SWTC 10-182-101 Course Design

Southwest WI Technical College
10-182-101 Supply Chain Management

Course Design
Course Information
Description Students will gain a foundation in the basic concepts of managing a supply chain
including the planning and control of materials into, through, and out of an
organization. Students will practice skills in activities based on functional areas such
as demand management, sourcing and procurement, production planning and
conversion of raw materials into finished goods, inventory management, warehousing,
and transportation including delivery to end customers.
Meta Data Tags: aggregate planning, channel partner collaboration, channel partner
coordination, information and cash flow, just in time (JIT), lean, linking business
functions, linking business processes, logistics management, operations and supply
chain strategy, process coordination, sales and operations planning (S&OP), strategic
planning, supply chain, supply chain activities, supply chain collaboration, supply
chain coordination, supply chain integration, supply chain management, supply chain
management concepts, supply chain operations reference model (SCOR), supply
chain partner, supply chain planning, supply chain strategy, total quality management,
global supply chain management, enterprise resource planning
Instructional A.A.S. - Associate in Applied Science
Level
Total Credits 3.00
Total Hours 54.00
Types of Instruction
Instruction Type Credits/Hours
Online
Pre/Corequisites
Prerequisite None
Corequisite None
Textbooks
Bozarth, C. C., & Handfield, R. B. (2013). Introduction to operations and supply chain management (3rd ed.).
USA: Prentice Hall. ISBN-13 978-1-269-81037-1. Pearson Custom Business Resources. Southwest Wisconsin
Technical College.
Course Design - Page 1 of 29

Tuesday, January 12, 2016 2:54 PM
Course Competencies
1. Compare professional organizations associated with supply chain management

Assessment Strategies
1.1. Written Product
1.2. Join Professional Organization
1.3. Online Discussion
Criteria
Your performance will be successful when:
1.1. you join a professional organization and submit date of new membership
1.2. you complete Comparison of Supply Chain Management Professional Organizations grid
1.3. you create a substantial posting on all discussion boards
1.4. you respond to another student's posting appropriately
Learning Objectives
1.a. Research six professional organizations related to supply chain management
1.b. Explore CSCMP web site
1.c. Explore APICS web site
1.d. Explore AST&L web site
1.e. Explore ISM web site
1.f. Explore ASQ web site
1.g. Explore PMI web site
1.h. Review mission statements
1.i. Identify certification options
1.j. Identify career resources
1.k. Compare CSCMP and APICS definitions of supply chain management
1.l. Participate in a professional organization
2. Examine business strategy decisions
2.1. Case Study
2.3. Discussion Board
2.4. Online Quiz
Criteria
2.3. you complete the key term assignment correctly
2.4. you complete end of chapter questions/problems correctly
2.5. you complete the companion website quiz
2.6. you answer case study questions correctly
Learning Objectives
2.a. Describe how businesses create strategies
2.b. Explain how operations and supply chain strategies fit within the larger process
2.c. Examine the three main objectives of operations and supply chain strategy
2.d. Interpret decisions managers face in developing and implementing strategies
2.e. Examine the five classic types of manufacturing processes
2.f. Examine the four levels of customization
2.g. Determine the customization point
2.h. Examine the dimensions of service processes
3. Apply continuous improvement concepts
3.1. Case Study
3.4. Online Quiz
Criteria
3.2. you respond to another student’s posting appropriately
3.5. you answer case study question correctly
Learning Objectives
3.a. Explain what a business process is
3.b. Differentiate the business perspective from a functional perspective regarding business processes
3.c. Create a process map for a business
3.d. Calculate and interpret common measures of process performance
3.e. Discuss benchmarking
3.f. Describe the Six Sigma methodology including the steps of the DMAIC process
3.g. Review common continuous improvement tools
3.h. Review the Supply Chain Operations Reference (SCOR) model
3.i. Identify various definitions and dimensions of quality
3.j. Describe the costs of quality
3.k. Describe total quality management (TQM) and the seven core principles
4. Explain aggregate planning
4.1. Case Study
4.4. Online Quiz
Criteria
Learning Objectives
4.a. Distinguish strategic planning, tactical planning, and detailed planning and control
4.b. Describe the significance of S&OP to an organization and its supply chain partners
4.c. Analyze approaches to S&OP
4.d. Identify organizational issues that arise when firms incorporate S&OP
4.e. Examine how S&OP can be implemented including service considerations
5. Investigate demand and supply management activities
5.1. Case Study
5.4. Online Quiz
Criteria

