MGT3013

SUPPLY CHAIN MANAGEMENT

Semester 1, 2010

A supply chain is only as strong as its weakest link.

Module Co-ordinator: Dr Antony Potter

Introduction to Supply Chain Management

Supply chain management is a relatively new area of study in the management discipline. Christopher (2005:17) defines the supply chain as the network of organisations that are involved in the different processes and activities that produce value in the form of products and services in the hands of the ultimate consumer. Thus, supply chain management is concerned with the total flow of goods and services: from original inputs to final consumption. In particular, supply chain management highlights the importance of total integration, linkage, and coordination of all entities involved in moving a product or service downstream to the final user. Supply chain management advocates a co-operative approach with channel partners. The recognition of supply chains and networks as vital parts of commercial survival has led to a greatly increased interest in supply management amongst both academics and practitioners. When managed strategically, supply relationships can be a critical source of value and innovation.

Module Aim
The focus of the module is on the theory and practice of supply chain management in the context of organisations. On completion of the module students will have gained an understanding of the decisions that face supply chain managers in a complex and dynamic environment and the concepts and theories that can be used to inform these decisions.

Learning Outcomes
On completion of the module students will: Understand the nature, scope and role of supply chain management in (and between) organisations. Be able to identify and discuss the key issues that face supply chain managers as they make decisions. Be able to understand and discuss the key concepts and theories involved in supply chain management. Understand the importance of co-operative practices in supply chain activities and ways in which such practices may be achieved. Have identified, reviewed and evaluated a specific topic on a contemporary supply chain management related issue. The module is also designed so that students may enhance/develop the following skills and/or competencies (mainly through tutorial activities): Team-working: ability to work in groups to discuss key concepts, provide solutions and develop key business-related interpersonal skills. Analytical: ability to synthesise material and provide critical commentary. Research skills: ability to formulate research questions, implement strategies for data gathering and present key findings. Presentation and communication skills: written, oral as well as developing confidence in public speaking and addressing peers.

About the Lecturer.

Dr Antony Potter, BSc(Hons), PhD (Sheffield), Dr Potter is a Lecturer in Operations and Supply Chain Management at Queens University Management School, Queens University Belfast. He graduated with a first class honours degree in Economics and Geography in 2002 from Kingston University. Upon completion of his undergraduate degree, he began work on a PhD funded by the Economic and Social Research Council (ESRC), a Collaborative Award in Science and Engineering (CASE Award), and the European Commission (EC). He received his PhD in 2006 for his work examining how knowledge transfers along the supply chain help to upgrade the performance of firms, clusters, and regions. While completing his PhD, Antony was also employed at the European Commission (EC) as an economics researcher and policy analyst. Following this, he was a Research Fellow in Operations Management at Queens University Management School working with Dr Benn Lawson (now Senior Lecturer in Operations Management at Judge Business School, University of Cambridge) on an research grant investigating supplier involvement in new product development (funded by the Engineering and Physical Sciences Research Council, EPSRC). I have recently commenced a research grant investigating supply chain traceability, product recalls, and sustainable supply chain management within the agrifood industry. This research project forms part of the ASSET Research Centre at Queens University Belfast. My research interests cover five main areas: (ii) supply chain traceability, (ii) sustainable supply chain management, (iii) supplier involvement in new product development, (iv) knowledge transfer along the supply chain, and (v) the evolution of agglomerations and networks.

Contact details
My contact details are: Room: Room 25.108, Queens University Management School, 25 University Square, 02890 973 088 a.potter@qub.ac.uk Wednesdays: 12 midday to 2pm (or by appointment)

Phone: Email: Consultation times:

Teaching Format
Lecture hours: Tutorial hours: Tuesday 2pm - 4pm, PFC/03/006A Tutorial Group 1: Thursday 4pm to 5pm, Tutorial Group 2: Thursday 5pm to 6pm, Room Location: PFC/02/010 Room Location: PFC/02/010

Classes will be split between a lecture session and a tutorial case study session. Usually, the Tuesday lecture will introduce new concepts and materials, with the class on the Thursday being the tutorial case study session. Students will be assigned to one tutorial group during lecture 1 of the module. PowerPoint slides will also be posted on Queens Online as the semester progresses. These notes are intended to help you when you are reviewing the material that has been covered in class they are not intended to be a substitute for attending class! 3

Tutorials
A successful tutorial occurs when (a) all parties are prepared and (b) when there is interaction between the parties. It is therefore imperative that students PREPARE for tutorial tasks and are willing to discuss and share their ideas / viewpoints. The tutorials consist of a small group of people that facilitates small-group interaction. Tutorials provide you with an opportunity to ask questions and work with other students to cement your knowledge of the subject. Attendance is compulsory and will be monitored. It is essential that students are prepared for their tutorials. The role of the tutor is to facilitate learning via group discussion and peer-to-peer interaction. Tutorials are designed to be interactive and will involve individuals and/or groups having to present their views to others in the same session. If you are unclear about certain issues or do not understand certain theories or concepts please do not be afraid to ask. Details of the tutorial program will be provided during lecture 1 of the module (i.e. the tutorial case studies pack). Each student is expected to attend one weekly tutorial. The purpose of tutorials is to provide students with examples of concepts in use and to give students the opportunity to develop their own applied skills. The tutorials WILL require the students to have completed the required readings and to present their ideas and answer to the question set. The tutorial will allow students to also discuss topics raised in lectures, through the use of discussion questions, videos, exercises and case study problems. Expect these sessions to be very interactive. All tutorials are discussion based, and students are required to contribute to the discussion generated within each tutorial. Attendance records will be maintained. If you miss more than two tutorials, you will be invited to discuss this with the lecturer and may at his discretion be placed on the student at risk file. Remember, tutorials are there for your benefit!

