the syllabus schedule. Decisions must be submitted by the appropriate time on each decision’s due date. It is highly recommended that each team enter their submissions at least one hour before the time deadline each period to protect against delays caused by technical problems. No adjustments will be made in the event of teams being unable to submit due to computer problems or for input mistakes. Each student must register at the LINKS website – http://LINKS-simulations.com Student participation payments will be handled directly through the website. Failure to register will result in a zero for the Links portion of the course grade.

The team performance accounts for 80 points towards the final grade. Additional information will be distributed in class regarding the simulation.

4. LINKS Simulation Report / Presentation. Each LINKS team will make a presentation and turn in a report regarding their strategy, performance, and lessons learned from the LINKS simulation. Each team will make a presentation directly to the CEO (me). This meeting will be individually scheduled with the CEO between the last Links decision and the final day of classes. Each presentation will last 30 minutes and materials will be distributed during class regarding deliverables and points of evaluation. The LINKS report and presentation will account for 70 points towards the final grade. Additional details will be provided in class regarding the expectations for these deliverables.

5. Global Simulation Report. Students will form teams of two to complete a global supply chain simulation during the course. Each team will turn in a report that addresses the following questions:

a) How did you think about which options to choose? b) What did you use for your forecast? c) How did you decide which suppliers to use? d) How did you go about setting initial production levels? e) How did you decide whether to issue production change orders? f) How did you decide whether or not to invest in the Celldex show? g) What are your takeaways from the simulation?

The report should address each of these questions (no more than six pages – double-spaced, 12-point font, 1 inch margins). The report will account for 30 points towards the final grade.

6. Team and Class Participation. Participation will be based on a combination of factors to include: attendance, preparation for class, frequency of participation, quality of participation, organization, and conciseness. Participation will also consist of in-class and team discussion of projects, and in-class case presentations. Students will evaluate the performance of the other students on their team with respect to their contribution and performance on the projects. In addition, students will be responsible for separately evaluating and documenting their own participation in the course. Both sets of evaluations will be submitted in sealed envelopes and must be turned- in by the individual student and not by another team member. I will consider all of these potential inputs in the final evaluation of class participation that accounts for 50 points towards your final grade.

7. Logistics Outside the Classroom. An additional part of your grade is based on your active learning about logistics outside the classroom. There are several ways to obtain points towards this part of your grade (each activity will be worth a potential 4 points up to a potential 20 points): a. Logistics in the News. You can write a one-page review of a logistics-related news item. This can come from a current newspaper, magazine, or research journal. Each write-up is worth 4 points. You can also present the topic to the class (a 3-5 minute interpretive review) and receive 4 points. Please note: a particular article/topic can only be presented once. Topics/articles will be assigned on a first come first serve basis. b. TLA Meetings. The Transportation and Logistics Association (TLA) meets at 7:30 pm on Tuesdays. You will receive 4 points each time you attend a meeting and then submit a one-page write-up on what you learned.

c. Company Write-up. You can write one-page on a company and their logistics systems. This should be based on a personal interview of a non-family member.

TIPS about write-ups. Type a full page (double-space) using 1 inch margins (I give partial credit for write-ups that are not a full page. Writing more than a page is fine). Write about logistics issues and draw your own conclusions on how events affect logistics. Don’t tell me things that I can find on the company website. Don’t tell me about announcements that were made at meetings, what you wore to the interview, or what kind of food was served. Each write-up is worth 4 points for a total of 20 points towards your final grade.

ASSIGNMENTS You are expected to approach each assignment with the professionalism AND DUE DATES: required of you in the business world. This is particularly relevant for your interactions with companies and practitioners as part of fulfilling the requirements of this course. Each assignment is due at the beginning of class but may be submitted any time prior to the due date. A 50% penalty will be assessed for submissions within 24 hours after the assignment is due (one day late). A 100% penalty will be assessed for submissions more than 24 hours after the assignment is due. Correct spelling, grammar, and punctuation are expected and will be considered in the grading of all assignments.

GRADING The grading scale is guaranteed. You will receive no less than the grade SCALE: listed within the appropriate interval.

Grade Numeric Range Quality Points A 368-400 points 4.0 A- 360-367 points 3.7 B+ 352-359 points 3.3 B 328-351 points 3.0 B- 320-327 points 2.7 C+ 312-319 points 2.3 C 288-311 points 2.0 C- 280-287 points 1.7 D+ 272-279 points 1.3 D 240-271 points 1.0 E 0-239 points 0.0

ATTENDANCE Class attendance should be considered a key part of this course. AND TARDINESS: I will call on students by name to answer questions, respond to in-class exercises, or to comment on key concepts. Missing these opportunities will result in a reduction in participation points. In-class exercises and participation cannot be made up without a valid medical excuse or bona fide family emergency. If you miss an in-class activity due to tardiness, you will not be able to make up the covered material.