Learning Objectives
5.a. Identify the most appropriate types of forecasting methods given different situations
5.b. Apply quantitative forecasting models
5.c. Apply qualitative forecasting models
5.d. Analyze the steps of the strategic sourcing process
5.e. Identify activities to analyze sourcing opportunities
5.f. Develop a sourcing strategy
5.g. Select suppliers
5.h. Complete activities required to procure goods and services
6. Calculate production planning and control activities
6.1. Case Study
6.4. Online Quiz
Criteria
6.4. you complete the end of chapter questions/problems correctly
Learning Objectives
6.a. Explain the activities that make up planning and control in a typical manufacturing environment
6.b. Explain the linkage between S&OP and master scheduling
6.c. Complete the calculations for the master schedule record and interpret the results
6.d. Explain the linkage between master scheduling and material requirements planning (MRP)
6.e. Complete the calculations for the MRP record and interpret the results
6.f. Discuss the role of production activity control and vendor order management
6.g. Explain how distribution requirements planning (DRP) synchronizes the supply chain
6.h. Complete the calculations for the DRP record and interpret the results
6.i. Relate JIT/Lean to production
6.j. Relate a kanban system approach to production control
7. Relate inventory management within the supply chain
7.1. Case Study
7.4. Online Quiz
Criteria
Learning Objectives
7.a. Identify the different types of inventory
7.b. Explain inventory drivers
7.c. Distinguish between independent demand and dependent demand inventory
7.d. Calculate the restocking level for a periodic review system
7.e. Calculate the economic order quantity (EOQ) for a continuous review system
7.f. Determine the best order quantity when volume discounts are available
7.g. Calculate the target service level for a single-period inventory system
7.h. Describe how inventory decisions affect other areas of the supply chain
8. Correlate logistics activities throughout the supply chain
8.1. Case Study
8.4. Online Quiz
Criteria
Learning Objectives
8.a. Explain the major decision areas that make up logistics
8.b. Compare modes of transportation
8.c. Identify types of warehousing solutions
8.d. Explain a logistics strategy and how it supports the overall business strategy
8.e. Calculate the percentage of perfect orders
8.f. Calculate landed costs
8.g. Explain reverse logistics systems
9. Compare integrated supply chain management information systems
9.1. Case Study
9.4. Online Quiz
Criteria
Learning Objectives
9.a. Explain why information flows are a necessary part of the supply chain
9.b. Identify the different ways information supports supply chain activities
9.c. Differentiate between ERP, DSS, CRM, SRM, and logistics applications
9.d. Describe business process management (BPM) tools and cloud computing
Grading Information
See Sample Course Syllabus or Sample Course Schedule
Meta Data Tags

aggregate planning, channel partner collaboration, channel partner coordination, information and cash flow,
just in time (JIT), lean, linking business functions, linking business processes, logistics management,
operations and supply chain strategy, process coordination, sales and operations planning (S&OP), strategic
planning, supply chain, supply chain activities, supply chain collaboration, supply chain coordination, supply
chain integration, supply chain management, supply chain management concepts, supply chain operations
reference model (SCOR), supply chain partner, supply chain planning, supply chain strategy, total quality
management, global supply chain management, enterprise resource planning
Course Learning Plans and Performance Assessment Tasks
Type Title
LP Introduction to Operations and Supply Chain Management
LP Professional Organizations
LP Operations and Supply Chain Strategies
LP Process Choices
LP Business Processes and Managing Quality
LP Aggregate Planning
LP Forecasting
LP Supply Management
LP Managing Production
LP JIT/Lean Production
LP Managing Inventory
LP Logistics
LP Supply Chain Information Systems
Introduction to Operations and Supply Chain Management

Overview/Purpose
According to our textbook, Introduction to Operations and Supply Chain Management, a supply chain is a
network of manufacturers and service providers that work together to create products or services needed by
end users. These manufacturers and service providers are linked together through physical flows, information
flows, and monetary flows. Therefore, supply chain management is the active management of supply chain
activities and relationships in order to maximize customer value and achieve a sustainable competitive
advantage. It represents a conscious effort by a firm or group of firms to develop and run supply chains in the
most effective and efficient ways possible. This course will introduce many activities involved in supply chain
management and then explore how each activity relates to other activities along the supply chain. A change in
one place will cause effects in other places, since activities are integrated. For example, if a hurricane prevents
a container of materials from being delivered to the manufacturer on time, production for the item that needs
the material cannot take place, which causes a delay in completing a finished goods order for a customer.
Decisions will be considered that need to be made in these types of situations. Information will be applied from
each chapter to problems, discussions, and case studies.
Chapter 1, Introduction to Operations and Supply Chain Management, discusses operations and how it relates
to supply chain management as well as related professional organizations and samples of career paths in
supply chain management.
An in-depth Supply Chain Management Professional Organizations Comparison mini-project will then be
completed to examine career resources, study tools, and professional development options. One organization
included in the project is The Association for Operations Management (APICS), which offers a Certified in
Production and Inventory Management (CPIM) designation. To receive the certification, you must pass five
exams. It is my hope that you will be well equipped to begin working toward certification upon completion of the
Supply Chain Management Program
Target Competencies
Criteria
Learning Objectives
Learning Activities
1. Participate in discussion board - introduce yourself to the class
Learning Materials
Rubric for Introduction Discussion Board Rubric for Introduction Discussion(SWTC).docx
2. Watch the Council of Supply Chain Management Professionals video for a two minute introduction to
supply chain management.
http://careersinsupplychain.org/flash/chapter21.wmv
Learning Materials
Transcript for What is Supply Chain Management Transcript_What is supply chain
managment(SWTC).docx
3. Watch the Council of Supply Chain Management Professionals video for a two minute introduction to
the supply chain cycle.
http://careersinsupplychain.org/flash/chapter3.wmv
Learning Materials
Transcript for Supply Chain Video Transcript_Supply chain cycle video(SWTC).docx

4. Read Chapter 1 including the LeapFrog Case Study at the end of the chapter.
5. Review Introduction to Operations and Supply Chain Management PowerPoint for chapter highlights.
You may save it on to your own computer under a new file name and add your own notes as you read
the chapter. This is not required but can be an additional option for review.
Copyright Publisher Link

