Department of Industrial Management and Logistics Engineering Logistics

Supply chain management MTT240 Preliminary Course description 2015

Professor Andreas Norrman 2015-03-02

Supply chain management

Course description 2015

Welcome to the course in Supply chain management Supply chain management (SCM) has become an important area for most companies and their executives. However, there are many different views of what SCM is. In this course we will focus on the interorganisational perspective of SCM, but also try to develop your cross-functional skills and highlight some of the challenges for SCM. We will offer you many opportunities to experience SCM issues, and hope you will reflect on and discuss these experiences with your peers. The pedagogical idea is that the reflections and discussions will improve your learning!

Course goals Supply chain management can be defined as “the systemic and strategic coordination of the business processes and functions within and between organisations across the supply chain for the purposes of improving the long term performance of the individual company as well as the supply chain as a whole.” Consequently the course provides advanced knowledge about logistics systems and their supporting information systems from a supply chain perspective. Principles and methods used to produce an effective and efficient flow of material and information, from the supplier of raw material, through companies to the ultimate consumers, are introduced. In addition, the course provides the student with skills in handling methods and tools for the analysis, design and development of supply chains. The course will also strengthen the students’ holistic view on supply chain operations, management and strategy, and discuss some current research areas in supply chain management. The framework of the course (see figure 1) focuses on alignment: Alignment of strategy with the configuration of the supply chain; alignment between the main elements to configure (structure, processes and management components); and alignment between partners in the supply chain through the design of the boundary-spanning interface variables (strategic objectives, performance measures, synchronized decisions, information sharing, incentive alignment, and streamlined business processes. Three additional challenges are addressed in the course: Globalization, Supply chain risk management, and Sustainability. Chain perspective Globalisation

SC Risks

SC Network Structure

Major configuration elements

SC Mgmt Components/ Coordination

Shared Commitment

SC Interface variables/ antidotes

Mutual Strategic Objectives

Appropriate Performance Measures

Sustainability

SC Business Processes

Collaborative Business Drivers Decision Synchronisation

Information Sharing

Streamlined Intercompany Business Processes

Incentive Alignment

Strategy

Measurement

Coordination

Operations

Figure 1: Framework of the course: Alignment of different supply chain elements and interfaces

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Course description 2015

More explicit goals regarding knowledge and understanding, skills and abilities, judgement and approach are available in the official course plan http://kurser.lth.se/kursplaner/14_15%20eng/MTT240.html

Web page The web page is updated continuously, and contains a lot of fresh material such as hand-outs from lectures (usually the day before the lectures), course description, assignments, articles etc Address: http://www.tlog.lth.se/utbildning/kurser/mtt240_logistik_i_foersoerjningskedjor/ Username:

will be distributed at course start

Password:

will be distributed at course start

Selected information can be posted on the division’s board, M-building entrance, north part. For registration on different teams and on events, use the website: http://www.tlog.lth.se/utbildning/kurser/mtt240_logistik_i_foersoerjningskedjor/groupregistration-mtt240/#1

Literature The course literature consists of articles and cases. All material covered in class and posted on the website is part of the course and could be included in the examination. To keep with copyright rules, articles should be downloaded via LU library. So when downloading the articles, you will have to log in with your LU-student name and password as you usually do when you use the LU library. A literature list is given in appendix.

Size of the course The course gives 7,5 ECTS, corresponding to 196 hours of studies, divided between:

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Lectures:

39 h

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Seminars/laboration and games:

8h

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Seminars/cases etc (in class):

11 h

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Cases and games (outside of class):

42 h

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Self studies:

100 h

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Totally:

200 h

Supply chain management

Course description 2015

Lectures and schedule A major part of the course consists of lectures, related both to the literature and giving experience from industry by corporate guest lecturers. Note that some lectures are given together with the course MTTN30 Process based Business Development. For literature for each lecture, see appendix. A detailed schedule is provided below, and is published on the course’s website (where updated course description and schedule are available).

Lec 1: Course introduction Mandatory participation: w.13, Mon 23 March 8-10 Class room: M:B, Dr. Andreas Norrman Presentation of the course, its structure and practicalities. Introduction to Supply chain management, definitions, challenges and overarching frameworks.

Lec 2: Introduction to Business processes w.13, Mon 23 March 13-15 Class room: MA:MA01, Dr. Dag Näslund Note: Together with MTTN30. Introduction to process management.

