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Northeastern University DAmore-McKim School of Business SUPPLY CHAIN MANAGEMENT

Section 05 Key Code 16399 Mon, Thur : 11:45 AM 1:25 PM Hayden 012
SCHM 2301 Section 05 Fall 2013 Office Hours: Tue: 2:00 4:00 PM (Or by appointment) Prof. R. Balachandra Hayden Hall 314 Ph.: 617.373.4755 email: r.balachandra@neu.edu Sec: Ms. Leslie Thomas (214 HA, x 3132)

With globalization and rising manufacturing operations in the USA effective management of operations and the connected supply chain becomes extremely important. These activities are at the core of all business organizations. Operations and manufacturing are the key to a nations prosperity, while services contribute a major portion of the US economy. The study of Operations Management and supply chain is, therefore, very important for business students. The principal objective of this course is to introduce students to the various problems and issues encountered by the operations managers and supply chain managers in designing and managing an organization for the production and delivery of goods and/or services. The emphasis will be on the concepts and techniques used in supply chain and operations management, and the managerial issues in these areas. These objectives will be achieved by: Lectures and Class discussions Assigned readings and problems Case analysis and presentation Reports and memos Text: Custom Text : Supply Chain Management (SCHM 2301) Available at the NU Bookstore. Other Material: Presentation slides and cases etc. Download from NU Blackboard. Class participation and homework: You are expected to be prepared and to actively participate in class discussion. Read the chapter and the assigned cases and readings before the class, and be prepared to discuss the issues in class. Study the solved problems in the chapters, and be prepared to answer questions related to the problems. To consolidate the work in class you are required to work on problems at the end of the chapters. I have assigned a few questions and problems at the end of the chapters. Be prepared to discuss these in class. I expect you to be punctual, and attend all classes. If you miss a class, contact me regarding any makeup assignment. If a class is canceled (e.g. snow), the next scheduled class will be used to cover the material from the canceled class. This being an introductory course in Supply Chain Management you are expected to spend 6-8 hours per week preparing for the class by reading the assigned chapters and working on the problems etc. in addition to the class time of 3 hours and 20 minutes each week. Withdrawals and Incompletes:
You can withdraw from this course during the stipulated time frame. If you fail to withdraw in accordance with the university regulations, you will be awarded the grade you earned. I award incompletes only under extremely rare circumstances. I will not give an incomplete for academic reasons (for example, you would like another week to study for the final examination). If you believe that you have a legitimate reason for an incomplete or a rescheduling of any examination, I will be more than willing to listen to your plea. Even if I grant you special privileges, I will most likely give you an F rather than an I, thus transferring to you the motivation to complete the requirements. Upon completion I will send a change-of-grade card to the dean's office.

SCHM 2301 Section 05 Prof. Balachandra Fall 2013 Examinations: There will be three short exams of the multiple choice type on the scheduled dates. There is no final exam. Teams: There will be a number of in-class exercises as well as a computer game. These will be done in teams of 4-6 students each. Submit the names of your team members by the end of the first class. I suggest that you organize your seating in class along with your team members to facilitate discussions. At the end of the semester you have to submit a Peer Evaluation report to assess the contributions of each of the members of the team. Practice Operations Game: See the description in the last page. Grading: Your grade will be based on the following eight components: 1. Attendance and participation 2. 3 exams at 25% each 3. Operations Management Game Total 10% 75% 15% (10% for results and report and 5% for presentation) 100%

Grading Policies: Class participation grade is based on your attendance, your attentiveness in class and your contribution to the learning by raising and responding to questions related to the topic under discussion. Attending every class but not participating will get you a B-. To get an A for class participation, you should be actively engaged in every class. Blackboard: The course is set up on NU Blackboard. I will be posting notes and other material frequently. Make it a practice to check every day. Classroom Policies: You are expected to be in your seats in the classroom as class begins. If you arrive late your class participation will be downgraded for that class. Do not leave the classroom before class ends unless you have cleared it with me in advance or if you become ill during class. Be careful while opening and closing the doors. They make a racket if you just let go. Close the door slowly and gently so that it does not bang and disturb the class. There are no breaks during class and you are expected to stay in the room for the entire class period. I permit the use of lap tops only for taking notes in class. Other uses of laptops, cellphones etc. (Texting, email, web surfing and similar activities) are strictly prohibited. Please do not bring and eat food during the class.

Additional Optional Reading: The Goal by E. M. Goldratt and J. Cox.


This is an excellent book on managing a troubled company and turning it around. It is an easy read as it is written in the form of a novel. It covers a number of important issues in operations management in an engaging style. It is available on Amazon.com. Some used copies are available for as low as $3.00. It is a good investment.

Academic Honesty:
Northeastern University has a strong policy on academic honesty. Please refer to the following website for a fuller description of the types of things that students are prohibited from doing in the course.

http://www.northeastern.edu/osccr/academicintegrity/

SCHM 2301 Section 05 Fall 2013 Tentative Course Schedule No. 1 Date/Day 9/5 Thurs. Topic, Readings and Assignments Intro Form teams A Brief introduction to the OM/Supply Chain Game Ch. 2 operations and Supply Chain Strategy Ch. 2 operations and Supply Chain Strategy Case: Otis Toy Trains Explores the Supply Chain (p. 29) Be prepared to answer the questions at the end of the case. Ch. 3 Managing Processes and Capacity Start working on Module 1 Ch. 3 Managing Processes and Capacity Questions: 5, 7, 8. (p.57) Problems: 6, 9 and 13. (p. 63-65) Ch. 3 Managing Processes and Capacity Case: Midas Gold Juice Co.

Prof. Balachandra

9/9 Mon.