6. Chapter 1 Key Terms Assignment - Complete the attached Word document covering Chapter 1 Key
Terms. Fill in the Key Term by clicking on the line, then the blue tab on the box, and then begin keying.
Click where indicated within the definition to enter the missing two words. Save it on your computer and
use it as a guide to help you prepare for tests.
Learning Materials
Chapter 1 Key Terms Terms Chapter 1(SWTC).docx
7. Chapter 1 Practice Quiz - Complete Chapter 1 Multiple Choice questions.
Publisher Material
8. Chapter 1 LeapFrog Case Study
1. Answer Case Study Question 1. Look at Figure 2 (not Table 2) as a reference. It is not necessary to
include arrows.
2. Choose two additional questions to answer from the Case Study Questions 2-5.
Assessment Activities
1. Chapter Questions
2. Chapter Key Terms
3. Discussion Board
Learning Materials
Rubric for Introduction Discussion Board Rubric for Introduction Discussion(SWTC).docx
Professional Organizations
Overview/Purpose
An in-depth Supply Chain Management Professional Organizations Comparison mini-project will then be
completed to examine career resources, study tools, and professional development options. One organization
included in the project is The Association for Operations Management (APICS), which offers a Certified in
Production and Inventory Management (CPIM) designation. To receive the certification, you must pass five
exams. It is my hope that you will be well equipped to begin working toward certification upon completion of the
Supply Chain Management Program.
Target Competencies
Criteria

Learning Objectives
Learning Activities
1. Complete the Professional Organizations Comparison excel file comparing professional organizations
associated with supply chain management to your computer. This is an extensive project, so plan to
give yourself enough time to complete it. The goal of this project is for you to gain an understanding of
each organization, the benefits to you as a student and professional, the resources available to you,
and how each organization is different from the others. Feel free to browse areas of each site that are
interesting to you even if they are not specifically required for the project.
Learning Materials
Comparison of SCM Professional Organizations Comparison of Supply Chain Management
Professional Organizations Activity(SWTC).xlsx
2. Participate in Professional Organizations Discussion.
Why do you think professional organizations are beneficial or not beneficial? How can a professional
organization help your career? How could an employer benefit from a professional organization? How
can a professional organization help you connect with others in the same field? How can a professional
organization help you continue learning about your field?
Learning Materials
Rubric for all Discussion Boards Rubric for Discussion(SWTC).docx
3. Participate in Interesting Items Discussion.
Explain which organization appealed to you the most, and why? Share one interesting or meaningful
item you found on one of the sites (this item may or may not be on the site which appealed to you the
most). Describe which site you found this item on and why you found it to be interesting or meaningful
to you. Copy the URL into the discussion, so others can find it.
Learning Materials

3. Discussion Board
Learning Materials
4. Professional Organization Comparison
Operations and Supply Chain Strategies

Overview/Purpose
Chapter 2, Operations and Supply Chain Strategies, begins at the top level and discusses elements of a
business and then moves to a firm's long term strategies. Finally, operations and supply chain strategies are
examined in detail as to how they support a firm's overall business strategies.
Chapter 3, Process Choice and Layout Decisions in Manufacturing and Services, covers types of
manufacturing processes including their strengths and weaknesses, the four levels of customization, and the
point of customization. Service processes will also be discussed.
Target Competencies
1.1. Case Study
1.4. Online Quiz
Criteria
Learning Objectives
Learning Activities
1. Read Chapter 2 including the Catherine's Confectionaries Case Study at the end of the chapter.
2. Review Operations and Supply Chain Strategies PowerPoint for chapter highlights. You may save it on
to your own computer under a new file name and add your own notes as you read the chapter. This is
not required but can be an additional option for review. Publisher copyright material
Terms. Fill in the Key Term by clicking on the line, then the blue tab on the box, and then begin
keying. Click where indicated within the definition to enter the missing two words. Save it on your
computer and use it as a guide to help you prepare for tests.
Learning Materials
Key Terms Chapter 2 Terms Chapter 2(SWTC).docx
4. End of Chapter 2 Questions/Problems
1. Answer Discussion Questions 1, 2 (use McDonalds for the business), and 5.

2. Complete Problem 1.
5. Chapter 2 Practice Quiz - Complete Chapter 2 Multiple Choice questions Publisher Copyright Material
6. Chapter 2 Catherine's Confectionaries Case Study
Answer Case Study Questions 1, 2, and 3

7. Participate in Discussion Board- Chapter 2, Catherine's Confectionaries Case Study Question 4:
Catherine is clearly unhappy with the way things are going right now. What would you suggest she do?
What information would you like to have before making a decision?
Learning Materials
3. Discussion Board
Learning Materials
4. Practice Quiz
5. Case Study
Process Choices
Overview/Purpose
Chapter 2, Operations and Supply Chain Strategies, begins at the top level and discusses elements of a
business and then moves to a firm's long term strategies. Finally, operations and supply chain strategies are
examined in detail as to how they support a firm's overall business strategies.
Chapter 3, Process Choice and Layout Decisions in Manufacturing and Services, covers types of
manufacturing processes including their strengths and weaknesses, the four levels of customization, and the
point of customization. Service processes will also be discussed.
Target Competencies
1.1. Case Study
1.4. Online Quiz
Criteria
Learning Objectives
Learning Activities
1. Read Chapter 3 including the Manufacturing and Service Processes: Loganville Window
Treatments Case Study at the end of the chapter.
2. Review Process Choice and Layout Decisions in Manufacturing and Services PowerPoint for chapter
highlights. Publisher Copyright Material
Terms
4. End of Chapter 3 Questions
Answer Discussion Questions 2, 3, and 4

6. Chapter 3 Manufacturing and Service Processes: Loganville Window Treatments Case Study
Answer Case Study Questions 1, 2, 3, and 4.