Attendance Policy
Attendance is compulsory. University regulations state that, even if you achieve a pass mark for a module based on written work, but have not achieved a satisfactory attendance record, then you cannot pass the module. Your attendance will be recorded. If an individual misses more than three lectures or one tutorial, his/her absence will be noted in the module coordinators end of semester report which is presented at the Schools examination boards. This may have implications for your final mark. If you are unable to attend class due to extenuating circumstances it is your responsibility to let me know.

QOL / QSIS
The lecturer will use QOL/QSIS to post SUMMARY lecture notes. The lecturer will also use QOL/QSIS to communicate with the class so it is important that students check QOL/QSIS and their UNIVERSITY EMAIL accounts on a regular basis.

Core Texts
The core text for the module is: Cousins, P., Lamming, R., Lawson, B. and Squire, B. (2008) Strategic Supply Management: Principles, Theories and Practice, Prentice Hall / Financial Times, UK. It is highly recommended that students also purchase a copy of Lysons, K. and Farrington, B. (2006) Purchasing and Supply Chain Management 7th Edition, Prentice Hall / Financial Times, UK. Both texts are available for purchase in the University Book Shop. Students should also check online book retailers and/or price comparison sites for the best deals on these books. The texts will also be available in the main library on a short-term loan basis.

Reading List
Students are reminded that specified readings from the recommended textbooks must be supplemented with additional readings provided at the end of each lecture theme. Students are strongly encouraged to source additional academic articles from the electronic databases available online on issues raised throughout the lecture themes for independent study and revision purposes. (e.g. ABI Inform, Business Source Premier, Emerald and Science Direct). Students might also find Google Scholar useful for finding and retrieving key articles. The following journals may be useful in sourcing supplementary material. Access to many of the articles in these journals can be obtained through the electronic database, Queens Online. Students should seek to supplement the list with their own reading. Useful discipline specific academic journals include (all available online via library): Harvard Business Review Sloan Management Review California Management Review Supply Chain Management Review Long Range Planning Journal of Operations Management Journal of Purchasing and Supply Management Journal of Supply Chain Management Supply Chain Management: An International Journal European Journal of Operational Research International Journal of Operations and Production Management International Journal of Physical and Distribution Management International Journal of Physical Distribution and Logistics Management International Journal of Production Economics Other resources that students should consult to aid the learning process include: SCM Knowledge Base: http://supplychain.ittoolbox.com Supply Chain Council: http://www.supply-chain.org Supply Chain Management Review: http://www.scmr.com Supply Chain Podcasts: http://www.richardwilding.info/podcasts Supply Chain Resource Consortium: http://scrc.ncsu.edu/index.html Supply Chain Standard: http://www.supplychainstandard.com The Stanford Global SCM Forum: http://www.stanford.edu/group/scforum Logistics Manager.com: http://www.logisticsmanager.com 5

Plagiarism
Plagiarism is regarded as a very serious offence in the university. Your continuous assessment work will be checked for plagiarism and university policy will be followed in the event of plagiarism, collusion or the fabrication of information being detected. Plagiarism or cheating in any form will result in at least a failing grade for the assignment. The following briefly summarises what is defined as Plagiarism, Collusion and Fabrication:

Assessment
Assessment for this module comprises 1 piece of coursework (30%) and an end of semester examination (70%). Final Exam (70%): Students will sit a three-hour exam in January 2010. Coursework (30%): 2,000 to 2,500 word essay

Required essay question: Buyer firms should always seek to build collaborative relationships with their suppliers. To what extent do you agree or disagree with this statement? Justify your answer. Submission: The assignment must be handed in to the Queens University Management School, at the Postgraduate Office, 24 University Square, no later than 4.00pm, on Monday 13th December 2010. Faxed and emailed submissions are not acceptable. Students are strongly advised to retain a photocopy of their assignment. Marks: The assignment counts for 30 per cent of final assessment. Content: The assignment draws on material covered in Supply Chain Management, predominantly on the topics of supplier relationship management. Students are expected to access other library resources to help complete the assignment. An adequate coverage of the literature would likely involve reading at least 20 relevant articles. Format: Submissions should be typed, single-sided, and 1.5 spaced. The assignment should be written in an essay style. Diagrams or charts may be used. Use of headings and sub-headings to structure your essay is also encouraged. Extensions: Extensions will be granted by the lecturer-in-charge (Dr. Antony Potter) only in extreme cases. Applications must be received in writing prior to the due date and be accompanied by supporting evidence. Late submissions will be penalised at the rate of 10% (out of 30 marks) for every day or part thereof the assignment is late. Alleged last-minute problems with PCs, printers and so on are not regarded as acceptable reasons for late submission. Assistance: Should there be any need to clarify any aspects of the assignment, announcements will be made via email and this same information will be placed on the subject homepage. Word Limit: The word limit for this assignment is 2,000 - 2,500 words. Clarity and succinctness in your discussion is encouraged. Footnotes, diagrams, and bibliography are not included in the word limit. Please note, however, that any appendices containing additional material beyond the word limit will not be considered. 7

