<p> M&L 7383 SUPPLY CHAIN MANAGEMENT a.i.1.a.i.1.a.i. AUTUM N 2015 – Session 2 a.i.1.a.i.1.a.ii. a.i.1.a.i.1.a.iii. A. Michael Knemeye r, Ph.D. a.i.1.a.i.1.a.iv.</p><p> a.i.1.a.i.1.a.v. Time: Wednesda y: 6:00 – 9:15 pm</p><p>Location: Gerlach 305 a.i.1.a.i.1.a.vi. a.i.1.a.i.1.a.vii. a.i.1.a.i.1.a.viii. 548 Fisher Hall a.i.1.a.i.1.a.ix. a.i.1.a.i.1.a.x. 614-292-2507 a.i.1.a.i.1.a.xi. a.i.1.a.i.1.a.xiv. 937-532-3036 a.i.1.a.i.1.a.xii. a.i.1.a.i.1.a.xv. @amknemeyer a.i.1.a.i.1.a.xiii. a.i.1.a.i.1.a.xvi. amknemeyer a.i.1.a.i.1.a.xvii. a.i.1.a.i.1.a.xviii. [email protected] a.i.1.a.i.1.a.xix. a.i.1.a.i.1.a.xx. Office Hours: By appointment a.i.1.a.i.1.a.xxi. a.i.1.a.i.1.a.xxii. COUR SE DESCRIP TION a.i.1.a.i.1.a.xxiii. There is a great deal of confusion regarding exactly what supply chain management involves. In fact, many people using the name supply chain management treat it as a synonym for logistics or purchasing or operations. The most common view is that supply chain management is a combination of these three functions. However, successful supply chain management requires cross-functional integration of key business processes within the firm and across the network of firms that comprise the supply chain. The challenge is to determine how to successfully accomplish this integration. The distinction between logistics and supply chain management is identified and a framework for supply chain management is presented. The 1 course will describe key aspects of each of the eight supply chain processes as well as introduce tools and techniques that can support implementation of the framework. </p><p> a.i.1.a.i.1.a.xxiv. The teaching method will be a combinatio n of lecture, class discussion s on assigned topics, a simulation, individualiz ed project and cases. a.i.1.a.i.1.a.xxv. a.i.1.a.i.1.a.xxvi. TEXT AND READING S a.i.1.a.i.1.a.xxvii.  The textbook for this course is Supply Chain Management: Processes, Partnerships, Performance, 4th Edition - 2014, Douglas M. Lambert, Editor. ISBN 978-0-9759949-9-3, Publisher $110 (Order directly from publisher at www.scm-institute.org Coupon Code: OSU-student) or Bookstore (OSU Bookstore; www.ohiostate.bkstore.com), $145  There is also a simulation available electronically from Harvard Business School Press as well as readings that will be handed out in class or accessed on-line through Business Source Complete. a.i.1.a.i.1.a.xxviii.</p><p> a.i.1.a.i.1.a.xxix. COUR SE OBJECTI VES a.i.1.a.i.1.a.xxx. a.i.1.a.i.1.a.xxxi. The objectives of this course are to provide the student with: a.i.1.a.i.1.a.xxxii. 1. An understanding of the primary differences between logistics, operations and supply chain management.</p><p>2 a.i.1.a.i.1.a.xxxiii. 2. An understanding of the essential processes of supply chain management and their interrelationships within individual companies and across the supply chain. a.i.1.a.i.1.a.xxxiv. 3. An understanding of tools and techniques useful in implementing supply chain management. a.i.1.a.i.1.a.xxxv. 4. An understanding of how supply chain management affects the financial performance of the firm, its customers and its suppliers. a.i.1.a.i.1.a.xxxvi. a.i.1.a.i.1.a.xxxvii. INDIVIDUALIZED LEARNIN G PROJECT a.i.1.a.i.1.a.xxxviii. a.i.1.a.i.1.a.xxxix. Given the nature of the course, students will be looking to achieve a variety of outcomes related to course material. As such, I will work with an individual student or a small group (no more than 3 people) to develop an individualiz ed learning project that allows students to dig deeper into a specific aspect of supply chain managem 3 ent that they are most interested in exploring over the course of the quarter. The deliverable for this assignmen t will be an audio PowerPoin t presentati on or video that lasts no longer than 10 minutes and reports back to the class the results of your deeper dive into a particular supply chain topic. These presentati ons or videos will be made available to other members of the class to review and learn from their content. Additional details will be 4 provided in class and in CARMEN regarding the expectatio ns and due date for this deliverable . The project will account for 20% of your final grade. a.i.1.a.i.1.a.xl. a.i.1.a.i.1.a.xli. GLOB AL SIMULATI ON REPORT a.i.1.a.i.1.a.xlii. a.i.1.a.i.1.a.xliii. Each student will complete a global supply chain simulation during the course. Each student will submit a report that addresses the following questions in the appropriat e CARMEN dropbox: a.i.1.a.i.1.a.xliv. a.i.1.a.i.1.a.xlv. a) How did you think about which options to choose?