Академический Документы
Профессиональный Документы
Культура Документы
Instructor:
Jeden O. Tolentino
jedentolentino@gmail.com (preferred); tolentin@cc.umanitoba.ca
If you are a student at UofM and have not already been doing so, please send all future emails from
your UofM email account. Remember to include your full name, student number, and faculty in all
correspondence. UofM has adopted a policy effective September 2013 where we are to communicate
with students solely with their UofM email account. (See www.umanitoba.ca/registrar/email_policy.)
Consultation:
Term:
Section:
Part of Term
June-August Evening
(June 23 to August 8)
June 27
Voluntary Withdrawal
No Voluntary
with No Refund
Withdrawal Permitted
June 28 to July 29
After July 29
Course Objectives
Operations and supply chain management is concerned with the management of the
transformation and movement of inputs into outputs. An operations/supply chain manager is
principally concerned with the design, planning, direction, and control of facilities, processes,
and activities required to transform and move material, labour, capital, energy, and skills into
goods and services.
The major objective of this course is to introduce you to the fundamental concepts of operations
and supply chain management from a general management perspective. Although you may not
be involved in the direct management of supply chains and operations in future employment, it
will be useful to understand the problems and complexities faced by supply chain and
operations managers.
At the conclusion of this course, you should appreciate that, while supply chain and operations
management can be performed using a set of well-understood techniques, it is also primarily a
management discipline that is strategically important for survival in todays very competitive
environment.
There are no prerequisites for this course but you may not hold credit for both SCM 2160
and the former OPM 2600. Students are encouraged to contact Student Accessibility
Services should special arrangements need to be made to meet course requirements.
Course Materials
Required Text
Jacobs, F. R., Chase, R. B., Balakrishnan, J., Snider, B. (2013). Operations and Supply Chain
Management: The Core (2nd Canadian Ed.). Whitby, ON: McGraw-Hill Ryerson Ltd.
Case Package
Austin, R. D. (1999). Ford Motor Company: Supply Chain Strategy. HBS No. 9-699-198.
Boston, MA: Harvard Business School Publishing. [Revised 2001]
Gray, A. E., & Leonard, J. (1995). Capacity Analysis: Sample Problems. HBS No. 9-696-058.
Boston, MA: Harvard Business School Publishing. [Revised 1997]
Haywood-Farmer, J. S., & Rankin, B. (1993). MacPherson Refrigeration Limited. Ivey ID:
93D021. London, ON: Ivey Publishing. [Revised 2000]
Leonard, J., & Gray, A. E. (1995). Process Fundamentals. HBS No. 9-696-023. Boston, MA:
Harvard Business School Publishing. [Revised 1999]
Shapiro, R. D. (1988). National Cranberry Cooperative, 1996. HBS No. 9-688-122. Boston,
MA: Harvard Business School Publishing. [Revised 2011]
Upton, D. M. (1996). Deutsche Allgemeinversicherung. HBS No. 9-696-094. Boston, MA:
Harvard Business School Publishing. [Revised 1997]
Yeung, T. K. (2005). Multiple Sclerosis Society of Canada London-Grand Bend Bicycle
Tour. Ivey ID: 9B05D014. London, ON: Ivey Publishing.
The required text and case package are available for purchase from the UofM Bookstore (140
University Centre). Problem sets, notes, and other materials will be made available on D2L. Go
to www.umanitoba.ca/d2l and login using your username and password.
Method of Instruction
The course will be conducted using a combination of two approaches: (1) the discussion of
case studies and (2) the application of quantitative techniques. These two approaches
build and rely on one another to give you a proper understanding of supply chain and operations
management.
The discussion of cases requires active class participation. Each case presents a
management situation in which a decision must be made in light of a number of trade-offs and
alternatives. Class time will be devoted to discussing the situation, the managerial and technical
implications of various options, and the action to be taken to implement preferred options. There
is no right answer to the problems posed by a case but there are definitely approaches
including the application of quantitative techniques that address the issues and recognize
the trade-offs involved. Cases as well as other readings have been assigned for each topic
covered in this course. These readings are most effective if completed prior to class.
Performance Evaluation
Group Project
10%
10%
Mini Tests
20%
Final Examination
A+
B+
C+
At least 93.75
87.50 to 93.74
81.25 to 87.49
75.00 to 81.24
67.50 to 74.99
60.00 to 67.49
50.00 to 59.99
Below 50.00
Quizzes (20%)
You will be working on short multiple-choice quizzes, each one covering a set of reading
assignments (primarily the required text but not the content of any cases). Quizzes encourage
you to be prepared to do your fair share in class discussions and activities and should increase
your understanding of the assigned material. Each quiz will be administered during the first 20
minutes of the class. Unless your absence during a quiz is excused, you may not take the quiz
in another time. Altogether, the quizzes form 20% of your final grade.
I start on time and I expect you to attend each and every session. Please choose a
permanent seat at the beginning of our second session and bring your name cards to
each session. I need to learn your names quickly; these arrangements help me to do so.