Articles for Reference Bensaou, M. (1999) Portfolios of buyer-supplier relationships, Sloan Management Review, 40(4), 35-44. Cannon, J. and Perreault, W. D. J. (1999). Buyer-seller relationships in business markets, Journal of Marketing Research, 36(4), 439-460. Dyer, J. H., Cho, D. S. and Chu, W. (1998). Strategic supplier segmentation: The next 'best practice' in supply chain management, California Management Review, 40(2), 57-77. Heide, J. B. and Stump, R. L. (1995). Performance implications of buyer-supplier relationships in industrial-markets: A transaction cost explanation, Journal of Business Research, 32(1), 57-66. Jap, S. D. (1999). Pie-expansion efforts: Collaboration processes in buyer-supplier relationships, Journal of Marketing Research, 26(4), 461-475. Possible Journals to Search (from highest to lowest quality)
** List is not exhaustive, but gives the major OM & SCM journals

Journal of Operations Management Decision Sciences Journal Production & Operations Management Journal Journal of Marketing International Journal of Operations & Production Management International Journal of Production Research Journal of Business Research Journal of Supply Chain Management International Journal of Physical Distribution and Logistics Management Journal of Purchasing & Supply Management (formerly European Journal of Purchasing & Supply Management, pre2002) Supply Chain Management: An International Journal California Management Review (practitioner-oriented) Harvard Business Review (practitioner-oriented) Sloan Management Review (practitioner-oriented) Supply Chain Management Review (practitioner-oriented)

Bombardier Prize
Bombardier Aerospace have agreed to sponsor a prize which will be awarded to the student(s) achieving the highest overall mark in module MGT3013 Supply Chain Management. Eligible students must have completed all elements of the course during Semester 1 2009 and had their marks ratified by the Schools exam boards. The winning student(s) will be presented with a certificate of achievement and a cheque for 250 at the Queens University Management School prize giving ceremony, usually held on the same day as the Schools graduation during the summer. Previous winners were: 2007/8: 2009 Ms Amber Jones and Ms Stephanie Graham Iain Livingston 8

MGT3013 SUPPLY CHAIN MANAGEMENT

COURSE OUTLINE
suppliers firm
Strategic Supply Chain Management 1. Introduction: Supply Chain Networks 2. Supply Chain Strategy 3. Demand Management 4. Inventory Management 5. Supply Management Supply Chain Management Practice 6. Supplier Selection & Assessment 7. Supplier Relationship Management 8. Supplier Development & Involvement in NPD 9. Supply Chain Risk Management 10. Supply Chain Dynamics (Beer Game Simulation Model) 11. Bombardier Aerospace Study 12. Revision Session
Note: Schedule may be subject to change, the lecturer reserves the right to modify the lecture schedule. Further details of the lecture topics and tutorial cases will be handed out during Lecture 1.

customers

outputs

inputs

DETAILED OUTLINE:
Date

(I) Strategic Supply Management

Tutorial Case Study

Lecture Topic

28 Sept 30th Sept 5th Oct 7th Oct 12th Oct 14th Oct 19th Oct 21st Oct 26th Oct 28th Oct

th

1. Introduction: Supply Chain Network No tutorial 2. Supply Chain Strategy Tutorial A: Dell Computers Case Study (Computer industry, Push/pull supply chain) 3. Demand Management Tutorial B: Sport Obermeyer Case Study (Apparel industry, Demand management) 4. Inventory Management Tutorial C: Royal Navy Case Study (Defence industry, Just In Time JIT inventory) 5. Supply Management Tutorial D: Solectron Case Study (Electronics industry, Supply chain integration)

(II) Supply Chain Management Practice

Date Lecture Topic Tutorial Case Study

2nd Nov 4th Nov 9th Nov 11th Nov 16th Nov 18th Nov 23rd Nov 25th Nov 30th Nov 2nd Dec 7th Dec 9th Dec 14th Dec 16th Dec

6. Supplier Selection & Assessment Tutorial E: Assignment Progress Report (Coursework assignment) 7. Supplier Relationship Management Tutorial F: Wheatco Ltd & Chemco Ltd Case Study (Chemical industry, Relationship management) 8. Supplier Development & Involvement in NPD Tutorial G: Smart Car Case Study (Automotive industry, Supplier involvement) 9. Supply Chain Risk Management Tutorial H: Wal-Mart Case Study (Retail industry, Supply chain risk) 10. Supply Chain Dynamics (Beer Game Supply Chain Simulation Model) Tutorial I: Barilla Pasta Case Study (Food industry, Supply Chain Dynamics) 11. Bombardier Aerospace Company Visit Tutorial J: Amazon.com Case Study (IT industry, Distribution strategy) 12. Revision Session Tutorial K: Exam Preparation (Practice exam)