</p><p>5 a.i.1.a.i.1.a.xlvi. b) What did you use for your forecast? a.i.1.a.i.1.a.xlvii. c) How did you decide which suppliers to use? a.i.1.a.i.1.a.xlviii. d) How did you go about setting initial production levels? a.i.1.a.i.1.a.xlix. e) How did you decide whether to issue production change orders? a.i.1.a.i.1.a.l. f) How did you decide whether or not to invest in the Celldex show? a.i.1.a.i.1.a.li. g) What are your takeaways from the simulation ? a.i.1.a.i.1.a.lii.</p><p> a.i.1.a.i.1.a.liii. The report should address each of these questions (no more than ten pages – double- spaced, 12-point font, 1 inch margins). Additional details are provided in CARMEN regarding the expectatio ns for this deliverable . The simulation report will </p><p>6 account for 15% of your final grade. a.i.1.a.i.1.a.liv. a.i.1.a.i.1.a.lv. APPLI ED SUPPLY CHAIN CONSULT ING PROJECT a.i.1.a.i.1.a.lvi. a.i.1.a.i.1.a.lvii. Studen ts will form teams (3 to 4 people) complete an applied supply chain consulting project during the session. The deliverable s will include a white paper reviewing team recommen dations for the client as well as a brief in- class presentati on. The applied project will account for 25% of your final grade. a.i.1.a.i.1.a.lviii. a.i.1.a.i.1.a.lix. Cintas Distributi on Optimizati 7 on: Facility Services Product Line a.i.1.a.i.1.a.lx. CINTA S has 2 FS DC's supporting up to 350 CINTAS "retail" locations which order a diverse array of Facility Service Products that they sell and distribute to customers (end users). These products include commodity items like latex gloves, cotton wash rags, etc. as well as more complex, Cintas developed/ patented products such as branded cleaning chemicals. Many of these items are carried in our DC network of 8 owned and operated warehouse s while others are shipped directly to our retail locations by our corporate controlled vendor base. a.i.1.a.i.1.a.lxi. a.i.1.a.i.1.a.lxii. CINTA S would like to know: What is the most efficient supply chain? a.i.1.a.i.1.a.lxiii. a.i.1.a.i.1.a.lxiv. Areas of exploration : a.i.1.a.i.1.a.lxv. 1. Should we open a 3rd DC? a.i.1.a.i.1.a.lxvi. 2. What products should we carry in the DC network vs. have supplier direct ship vs. some mixture based on retail location freight charges, buying habits, etc. a.i.1.a.i.1.a.lxvii. 9 a.i.1.a.i.1.a.lxviii. CLAS S CONTRIB UTION a.i.1.a.i.1.a.lxix. a.i.1.a.i.1.a.lxx. Activel y and meaningful ly participatin g across all aspects of the course is an expectatio n. Students will be evaluated on their contributio n to class discussion , team project and on- line discussion s. The goal of the on-line discussion s are to provide students an opportunit y to reflect on the ideas described in the course as well as the ideas expressed by other students, and then to write about what they think, know and 10 reason from those ideas. There will be multiple discussion questions posed during the course. The board for each topic will be open for one week. a.i.1.a.i.1.a.lxxi. a.i.1.a.i.1.a.lxxii. GRADI NG a.i.1.a.i.1.a.lxxiii. a.i.1.a.i.1.a.lxxiv.</p><p>Individuali zed Learning Project</p><p>20% a.i.1.a.i.1.a.lxxv.</p><p>Global SC Simulation Report</p><p>15% a.i.1.a.i.1.a.lxxvi.</p><p>Applied SC Consulting Project</p><p>25%</p><p> a.i.1.a.i.1.a.lxxvii. Class Contribution 10%</p><p>11 a.i.1.a.i.1.a.lxxviii.</p><p>Final Exam</p><p>30% a.i.1.a.i.1.a.lxxix.</p><p>TOTAL</p><p>100% a.i.1.a.i.1.a.lxxx. a.i.1.a.i.1.a.lxxxi. PLEASE NOTE a.i.1.a.i.1.a.i. a.i.1.a.i.1.a.ii. 1. A make-up exam will not automatically be provided. In order to miss the exam without penalty, approval must be obtained at least 48 hours prior to the time of the exam. a.i.1.a.i.1.a.iii. 2.