26 JUN
TOPICS
MATERIALS
INTRODUCTION
FORECASTING
SYSTEMS ANALYSIS
Film: APOLLO 13
Reading: An Abbreviated Use of Problem Analysis:
Trouble Aboard Apollo XIII
3/4 JUL
PROJECT MANAGEMENT
Critical Path Method
Time-Cost Models (Project Crashing)
Probabilistic Approach
8/10 JUL
PROCESS ANALYSIS
15/17 JUL
MANAGING QUALITY
Pareto Analysis
Linear Regression
Control Charts
TOPICS
SALES AND OPERATIONS PLANNING
MATERIALS
Ch. 9, Jacobs et al. (2013); D2L notes
Case: MacPherson Refrigeration Limited
29/31 JUL
D2L notes
Reading: The MODI and VAM Methods for Solving
Transportation Problems
Transportation Method
5/7 AUG
SUPPLY CHAINS
LOGISTICS
For each of the case/discussion sessions, you have been assigned some questions for consideration. These are for
guidance only, to help you focus on certain aspects of the material. For each case, you should be prepared, at a
minimum, to address each question in class.
July 8
Process Fundamentals; Capacity Analysis Sample Problems; Chapters 6 and 7 of Jacobs et al. (2013)
1. Study the case Process Fundamentals thoroughly and make certain that you understand the concepts,
examples, and terminology.
2. Study the example problems in the case Capacity Analysis Sample Problems. Ensure that you understand
how the various calculations are made and why they make sense.
3. Be prepared to explain the concepts to the class or apply the concepts to similar material in class.
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July 10
National Cranberry Cooperative, 1996; Chapters 6 and 7 of Jacobs et al. (2013)
1. Prepare a detailed flow diagram showing how process fruit is processed at RP1. Be sure to distinguish
between wet and dry berries.
2. Identify the capacities at each stage of the process. Please do your analysis in barrels and barrels per hour.
(Note: bbls. = barrels)
3. What are the current bottlenecks and how might they change?
4. As Mel O'Brien, what facilities changes, if any, would you propose for RP1 for the 1981 season? What influences
your decision?
5. How would you implement your plan?
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August 5
Chapter 12 of Jacobs et al. (2013)
1. Prepare for a discussion about the Toyota Production System (sometimes called just-in-time production, lean
manufacturing, etc.).
2. Which aspects of this system are Japanese and which could be applied in other industrial settings? That is,
what is so Japanese about Japanese approaches to manufacturing?
3. What explains the success the Japanese have had with their approaches to production?
4. How is the notion of waste used in the Toyota Production System?
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August 7
Ford Motor Company: Supply Chain Strategy; The Power of Virtual Integration: An Interview with Dell
Computers Michael Dell; Chapter 13 of Jacobs et al. (2013)
1. Consider the experiences you (or friends or members of your family) have had in buying a car. Compare these
experiences to the experience of buying a computer online. (If you have never done this, go to Dell's website
www.dell.com or www.dell.ca and explore how online computer buying works.) What do you think explains the
differences?
2. What advantages does Dell derive from virtual integration? How important are these advantages in the
automobile business?
3. What challenges does Ford face that are not also faced by Dell? How should Ford deal with these challenges?
4. As Teri Takai, what would you recommend to senior management? To what extent should Ford attempt to
emulate Dells business model?
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Academic Integrity
It is critical to the reputation of the Asper School of Business and of our degrees that everyone associated with our faculty behaves
with the highest academic integrity. As the faculty that helps create business and government leaders, we have a special obligation
to ensure that our ethical standards are beyond reproach. Any dishonesty in our academic transactions violates this trust. The
University of Manitoba Graduate Calendar addresses the issue of academic dishonesty under the heading Plagiarism and
Cheating. Specifically, acts of academic dishonesty include, but are not limited to:
using the exact words of a published or unpublished author without quotation marks and without referencing the source of
these words
duplicating a table, graph or diagram, in whole or in part, without referencing the source
paraphrasing the conceptual framework, research design, interpretation, or any other ideas of another person, whether written
or verbal (e.g., personal communications, ideas from a verbal presentation) without referencing the source
copying the answers of another student in any test, examination, or take-home assignment
taking any unauthorized materials into an examination or term test (crib notes)
impersonating another student or allowing another person to impersonate oneself for the purpose of submitting academic work
or writing any test or examination
changing name or answer(s) on a test after that test has been graded and returned
submitting the same paper or portions thereof for more than one assignment, without discussions with the instructors involved.
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Faculty Biography
Jeden O. Tolentino has been teaching as a sessional instructor in the Supply Chain
Management Department of the University of Manitoba since 2011. He is also a statistical
analyst with the Department of Education and Advanced Learning of the Government of
Manitoba.
Jeden is from the Philippines and, before coming to Canada, taught courses in business
statistics, management science, and systems analysis and design at De La Salle University and
worked as a supply chain analyst with Accenture.