10

MGT3013 SUPPLY CHAIN MANAGEMENT LECTURE COURSE OUTLINE

STRATEGIC SUPPLY CHAIN MANAGEMENT Lecture 1 (28th Sept): Introduction: Supply Chain Networks Read: Cousins et al (2008) Chapters 1, 2 and 3 Read: Lysons and Farrington (2006) Chapter 1 Read: Harland, C. M. (1996) Supply chain management: Relationships, chains, and networks, British Journal of Management, 7, S63-S80. Further reading: Christopher, M. (2005) Creating the responsive supply chain (Chapter 4), In Christopher, M. (2005) Logistics and supply chain management, FT Prentice Hall, London. Lambert, D. M. and Cooper, M. C. (2000) Issues in Supply Chain Management, Industrial Marketing Management, 29, 65-83. Lee, H. L. (2004) The Triple A Supply Chain, Harvard Business Review, October, 102-112. Tan, K. C. (2001) A framework of supply chain management literature, Journal of Purchasing and Supply Management, 7, 39-48. Simchi-Levi, D., Kaminsky, P. and Simichi-Levi, E. (2008) Supply chain integration (Chapter 6), In Simchi-Levi, D., Kaminsky, P. and Simichi-Levi, E. (2008) Designing and managing the supply chain, McGrawHill Pub. London. Lecture 2 (5th Oct): Supply Chain Strategy Read: Cousins et al (2008) Chapter 7, 8 Read: Lysons and Farrington (2006) Chapter 2, 4 Read: Fisher, M. L. (1997) What is the right supply chain for your product, Harvard Business Review, March, 105-116. Read: Lee, H. L. (2002) Aligning supply chain strategies with product uncertainties, California Management Review, 44(3), 105-119. Skim: Spear, S. and Bowen, H. K. (1999) Decoding the DNA of the Toyota Production System, Harvard Business Review, Sept, 97-106. Skim: Ferdows, K., Lewis, M. A. and Machuca, J. A. D. (2004) Rapid-fire fulfillment, Harvard Business Review, 82, 104-110. Further reading: Bruce, M., Daly, L. and Towers, N. (2004) Lean or agile, a solution for supply chain management in the textiles and clothing industry, International journal of operations and production management, 24(2), 151-170. Christopher, M. (2001) An integrated model for the design of agile supply chains, International journal of physical distribution and logistics, 31, 235-246. Christopher, M. and Towill, D. R. (2000) Supply chain migration from lean and functional to agile and customized, Supply chain management: an international journal, 5(4), 206-213. McNulty, E. (2005) Just in Time for the holidays, Harvard Business Review, December, 39-49. Takeuchi, H., Osono, E. and Shimizu, N. (2008) The contradictions that drive Toyotas success, Harvard Business Review, June, 96-104.

11

Lecture 3 (12th Oct): Demand Management Read: Lysons and Farrington (2006) Chapter 10 Read: Waller, D. L. (2003) Forecasting the trigger of the supply chain (Chapter 10) in Waller, D. L. (2003) Operations Management a Supply Chain Approach. Thomson Publishing, London. Read: Verma, R. and Boyer, K. K. (2009) Forecasting (Chapter 5), In Verma, R. and Bouer, K. K. (2009) Operations and supply chain management, South-Western Cengage Learning, London. Further reading: Jacobs, R. F., Chase, R. B. and Aquilano, N. J. (2009) Demand management and forecasting (Chapter 15), In Jacobs et al., (2009) Operations and Supply Management, McGrawHill Publishers, London. Selen, W. and Soliman, F. (2002) Operations in todays demand chain management framework, Journal of Operations Management, 20(6), 667-673. Read: Waller, D. L. (2003) Managing the integrated supply chain (Chapter 17) in Waller, D. L. (2003) Operations Management a Supply Chain Approach. Thomson Publishing, London. Lecture 4 (19th Oct): Inventory Management Read: Lysons and Farrington (2006) Chapter 10 on Matching Supply with Demand. Read: Chapter 6 Independent Demand Inventory (p195-p233) in Verma, R. and Boyer, K. K. (2010) Operations and Supply Chain Management: World Class Theory and Practice, South-Western CENGAGE, London. Read: Chapter 7 Dependent Demand Inventory (p234-p277) in Verma, R. and Boyer, K. K. (2010) Operations and Supply Chain Management: World Class Theory and Practice, South-Western CENGAGE, London. Read: Chapter 12 Inventory planning and control p365-399 in Slack, N. Chambers, S. and Johnston, R. (2007) Operations Management, fifth edition, FT Prentice Hall, London. Read: Chapter 14 Enterprise Resource Planning (ERP) p435-464. in Slack, N. Chambers, S. and Johnston, R. (2007) Operations Management, fifth edition, FT Prentice Hall, London. Read: Chapter 15 Lean operations and JIT p464-495. in Slack, N. Chambers, S. and Johnston, R. (2007) Operations Management, fifth edition, FT Prentice Hall, London. Further Reading: Disney, S. M. and Towill, D. R. (2003) The effect of vendor managed inventory (VMI) dynamics on the Bullwhip Effect in supply chains, International Journal of Production Economics, 85(2), 199-215. Henk A. Akkermans, H. A., Bogerd, P. Ycesan, E. and van Wassenhove, L. N. (2003) The impact of ERP on supply chain management; Exploratory findings from a European Delphi study, European Journal of Operational Research, 146(2), 284-301. Plenert, G. (1999) Focusing material requirements planning (MRP) towards performance, European Journal of Operational Research, 119(1), 91-99. Umble, E. J., Haft, R. R. And Umble, M. M. (2003) Enterprise resource planning: Implementation procedures and critical success factors, European Journal of Operational Research, 146(2), 241-257. Waller, D. L. (2003) Inventory Management (chapter 11, p322-363), in Waller, D. L. (2003) Operations Management a Supply Chain Approach. Thomson Publishing, London. Waller, D. L. (2003) Materials Requirements and Enterprise Resource Planning (ERP) (chapter 13, p394-417), in Waller, D. L. (2003) Operations Management a Supply Chain Approach. Thomson Publishing, London. Waller, M., Johnson, M. E. and Davis, T. (1999) Vendor-managed inventory in the retail supply chain, Journal of Business Logistics, 20(1), 183203.