7. Participate in Discussion Board - Chapter 3, Discussion Question 6: Many universities now offer Web-
based courses in lieu of traditional classes. These courses often contain lecture notes, linkages to
videos and other documents, and online testing capabilities. How are Web-based courses positioned
vis-a-vis large lecture classes? (Vis-a-vis definition: a person or group occupying a corresponding
position to that of another person or group in a different area or domain; a counterpart.) What are the
advantages and disadvantages of Web-based courses? What are the managerial challenges?
Learning Materials
3. Practice Quiz
4. Discussion Board

Learning Materials
5. Case Study
Business Processes and Managing Quality

Overview/Purpose
Chapter 4, Business Processes, defines what a business process is, and then looks at mapping business
processes, which is the first step before being able to measure performance and look for opportunities to
improve the processes. The Six Sigma business improvement methodology is outlined as well as DMAIC
(Define, Measure, Analyze, Improve, Control), which is a specialized Six Sigma process used to improve a
business process that already exists (in contrast to a new process). Several continuous improvement tools are
discussed in addition to process mapping including root cause analysis, cause-and-effect diagrams, scatter
plots, check sheets, and Pareto charts. Finally, the Supply Chain Operations Reference (SCOR) model is
introduced, which is a model of business processes using a common language.
Chapter 5, Managing Quality, is a continuation of the topics in Chapter 4. Quality is defined, and the costs of
quality are explained. Total quality management (TQM), which is a management approach, is outlined and
compared to the Six Sigma Methodology covered in Chapter 4, which deals more with the processes, people,
and tools used to carry out TQM.
Target Competencies
1. Apply continuous improvement concepts
1.1. Case Study
1.4. Online Quiz
Criteria
Learning Objectives
1.a. Explain what a business process is
1.b. Differentiate the business perspective from a functional perspective regarding business processes
1.c. Create a process map for a business
1.d. Calculate and interpret common measures of process performance
1.e. Discuss benchmarking
1.f. Describe the Six Sigma methodology including the steps of the DMAIC process
1.g. Review common continuous improvement tools
1.h. Review the Supply Chain Operations Reference (SCOR) model
1.i. Identify various definitions and dimensions of quality
1.j. Describe the costs of quality
1.k. Describe total quality management (TQM) and the seven core principles
Learning Activities

1. 1. Read Chapter 4 including the Swim Lane Process Map for a Medical Procedure Case Study at the
end of the chapter.
2. Read Chapter 5 including the Dittenhoefer's Fine China Case Study at the end of the chapter.
NOTE: Skip Section 4 Statistical Quality Control and the related examples as we will not be covering
this topic. Make sure to read Section 5 at the end of the chapter.
2. Review Business Processes PowerPoint for chapter highlights. Publisher Copyright Material
3. Review Managing Quality PowerPoint for chapter highlights.
Publisher Copyright Material
4. Chapter 4 and 5 Key Terms Assignment - Complete the attached Word document covering Chapter 4
and Chapter 5 Key Terms
Learning Materials
Chapter 4 and 5 Key Terms Terms Chapter 4 and 5(SWTC).docx
5. End of Chapter 4 and 5 Questions/Problems
1. Answer Chapter 4 Discussion Question 1.
2. Complete Chapter 4 Problems 1a and b, 2, 6a, 7, and 11.
3. Complete Chapter 5 Discussion Questions 1, 2, and 3.
6. Chapter 4 Practice Quiz - Complete Chapter 4 Multiple Choice questions
7. Chapter 5 Practice Quiz - Complete Chapter 5 Multiple Choice questions
8. Participate in Chapter 4 Discussion Board-
Discuss Chapter 4, Swim Lane Process Map for a Medical Procedure Case Study Question 3: Consider
the errors that occurred during the treatment process. How might you use the Six Sigma methodology
and continuous improvement tools to keep these errors from reoccuring? Looking ahead, what kinds of
solutions might you see coming out of such an analysis?
9. Chapter 5 Dittenhoefer's Fine China Case Study
Answer Case Study Questions 1 and 3.
NOTE: For Question 3, refer to Chapter 4, Figure 11, for an example of a Pareto chart. Also for
Question 3, How might you use the DMAIC process (rather than the PDCA cycle noted in the text) to go
about resolving these problems?
3. Practice Quiz
4. Discussion Board
Learning Materials
5. Case Study
Aggregate Planning
Overview/Purpose
Chapter 7, Sales and Operations Planning or Aggregate Planning (From Chapter 10), covers the different
levels and time frames involved in planning, and concentrates on sales and operations planning (S&OP).
According to our text, S&OP is a process to develop tactical (1-2 year) plans by integrating marketing plans for
new and existing products with the management of the supply chain. The process brings together all of the
plans for the business into one integrated set of plans. The chapter outlines different approaches to developing
S&OP plans and corresponding production strategies. After different production strategies are developed, the
cost of the plans must be considered in order to compare and make decisions on which plan to implement.
Once implemented, S&OP plans need to be reviewed regularly as organizations continue to conduct business
and more information becomes available or variables change. Supply chain partners who support the plan also
need to be part of the S&OP process.
Sales and Operations Planning/Aggregate Planning is an important topic that relies on accuracy, and it is not
difficult, but it is challenging. Extra time is alloted to complete it, so start early to give yourself time to get any
questions answered before the Questions/Problems are due.
Target Competencies
1. Explain aggregate planning
1.1. Case Study
1.4. Online Quiz
Criteria
Learning Objectives
1.a. Distinguish strategic planning, tactical planning, and detailed planning and control
1.b. Describe the significance of S&OP to an organization and its supply chain partners
1.c. Analyze approaches to S&OP
1.d. Identify organizational issues that arise when firms incorporate S&OP
1.e. Examine how S&OP can be implemented including service considerations
Learning Activities
1. Read Chapter 7. You do NOT have to read the case study.
NOTE: Skip Section 6 Applying Optimization Modeling to S&OP and the related example as we will not
be covering this topic.
2. Review Sales and Operations Planning (Aggregate Planning) PowerPoint for chapter highlights.
Publisher Copyright Material
Terms
Learning Materials
Chapter 7 Key Terms
Chapter 7 Key Terms Key Terms Chapter 7.docx

