Management 5Xx Managing a Dynamic Supply Chain

Management 539 Supply Chain Management: Making E-Business Happen California State University, Fullerton Department of Management

Spectrum Class Ellen J. Dumond, Ph.D., C.P.M. Residence Inn Office: LH 645 10 Morgan St. Phone: (714) 278-3071 Irvine, CA Email: [email protected] Office Hours: MW 1:30 – 2:30 M 4:00-5:00, 6:00 – 7:00 T/TR 5:30 – 6:00 Course Description E-commerce is changing the shape of competition, and it is here to stay. It has rapidly changed the way companies do business. E-commerce requirements are forcing businesses to develop e-business models that are flexible, fast moving, and customer focused. E-business is the integration of business processes, enterprise applications, organizational structure, and strategies needed to conduct e-commerce. Without an e-business foundation, e-commerce is doomed.

The supply chain is a key component of an e-business structure. Without a dynamic, seamless, responsive, and reliable supply chain, e-commerce is extremely inefficient, for it is the supply chain that creates and delivers the product to the customer.

This course introduces the mechanics and impact of e-business and then focuses on the development of the e-supply chain. It discusses the strategic design of e-business and the supply chain, methods of integration throughout the supply chain, and the means by which to develop differentiation or competitive advantage through the supply chain.

Course Objectives This course is designed to provide students with the ability to: 1) recognize the role of the supply chain in e-business, 2) determine and apply methods to best manage the e-supply chain, 3) identify the strengths and weaknesses of existing structures for managing the e-supply chain, and 4) understand the interrelationships throughout the chain.

Course Materials E-Business: Roadmap for Success, Dr. Ravi Kalakota and Macia Robinson: Addison Wesley, 1999. Chapters from: Designing and Managing the Supply Chain, David Simchi-Levi, Philip Kaminsky, and Edith Simchi-Levi; Irwin McGraw-Hill, 2000; Strategic Supply Chain Alignment, edited by John Gattorna; Gower Publishing Limited, England, 1998; and Electronic Commerce: A Manager’s Guide, Ravi Kalakota and Andrew B. Whinston (contributor), Addison-Wesley, 1996, and Agile Product Development for Mass Customization, David M. Anderson, Joseph B. Pine, and B. Joseph Pine II, McGraw-Hill, 1997. Additional articles or cases will be provided where needed.

Course Administration and Evaluation Class discussion is a primary method of learning. Consequently, you are expected to read all of the assigned materials prior to the class and actively contribute to the class discussions. Videos, cases, and exercises will be used to enhance learning and interest. Your grade will be determined using the following activities. Activity Percent Midterm 20% Final 20% Case Analyses/Assignments/Quizzes 15% Term Project 20% Class Contribution 25%

Exams will cover all of the materials assigned or discussed in the class, and may consist of objective, short essay, and discussion questions. No make-up exam will be given except in cases of real emergency and only if the instructor is informed before or on the day of the exam.

You will need to select a topic, in consultation with the instructor, for the term paper. The instructor will provide an extended list of topics but you do not have to select from the list. The paper is intended to be application-oriented, of scholarly quality, well documented, and show originality. It will be evaluated in terms of research effort, thoroughness of coverage, analysis and synthesis of materials, organization, style, and grammar.

Final grades will be determined on a scale of 90% and above = A; 80% -89% = B; 70% - 79% = C; 60% - 69% = D; and below 60% = F. TENTATIVE COURSE OUTLINE

4/4 Intro to Course and e- 4/6 From e-Commerce to e- commerce Business Ch1 KR e-Business Core Competencies Ch2 KR Strategic Design and Enterprise Resource Planning 4/11 Integration for e-Business 4/13 And SAP Chs 3 & 4 KR, Articles Ch7 KR and Articles Development of the e-Supply Chain Ch8 KR & Articles e-Supply Chain cont. 4/18 Customer-driven Manufacturing 4/19 SAP---Lab Chs 6&7 Agile Midterm Exam Agile Product Development 4/25 Project Outline Due 4/27 Coordinated Pdt & Supply Chain Design Ch9 Agile, Ch8 SL Agile Pdt Development cont. JIT in Mfg 5/2 Lean/Synchronous Mfg 5/4 Velocity Management Ch21 G Procurement & e-Procurement Strategic Sourcing & Alliances 5/9 Ch9 KR, Articles 5/11 Ch6 SL, Articles Time Compression & Flexibility Time Compression cont. 5/16 in the e-Chain 5/18 Ch10G, Articles Designing & Implementing the Summary of Course 5/23 e-Business Strategy 5/25 Final Exam Sample Project Topics

Analysis/Comparison/Improvement of an e-Business or Businesses Measurement of Supply Chain Effectiveness Process Improvement within the Supply Chain How to Develop an e-Business Comparison of e-Business Supply Chain and that of Traditional Bricks & Mortar Supply Chain Steps for Bricks & Mortar Company to Convert to e-Business Implementation Process for an ERP System Time Compression in the Supply Chain Development of case study in SAP (develop product structure tree, routings, work centers, forecasts, item masters—everything needed to run MRP) Availability and Selection of B2B Software Status and Trends in e-Business (within industry or overall) Impact of e-Business on Functional Areas e-Business: Why Some Companies Succeed and Others Fail Preparing Procurement for e-Business Transitioning from Traditional Architecture to Integrated e-Business Architectures Analysis of University Programs and Careers in e-Commerce Analysis and Improvement of a Company’s Supply Chain