12

Lecture 5 (26th Oct): Supply Management Read: Cousins et al (2008) Chapter 3, 4,10, 12 Read: Lysons and Farrington (2006) Chapter 5, 6 Read: Williamson, O. E. (1999) Strategy research: governance and competence perspectives, Strategic Management Journal, 20, 1087-1108. Read: Barney, J. B. (1991a). Firm resources and sustained competitive advantage. Journal of Management, 17, 99-120. Read: Kraljic, P. (1983) Purchasing must become supply management, Harvard Business Review, Sept, 109-117. Further reading: Barney, J. B. (1991b). The Resource Based View of Strategy: Origins, Implications, and Prospects. Editor of Special Theory Forum in Journal of Management, 17, pp. 97-211. Costantino, N. and Pellegrino, R. (2009) Choosing between single and multiple sourcing based on supplier default risk: a real options approach, Journal of purchasing and supply management, 16(1), 27-40. Cousins, P. D. (1999) Supply base rationalization: myth or reality? European Journal of Purchasing and Supply Management, 5, 143-155. Goffin, K., Szwejczewski, M. and New, C. (1997) Managing suppliers: when fewer can mean more, International journal of physical distribution and logistics management, 27(7), 422-436. Larson, P. D. and Kulchitsky, J. D. (1998) Single sourcing and supplier certification, performance and relationship implications, Industrial Marketing Management, 27, 73-81. Richardson, J. (1993) Parallel sourcing and supplier performance in the Japanese automotive industry, Strategic Management Journal, 14(5), 339-350. Williamson, O. E. (1975) Markets and hierarchies, The Free Press, New York.

SUPPLY CHAIN MANAGEMENT PRACTICE Lecture 6 (2nd Nov): Supplier Selection & Assessment Read: Cousins et al (2008) Chapter 5, 11, and 12 Read: Lysons and Farrington (2006) Chapter 11, 13 and 15 Further reading: Boer, L. D., Labro, E. And Morlacchi, P. (2001) A review of methods supporting supplier selection, European Journal of Purchasing and Supply Management, 7(2), 75-89. Chan, F. T. S. (2003) Interactive selection model for supplier selection process: an analytical hierarchy process approach, International Journal of Production Research, 41(15), 3549-3579. Degraeve, Z. and Roodhooft, F. (2006) Effectively selecting suppliers using total cost of ownership, Journal of Supply Chain Management, 35(1), 5-10. Ellram, L. M. (1995) Total cost of ownership: an analysis approach for purchasing, International Journal of Physical Distribution and Logistics Management, 25(8), 4-23. Giunipero, L. C. and Pearcy, D. H. (2000) World class purchasing skills: an empirical investigation, Journal of supply chain management, 36, 4, 4-13. Giunipero, L., Handfield, R. B. and Eltantawy, R. (2006) Supply managements evolution: key skill sets for the supply manager of the future, International journal of operations and production management, 26(7), 822-844. Pagell, M. (2004) Understanding the factors that enable and inhibit the integration of operations, purchasing and logistics, Journal of operations management, 22, 459-487. Reck, R. F. and Long, B. G. (1988) Purchasing: a competitive weapon, Journal of purchasing and materials management, 24(3), 2-8. Bhutta, K. S. and Huq, F. (2002) Supplier selection problem: a comparison of the total cost of ownership and analytic hierarchy process approaches, Supply chain management: an international journal, 7(3), 126-135. Choi, T. Y. and Hartley, J. L. (1996) An exploration of supplier selection practices across the supply chain, Journal of operations management, 14, 333-343. Lamming, R. C., Cousins, P. D. and Notman, D. M. (1996) Beyond vendor assessment: relationship assessment programmes, European Journal of Purchasing and Supply Management, 2(4), 173-181.