Lec 3: Business processes and process mapping w.13, Tue 24 March 13-15 Class room: MA:MA06, Dr. Dag Näslund Process mapping. Introduction to the first case. (Together with MTTN30)

Lec 4: Supply chain strategy and configuration w.13, Wed 25 March 10-12 Class room: M:B, Dr. Andreas Norrman Frameworks for aligning configuration elements, and for developing strategies for SCM. Information about the business game Fresh Connection (FC).

Seminar 1: Game Supply chain dynamics Mandatory participation in one of the following: w.13, Thu 26 March 08-12 Class room: M:Q, Dr. Andreas Norrman w.13, Thu 26 March 13-17 Class room: M:Q, Dr. Andreas Norrman

Seminar 2: Introduction to Fresh Connection, level 1+2 Mandatory participation in one of the following: w.13, Fri 27 March 8-12 Class room: M: Em4-5, Dr. Andreas Norrman w.13, Fri 27 March 13-17 Class room: M:Ina 1+2, Dr. Andreas Norrman (Together with MTTN30. Students only following MTTN30 will participate in w.13, Fri 27 March 8-12 Class room: M: Ida, Eva Berg)

Lec 5: Principles and tools for redesigning SC configurations w.14, Mon 30 March 9-12, M:B. Dr. Andreas Norrman Overview of principles and tools used within logistics/SCM to improve performance

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Deadline Assignment FC-A (level 2:2) sent in at the latest Tuesday 31 March 13.00. A “Supply chain map” should also be sent to [email protected] (Next round opens about 15.00)

Supply chain management

Course description 2015

Lec XX: Extra time if needed w.14, Wed 1 April 10-12 Class room: ?, Dr. Andreas Norrman Only used in case of illness etc week 1.

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Deadline Assignment FC-B (level 3) sent in at the latest Tuesday 7 April 08.30. (Next round opens about 13.00)

Lec 6: Fresh connection – reflections and introducing coming rounds w.15, Tue 7 April 10-12 Class room: MA:MA01, Dr. Andreas Norrman Trade-offs in beginning rounds are discussed, as well as frameworks presented useful for the coming one.

Seminar 3: Fresh Connection – Round table Register for class if you will participate (max 28 per seminar). An important feature with this seminar is learning between the groups, but time will also be devoted for your group work and decision making, and the supervisor will be available for questions. w.15, Wed 8 April 10-12 Class room: E:1147-1149, Dr. Andreas Norrman w.15, Wed 8 April 13-15 Class room: E:1147-1149, Dr. Andreas Norrman

Lec 7: Collaboration and information sharing – in theory and practice w.15, Thu 9 April 13-15, M:B. Dr. Johanna Småros, Relex Solutions, Director Scandinavian Operations Dr Småros discusses concepts like information sharing, CPFR, VMI and shares her experiences from software and implementations.

Lec 8: Performance Measurement in Supply chains w.15, Fri 10 April 10-12 Class room: M:B, Dr. Andreas Norrman Challenges with measuring performance in supply chains will be discussed.

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Deadline Assignment C-1 Case Pfaltzgraff handed in at the latest Monday 13 April when your seminar 4 starts

Seminar 4: Presentation + Discussion Case 1 Mandatory participation (Divided in at least 2 groups. Together with MTTN30) w.16, Mon 13 April 10-12, 13-15 or 15-17 (M:Q), Dr. Dag Näslund NOTE: You have to register for a session in beforehand. This registration is handled by the course MTTN30 in the beginning of week 13 where we have joint lectures.,

Lec 9: Sales & Operations Planning: Example of Decision Synchronization w.16, Tue 14 April 13-15 Class room: M:B, Dr. Jan Olhager The concept of S&OP will be discussed in more detail. (Together with MTTN30)

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Course description 2015

Deadline Assignment FC-C (level 4 – S&OP) sent in at the latest Tuesday 14 April 11.00. (Next round opens about 15.00)

Lec 10: Performance measurement: Experiences from SCOR and Ericsson w.16, Thu 16 April 13-15 Class room: M:B, Lars Magnusson, Ericsson AB, Customer Logistics Mr Magnusson shares his experiences of the global reference model SCOR and how Ericsson AB works with measures. He will also comment on challenges when restructuring global supply chains.