ACADEMIC All case analyses, exercises, and papers are to be your own work. Each INTEGRITY: team will be held to the same standards as individuals concerning academic integrity. In-class assignments may be either individual or group work as directed by the instructor. Students are expected to adhere to the code of conduct as outlined in the university catalog. Any incidents of academic misconduct such as cheating, plagiarism, copying others’ work, etc., will result in zero points being awarded for the assigned work or exam. Breaches of academic integrity may also result in other action being taken by the university.

The Fisher Honor Statement:

As a member of the Fisher College of Business community, I am personally committed to the highest standards of ethical behavior. Honesty and integrity are the foundation from which I will measure my actions. I will hold myself accountable to adhere to these standards. As a leader in the community and business environment, I will pledge to live by these principles and celebrate those who share these ideals.

AMERICANS If you have a disability, as defined by the Americans with Disabilities Act WITH (ADA), which requires classroom accommodation or auxiliary aids, please DISABILITIES inform me of your needs during the first week of class so that I can take ACT: appropriate action.

COURSE The schedule, policies, and assignments contained in this course syllabus DISCLAIMER: are subject to change in the event of extenuating circumstances, class progress, or by mutual agreement between the instructor and the students.

OUTSIDE There are several ways in which you can enhance your experience in the ACTIVITIES: course. Fisher has an outstanding logistics student organization (TLA) that provides opportunities for learning more about logistics in an enjoyable social environment. The OLMA will be holding meetings several times throughout the quarter. I will announce meeting dates, times, and locations. For more information you may reference the OLMA website at: http://osutla.com/. In addition, the Columbus Roundtable of Council of Supply Chain Management Professionals (CSCMP) will be holding events throughout the quarter. CSCMP is the leading professional organization for logistics. For details on their upcoming events you may reference their website at: http://www.columbusroundtable.org/.

GERMANY I will be leading a CIBER Elective Trek that will enable you to take what ELECTIVE TREK: we learn in class and apply the concepts to a global setting. I will be leading a non-credit study trip to Germany during December 2010 focused on logistics and operations. Please see me for more details about this exciting opportunity.

CLASS SCHEDULE:

Date Topic Assignment September 22: Course and LINKS Introduction Readings 1 and 2 27: Team Formation – No Class 29: Teamwork: Army Crew Case Reading 3 October 4: Logistics in Practice: Starbucks Supply Chain Transformation 6: Logistics in Practice: Wal-Mart and Fed Ex 11: Green Logistics and Sustainability Sebastian Brockhaus - TUHH

13: Retail Logistics: Aldi Case Reading 4 and LINKS 1 (11:59 AM – 10/13) 18: Inventory Management: Scientific Glass Incorporated Case Readings 5 and 6

20: Transportation Management: Powell Logistics Inc. Case* Reading 7 and LINKS 2 (11:59 AM – 10/20) 25: Logistics Process Improvement: Cathay Pacific Airways Case* Reading 8 27: Global Supply Chain Simulation Meet in Mason Hall – Room TBD Reading 9, 10 and LINKS 3 (11:59 AM – 10/27) November 1: Global Supply Chain Simulation Debrief 3: Logistics in Practice: Kuehne + Nagel LINKS 4 (11:59 AM – 11/3)

8: LINKS Presidential Meetings LINKS 5 (11:59 AM – 11/9) 10: Interfirm Relationships: Bose Case* Reading 11 and LINKS 6 (11:59 AM – 11/12) 15: Logistics Outsourcing: Exel plc Case* Reading 12 and LINKS 7 (11:59 AM – 11/16) 17: Location Selection: Plaza, Logistics Park of Zaragoza Case* Reading 13 and LINKS 8 (11:59 AM – 11/19) 22: Linking Functional and Corporate Strategy: TSC Stores Case* Reading 14 24: Presentation Preparation – No Class 29: Links Presentations December 1: Links Presentations 9: Links Presentations * Case eligible for team analysis. # Please note that all Links Decisions are due as indicated.

READING LIST:

1. Lambert, Douglas M., “AN EXECUTIVE SUMMARY OF SUPPLY CHAIN MANAGEMENT: PROCESSES, PARTNERSHIPS, PERFORMANCE”

2. LINKS Participant Manual: http://www.LINKS-simulations.com

3. Army Crew Case: HBSP Electronic Case Packet

4. Aldi Case: HBSP Electronic Case Packet

5. Fisher, M. “What is the Right Supply Chain for Your Product?” Harvard Business Review 75, no. 2 (March-April 1997): 105-116.

6. Scientific Glass Inc. Case: HBSP Electronic Case Packet

7. Powell Logistics Inc. Case: HBSP Electronic Case Packet

8. Cathay Pacific Airways Case: HBSP Electronic Case Packet

9. Global Supply Chain Simulation: HBSP Electronic Case Packet

10. Fisher, M. , J. Hammond, W. Obermeyer, and A. Raman. “Making Supply Meet Demand in an Uncertain World.” Harvard Business Review 72, no. 3 (May-June 1994): 83-92.

11. Bose plc Case: HBSP Electronic Case Packet

12. Exel plc Case: HBSP Electronic Case Packet

13. Plaza, the Logistics Park of Zaragoza Case: HBSP Electronic Case Packet

14. TSC Stores Case: HBSP Electronic Case Packet