13

Lecture 7 (9th Nov): Supplier Relationship Management Read: Cousins et al (2008) Chapter 13, Read: Lysons and Farrington (2006) Chapter 7 Read: Liker, J. K. and Choi, T. Y. (2004) Building deep supplier relationships, Harvard Business Review, December, 104-113. Read: Helper, S. R. and Sako, M. (1995) Supplier relations in Japan and the US: are they converging? Sloan Management Review, 36, 77-84. Read: Cousins, P. D. (2002) A conceptual model for managing long-term inter-organisational relationships, European Journal of purchasing and supply management, 8, 71-82. Further reading: Bensaou, M. (1999) Portfolios of buyer-supplier relationships, Sloan Management Review, 40(4), 35-44. Beth, S., Burt, D. N., Copacino, W., Gopal, C., Lee, H. L., Lynch, R. P. and Morris, S. (2003) Supply chain challenges: building relationships, Harvard Business Review, 64-73. Cannon, J. and Perreault, W. D. J. (1999) Buyer-seller relationships in business markets, Journal of Marketing Research, 36(4), 439-460. Dyer, J. H. (1996) Specialised supplier networks as a source of competitive advantage: evidence from the automotive industry, Strategic Management Journal, 17(4), 271-291. Dyer, J. H. and Singh, H. (1998) The relational view: cooperative strategy and sources of inter-organisational competitive advantage, Academy of Management Review, 23(4), 660-679. Dyer, J. H., Cho, D. S. and Chu, W. (2000) Strategic supplier segmentation: the next best practice in supply chain management, California Management Review, 40(2), 57-77. Handfield, R. B. and Bechtel, C. (2002) The role of trust and relationship structure in improving supply chain responsiveness, Industrial Marketing Management, 31, 367-382. Heide, J. B. and Stump, R. L. (1995). Performance implications of buyer-supplier relationships in industrialmarkets: A transaction cost explanation, Journal of Business Research, 32(1), 57-66. Jap, S. D. (1999). Pie-expansion efforts: Collaboration processes in buyer-supplier relationships, Journal of Marketing Research, 26(4), 461-475. Kumar, N. (1996) The power of trust in manufacturer-retailer relationships, Harvard Business Review, November, 92-106. Slobodow, B., Abdullah, O. and Babuschak, W. C. (2008) When supplier partnerships arent, MIT Sloan Management Review, 49(2), 77-83. Lecture 8 (16th Nov): Supplier Development & Involvement in NPD Read: Cousins et al (2008) Chapter 6, 15 Read: Lysons and Farrington (2006) Chapter 8 Skim: Handfield, R. B., Krause, D. R., Scannell, T. V. and Monczka, R. M. (2000) Avoid the pitfalls of supplier development, MIT Sloan Management Review, 41(2), 37-49. Skim: Handfield, R. B., Ragatz, G. L., Petersen, K. J. and Monczka, R. M. (1999) Involving suppliers in new product development, California Management Review, 42(1), 59-82. Further reading: Ragatz, G. L., Handfield, R. B. and Scannell, T. V. (1997) Success factors for integrating suppliers into new product development, Journal of Product Innovation Management, 14, 190-202. Ragatz, G. L., Handfield, R. B. and Petersen, K. J. (2002) Benefits associated with supplier integration into new product development under conditions of technology uncertainty, Journal of business research, 55, 389-400. Sako, M. (2004) Supplier development at Honda, Nissan and Toyota: comparative case studies of organizational capability enhancement, Industrial and corporate change, 13(2), 281-308. Sobek, D. K., Liker, J. K. And Ward, A. C. (1998) Another look at how Toyota integrates product development, Harvard Business Review, July, 36-49. MacDuffie, J. P. and Helper, S. (1997) Creating lean suppliers: diffusing lean production through the supply chain, Working Paper, International Motor Vehicle Program.

