Digitalisation of Operations and Supply Chains

BMAN75491 Digitalisation of Operations and Supply Chains 15 Semester 1 Postgraduate Taught Level 7 Fahian Huq Unit coordinator 1 FHEQ level (Framework for Higher Education Qualifications) ' Masters/Integrated Masters P4 ' European Credit Transfer & Accumulation System Rating : 7.5 The Digitalisation of Operations and Supply Chains unit offers an in-depth exploration of how digital technologies are transforming both operational processes and supply chains in modern businesses. The course examines the role of emerging technologies—such as automation, big data, artificial intelligence, blockchain, and the Internet of Things—in reshaping production systems, service delivery, procurement, and logistics. By integrating these technologies, students will gain insights into optimising operational workflows, enhancing autonomy, and managing end-to-end supply chains.Students will explore key trends in the digitalisation of operations, focusing on Industry 4.0 technologies and their application in improving manufacturing efficiency, service-related processes, and real-time decision-making. Simultaneously, the unit covers the digital transformation of supply chains, with a focus on end-to-end visibility, resilience, and agility. Students will learn how to apply digital tools and strategies to enhance transparency, collaboration, and sustainability across supply chain functions. The course will also explore approaches to optimise decision-making and address complex challenges through the integration of human and digital resources.Through a combination of case studies, simulations, guest speakers, and team projects, the unit encourages experiential learning and practical application of digital tools. Students will build confidence in spearheading digital transformation initiatives, mastering the interaction between strategy, technology, and organisational processes. By the end of the unit, students will be equipped to lead digital transformation efforts across both operations and supply chains, improving efficiency, sustainability, cost management, and overall resilience.   The Digitalisation of Operations and Supply Chains unit offers an in-depth exploration of how digital technologies are transforming both operational processes and supply chains in modern businesses. The course examines the role of emerging technologies—such as automation, big data, artificial intelligence, blockchain, and the Internet of Things—in reshaping production systems, service delivery, procurement, and logistics. By integrating these technologies, students will gain insights into optimising operational workflows, enhancing autonomy, and managing end-to-end supply chains.Students will explore key trends in the digitalisation of operations, focusing on Industry 4.0 technologies and their application in improving manufacturing efficiency, service-related processes, and real-time decision-making. Simultaneously, the unit covers the digital transformation of supply chains, with a focus on end-to-end visibility, resilience, and agility. Students will learn how to apply digital tools and strategies to enhance transparency, collaboration, and sustainability across supply chain functions. The course will also explore approaches to optimise decision-making and address complex challenges through the integration of human and digital resources.Through a combination of case studies, simulations, guest speakers, and team projects, the unit encourages experiential learning and practical application of digital tools. Students will build confidence in spearheading digital transformation initiatives, mastering the interaction between strategy, technology, and organisational processes. By the end of the unit, students will be equipped to lead digital transformation efforts across both operations and supply chains, improving efficiency, sustainability, cost management, and overall resilience.   The unit aims to:- Provide a comprehensive understanding of the digital transformation in both operations and supply chains. Students will explore how emerging technologies, such as automation, AI, and blockchain, reshape operational workflows, production systems, and supply chain relationships, adapting to the demands of the digital era.- Equip students with practical tools and critical analytical skills to assess and apply digital technologies, focusing on their impact on business operations and supply chain functions. Students will develop the ability to analyse and integrate advanced digital solutions, fostering innovation and improving operational efficiency.- Examine and apply Industry 4.0 technologies in operational processes, focusing on automation, the Internet of Things (IoT), AI, and big data analytics. Students will understand how these technologies enhance manufacturing systems, service delivery, and performance management in operations.- Explore digital supply chain capabilities, including eSupply chain management, blockchain, and traceability solutions, with an emphasis on improving end-to-end (E2E) visibility, collaboration, and agility. Students will analyse how digitalisation enhances supply chain resilience and responsiveness.- Leverage digital platforms to drive supply chain transformation, with a focus on technologies that support traceability, collaborative planning, and eProcurement. The goal is to illustrate how digital tools contribute to long-term competitive advantage, operational excellence, and risk mitigation in global supply chains.