MGSC 491 Fall 2016

Supply Chain Management

Course Syllabus
Instructor: Professor Yan Dong
Office:
405A
E-mail:
Yan.Dong@moore.sc.edu
Phone:
803.777.4351
Office hours: MW 11:0012:00 PM or by appointment
Class page: http://blackboard.sc.edu
Class meeting time/place: MGSC 491 - 002 MW 12:452:00 PM, #121
MGSC 491 - 001 MW 3:555:10 PM, #124
MGSC 491 - 300 MW 5:306:45 PM, #113
Course Description
This course is dedicated to understanding the tactical, operational, and strategic aspects of supply
chain management. We will emphasize the issues related to the creation of end-user value
through effective and efficient supply chain decisions and strategies. A supply chain consists of
all players that are involved in satisfying a customers request; suppliers, manufacturers,
distributors, retailers and even customers. The activities in a supply chain range from tactical
decisions such as demand forecasting and inventory management to strategic decisions such as
supply chain design and coordination. Supply chain management has become a source of
competitive advantage, particularly for firms that have increasingly become global and complex
as a result of shorter product lifecycles, increased speed to market, and intense competition.
Supply chain collaboration and coordination is the key to the long-term success for firms facing
such challenges. We will use a mixture of lectures, case discussions and simulation games to
explore and discuss these supply chain issues.

Learning Outcomes

At the successful completion of this course, students will be able to:

understand basic issues and methods of matching supply and demand effectively and efficiently
understand basic models and strategies for global supply chain planning, design, and management
understand the value of information and coordination in supply chain management

Students will also learn how to apply the concepts and tools covered in the course in the context of case
analyses and simulation games, which will help them prepare for a real-world supply chain experience.

Course Materials
1

The primary course materials are class notes and cases. A textbook is recommended for your reference.

We will use several case studies in this course. A course packet containing these cases is available at the
McGraw Hill e-bookstore. You can locate and purchase the e-book online by following these steps:
1. Go to https://create.mheducation.com/shop/#/catalog/details/?isbn=9781308892467
2. Search for and select the book by the following ISBN:
ISBN: 9781308892467
Title: Supply Chain Management
3. Add the book to your cart and pay using a credit card or access code.
For detailed instructions on purchasing from the online store, you may use the links below.

Purchasing a book with an access code - PDF

Purchasing a book using a credit card - PDF

(Cautionary Note: Other supply chain books exist in the online store with the same institution and
instructor name, so make sure that you pick the above ISBN.)
The cases in the course packet are:

Just in Time for the Holidays, Harvard Business School Case (R0512X)
Supply Chain Optimization at Hugo Boss, Harvard Business School Case (9-609-029)
Supply Chain Management at Beautiful Bags, Darden Business Publishing Case (UV6956)
Hamptonshire Express, Harvard Business School Case (9-698-053)
Polaris Industries Inc., Kellogg School case (KEL726)

The following textbook is recommended as our main reference for the course.
Sunil Chopra and Peter Meindl, Supply Chain Management: Strategy, Planning & Operation,
Fifth Edition, Prentice Hall, Upper Saddle River, NJ, 2012.

A SAP Simulation License with a Users Manual is required. An estimated payment ($50) can be
made online for both the license and the manual. Detailed instructions will be provided later.
All PowerPoint presentation notes and appropriate course materials can be found on Blackboard.
Any new information, additional material, announcements, and any quizzes will be posted on
2

Blackboard during the semester. It is recommended that you check Blackboard regularly for any
changes. It is your responsibility to keep up with any changes.
Grading Policy
The grading distribution for this course will be as follows:
Case Write-ups
Supply Chain Simulation
Class Participation
Midterm Exam
SAP-ERP Exam

20%
10%
10%
30%
30%

-group
-group
-individual
-individual
-individual

You should form groups of five students to work on the case write-ups, SAP games and projects. Your
final grade will be determined by a combination of group and individual assignments as listed above.
Grading Scale:
A = 90 or higher
C = 70-76.99

B+ = 87-89.99
D+ = 67-69.99

B = 80-86.99
D = 60-66.99

C+ = 77-79.99
F = under 60

Written Case Analyses

Case write-ups are due at the beginning of classes when the cases are discussed. Case write-ups
are team-based. Write-ups should be three-five pages double-spaced. Write-ups should clearly
and concisely present and support with facts from the case a position on the topic being
discussed. Cases are intended to highlight aspects of important issues and applications. In most
cases there is no right or wrong answer. Write-up Grades are based on the quality of arguments
made in support of your chosen position. In particular, clear linkages between the case and class
material (lectures and text) illustrating a good understanding of the topic are rewarded in
grading. For each case analysis, you will be provided with a list of questions to be answered. Concentrate
on these questions for your write-ups, providing detailed analysis and/or discussion.