1. Answer Discussion Questions 2, 3, 4, and 5.

2. Complete Problems 2a and b, 3a, b, and c, 6, and 11.
NOTE: Refer to example 3 and 4 to complete Problem 6 (the table is on the next page). Hint: Ending
Inventory should be 1424 for March and 1000 for February
6. Participate in Chapter 7 Discussion Board -
Chapter 7, Discussion Question 7: What are the advantages to a firm of coordinating its S&OP
processes with key supply chain partners? What are the potential drawbacks? Also, please share any
insights learned from your company's S&OP process (without divulging any proprietary information
including specifics such as names, numbers, or percentages). Do you have a role in the process? Do
you see any opportunities for improvement in your company's S&OP process including coordinating
processes with supply chain partners?
Learning Materials
3. Practice Quiz
4. Discussion Board
Learning Materials
Forecasting
Overview/Purpose
Chapter 8, Forecasting (From Chapter 9), discusses estimating needs. Different types of forecasts are
discussed along with the laws of forecasting. Quantitative (data) and qualitative (intuition or opinion)
approaches are examined as well as when different techniques are used. Results are measured and compared
with the goal of improving forecast accuracy in the future. Forecasting is an important topic, and it is not
difficult, but it is challenging, so start early to give yourself time to get any questions answered.
Chapter 9, Supply Management (From Chapter 7), covers the importance of supply management, examines
the six steps in the the strategic sourcing process, and outlines the five steps in the procure-to-pay cycle
(order, follow-up and expedite, receipt and inspection, settlement and payment, and records maintenance).
Target Competencies
1.1. Case Study
1.4. Online Quiz
Criteria
Learning Objectives
Learning Activities
1. Read Chapter 8 including the Top-Slice Drivers Case Study at the end of the chapter.
2. Review Forecasting PowerPoint for chapter highlights. Publisher Copyright Material
Terms
Learning Materials
Chapter 8 Key Terms Terms Chapter 8 (From 9)(SWTC).docx
1. Answer Discussion Questions 3 and 5.

2. Complete Problems 1, 2, and 10a
6. Chapter 8 Discussion Board - Discuss Chapter 8, Top-Slice Drivers Case Study Question 3: Suppose
that over lunch the marketing vice president says to Jacob: We're feeling a lot of heat from Chinese
manufacturers who are offering very similar clubs to ours, but at significantly lower prices. The legal
department is working on a patent infringement case, but if we can't block these clubs from entering the
market, I expect to see our sales flatten, and maybe even fall, over the rest of the year.
What questions should Jacob ask? How would the answers to these questions affect the forecast?
Does it still make sense to use quantitative forecasting (assume linear regression was used) under
these circumstances? Why?
Learning Materials
7. Forecasting Software Discussion-
Research the following online software companies providing forecast solutions, and describe the
forecasting services offered by two of them. Share a customer description of their experiences and
note which online forecasting solution they use. What do you think are the potential benefits and
drawbacks for a company considering using services provided by these companies?
NOTE: Some of these companies offer solutions in addition to forecasting, so make sure you are

gathering information related only to forecasting for this discussion.
Business Forecast Systems, Inc. www.forecastpro.com
John Galt www.johngalt.com
JustEnough www.justenough.com/
Avercast, LLC http://www.avercast.com/
Learning Materials
3. Practice Quiz
4. Discussion Board
Learning Materials
Supply Management
Overview/Purpose
Chapter 9, Supply Management (From Chapter 7), covers the importance of supply management, examines
the six steps in the the strategic sourcing process, and outlines the five steps in the procure-to-pay cycle
(order, follow-up and expedite, receipt and inspection, settlement and payment, and records maintenance).
Target Competencies
1.1. Case Study
1.4. Online Quiz
Criteria
Learning Objectives
Learning Activities
2. Review Supply Management PowerPoint for chapter highlights. Publisher Copyright Material
Terms
Learning Materials
1. Answer Discussion Question 1.
2. Complete Problems 1, 4, 5a and c, 7a and b, 8a, b, and c
5. Chapter 9 Practice Quiz - Complete Chapter 9 Multiple Choice questions. Publisher Copyright Materials
6. Participate in Chapter 9 Discussion Board
Chapter 9, Discussion Question 3: In the chapter, we suggested that advanced information systems will
automate some of the more routine purchasing activities. What are the implications for purchasing
professionals? Is this a good time to join the purchasing profession? Explain.
Learning Materials
3. Practice Quiz
4. Discussion Board
Learning Materials
Managing Production
Overview/Purpose
Chapter 10, Managing Production Across the Supply Chain (From Chapter 12), discusses manufacturing
planning and control, which is the step after S&OP and describes the connection between sales and master
scheduling, which results in an available to promise, quantity or the amount that is available to sell based on
current on hand inventory, forecasted/firm orders, and planned production. The connection between master
scheduling and materials requirements planning is then explored as more detailed records, calculations, and
production decisions for the shorter term are made. Production planning is an important topic, and it is not
difficult, but it is challenging and takes practice, so start early to give yourself time to get any questions
answered.

