ECMM801015 LOGISTICS AND SUPPLY CHAIN MANAGEMENT

Course Syllabus
About the Course
COURSE DESCRIPTION

Logistics and supply chain activities communication, inventory

management, warehousing, transportation, and facility location have
been performed since the start of firms commercial activity.
This course will view the supply chain from the point of view of a general
manager. Logistics and supply chain management is all about managing the
hand-offs in a supply chain hand-offs of either information or product.
The design of a logistics system is critically linked to the objectives of the
supply chain. The goal of this course is to understand how logistical
decisions impact the performance of the firm as well as the entire supply
chain. The key will be to understand the link between supply chain
structures and logistical capabilities in a firm or supply chain

OBJECTIVE OF COURSE

The objectives of this course are:

1. To develop an understanding of key drivers of supply chain
performance and their inter-relationships with strategy and other
functions of the company such as marketing, manufacturing, and
accounting.
2. To develop solutions for a variety of supply chain management and
design problems and develop an understanding for use of
information technology in supply chain optimization.
3. To develop the ability to incorporate B2B and B2C electronic
commerce in supply chain design and optimization.
4. To understand the complexity of inter-firm and intra-firm
coordination in implementing programs such as e-collaboration, quick
response, jointly managed inventories, and strategic alliances.
5. To develop the ability to design logistics systems and formulate
integrated supply chain strategy, so that all components are not only
internally synchronized but also tuned to firm corporate strategy,
competitive realities and market needs

LEARNING APPROACH

To accomplish these objectives, the course will use a variety of learning

techniques: readings, lectures, written reports, presentations, and, most
importantly, class discussion of case studies

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LEARNING GOALS
MM-FEBUI graduates should demonstrate integrity, ethical behavior, and respect for
diversity.
MM-FEBUI graduates should demonstrate concerns towards the society.
MM-FEBUI graduates should demonstrate effective leadership qualities.
MM-FEBUI graduates should have effective communication skill within global setting.
MM-FEBUI graduates should be able to conduct applied business research.
MM-FEBUI graduates should exhibit entrepreneurial spirit.
MM-FEBUI should demonstrate creativity and innovative thinking.
MM-FEBUI graduates should be able to formulate business models using contemporary
approaches.

PARTICIPANT
CENTERED LEARNING

Logistics and supply chain analysis is best learned through practice. The
cases we will study are about real world business situations; they are an
opportunity to both apply the concepts we discuss in class as well as
further develop our ability to think about business strategy. How much
you get out of a case depends on your preparation and active
participation. Each of you must be fully prepared for each session, and
there will be assignments throughout the term to help focus your
preparation.
You are expected to actively participate in each session comment,
question, argue, and analyze. Class participation provides us with an
opportunity to develop our communication skills in presenting a
point of view and in listening. In many ways, these skills are as valuable
as the analytical tools that will be developed in the course. The
lecturers will facilitate the learning process.
In order to gain greatest benefits of the course, youd better follow the
learning process. Besides that, you will have maximum benefits when
you actively involve of sharing experiences in group/class discussion.
Whoever passive in class discussion will get score 0 (zero).

CASE ANALYSIS
FORMAT

1. Every group (1-2 students) has to prepare and write case analysis
paper for the assigned case prior to attend the class.
2. 1 (one) group is to present (PowerPoint presentation) the assigned
case in the class.
3. Other groups/students are required to ask questions or challenge
the presenting group.
4. Each question by each student will be recorded as this will affect
final grades.
5. The contents of the case analysis paper (should not exceed 7 pages,
excluding cover and exhibits; A4 paper; 1.5 space; Arial 12):
Case Synopsis
Identification of Issues/Problems
Case Analysis

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Recommendation(s)
Lessons Learned
6. The time allocation for case presentation as follows:
Each group will make maximum 20 minutes presentation
Followed by another maximum 40 minutes Questions and
Answers (Q&A) session
QUIZZES

Quizzes will be provided without prior notice. It will examine an

individuals understanding upon the course materials and cases.