Seminar 5: The Barilla Case - Information sharing’s (VMI) impact on Business Models Register for the seminar you will follow – max 28 per seminar: w.16, Fri 17 April 10-12 Class room: M:Q, Dr. Andreas Norrman w.16, Fri 17 April 13-15 Class room: M:Q, Dr. Andreas Norrman Barilla’s experience of implementing “structural change” and information sharing (VMI) will be discussed, as well as the major strategic impact this operational project finally got. Prepare by reading the case before class.

Lec 11: Incentive alignment in supply chains w.17, Mon 20 April 9-12 Class room: MA:MA04, Dr. Andreas Norrman Note starting time! Besides normal lecturing, a small negotiation game will be played about different contracts. The SMART case will be introduced.

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Deadline Assignment FC-D (level 5 - KPIs) sent in at the latest Tuesday 21 April 09.00 (Next round opens about 15.00)

Lec 12: Collaboration with customers – insights and challenges w.17, Tues 21 April 10-12 Class room: MA:MA01, Charlotte Richter, Sony, Supply chain operations Ms Richter shares her experiences from projects aiming to increase collaboration with major customers in a global context.

Seminar 6: Fresh Connection – group work Register for a class if you will participate (max 28 per seminar). The time is mainly intended for your group work and decision making, but the supervisor will be available for questions. w.17, Wed 22 April 10-12 Class room: MH:362D, Dr. Andreas Norrman w.17, Wed 22 April 13-15 Class room: MH:362D, Dr. Andreas Norrman

Lec 13: Sustainable and “Green” SCM w.17, Fri 24 April 10-12 Class room: M:B, Dr. Christofer Kohn, McKinsey

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Deadline Assignment FC-E (level 6 – External collaboration) sent in at the latest Monday 27 April 09.00 (Next round opens up Tuesday 28/4)

Supply chain management

Course description 2015

Lec 14: Supply chain risk management w.18, Tue 28 April 9-12 Class room: MA:MA04, Dr. Andreas Norrman Note starting time!

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Deadline Assignment C-2 Case SMART handed in at the latest Wednesday 29 April when your seminar 7 starts.

Seminar 7: Presentation + Discussion Case 2 SMART Mandatory participation in one of the seminars. Register (max 28 per seminar). w.18, Wed 29 April 10-12 Class room: E:1147-1149, Dr. Andreas Norrman w.18, Wed 29 April 13-15 Class room: E:1147-1149, Dr. Andreas Norrman

Lec 15: Globalisation w.20, Mon 11 May 9-12 Class room: M:B, Dr. Andreas Norrman, Dr. Dag Näslund Read the case LEGO before the class.

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Deadline Assignment FC-F (level 7 - Sustainability) sent in at the latest Tuesday 12 May 18.00

Lec 16: Global SCM – experiences and challenges w.20, Wed 13 May 10-12 Class room: M:B, Klas Arildsson, Getinge Infection Control AB (Senior Vice President Operations) (Previously Genral Manager Gambro Lundia). Mr Arildsson discusses the transformation of Gambro’s global supply chain, including aspects on organization and change management.

Lec 17: Supply chain development within IKEA and IKEA Industry. w.21, Mon 18 May 10-12 Class room: MA:MA06, Mr. Anders Lindberg, IKEA Industry Mr Lindberg shares his more than 20 years of experience of IKEA’s supply chain related to information systems, performance measurement, S&OP etc.

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Deadline Assignment FC-CEO (strategy document) sent in at the latest Monday 18 May 10.00

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Deadline Assignment FC-RE (reflection) sent in at the latest Tuesday 19 May 10.00

Seminar 8: CEO presentation: Fresh Connection strategies and experiences Mandatory participation. Register for one time slot per group (25 minutes). w.21, Wed 20 May 09-17 Room: M:4119, Dr. Andreas Norrman + Eva Berg

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Deadline Assignment FC-G (final round – level 8 – SC Risk management) sent in at the latest Friday 22 May 9.30

Supply chain management

Course description 2015

Lec 18: Current trend & challenges w.21, Fri 22 May 10-12 Class room: M:B, Dr. Andreas Norrman

Lec 19: Juice SCM in reality + Course closure w.22, Mon 25 May 10-12 Class room: M:B, John Gardsten, Kiviks musteri, Head of Purchasing & Logistics + Dr. Andreas Norrman

Assignments The course involves different assignments, performed individually but most often in groups. Find short information below, more will be given later when needed.