- Provide up-to-date knowledge and practical applications, combining academic theory with real-world experience through guest lectures, team projects, case studies, and simulations. These experiential learning methods will deepen students' understanding of digital transformation in both operations and supply chain management.- Develop solid theoretical foundations in operations and supply chain management, focusing on the role of digitalisation in achieving operational efficiency, flexibility, and sustainability.- Foster key professional skills, including IT proficiency, presentation skills, teamwork, and critical thinking, ensuring that students can thrive under pressure in competitive, technology-driven environments   Knowledge and understanding KU1 Explain how digital advancements are transforming operations and supply chain management.  KU2 Critically assess emerging trends in digitalisation, focusing on how these advancements can support and optimise operational and supply chain processes. KU3 Critically evaluate various concepts, philosophies, and practices within both fields, focusing on the role digitalisation can play in enhancing sustainability and achieving competitive advantage. Intellectual skillsIS1 Apply advanced digital analytics tools to assess procurement and supply chain strategies, particularly within global and digital supply chain contexts. IS2 Synthesise and integrate knowledge of digitalisation in supply chains to develop innovative solutions to complex operational challenges.IS3 Critically assess the ethical, operational, and strategic implications of digital transformations within supply chain ecosystems. Practical skills PS1 Apply digitalisation strategies to optimise and manage both operations and supply chain processes, focusing on improving efficiency, transparency, and collaboration. PS2  Apply digital transformation strategies to address real-world challenges with a particular focus on operations and supply chains.   Transferable skills and personal qualities   TS1 Apply digital tools and data-driven decision-making to address challenges in operations and supply chains. TS2 Communicate complex digital strategies and solutions clearly and persuasively to a range of stakeholders.   Syllabus (indicative curriculum content):Lecture 1: Introduction to Global Supply Chain Management This introductory session will provide an overview of global supply chain management and operations in the context of digital transformation. It will cover the fundamentals of supply chain structures and global networks, exploring how digital technologies—such as automation, AI, and blockchain—are disrupting traditional models. The session will also examine the key stakeholders involved in the transformation and the roles, decisions, and perspectives they bring to reshaping supply chain operations in the digital era. Lecture 2: Supply Chain Simulation 1 This session will introduce students to key supply chain concepts, to model real-world supply chain operations. Students will engage in a hands-on simulation of a simple supply chain, examining variables such as demand forecasting, production scheduling, and logistics management. They will explore how digital tools can optimize supply chain performance and decision-making.Lecture 3: Supply Chain Simulation 2 Building on the first simulation, this session will introduce more complex variables and uncertainties, such as supply chain disruptions, lead-time fluctuations, and demand variability. Students will use advanced simulations to model and manage these risks, applying to improve agility, collaboration, and resilience.Lecture 4: Making Supply Meet Demand in an Uncertain World – Accurate Response This lecture will explore strategies for matching supply with fluctuating demand, focusing on real-time demand sensing and accurate response models. Students will analyse case studies on companies that have successfully optimised inventory management, production, and logistics in uncertain environment.Lecture 5: Agile Supply Chain Management This session will introduce the concept of Agile supply chains. Topics will include agile manufacturing and supply chain agility.Lecture 6: Lean Operations This lecture will focus on the principles of Lean operations and their application.Lecture 7: Value Stream Mapping (VSM) This session will cover Value Stream Mapping (VSM) as a critical tool for identifying inefficiencies in operations. Emphasis will be placed on how VSM can be used in conjunction with Lean and Agile methodologies to drive continuous improvement in both production and supply chain operations.Lecture 8: Lean Simulation In this interactive session, students will participate in a Lean simulation which will allow students to apply Lean principles in a dynamic environment, where they will manage resources, optimise processes, and reduce waste.Lecture 9: Technology and Sustainable Operations This lecture will explore how digital technologies are being leveraged to enhance sustainability in operations management. Students will analyse the role of digitalisation in creating more sustainable operations through transparent sourcing, efficient logistics, and responsible production practices.Lecture 10: Resilient Operations and Supply Chains In the final session on Resilient Operations and Supply Chains, students will consolidate key course concepts, focusing on how digital tools enhance resilience in both operations and supply