CLASS RULES

You are expected to attend class regularly. It is understood that

emergencies arise from time to time. In such cases, please plan on
acquiring any notes, announcements, etc. from a fellow student.
You are expected to arrive to class on time each day. Class will
begin promptly, and tardiness is an interruption that is both rude
and distracting for both the lecturer and students. Please note that
any information you miss as a result of being late is your
responsibility.
In order to provide a classroom that is conducive to learning, please
refrain from:
- Answering cell phones or short message services
- Engaging in conversations with fellow classmates outside of the
scope of the class
- Any other disruptive behavior
All assignments are due on the date specified in the discussion with
lecturer. You may, however, turn in any assignment in advance of
the due date.
Material will be presented using lecture method, things such as
hand-out, LCD, computer, however, will also be utilized to increase
the effectiveness of the lecture. In addition, only important topics
to be discussed in class, and it is the students responsibility to read
other related topics.
Academic dishonesty/plagiarism in any form will not be tolerated.
You are encouraged to become familiar withMM-FEUI Rules of
Conduct as they relate to academic dishonesty/cheating. If you are
in doubt regarding this policy, please consult with your Head of
Program before you complete any requirements of the course.

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GRADING POLICY &

METHOD

The assessment is conducted based on the following criteria:

Understand the theories and concepts that are given in the course
Implement the theories and concepts gained to the real business
situation
Provide constructive contributions to your colleagues in solving
problems and cases
Able to express positive ideas and communicate clearly that will
enlighten the class discussion
Your performance in the course will be evaluated through several
following methods:
Quantity and quality of your participation during class discussions
Presentation, including content quality, duration, and handling
questions
Quality of your group in analyzing the cases
Quality of your answers in quizzes
Quality of your answers in Mid-term and Final Examination

Your course grade will be determined as follows:

No
.
1.
2.
3.

First Term
Participation/Discussion/Q
uiz
Case Analysis Paper
Mid-Term Exam
Total

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10%
15%
25%
50%

No
.
1.
2.
3.

Second Term
Participation/Discussion/Quiz

10%

Case Analysis Paper

Final Exam
Total

15%
25%
50%

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PLAGIARISM

Plagiarism often results from careless note-taking from other

sources during writing process, with intentionally unwilling, or
unintentionally forget, to put references around students original
words.
Plagiarism is defined as:
Using someone elses words or idea without proper
documentation;
Copying some portion of your text from another source without
proper recognition;
Borrowing another persons specific ideas without documenting
the source;
Turning in a paper written by or copying from someone else,
from service business, or from a World Wide Web Site
(reproductions of such essays or papers).
Maintaining intellectual integrity:
In the learning and writing processes, it is important that
students learn how to work with sources without plagiarizing,
either intentionally or accidentally. Intellectual endeavor
emphasizes sharing knowledge and information for advancing
knowledge.
Students need to develop autonomous thinking to reach their
opinion and conclusions. To encourage that practice, students
can read, synthesize and write about other peoples work.
However, students are obligated to give reference on these texts
whenever they quote them directly, paraphrase the authors
point or points, or use the authors ideas to help clarify, sustain,
support, or organize their own ideas.
Using other sources for a paper, students must document ideas
or words derived from them both by listing the sources, both in a
bibliography at the end of the paper and by citing sources in the
main text itself.
To cite a source is to make clear to the reader (1) who originated
the idea or quotation that you have used; and (2) where it can be
found. This then allows the reader to do further research or
check your evidence.
Sanction
A practice of plagiarism is considered a serious offense and major
infringement of academic values which is subject to academic
sanctions, on which the lecturer shall give the paper a grade at the
most 50, unless the Management prefers other sanction.

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MAIN TEXTBOOKS

1. Harrison, A. & van Hoek, R. (2014). Logistics Management &

Strategy: Competing through the Supply Chain, 5th Edition,
Harlow, UK: Pearson Education Ltd.
2. Li, L. (2007). Supply Chain Management: Concepts,
Techniques & Practices: Enhancing Value Through
Collaboration, Singapore: World Scientific Publishing Co.
3. Chopra, S. & Meindl, P. (2007). Supply Chain Management:
Strategy, Planning & Operations, 3rd Edition, New Jersey:
Pearson Prentice Hall.

Case Studies
No.
1.
2.

Case Title
HP Co.: DeskJet Printer Supply
Chain (A)
Starbucks Corporation

3.
4.
5.
6.

Specialty Packaging Corp., Part A

Sport Obermeyer, Ltd.
Li & Fung 2006
UPS & HP

7.
8.
9.
10.