</p><p>Modification of class sessions may be made as the course progresses or to take advantage of outside speakers. 3. Late assignments will not be accepted. a.i.1.a.i.1.a.iv.</p><p>12 a.i.1.a.i.1.a.v. BUS M&L 7383 COURSE SCHEDUL E (AUTUMN 2015- Session 2) a.i.1.a.i.1.a.vi. a.i.1.a.i.1.a.vii.a.i.1.a.i.1.a.viii. a.i.1.a.i.1.a.ix. a.i.1.a.i.1.a.x. DATE SUBJECT READINGS a.i.1.a.i.1.a.xi. a.i.1.a.i.1.a.xii.a.i.1.a.i.1.a.xiv. a.i.1.a.i.1.a.xvi.a.i.1.a.i.1.a.xviii. a.i.1.a.i.1.a.xix. a.i.1.a.i.1.a.xiii.a.i.1.a.i.1.a.xv. a.i.1.a.i.1.a.xvii.a.i.1.a.i.1.a.xx. Wednesday, October 21 Supply Chain Management: Course Introduction and</p><p> a.i.1.a.i.1.a.xxi.a.i.1.a.i.1.a.xxii. Applied Supply Chain Consulting Project;a.i.1.a.i.1.a.xxiii. Wednesday, October Supplier28 Relationship Management; and Customer Service Management</p><p> a.i.1.a.i.1.a.xxiv.a.i.1.a.i.1.a.xxv. a.i.1.a.i.1.a.xxvi.a.i.1.a.i.1.a.xxvii. Wednesday, November 4 Order Fulfillment; Demand Management; and </p><p> a.i.1.a.i.1.a.xxviii.a.i.1.a.i.1.a.xxix. a.i.1.a.i.1.a.xxx.a.i.1.a.i.1.a.xxxi. Wednesday, November 11 No Class</p><p> a.i.1.a.i.1.a.xxxii.a.i.1.a.i.1.a.xxxiii. a.i.1.a.i.1.a.xxxiv.a.i.1.a.i.1.a.xxxvi. Wednesday, November 18 Product #Development 9, 10, 11 & Commercialization; Returns </p><p> a.i.1.a.i.1.a.xxxv. a.i.1.a.i.1.a.xxxvii.a.i.1.a.i.1.a.xxxviii. a.i.1.a.i.1.a.xxxix.a.i.1.a.i.1.a.xl. Wednesday, November 25 No Class</p><p> a.i.1.a.i.1.a.xli.a.i.1.a.i.1.a.xlii. a.i.1.a.i.1.a.xliii.a.i.1.a.i.1.a.xliv. Wednesday, December 2 Implementing# 12, 13, and14, 15,Sustaining 16 the Supply Chain </p><p> a.i.1.a.i.1.a.xlv.a.i.1.a.i.1.a.xlvi. a.i.1.a.i.1.a.xlvii.a.i.1.a.i.1.a.xlix. Wednesday, December 9 Applied Supply Chain Consulting Project </p><p> a.i.1.a.i.1.a.xlviii.</p><p>13 a.i.1.a.i.1.a.l.a.i.1.a.i.1.a.li. a.i.1.a.i.1.a.lii.a.i.1.a.i.1.a.liii. Thursday, December 17 FINAL EXAM (8:00 to 9:45 PM)</p><p>14 M&L 7383, Autumn 2015 – Session 2 Reading List</p><p>Supply Chain Management: Course Introduction and Goals and Customer Relationship Management a.i.1.a.i.1.a.liv. 1. Supply Chain Management: Processes, Partnerships, Performance, Chapter 1. a.i.1.a.i.1.a.lv. a.i.1.a.i.1.a.lvi. 2. Supply Chain Management: Processes, Partnerships, Performance, Chapter 2. a.i.1.a.i.1.a.lvii. Applied Supply Chain Consulting Project; Supplier Relationship Management; and Customer Service Management a.i.1.a.i.1.a.i. 3. Supply Chain Management: Processes, Partnerships, Performance, Chapter 3 a.i.1.a.i.1.a.ii. a.i.1.a.i.1.a.iii. 4. Supply Chain Management: Processes, Partnerships, Performance, Chapter 4.</p><p>Order Fulfillment; Demand Management; and Manufacturing Flow Management and Global Supply Chain Simulation De-brief a.i.1.a.i.1.a.i. 5. Supply Chain Management: Processes, Partnerships, Performance, Chapter 6. a.i.1.a.i.1.a.ii. 6. Staple Yourself to an Order – Benson Shapiro, Rangan Kasturi and John Sviokla. Harvard Business Review, Vol. 82, No. 7/8, pp. 162- 171. a.i.1.a.i.1.a.iii. 7. Supply Chain Management: Processes, Partnerships, Performance, Chapter 5. a.i.1.a.i.1.a.iv. 8. Supply Chain Management: Processes, Partnerships, Performance, Chapter 7. a.i.1.a.i.1.a.v. Product Development & Commercialization; Returns Management; and Global SC Simulation Report 15 9. Supply Chain Management: Processes, Partnerships, Performance, Chapter 8.</p><p>10. Supply Chain Management: Processes, Partnerships, Performance, Chapter 9. a.i.1.a.i.1.a.i. a.i.1.a.i.1.a.ii. 11. Global SC Simulation a.i.1.a.i.1.a.iii. a.i.1.a.i.1.a.iv. Implementing & Sustaining the Supply Chain Management Processes; Supply Chain Risk Management; and Building High Performance Business Relationships 12. Supply Chain Management: Processes, Partnerships, Performance, Chapter 13. a.i.1.a.i.1.a.i. 13. Supply Chain Management: Processes, Partnerships, Performance, Chapter 18.</p><p>14. Supply Chain Management: Processes, Partnerships, Performance, Chapter 15.</p><p>15. Supply Chain Management: Processes, Partnerships, Performance, Chapter 16.</p><p>16. Douglas M. Lambert and A. Michael Knemeyer, “We’re in This Together,” Harvard Business Review, Vol. 82, No. 12 (2004), pp. 114-122</p><p>16</p>