Target Competencies
1.1. Case Study
1.4. Online Quiz
Criteria
Learning Objectives
Learning Activities
2. Review Managing Production across the Supply Chain PowerPoint for chapter highlights. Publisher
Copyright Material
Terms
Learning Materials
1. Answer Discussion Questions 1 and 3.

2. Complete Problems 1, 3, 4, 6, 7, 10, 11, 15, and 17.
HINT:
Problem 11 - The Cottor Pins appear on two different levels of the Product Structure Tree, so to get your Gross Requirements
for this for this item, you will need to look at the number of Broadcast Spreaders needed for each week as well as the Planned
Order Quantities of the Gear and Rotor Plate Assemblies and add those together.
5. Chapter 10 Practice Quiz - Complete Chapter 10 Multiple Choice questions. Publisher Copyright
Material
6. Participate in Chapter 10 Discussion Board
Discussion Question 7: Explain in your own words how tools such as master scheduling, MRP, and
DRP can be used to coordinate activity up and down a supply chain. For example, what information
might we share with our customers? Our Suppliers? What information might we want from them to do
master scheduling, MRP, and DRP effectively?
Learning Materials
3. Practice Quiz
4. Discussion Board
Learning Materials
JIT/Lean Production
Overview/Purpose
Chapter 11, JIT/Lean Production (From Chapter 13), are terms used interchangeably and refer to a production
philosophy that essentially seeks to eliminate all forms of waste and is applied to all supply chain management
activities. It is closely linked with quality management and Six Sigma. After examining the philosophy, a
kanban system will be discussed. This is a tactical production control approach using containers, cards, or
visual cues to physically control production and "pull" goods through a supply chain
Target Competencies
1.1. Case Study
1.4. Online Quiz
Criteria
Learning Objectives
Learning Activities
1. Read Chapter 11 including the Supply-Chain Challenges in Post-Earthquake Japan Case Study at the
end of the chapter.
2. Review JIT/Lean Production PowerPoint for chapter highlights. Publisher Copyright Material
Terms
Learning Materials

2. Complete Problems 1, and 4a, b, and c
Material
6. Chapter 11 Supply Chain Challenges in Post-Earthquake Japan Case Study
Answer Case Study Questions 1, 2, and 4.

7. Japan Earthquake and Tsunami March 11, 2011
Watch the two minute YouTube video from Toyota

Uploaded on Dec 1, 2011
Video Courtesy of Sherwood Park Toyota Dashboard Magazine
Music
"Breathe Me" by Sia (Google Play • AmazonMP3 • iTunes)
https://www.youtube.com/watch?v=ioU-RJ1u1eI
8. Watch the one minute YouTube video about Toyota.
https://www.youtube.com/watch?v=ETcnFF2dnd0
Uploaded on Apr 4, 2011
Toyota Motor Co (NYSE:TM) announced earlier today that they will have to close down all of their North
American factories by the end of this month due to a parts shortage caused by the damage from the
Japanese earthquake and tsunami.
The temporary shutdown of the company's 13 factories in North America is inevitable, the company
said. How long the production stoppage will last is unknown. 25,000 workers will be affected, but no
layoffs are expected.
The factories have been using parts from their inventories and those that were shipped before the
disaster, but those supplies are running out.
Spokesman Mike Goss said, "We're going to get to a point this month where that gap in the pipeline
starts to show up. So we'll have to suspend production for a while,"
Toyota gets about 15% of the parts for cars and trucks built in North America from Japan, "but still you
have to have them all to build the vehicles," Goss said.

Shares of Toyota Motor are trading down 1.29% at $79.47.
9. Toyota to Close U.S. Plants
Watch the one minute YouTube video about Toyota.
Uploaded on Apr 4, 2011

Toyota Motor Corp. said Monday that it's inevitable that the company will be forced to temporarily shut
down all of its North American factories because of parts shortages due to the earthquake that hit
Japan.
The temporary shutdowns are likely to take place later this month, affecting 25,000 workers, but no
layoffs are expected, spokesman Mike Goss said. Just how long the shutdowns last or whether all 13 of
Toyota's factories will be affected at the same is unknown and depends on when parts production can
restart in Japan, he said.
So far the North American plants have been using parts in their inventory or relying on those that were
shipped before the earthquake, Goss noted. But those supplies are running low.
"We're going to get to a point this month where that gap in the pipeline starts to show up. So we'll have
to suspend production for a while," he said.
A March 11 earthquake and tsunami damaged auto parts plants in Northeastern Japan, causing
shortages that idled most of the nation's car production. Japan's daily auto output has fallen by more
than 500,000 vehicles since the disaster, says Scotiabank Senior Economist Carlos Gomes. Some
manufacturers are bringing plants back on line, but only at low speeds due to a lack of parts.
https://www.youtube.com/watch?v=alcxIc1HuPE
Learning Materials
Toyota to Close US Plants https://www.youtube.com/watch?v=alcxIc1HuPE
10. Participate in Chapter 11 Discussion
Discuss Chapter 11, Supply-Chain Challenges in Post-Earthquake Japan. After answering the
questions and watching the videos, you should have a good idea of the damage and impacts of the
earthquake and resulting tsunami on Toyota's global supply chain. Now do some research to see how
Toyota is doing today. Did they recover? What changes did they implement after the earthquake and
tsunami? Were the changes successful? What did they learn? Did anything change in the auto
industry as a whole as a result?
Do a Google search on "Japan tsunami and Toyota." Watch the dates on the articles to make sure
they are after 2011. You may have to look on the second or third page for useful articles. List your
sources (use at least two) along with the URLs, so others can go into the same articles.
Learning Materials
3. Practice Quiz
4. Discussion Board
Learning Materials
5. Case Study
Managing Inventory
Overview/Purpose
Chapter 12, Managing Inventory - Throughout the Supply Chain (From Chapter 11), covers the types of
inventory and inventory drivers, which are conditions that cause an organization to hold inventory. Inventory
management techniques are outlined as well as the effect inventory decisions have on the supply chain.
Inventory management is an important topic, and it is not difficult, but it is challenging, so start early to give
yourself time to get any questions answered
Target Competencies
1. Relate inventory management within the supply chain
1.1. Case Study
1.4. Online Quiz
Criteria
Learning Objectives
1.a. Identify the different types of inventory
1.b. Explain inventory drivers
1.c. Distinguish between independent demand and dependent demand inventory
1.d. Calculate the restocking level for a periodic review system
1.e. Calculate the economic order quantity (EOQ) for a continuous review system
1.f. Determine the best order quantity when volume discounts are available
1.g. Calculate the target service level for a single-period inventory system
1.h. Describe how inventory decisions affect other areas of the supply chain
Learning Activities
1. Read Chapter 12 including the Northcutt Bikes: The Service Department Case Study at the end of the
chapter.
2. Review Managing Inventory throughout the Supply Chain PowerPoint for chapter highlights. Publisher
Copyright Material

