BMAN70111
Strategic Supply Chain Management
15
Semester 1
Postgraduate Taught
Level 7
Joao Quariguasi Frota Neto
Unit coordinator
1
FHEQ level (Framework for Higher Education Qualifications) ' Masters/Integrated Masters P4 '
European Credit Transfer & Accumulation System Rating : 7.5
<p style="margin-left:5.7pt;">A strategy is a decision-making framework for playing the “game” of business. These decisions, which occur daily throughout every firm, include major tasks like capital investments and operational priorities to more mundane or routine tasks like how each individual working in an organisation shuffles through their To-Do list every single morning. Without a strategic framework to guide these decisions, organisations will tend to run in several directions, incur costs, plunder profits, and suffer enormous discord. The supply chain is simply a network of firms in complex contracts to source, make, and deliver products or services to customers. The complexity of supply chain interactions, the variety of contracting arrangements and the sheer number of parties involved makes it challenging, interesting and practically worthwhile to develop the requisite knowledge and capabilities for defining and designing network-level strategies to underpin successful supply chain management (SCM).</p><p style="margin-left:5.7pt;">The indicative lectures covered on this course include an Introduction to Strategic SCM, The Theory of Make-Buy, Supplier Portfolio Management, Supplier Selection, Negotiation, Supplier Performance Measurement, Supplier Relationship Management, and Managing Supply Chain Risks.</p><p><strong>* Required for CIPS accreditation</strong></p>
<p style="margin-left:5.7pt;">A strategy is a decision-making framework for playing the “game” of business. These decisions, which occur daily throughout every firm, include major tasks like capital investments and operational priorities to more mundane or routine tasks like how each individual working in an organisation shuffles through their To-Do list every single morning. Without a strategic framework to guide these decisions, organisations will tend to run in several directions, incur costs, plunder profits, and suffer enormous discord. The supply chain is simply a network of firms in complex contracts to source, make, and deliver products or services to customers. The complexity of supply chain interactions, the variety of contracting arrangements and the sheer number of parties involved makes it challenging, interesting and practically worthwhile to develop the requisite knowledge and capabilities for defining and designing network-level strategies to underpin successful supply chain management (SCM).</p><p style="margin-left:5.7pt;">The indicative lectures covered on this course include an Introduction to Strategic SCM, The Theory of Make-Buy, Supplier Portfolio Management, Supplier Selection, Negotiation, Supplier Performance Measurement, Supplier Relationship Management, and Managing Supply Chain Risks.</p><p><strong>* Required for CIPS accreditation</strong></p>
<ul> <li> Introduce students to the basic issues of supply chain management.</li> <li> Provide an understanding of the role of theory within supply chain management.</li> <li> Explore the broad range of activities associated with the sourcing process</li> <li> Provide a foundation for Global SCM.</li></ul>
<p>At the end of the course unit, students should be able to:</p><ul> <li> Appreciate the role of SCM within the organisation </li> <li> Understand organisational theory and how to apply it to SCM problems and issues </li> <li> Understand and analyse the overall sourcing process</li></ul>
<p><strong>Formal Contact Methods</strong></p><p>Minimum Contact hours: 20 </p><p>Delivery format: Lecture and Workshops </p>
0
Other
100%
<p style="margin-left:5.7pt;">Written Exam (100%)</p><p> </p>
<div> Informal advice and discussion during a lecture, seminar, workshop or lab.</div><div> </div><div> Online exercises and quizzes delivered through the Blackboard course space.</div><div> </div><div> Responses to student emails and questions from a member of staff including feedback provided to a group via an online discussion forum.</div><div> </div><div> Specific course related feedback sessions.</div><div> </div><div> Written and/or verbal comments on assessed or non-assessed coursework.</div><div> </div><div> Written and/or verbal comments after students have given a group or individual presentation.</div><div> </div><div> Generic feedback posted on Blackboard regarding overall examination performance.</div>
BMAN70111 Programme Req: BMAN70111 is only available as a core unit to students on MSc Operations, Project & Supply Chain Management, and as an elective to students on MSc Business Analytics and MSc Data Science (Business & Management pathway)
N
<p>MAIN TEXT BOOK:Cousins, P; Lamming, R; Lawson, B; and Squire, B (2008) Strategic Supply Management: Principles, Theories and Practice. FT/Prentice Hall: Harlow.</p><p>ADDITIONAL READING: <a href="https://www.bookdepository.com/author/David-Simchi-Levi">David Simchi-Levi</a>, <a href="https://www.bookdepository.com/author/Philip-Kaminsky">Philip Kaminsky</a>, <a href="https://www.bookdepository.com/author/Edith-Simchi-Levi">Edith Simchi-Levi</a>, (2014) Designing and Managing the Supply Chain: Concepts, Strategies and Case Studies, 4th Edition, McGraw-Hill/Irwin.</p>
Assessment written exam
2.5
Lectures
30
0
117.5
<p><strong>Informal Contact Methods</strong></p><p style="margin-left:5.7pt;">Office Hours</p><p style="margin-left:5.7pt;">Online Learning Activities (blogs, discussions, self-assessment questions)</p><p style="margin-left:5.7pt;">Drop in Surgeries (extra help sessions for students on material they may be struggling with)</p>