chains. The session will explore strategies for managing disruptions, such as supply chain risks, demand fluctuations, and global uncertainties, using tools like predictive analytics and AI-driven simulations. End-to-End (E2E) visibility will be a central theme, highlighting its role in improving communication, problem-solving, and decision-making across the entire supply chain. Students will explore how digital technologies enable businesses to manage complexity and enhance resilience in both opera The unit uses a blend of teaching methods designed to integrate theoretical knowledge with practical, real-world application. The course comprises 30 hours of scheduled lectures and 120 hours of independent study. Students will engage with a combination of synchronous and asynchronous learning to accommodate various learning styles and to ensure flexible access to learning resources.Lectures will serve as the foundation of the course, providing students with theoretical knowledge on digital technologies, operations, and supply chain management. The lectures will be supported by interactive discussions to explore concepts in depth and encourage critical thinking. To bridge the gap between theory and practice, students will participate in case discussions and simulations that replicate real-world supply chain and operational challenges.Students will use the CLE and available LTI and other technologies to support their independent study, allowing for continuous engagement with course materials. Asynchronous elements, such as videos, and online discussion forums, will ensure flexibility in accessing learning materials. This combination of theoretical, practical, and experiential learning will prepare students to lead digital transformation initiatives in their future careers.   0 Other 40% 3 Report 60% Other - Group Report  Individual Report - Written feedback provided after submission via CLEGroup Report - Written feedback provided after submission via CLE  N • Carter, C.R., Rogers, D.S. and Choi, T.Y., 2015. Toward the theory of the supply chain. Journal of Supply Chain Management, 51(2), pp.89-97. • 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. • Sterman, J. D., 1989. Modeling Managerial Behavior: Misperceptions of Feedback in a Dynamic Decision Making Experiment. Management Science, 35(3): 321-339. • Fisher, M. L., Hammond, J. H., Obermeyer, W. R. and Raman, A. (1994), "Making supply meet demand in an uncertain world", Harvard Business Review, Vol. 72 No. May/June, pp. 83-93 • Christopher, M. (2000) The agile supply chain, competing in volatile markets, Industrial Marketing Management, 29, 37-44 • Christopher, M. and Towill, D. (2001) An integrated model for the design of agile supply chains, International Journal of Physical Distribution and Logistics, 31, 235-246. • Chapter 15: Slack et al., (2016) Operations Management, 8th Edition • Smalley, A. (2009) Creating level pull: A lean production system improvement guide for production control, operations and engineering professionals, Lean Enterprise Institute, Cambridge, MA (Shingo Prize for Excellence in Manufacturing) • Jones, D. and Womack, J. (2009) Seeing the whole, mapping the extended value stream, Lean Enterprise Institute, Cambridge, MA (Shingo Prize for Excellence in Manufacturing). • Rother, M. (2005) Value Stream Mapping in a Make To Order (MTO) Environment, Lean Enterprise Institute, Cambridge, MA. • Rother, M. and Shook, J. (2009) Learning to see: value stream mapping to create value and eliminate waste, Lean Enterprise Institute, Cambridge, MA (Shingo Prize for Excellence in Manufacturing) [This is an excellent book on how to undertake value stream mapping] • Nash, M. A. and Poling, S. R. (2008) Mapping the total value stream: A comprehensive guide for production and transactional processes, CRC Press Taylor and Francis Group, London. [Note: ebook available]. • Jimmerson, C., Value Stream Mapping for Healthcare Made Easy, Productivity Press, New York, NY, 2010 • Emiliani, M. L. and Stec, D. J. (2004) Using value stream maps to improve leadership, The Leadership and Organisation Development Journal, 25, 8, 622-645.Lian, Y. H. and Landeghem, H. V. (2007) • Seth, D. and Gupta, V. (2005) Application of value stream mapping for lean operations and cycle time reduction: an Indian case study, Production Planning and Control: The Management of Operations, 16, 1, 44-59. • Joseph C. Chen & Ronald A. Cox. Value Stream Management for Lean Office—A Case Study, American Journal of Industrial and Business Management, 2012, 2, 17-29 http://dx.doi.org/10.4236/ajibm.2012.22004 • Womack, J. P. and Jones, D. T. (2011) Learning to see the whole value stream: The power of extended value stream mapping [Online Video], Lean Enterprise Institute, Available from: http://www.lean.org/Events/WebinarHome.cfm • Deepak Asokan, Fahian Huq, Chris Smith & Mark Stevenson. (2022). 'Socially responsible operations in the Industry 4.0 era: post-COVID-19 technology adoption and perspectives on future research', International Journal of Operations & Production Management, Vol. 42 No. 13, pp 185–217. DOI: https://doi.org/10.1108/IJOPM-01-2022-0069• Huq, F., Pawar, K.S. and Subramanian, N. (2021), Disturbances to the supply chains of high-value manufacturing firms: comparison of the perceptions of product managers and supply chain managers, International Journal of Production Research1-19. • Huq, F., Pawar, K., & Rogers, H. (2016), Supply Chain Configuration Conundru Lectures 30 0 120