Terms
Learning Materials
1. Answer Discussion Questions 1, 2, 3a, b, c, d, and e, and 4.
2. Complete Problems 1, 2, 3, and 21a and b.
HINTS:
Problem 3 - Follow Example 4 to determine which order quantity results in a lower total cost.
Problem 21b - Use formula (4).

Materials
6. Chapter 12 Northcutt Bikes: The Service Department Case Study
Answer the following question regarding the case study: Describe what you think were some of the
decisions that led to the current issue of "bursting at the seams with inventory" despite building a bigger
warehouse just two years prior? Hint: Read the note from the warehouse supervisor for clues.
7. Participate in Chapter 12 Discussion
Discuss Chapter 12 Case Study, Northcutt Bikes: The Service Department. Mike touched on the idea of
backorders and lost sales (the order lost due to a customer who takes their business elsewhere or
cancels a backorder because of a stockout). Discuss the "cost" of backorders and lost sales from both
the company's perspective as well as the customer's perspective. Also share any insights based on
your own experiences either at work or as a customer.
Learning Materials
3. Practice Quiz
4. Discussion Board
Learning Materials
5. Case Study
Logistics
Overview/Purpose
Chapter 13, Logistics (From Chapter 8), is an introduction to logistics, which includes business activities used
to move goods and materials through the supply chain as well as the information systems needed to support
the activities. Modes of transportation including highway, water, air, and rail are compared in terms of
strengths, weaknesses, and volume. Warehousing options are also explored as part of an organization's
logistics strategy within the overall supply chain strategy, along with material handling systems and packaging.
Measurement methods are introduced. Finally, reverse logistics is explained, which is the "reverse flow" of
products and materials back into a supply chain from the end user in the form of returns, goods/materials that
can be repaired or remanufactured and sold again, or recycled. These activities contribute to the current
sustainability trend in supply chain management.
Target Competencies
1. Correlate logistics activities throughout the supply chain
1.1. Case Study
1.4. Online Quiz
Criteria
Learning Objectives
1.a. Explain the major decision areas that make up logistics
1.b. Compare modes of transportation
1.c. Identify types of warehousing solutions
1.d. Explain a logistics strategy and how it supports the overall business strategy
1.e. Calculate the percentage of perfect orders
1.f. Calculate landed costs
1.g. Explain reverse logistics systems
Learning Activities
1. Read Chapter 13 including the Green Reverse Logistics in the Electronics Industry Case Study at the
end of the chapter.
NOTE: Skip Section 4 Logistics Decision Models and the related examples as we will not be covering
this topic.
2. Review Logistics PowerPoint for chapter highlights. Publisher Copyright Material.
Terms
Learning Materials