The SAP Game (Supply Chain Simulation)

We will use a SAP based supply chain game to simulate supply chain planning and execution.
Each team will be graded on their progress in completing task milestones accurately and on
schedule. Worksheets will be completed during the game. Each team will have scripts to guide
them in completing the worksheet. Additionally, each team will complete a series of study
questions during the game.
Class Participation & General Policies
Your class participation grade will primarily depend on attendance and the quality of comments made
during class discussion. Quality of participation, i.e. insightful comments or questions, is much more
important than quantity. To help us all become acquainted as quickly as possible, please bring your name
tent to class every day. A missing name tent may prevent any class participation credit for that session.

Its expected that you are courteous to both your instructor and your fellow classmates. This includes
turning off your cell phone. You may not use a laptop in class unless you are instructed to do so. It is your
responsibility to check Blackboard regularly for announcements, course notes, readings and assignments.
Please make sure that your e-mail in Blackboard is the one that you check regularly.

Exams:
Exams may consist of multiple choice and short answer questions, and numerical problem
solving. The exams are required. Any absence not covered by a valid excuse (per University
policy) may result in a grade of zero for the exam and probable failure for the class. Missed
exams for which a valid documented excuse is presented may be made up by completion of an
exam that will be substantially different from the original scheduled exam. You are allowed to
bring one page of notes (double-sided) to the exam.

Academic Integrity and Honor Code

Assignments and examination work are expected to be the sole effort of the student (or group for group
assignments) submitting the work. Use of any notes or material from any other course in which any of the
cases might have been discussed, including discussions with a former student or consulting a previous
case report, is strictly prohibited and will be considered a serious violation of the honor code. Students are
expected to follow the University of South Carolina Honor Code and should expect that every instance of
a suspected violation will be reported. Students found responsible for violations of the Code will be
subject to academic penalties under the Code in addition to whatever disciplinary sanctions are applied.
Cheating on a test or copying someone elses work, will result in a 0 for the work, possibly a grade of F in
the course, and, in accordance with University policy, be referred to the University Committee for
Academic Responsibility and may result in expulsion from the University.

Code of Student Conduct

For this course as well, you should remember that the Student Leadership Council and the faculty of the
Darla Moore School of Business expect students to:

spend a minimum of two hours outside of class studying for each hour of classroom time;
exhibit classroom behavior that is respectful to faculty and fellow students;
refrain from the use of phones and other electronic equipment during class, unless permitted by
the instructor;
arrive at class on time, actively participate in class, and not leave class early;
keep up with assigned readings and complete assignments on time;
contribute fully to team assignments;
respect the universitys staff and be responsible stewards of its facilities; and
abide by the University of South Carolina Honor Code

Tentative Course Schedule

While I will make every effort to adhere to this schedule, particularly with respect to exams, ALL DATES
AND ASSIGNMENTS ARE SUBJECT TO CHANGE. I will give advance notice of any change, and
please check Blackboard and your e-mail regularly for announcements.
Sessi
on
1

Date

Topic

M, 22-Aug

2
3
4

W, 24-Aug
M, 29-Aug
W, 31-Aug

M, 05-Sept
W, 07-Sept

6
7

M, 12-Sept
W, 14-Sept

Introduction to Class and

Supply Chain Management
Demand Management-Basics
Demand Management in SC
Demand Management in SC:
The JIT for the Holiday Case
No class Labor Day
SC Demand Collaboration and
Planning
Inventory Management-Basics
Inventory Management in SC