14

Lecture 9 (23rd Nov): Supply Chain Risk Management Read: Lysons and Farrington (2006) Chapter 3 Read: Christopher, M. (2005) Managing risk in the supply chain (Chapter 8), In Christopher, M. (2005) Logistics and supply chain management, FT Prentice Hall, London. Skim: Johnson, M. E. (2001) Learning from toys: lessons in managing supply chain risk from the toy industry, California Management Review, 43(3), 106-123. Further reading: Tang, C. S. (2006) Perspectives in supply chain risk management, International Journal of Production Economics, 103, 451-488. Juttner, U. (2005) Supply chain risk management, understanding the business requirements from a practitioner perspective, International journal of logistics management, 16(1), 120-141. Chopra, S. and Sodhi, M. S. (2004) Managing risk to avoid supply chain breakdown, Harvard Business Review, Fall, 53-61. Christopher, M. and Peck, H. (2004) Building the resilient supply chain, International Journal of Logistics Management, 15(2), 1-13. Singhal, V. R. (2003) Quantifying the impact of supply chain glitches on shareholder wealth, SAP White Paper. Available from: www.sap.com/solutions/business-suite/scm/pdf/BWP_Quantify.pdf Kleindorfer, P. R. and Saad, G. H. (2005) Managing disruption risks in supply chains, Production and Operations Management, 14, 5368. Lecture 10 (30th Nov): Supply Chain Dynamics (the Beer Game Simulation Model) (note: location and time TBC) Read: Lysons and Farrington (2006) Chapter 3, 10 Further reading: Lee, H. L., Padmanabhan, V. and Whang, S. (1997) The bullwhip effect in supply chains, Sloan Management Review, 38(3), 93-102. Lee, H. L., Padmanabhan, V. and Whang, S. (1997) Information distortion in a supply chain: the bullwhip effect, Management Science, 43(4), 546-558. Towill, D. R., Zhou, L. and Disney, S. M. (2007) Reducing the bullwhip effect: looking through the appropriate lens, International Journal of Production Economics, 108, 444-453. Anderson, E. G., Fine, C. H. and Parker, G. G. (2000) Upstream volatility in the supply chain: the machine tool industry as a case study, Production and Operations Management, 9(3), 239-261. Lecture 11 (7th Dec): Bombardier Aerospace Visit (note: location and time TBC) Read: Goodson, E.R. (2002) Read a Plant-Fast, Harvard Business Review, May, p105-113 Read: Upton, D. M. and Macadam, S. E. (1997) Why (and how) to take a plant tour, Harvard Business Review, 75(3): 97-106. Lecture 12 (14th Dec): Revision Session

15

BOMBARDIER AEROSPACE BELFAST AIRPORT ROAD, BT3 9DZ

HOW DO I GET THERE? We have multiple sites across Northern Ireland. Your visit is to the Queens Island site, which is situated in the Belfast Harbour Estate. Make your way from Queens University to the Odyssey Arena. With the Odyssey Arena on your left & the water behind you continue straight on, through the traffic lights. You will then come to a roundabout if you look carefully there is a sign for Bombardier Aerospace in the centre of the roundabout. At the roundabout you should take the second exit into the Harbour Estate. Bombardier is on your left- there is a slipway into the site.

Hint: If you are getting a taxi, taxi drivers will be more familiar with our old name SHORTS.

WHERE CAN I PARK? Upon arrival at the site please park in the Visitors car park, which is situated to your immediate left as soon as you come through the gate. Security will direct you once you arrive, state that you are a Queens student and are doing a tour of the factory.

WHO DO I REPORT TO? Once you have parked / been left off, report to the security hut where we will congregate as a group, distribute all health & safety gear before the factory tour begins. Your host is Miranda Hassard.

WHAT SHOULD I WEAR?

16

Be aware that you are entering a manufacturing setting and should therefore be sensible in your choice of dress & footwear. Dont worry about your street cred your hi-vis vest and safety glasses will take care of that!

WHAT TIME? The tour begins at 2pm. Please leave plenty of time to get here, traffic is unpredictable and the Harbour estate is a big place!

HOW LONG WILL THE TOUR TAKE? The tour will take no longer than 90 mins in totality.

DO I NEED TO READ ANYTHING BEFORE? Our website www.bombardier.com will give you some general background information about our company.

17

18

Figure 1: Direction Map

19

Risk Assessment Form

(to be completed and given to module coordinator before the Bombardier company visit) See below

Queens University Management School

RISK ASSESSMENT FORM
This proforma is applicable to, and must be completed in advance for, the following fieldwork situations: 1. All fieldwork undertaken independently by individual students or small groups of students, either in the UK or overseas, including in connection with proposition module or dissertations. Supervisor to complete with student(s). 2. All fieldwork undertaken by postgraduate students. Supervisors to complete with student(s). 3. Fieldwork undertaken by research students. Student to complete with supervisor. 4. Fieldwork/visits by research staff. Researcher to complete with Director of Research.

FIELDWORK DETAILS
Name Degree course ... Student No .. Supervisor/Research Director..

Telephone numbers and name of next of kin who may be contacted in the event of an accident

NEXT OF KIN Name .. Phone ..

Physical or psychological limitations to carrying out the proposed fieldwork

..... ..... ..... .....

Any health problems (full details) Which may be relevant to proposed fieldwork activity in case of emergencies.

..... ..... ... ...

Locality (Country and Region)

. ... .

Travel Arrangements

.... .... 21

NB: Comprehensive travel and health insurance must always be obtained for independent overseas fieldwork. Dates of Travel and Fieldwork

.... ....... ....