ALKO Inc.
PSA: The Worlds Port of Call
SCM at World Co. Ltd.
Ford Motor Co.: Supply Chain
Strategy

Source
Stanford Graduate School of Business Case
# GS-3A
Stanford Graduate School of Business Case
# GS-54
Chopra &Meindl (2007), pp. 230-231
Harvard Business School Case # 9-695-022
Harvard Business School Case # 9-307-077
Richard Ivey School of Business Case #
907D02
Chopra &Meindl (2007), pp. 353-354
Harvard Business School Case # 9-802-003
Harvard Business School Case # 9-601-072
Harvard Business School Case # 9-699-198

Additional Readings:
1. Baldwin, C. Y & Clark, K. B. (1997). Managing in an Age of Modularity, Harvard Business
Review, September-October.
2. Beamon, B. M. (1999). Measuring Supply Chain Performance, International Journal of
Operations & Production Management, 19(3).
3. Bookbinder, J. H. & Tan, C. S. (2003). Comparison of Asian & European Logistics
Systems, International Journal of Physical Distribution & Logistics Management, 33(1).
4. Buxey, G. (2006). Inventory Control Systems: Theory & Practice, International Journal
of Information & Operations Management Education, 1(2).
5. Chandra, C. & Kumar, S. (2000). Supply Chain Management in Theory & Practice: A
Passing Fad or a Fundamental Change, Industrial Management & Data Systems, 100(3).
6. Christopher, M. &Jttner, U. (2000). Developing Strategic Partnerships in the Supply
Chain: A Practitioner Perspective, European Journal of Purchasing & Supply
Management, 6.
7. Gulati, R. &Garino, J. (2000). Get the Right Mix of Bricks & Clicks, Harvard Business
Review, May-June.
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8. Hesse, M. & Rodrigue, J. P. (2004). The Transport Geography of Logistics & Freight
Distribution, Journal of Transport Geography, 12.
9. Lee, H. L.; Padmanabhan, V. &Whang, S. (1997). The Bullwhip Effect in Supply Chains,
MIT Sloan Management Review, Spring.
10. Magretta, J. (1998a). Fast, Global & Entrepreneurial: Supply Chain Management, Hong
Kong Style: An Interview with Victor Fung, Harvard Business Review, Mach-April.
11. Magretta, J. (1998b). The Power of Virtual Integration: An Interview with Dell
Computers Michael Dell, Harvard Business Review, September-October.
12. van der Vorst, J. G. A. J. & Beulens, A. J. M. (2002). Identifying Sources of Uncertainty
to Generate Supply Chain Redesign Strategies, International Journal of Physical
Distribution & Logistics Management, 32(6).
Sessions & Topics
First Term
Session
1.
2.
3

4.
5.
6.

7.

Topics
Introduction to Logistics & Supply Chain
Management
Supply Chain Strategy
Network Design in Supply Chain
Design of Supply Chain: Examples
Logistics Network & Distribution
Case: HP Co.: DeskJet Printer Supply Chain
(A)
Supplier Relations & Strategic Sourcing
Case: Starbucks Corporation
Demand Management
Case: Specialty Packaging Corp., Part A
Supply Chain Planning & Control
Case: Sport Obermeyer, Ltd.
Global Supply Chain
Case: Li & Fung 2006

Reading Materials
Chopra &Meindl (2007): Ch. 1
Chandra & Kumar (2000)
Li (2007): Ch. 2
Van der Vorst &Beulens (2002)
Li (2007): Ch. 8
Bookbinder & Tan (2003)
Li (2007): Ch. 4
Christopher & Jttner (2000)
Chopra &Meindl (2007): Ch. 7
Lee et al. (1997)
Harrison & van Hoek (2008):
Ch. 6
Li (2007): Ch. 6
Harrison & van Hoek (2008):
Ch. 4
Magretta (1998a)

MID-TERM EXAM

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Second Term
Session
Topics
8.
Purchasing Management & Procurement
e-Procurement
9.

10.
11.
12.
13.

14.

Transportation Systems: Infrastructure &

Operations
Case: UPS & HP
Managing Inventories in Supply Chain
Case: ALKO Inc.
Information Technology in Supply Chain
Case: PSA: The Worlds Port of Call
Knowledge Management in Supply Chain
Guest Lecture: to be determined
Supply Chain Performance
Case: SCM at World Co., Ltd.
Logistics Future Challenges & Opportunities
Case: Ford Motor Co.: Supply Chain
Strategy
FINAL EXAM

ECMM801015, REV. RDK 9FEB15

Reading Materials
Harrison & van Hoek (2008):
Ch. 9
Li (2007): Ch. 3
Li (2007): Ch. 9
Hesse & Rodrigue (2004)
Li (2007): Ch. 7
Buxey (2006)
Chopra &Meindl (2007): Ch. 16
Gulati &Garino (2000)
Li (2007): Ch. 11
Baldwin & Clark (1997)
Harison& van Hoek (2008): Ch.
3
Beamon (1999)
Harrison & van Hoek (2008):
Ch. 10
Magretta (1998b)

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