9/12 Thurs.

9/16 Mon.

9/19 Thurs.

9/23 Mon.

9/26 Thurs.

9/30 Mon.

Ch. 5 Manufacturing and Service Process Structures Results of Module 1 Teams will be asked to present their strategies used and the results of their performance. Ch. 5 Manufacturing and Service Process Structures Start working on Module 2 Questions: 1,7 and 8 (p. 91-92) Problems: 1,2,5 and 11 (p. 95-97) Ch. 5 Manufacturing and Service Process Structures Case: Coffee Roasters (p. 97-98) Ch. 6 Managing Quality Results of Module 2 Teams will be asked to present their strategies used and the results of their performance. Ch. 6 Managing Quality Questions: 1,5 and 6 (p. 124) Start working on Module 3 Ch. 6 Managing Quality Case: A Comment on Management Attitude (p. 128) Problems: 1,2,3 and 4 (p. 124) Ch. 7 Managing Inventories Results of Module 3 Teams will be asked to present their strategies used and the results of their performance. Ch. 7 Managing Inventories Questions: 7,8 and 9 (p. 166)

10/3 Thurs. EXAM I 10/7 Mon.

10

11

10/10 Thurs.

12

10/14 Mon.

13

10/17 Thurs.

14

10/21 Mon.

15

10/24 Thurs.

SCHM 2301 Section 05 Fall 2013 16 10/28 Mon. 10/31 Thurs. EXAM II Ch. 7 Managing Inventories Problems: 2,3,5,9 and 13. (p. 170-171) Case: Tasty Treats (p.176) Start working on Module 4 Ch. 9 Customer service Management Case: Johnson Snacks (p. 201)

Prof. Balachandra

17

18

11/4 Mon.

19

11/7 Thurs.

Ch. 10 Sourcing and Supply Management Problems: 3,5 and 8 (p. 226-227) Case: Trail Frames Chassis: Insourcing/Outsourcing Decisions (p. 229) Results of Module 4 Teams will be asked to present their strategies used and the results of their performance. Ch. 11 Logistics Management Questions: 5 and 10 (p. 257) Problems: 2,6 and 12. (p. 259-261) Start working on Module 5 Ch. 12 Demand Planning: Forecasting and Demand Management Ch. 12 Demand Planning: Forecasting and Demand Management Questions 7 and 8. Problems: 6, 12 and 17. (p. 304-307) Ch. 14 Materials and Resource Requirements Planning Ch. 14 Materials and Resource Requirements Planning Questions: 1, 7, 8 and 10. (p. 332) Problems: 4, 11, 18 and 19. (p. 339 343). THANKSGIVING RECESS EXAM III Results of mod 5 Teams will be asked to present their strategies used and the results of their performance.

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11/11 Mon.

21

11/14 Thurs.

22

11/18 Mon

23

11/21 Thurs.

24

11/25 Mon.

25

11/28 Thurs. 12/2 Mon.

26

NOTE: This is a tentative schedule. Some changes may be made to accommodate guest speakers and other activities.

SCHM 2301 Section 05 Fall 2013

Prof. Balachandra

PRACTICE OPERATIONS MANAGEMENT GAME Game Description


Practice Operations puts players in the role of an operations decision maker for a clothing manufacturing company. Operations is the engine that drives a business. Play begins with an overview of the heart of that engine managing the production process. Players review the contract specifications as well as the production process by walking through the Production Floor and Shipping area. Players then analyze the receiving department functions of managing the supply chain and material inventories to ensure client needs can be met. In order to grow the business, players choose which new contracts to pursue and to optimize their receiving, production, and shipping departments accordingly. This growing business then challenges players to manage both the human and facility resources in order to meet capacity challenges. Customer satisfaction is a key metric for success. And finally, the company puts players in complete control over all areas of operations at the New Branch, with the challenge to build the most profitable company possible. How to Win Your goal is to make the most money possible. This will happen if you run your operation efficiently. Getting orders out to customers on time and of the correct amount and quality will make your customers happy, which in turn raises your reputation. As your reputation increases, you will be able to successfully bid on contracts from a larger pool of customers, which will generate more revenue. If you run your operation poorly and your customers receive orders late or with errors in quality or amount, your sales force will lose bids to your competitors and you will make less money, or even run a deficit
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Potential Learning Outcomes Provides a lively, interactive experience that focuses on student learning through trial and error within holistic game play, where students see how the elements of operations and production come together. Supports online, out-of-class play and competition among students. Features game world data and situations that reflect real world operational situations Highlights the inherently interdisciplinary nature of business by demonstrating that the various functional areas of the company -- Human Resources, Manufacturing, Accounting, and Sales must work together in order to meet company goals. Opportunity for actual hands-on practice as an operations manager in a manufacturing scenario Analyze and evaluate quality considerations in the production process Stresses both customer satisfaction and financial results as the key success metrics.

Team Decision-Making Performance (5%) Assessment is a cumulative evaluation of progress in terms of customer satisfaction and profitability. Report (5%) A final report is due on the day of the Module 5 presentation (the last class). This report will describe the teams approach to managing the company and an analysis of the teams performance. Presentation (5%) Each team will make a short (5 minute) presentation in the last class on their experience, team strategy and learning about supply chain and operations in the simulation. Peer Evaluation A peer evaluation form will be completed at the end of the semester. The team will get a grade on the components above. Your individual grade will be adjusted based on the peer evaluation data. In short, 80% of your individual grade on this project will be due to the team grade. The remaining 20% will be due to how you and your peers evaluated your performance.

McGraw Hill, Muzzy Lane Instructor Manual Practice Operation, August 2 nd, 2013 5