Supply Chain Management (PGP 2012-14, Term III)

Faculty: Dr. Devanath Tirupati, devanath@iimb.ernet.in

Course Objectives:
The course philosophy is that to remain competitive in current environment firm
level competencies are not sufficient. Instead, the entire supply chain linking the
firms suppliers and its consumers must be efficient and effective. Furthermore,
to develop and to sustain the necessary capabilities, it is important that operations
strategy and practices in the supply chain be aligned with the overall strategy.
Within this framework, the objective is to provide an overview of issues related to
design and management of supply chain networks and develop an understanding of
the principles and trade-offs involved. In addition, the intent is to enhance
analytical and problem-solving skills necessary to derive solutions for a variety of
supply chain management problems and develop an understanding of the role of
IT/DSS in supply chain optimization.
Course Material:
Text:
Supply Chain Management: Strategy, Planning and Operations, Chopra, Meindl
and Kalra, Pearson Education, Fourth Edition. (CMK)
In addition, supplemental readings and case studies will be used to enhancing the
learning experience.
Pedagogy:
The course is case based, supplemented by lectures and analyses. The cases are
about practical, real-life situations that managers typically face and deal with. The
course also addresses teamwork by requiring students to work in groups to analyze
cases and work on a project.
Group work:
Participants will work in groups for case analyses and presentations. The ideal
group size is four, but may vary between three and five. Each group is required to
submit two case reports and work on a project of its choice. Case reports are due
on the day the case is scheduled for discussion, prior to the start of class. The

case reports should be about five pages in length, plus any supporting exhibits and
analyses. (The report should flow smoothly, with lead questions answered implicitly
and not have explicit answers to the questions. The lead questions should be
considered as starting point and you should feel free to consider other relevant
issues.)
In addition to case analyses, each group will work on a project of its choice.
Guidelines for project topics and timelines will be handed out later. Project grade
will be based on the final report and a presentation to be made in class during the
last week of classes.
Class Participation: I will come to class fully prepared each day, and I expect the
students to do the same. "Prepared" for students means that you have to carefully
read the assigned materials, seriously attempted to complete exercises or answer
assigned questions, and are ready and willing to actively engage in the classroom
learning experience. Class participation will be evaluated based on each student's
comments and contributions to case and lecture discussions. "Good" participation is
that which enhances group learning: it could be a question, an observation, a shared
experience or an answer to a question. I will try to provide continuous feedback on
your performance with respect to class participation.
Attendance Policy: Much of the learning happens both during your preparation and

discussion in class involving mutual exchange of ideas. Hence, attendance and

participation in all sessions is expected. Remedial measures for missing classes
(such as make-up assignments, grade loss, repeat of course) will depend on the
number of sessions and content missed. A student coming unprepared to class may
be marked absent for the class.
Course Grade:
The course grade will be based on the following components:
Class participation
Case reports (2)
Project (including presentation)
Mid-term examination
End term examination:

10%
15%
20%
25%
30%

Course Schedule and Session Plan

Module

Session
No.
1

Introduction

Matching Demand
and Supply

2
3
4
5
6
7

8
Supply Chain
Network Planning

9
10

Sourcing
Strategies

11
12
13

14
Building
Capabilities

15
16

Integrative
Applications

17
18

Project
Presentations &
Course Wrap-up

19 & 20

Date

Topic / Case
Introduction
Bullwhip Effect in Supply Chains
Case: Barilla Spa (A)
Managing Predictable Variability:
Aggregate Planning
Managing Stochastic Variability:
Inventory Planning & Risk Sharing
Case: TBA
Pricing & Revenue Management in
Service
Case: TBA
Network Planning: Distribution
System
Case: Merloni
Network Planning: Transportation
Hub and Spoke vs Direct Route
Network Planning: Facilities
Location
Case: Southern Brewery
Guest Speaker (TBA)
Sourcing Strategy: Make or Buy
Case: Bergerac
Global Sourcing and Managing Risk
Case: Li & Fung
Manufacturing: Managing Product
Variety Flexibility & Capacity
IT & Strategic Alliances
Case: TBA
Internet Retailing
Case: TBA
Best in Class Supply Chains
Case: Seven-Eleven Japan Co
Best in Class Supply Chains
Case: Zara Fast Fashion
Project Presentations
Course Wrap-up

Reading(s)

1, 2, 3, 4 &
5
6&7
8, 9 & 10

11

12, 13 & 14

15
TBA

16 & 17

TBA

Readings:
1 2. Chapters 1 and 2 of the text.
3. Fisher, M. L. What is the Right Supply for Your Product, HBR, 1997.
4. Lee, H. L. Aligning Supply Chain Strategies with Product Uncertainties, SMR.
5. Lee, Padmanabhan & Whang, The Bullwhip Effect in Supply Chains, Sloan
Management Review, Spring 1997.
6 - 7. Chapters 8 and 9 of the text.
8 - 10. Chapters 10, 11 & 12 of the text.
11. Chapter 17 of the text.
12 - 14. Chapters 4, 5 & 6 of the text.
15. Chapter 14 of the text.
16 - 17. Chapters 16 & 17 of the text.