Supply chain dynamics “lab” – The Beer Game The Beer Game is a classical SCM game that gives interesting experience regarding some maybe surprising effects within supply chains, and how these could be addressed. The experiences from this “lab” will be a platform for many of the later lectures and articles you will read. Hence it is mandatory to participate in one of the sessions. Participation is individual, so you don’t have to coordinate timing with your group mates for the other assignments. There is no big preparation – a short instruction will be on the course homepage for those who would like to be “less stressed” during the start-up of the game. Two sessions are planned during week 1 (Thursday 26/3). Sign up for one of those.

Fresh Connection – Experience how to align SC strategy with action Fresh Connection (FC) is a web-based learning environment where you during the course will act in a team of four participants. Each participant has the role of a special logistics function and will take strategic and tactical decisions in that functional area. The goal is for your company to have as high Return on Investment (RoI) as possible. There will be 9 decision making rounds during the course. The first rounds will be played in a mandatory class session (Friday 27/3, sign up the team for one of the sessions on the course web). After this session you are supposed to work in your group mainly outside class but keep the deadlines for decisions. You will enter your decisions in a web based interface which can be done on your own computers. You could use computers in computer class rooms Ida, Ina or Emma (however anticipating that most students have their own computers, we have not booked computer rooms more than for the introductory session). User names and log-in passwords will be distributed during the first session. For deadlines see “Lectures and schedule”. FC will be touched upon in other lectures, but one special lecture (7/4) is devoted to discuss what happened in the first rounds and give some framework for the coming ones. There will

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Course description 2015

also be 2 seminars where class rooms are booked for you to be able to do group work and have the possibility to discuss with a supervisor (week 15, week 17 – sign up on the course web as the room only takes ~28 students each seminar). You should during FC make functional decisions aligned with your strategy. At the end of the course the group should send in 2 different documents to URKUND using the e-mail [email protected] . These will be part of course examination. 1)

A 10-page “Strategy into action” report directed to the CEO. It should describe and motivate your recommended strategy and how you will configure your Supply chain to put it into action; your 4 most important performance indicators; most important risks; and concepts to counter identified risks. Underpinnings of choices should be based on relevant supply chain literature models that are explicitly referred to by proper use of footnotes and literature list containing at least 10 different supply chain articles. (More information will be given at course start). This document should be saved and sent as an attachment to URKUND with the name FC_strategy_Group_N , and with [2015_FC1] in the e-mails subject line, included the []. Deadline for this document is Monday 18 May 10.00.

2)

A 6-page reflection of how the group (2 pages) and each team members/position (1 pages each) have played the game and developed their Supply chain understanding during it. Also here models, theories etc used along the way should be referred to. This document should be saved and sent as an attachment to URKUND with the name FC_reflection_Group_N , and with [2015_FC2] in the e-mails subject line, included the [].Deadline for this document is Tuesday 19 May 10.00.

To be able to succeed with these reports, you are recommended to “log” your approaches taken, your basis for decision making, decisions taken – and your reflections. This will hopefully evolve during the course... For this you can develop a “log book” of your own, which would make it easier at the end to summarize and report. You can during the course change “functional role” to test different challenges. In some companies “job rotation” is common, especially for management trainees... More information will be given later, but for a general view on Fresh Connection see https://www.thefreshconnection.biz/sv/education/business-simulation/introduction/ Urkund (see www.urkund.se ) will be used to support the work at Lund University regarding academic honesty, and to decrease plagiarism. (Please check: http://static.urkund.com/manuals/URKUND_Plagiarism_Handbook_EN.pdf Your documents should hence be sent with e-mail to the following address: [email protected] Attach your documents to the e-mail. The files should have any of the formats .doc, eller .xls . Best teams The two best teams will be qualified for a global competition in “Fresh Connection” to be played the spring 2016. Kiviks musteri, a Swedish juice producer, will sponsor prizes to the best

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Course description 2015

teams. For this competition, the average ROI of all rounds between 3 and 9 will be counted, with rounds 8 and 9 having double impact.

Hand-in cases Two mandatory cases (Pfaltzgraff, SMART) should be solved and will be part of examination. The cases will be uploaded on the course web page, as well as the specific questions to answer. Questions will also be distributed during class. Each student group (max 4 students) has to prepare a case analysis for each case – format is a power point presentation (max 10 minutes). Each group has to hand in a hard copy of their analysis in the beginning of the case discussion class, as well e-mail it to [email protected] after class. The first case discussion class is Tuesday, April 13 (for deadlines see “Lectures and schedule”). During the case discussion class, at least two groups will present their analysis of the case.