2. Complete Problems 2a and b, 3a and b, 5a and 6a.
NOTE: Refer to example 2 to complete Problem 2.

Material

6. Chapter 13 Discussion Board - Green Reverse Logistics in the Electronic Industry Case Study Question
3: In your opinion, will sustainability become another core measure of operations and supply chain
performance, in addition to cost, quality, delivery, and quality? Why or Why not? Additional Question:
Also, share any insights from your own work experiences with regard to sustainability.
Learning Materials
7. LA Port Strike
http://www.bing.com/videos/search?q=la+port+strike&FORM=HDRSC3#view=detail&mid=9B4C2452E
BC571B3C9C69B4C2452EBC571B3C9C6
Watch the Bing video of an ABC News story from February 14, 2015 about the congestion at west
coast ports due to the LA port strike.
8. Participate in Logistics Discussion Board. After watching the video on the west coast port congestion,
do some research on the recent strike in Los Angeles and its affect on logistics activities. Do a Google
search on "LA Port Strike." Watch the dates on the articles to make sure they are between November
2014 and today. Discuss what impacts this issue has had on supply chains recently as well as during
the 2014 holiday season. Also, discuss whether or not the impacts are still being felt today. List your
sources (use at least two) along with the URLs, so others can go into the same articles.
Learning Materials
3. Practice Quiz
4. Discussion Board
Learning Materials
Supply Chain Information Systems
Overview/Purpose
Chapter 14, Supply Chain Information Systems (From Chapter 12S), emphasizes the importance of supporting
supply chain management activities with proper information systems. Different systems and their functions are
explored as well as current trends and new tools in information systems including cloud computing.
Target Competencies
1. Compare integrated supply chain management information systems
1.1. Case Study
1.4. Online Quiz
Criteria
Learning Objectives
1.a. Explain why information flows are a necessary part of the supply chain
1.b. Identify the different ways information supports supply chain activities
1.c. Differentiate between ERP, DSS, CRM, SRM, and logistics applications
1.d. Describe business process management (BPM) tools and cloud computing
Learning Activities
1. Read Chapter 14.
2. Review Supply Chain Information Systems PowerPoint for chapter highlights. Publisher Copyright
Material
Terms
Learning Materials
Chapter 14 Key Terms Terms Chapter 14 (From 12S)(SWTC).docx
Material
5. End of Chapter 14 Assignment
In addition to the information trends listed in Chapter 14, the following topics are also in focus: Big Data,
Business Analytics, and Business Intelligence. Microsoft, among others, has a strategy to gain a
competitive position in the ERP market, and they suggest a combination of the following three solutions
for businesses to gain an edge on their competition: Microsoft Office 365 E3, Microsoft Power BI, and
Microsoft Dynamics CRM.
1. Use the Internet to look up and define the three topics above. 2. Look up the three Microsoft
solutions listed above and list their features. 3. Do you think Microsoft will be successful with their
strategy and gain a competitive position in the ERP market? Why or why not?
6. Participate in ERP Systems Discussion. SAP and Oracle are the world's leaders in ERP systems
software. They have developed tailored ERP systems for different industries. Go to www.sap.com and
www.oracle.com and examine the solutions for a service industry OR a manufacturing industry of your
choice (look up the same industry on both sites). How are the two solutions similar? How are the two
solutions different? Also, please share any insights you have from any personal experience with an
ERP system
Learning Materials
3. Practice Quiz
4. Discussion Board
Learning Materials
5. Case Study
Except where otherwise noted, this work by Southwest Wisconsin Technical College, Wisconsin Technical
College System is licensed under CC BY 4.0.
Third Party marks and brands are the property of their respective holders. Please respect the copyright and terms of use
on any webpage links that may be included in this document.
This workforce product was funded by a grant awarded by the U.S. Department of Labor’s Employment and Training
Administration. The product was created by the grantee and does not necessarily reflect the official position of the U.S.
Department of Labor. The U.S. Department of Labor makes no guarantees, warranties, or assurances of any kind,
express or implied, with respect to such information, including any information on linked sites and including, but not limited
to, accuracy of the information or its completeness, timeliness, usefulness, adequacy, continued availability, or ownership.
This is an equal opportunity program. Assistive technologies are available upon request and include Voice/TTY (771 or
800-947-6644).


SWTC 10-182-101 Course Design

Загружено:

Сведения о документе

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

SWTC 10-182-101 Course Design

Загружено:

Авторское право:

Доступные форматы

Southwest WI Technical College

10-182-101 Supply Chain Management

Course Design - Page 1 of 29

1. Compare professional organizations associated with supply chain management

Course Design - Page 3 of 29

Meta Data Tags

Course Learning Plans and Performance Assessment Tasks

Introduction to Operations and Supply Chain Management

1. Compare professional organizations associated with supply chain management

Course Design - Page 7 of 29

Copyright Publisher Link

1. Compare professional organizations associated with supply chain management

Course Design - Page 8 of 29

Course Design - Page 9 of 29

Operations and Supply Chain Strategies

1. Examine business strategy decisions

1. Answer Discussion Questions 1, 2 (use McDonalds for the business), and 5.

Answer Case Study Questions 1, 2, and 3

1. Examine business strategy decisions

Answer Discussion Questions 2, 3, and 4

Answer Case Study Questions 1, 2, 3, and 4.

Course Design - Page 12 of 29

Business Processes and Managing Quality

1. Apply continuous improvement concepts

Course Design - Page 13 of 29

Answer Case Study Questions 1 and 3.

1. Explain aggregate planning

Course Design - Page 15 of 29

1. Answer Discussion Questions 2, 3, 4, and 5.

1. Investigate demand and supply management activities

1. Answer Discussion Questions 3 and 5.

Course Design - Page 17 of 29

Business Forecast Systems, Inc. www.forecastpro.com

John Galt www.johngalt.com

Avercast, LLC http://www.avercast.com/

1. Investigate demand and supply management activities

Course Design - Page 19 of 29

1. Calculate production planning and control activities

1. Answer Discussion Questions 1 and 3.

1. Calculate production planning and control activities

1. Answer Discussion Questions 1, 2, 3, and 5.

Answer Case Study Questions 1, 2, and 4.

Watch the two minute YouTube video from Toyota

Course Design - Page 22 of 29

9. Toyota to Close U.S. Plants

Watch the one minute YouTube video about Toyota.

Uploaded on Apr 4, 2011

1. Relate inventory management within the supply chain

Course Design - Page 24 of 29

Problem 21b - Use formula (4).

1. Correlate logistics activities throughout the supply chain

1. Answer Discussion Questions 2, 4, 5, and 6.

NOTE: Refer to example 2 to complete Problem 2.

Course Design - Page 26 of 29

Supply Chain Information Systems

1. Compare integrated supply chain management information systems

Course Design - Page 29 of 29

Вам также может понравиться