PLEASE READ THE FOLLOWING INFORMATION VERY CAREFULLY

Hazard Identification and Risk Assessment PLEASE READ VERY CAREFULLY List the localities to be visited or specify routes to be followed (Col. 1). Give the approximate date (month / year) of your last visit, or enter NOT VISITED(Col 2). For each locality, enter the potential hazards which may be identified beyond those accepted in everyday life. Add details giving cause for concern(Col. 3). Examples of Potential Hazards : Adverse weather: exposure (heat, sunburn, lightening, wind, hypothermia) Terrain: rugged, unstable, fall, slip, trip, debris, remoteness. Traffic: pollution. Demolition/building sites, assault, getting lost, animals, disease. Working on/near water: drowning, swept away, disease (weils disease, hepatitis, malaria, etc), parasites, flooding, tides and range. Lone working: difficult to summon help, alone or in isolation, lone interviews. Dealing with the public: personal attack, causing offence/intrusion, misinterpreted, political, ethnic, cultural, socio-economic differences/problems. Known or suspected criminal offenders. Safety Standards (other work organisations, transport, hotels, etc), working at night, areas of high crime. Ill-health: personal considerations or vulnerabilities, pre-determined medical conditions (asthma, allergies, fitting) general fitness, disabilities, persons suited to task. Articles and equipment: inappropriate type and/or use, failure of equipment, insufficient training for use and repair, injury. Substances (chemicals, plants, bio-hazard, waste): ill-health - poisoning, infection, irritation, burns, cuts, eye-damage. Manual handling: lifting, carrying, moving large or heavy items, physical unsuitability for task Magnitude of hazard: assess as high, medium, or low.

If no hazard can be identified beyond those of everyday life, enter NONE. Give brief details of fieldwork activity:

22

1. LOCALITY/ROUTE

2. LAST VISIT

3. POTENTIAL HAZARDS

4. MAGNITUDE OF HAZARD

Please consult the Foreign and Commonwealth Office website (http://www.fco.gov.uk/travel/) for information on risks in different parts of the world.

23

Risk Minimisation/Control Measures PLEASE READ VERY CAREFULLY For each hazard identified (Col 3), list the precautions/control measures in place or that will be taken (Col 4) to "reduce the risk to acceptable levels", and the safety equipment (Col 6) that will be employed. Assuming the safety precautions/control methods that will be adopted (Col. 4), categorise the fieldwork risk for each location/route as negligible, low, moderate or high (Col. 5). Risk increases with both the increasing likelihood of an accident and increasing severity of the consequences of an accident. An acceptable level of risk is: a risk which can be safely controlled by person taking part in the activity using the precautions and control measures noted including the necessary instructions, information and training relevant to that risk. The reultant risk should not be significantly higher than that encountered in everyday life. Examples of control measures/precautions: Training, information & instructions on fieldwork tasks and safe and correct use of any equipment, substances and personal protective equipment. Inspection and safety check of any equipment prior to use. Assessing individuals fitness and suitability to environment and tasks involved . Appropriate clothing, environmental information consulted and advice followed(weather conditions, tide times etc.). Seek advice on harmful plants, animals & substances which may be encountered, including information and instruction on safe procedures for handling hazardous substances. First aid provisions, innoculations, individual medical requirements, logging of location, route and expected return times of lone workers. Familiar with emergency procedures (means of raising an alarm, back up arrangements). Working with colleagues(pairs). Lone working is not permitted where the risk of physical or verbal violence is a realistic possibility. Training in interview techniques and avoiding /defusing conflict, following advice from local organisations, wearing of clothing unlikely to cause offence or unwanted attention. Interviews in neutral locations. Checks on Health and Safety standards & welfare facilities of travel, accommodation and outside organisations. Seek information on social/cultural/political status of fieldwork area. Examples of Safety Equipment: gloves, harness, personal alarms, boots, mobile phone, ear protectors, bright fluorescent clothing(for roadside work), dust mask, etc. If a proposed locality has not been visited previously, give your authority for the risk assessment stated or indicate that your visit will be preceded by a thorough risk assessment.

24

5. PRECAUTIONS/CONTROL MEASURES

6. RISK ASSESSMENT

7. EQUIPMENT

PLEASE READ INFORMATION OVEREAF AND SIGN AS APPROPRIATE Declaration: The undersigned have assessed the activity and the associated risks and declare that there is no significant risk or that the risk will be controlled by the method(s) listed above/over. Those participating in the work have read the assessment and will put in place precautions/control measures identified.

NB: Risk should be constantly reassessed during the fieldwork period and additional precautions taken or fieldwork discontinued if the risk is seen to be unacceptable.
Signature of Fieldworker (Student/Staff) ...... Date ..

Signature of Supervisor/Research Director

..

Date

..

25

FIELDWORK CHECK LIST

1. Ensure that all members of the field party possess the following attributes (where relevant) at a level appropriate to the proposed activity and likely field conditions: Safety knowledge and training? Awareness of cultural, social and political differences? Physical and psychological fitness and disease immunity, protection and awareness? Personal clothing and safety equipment? Suitability of fieldworkers to proposed tasks? 2. Have all the necessary arrangements been made and information/instruction gained, and have the relevant authorities been consulted or informed with regard to : Visa, permits? Legal access to sites and/or persons? Political or military sensitivity of the proposed topic, its method or location? Weather conditions, tide times and ranges? Vaccinations and other health precautions? Civil unrest and terrorism? Arrival times after journeys? Safety equipment and protective clothing? Financial and insurance implications? Crime risk? Health insurance arrangements? Emergency procedures? Transport use? Travel and accommodation arrangements?
Important information for Student Supervisor completing this form: Once complete file a copy with the Schools Health and Safety officer.

26