M, 19-Sept

9
10

W, 21-Sept
M, 26-Sept

11

W, 28-Sept

12

M, 03-Oct

13
14

W, 05-Oct
M, 10-Oct

15

W, 12-Oct

16
17
18

M, 17-Oct
W, 19-Oct
M, 24-Oct

19

W, 26-Oct

20

M, 31-Oct

21
22

W, 02-Nov
M, 07-Nov

Inventory Management in SC:

The Beautiful Bags Case
CAREER EXPO
Supply Chain CoordinationThe Bullwhip Effect and the
Value of Information
Supply Chain CoordinationIncentives and Contracts
Hamptonshire Express Case
Supply Chain CoordinationManaging Relationships
Target Guest Speaker
Supply Chain Planning and
Global SC Design
The Hugo Boss Case
Polaris Industries Case
Current Trend and Issues in
SCM Global Risks,
Outsourcing, and Sustainability
Review for Midterm
Midterm Exam
Introduction to SAP Supply
Chain Planning
SAP ERPSim Practice:
Production, procurement,
distribution
SAP ERPSim Practice:
Demand, marketing, pricing,
capacity planning
SAP ERPSim Game
SAP ERPSim Game

Recommended
Readings
Chapters 1-3 in C&M

Due Today

Chapter 7 in C&M
Chapter 7 in C&M
Your team list due!
Case write-up due before class

Chapter 11 in C&M
Chapter 12 and 13 in
C&M

Chapter 10 in C&M
Chapter 15.6 in C&M

Case write-up due before class

Chapter 17 in C&M
Chapter 5 in C&M

Case write-up due before class

SAP Users Manual

SAP Users Manual

SAP Users Manual

23

W, 09-Nov

24
25
26

M, 14-Nov
W, 16-Nov
M, 21-Nov
W, 23-Nov
M, 28-Nov
W, 30-Nov

27
28

Mid-Game Review, Strategic

Decisions and Planning
SAP ERPSim Game
SAP ERPSim Game
SAP ERPSim Game
No Class - Thanksgiving
SAP ERPSim Game
SAP Summary
Final Exam Review
Final Exam

SAP Users Manual

SAP Users Manual
SAP Users Manual
SAP Users Manual

Cases and Questions:

McNulty E. (2005). Just in time for the holidays, HBR (R0512X).
Questions:
1. Identify the demand patterns of the holiday toys, and discuss the driving forces of the
patterns.
2. Should Santa Claus incorporate production capacity constraints into demand forecasting?
Would better software give him an accurate estimate of demand?
3. How should he make manufacturing more flexible? What should he do with toys left after
the holiday? What are the impacts of a flexible production system on his suppliers?
4. Given the regional differences of toy demand, how should Santa and his supply chain
pace their demand and production processes?
Raman, A., Dehoratius, N., and Kanji, Z. (2009) Supply Chain Optimization at Hugo Boss (A),
HBS Case (9-609-029).
Questions:
1. What are the major supply chain challenges faced by the global bodywear and hosiery
division? How are the supply chain operations aligned with its product lines?
2. What are the major components of the SCO proposal Moros put together? What are the
pros and cons of this proposal in terms of supply chain performances in demand
forecasting, inventory levels, lead-times, product availability, and planning flexibility?
3. What is the potential impact of the proposal on its main supply chain partner, Delta Galil
Industries, Ltd.? How should Hugo Boss manage its supply chain relationship to assure
future success?
4. Should they extend the successful project to other product lines? What next? and why?
Chopra, S. (2012). Polaris Industries Inc., Kellogg School Case (KEL 726).
Questions:
1. Why does Polaris outsource the manufacture of most components but in-source final
assembly?
2. Which manufacturing location provides Polaris with the greatest cost savings?
3. Would you recommend change if foreign exchange rates increased or decreased by 15
percent?
4. What other factors should Suresh and his team consider when making the manufacturing
location recommendation?

Tim Kraft and Elliott Weiss (2015). Supply Chain Management at Beautiful Bags. Darden
School Case (UV6956)
Questions:
1. What are the main challenges for Beautiful Bags in making sourcing decisions? What
are the main tradeoffs in the decisions?
2. Develop a sourcing strategy for Vince Sheehy and Beautiful Bags. Specifically,
estimate the order quantity and location for each SKU in Exhibit 1.
3. What should the company do moving forward with its segmented products and
locations?