Case 1 (Pfalztgraff) will be part of both this course and MTTN30 Process based Business Developement. It will be graded for the students in the course MTTN30, but only given Passed or Failed in MTT240. This means that students studying both courses will get a grade in MTTN30, that for this course will be transformed to passed or failed. Students only studying MTT240 will only get a passed or failed. The examination of cases 1-2 will be based on the case analysis and presentation in the power point presentation. Evaluated will be: Actual Presentation; Depth of Analysis; Integration of theories, concepts and ideas; Description versus Analysis; External Sources. Critical thinking is encouraged, but try to make your presence known through positive class contributions. Frequency and quality of participation can influence the individual grade, as well as presentation skills.

Discussion cases Information sharing - Barilla This case will this year be handled only as a discussion case (without hand-in etc). You are expected to have read the case (posted on the course web page) before class, have reflected on the questions, and be active during the seminar. There are two alternative seminars, please register for the one you will follow.

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Globalisation - Lego This case will this year only be handled as a discussion case (without hand-in etc) as part of the lecture on Globalisation. You are expected to have read the case (posted on the course web page) before class, have reflected on the questions, and be active during the lecture.

Examination and grades To qualify for a final grade, the student must have passed a written examination, passed all assigned case studies, Fresh connection, and completed the compulsory assignments satisfactorily. • The exam is worth 50% of the final grade. •

The cases and Fresh Connection are together worth 50% of the final grade.

The written examination covers course literature and lectures. Maximum is 50 points, and at least 25 are needed to pass. Written examination (50%) Written examination is Wednesday 3 June 8-13 in M:A (note: changed time to have it less close to the examination of MTTN30). Second chance for examination is Thursday 20 August 8-13 at the department. (You have to sign up for this occasion). Cases (12%) Two cases should be solved. The first case (Pfalztgraff) is only graded passed or failed in this course. The cases will in total make up 12% of the final grade. The second case (SMART) will be given up to 12 points). If the first case is failed, 3 points will be reduced from the points given to the SMART case. Evaluated will be: Actual Presentation; Depth of Analysis; Integration of theories, concepts and ideas; Description versus Analysis; External Sources. Critical thinking is encouraged but try to make your presence known through positive class contributions. Frequency and quality of participation can influence the individual grad, as well as presentation skills.

Fresh Connection – A Supply chain experience (38%) Fresh Connection will be evaluated the following way. Hand-ins: The group should hand-in 2 written report (a strategy document + a reflection document). These will together be assessed and give totally 20 points. More information will be given later about these reports. Start early to reflect on what you are doing individually and in your group, as these reports should show what has happened during the whole course. The final result of Fresh connection will play a minor role, as it should be a safe learning environment. However it will make up 18 points of total grade. We will select each team’s four best rounds of round 3-9 and calculate the average RoI.

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Average • • • • • •

Course description 2015

RoI negative RO1 gives 0 points below 1% gives 5 points below 3% gives 10 points below 5% gives 12 points below 6% gives 15 points Over 6% gives 18 points

Attendance Attendance is mandatory for presentations of assignments (such as cases) and games. All lectures are planned to contribute to the course, especially the guest lectures. Guest lectures will give you very good insights in SCM in practice – but they are also linked to theory. On the written examination, question related to lectures, cases discussions and guest lectures are standard!

Course responsible and examination Professor Andreas Norrman Email (not for assignments): E-mail (for FC reports): Phone: Office: Contact time:

[email protected] [email protected] 046-222 9150 Building M, northern part, fourth level, room 4119. At lectures or after pre-booked appointments.

Course administrator Åsa Malm Email: Phone: Office: Contact time:

[email protected] 046-222 91 51 Building M, northern part, fourth level, room 4118. At department 09-12, 13- 15.00

Other staff involved Prof. Dag Näslund Lecturer Eva Berg Prof. Jan Olhager

[email protected] [email protected] [email protected]

Finally… Your feedback regarding teaching and learning activities is extremely important to me, the department and the students of next year’s course. You are always welcome to contact me for discussions regarding the course, its structure and content. After, and during the course, you will be given formal course assessment, that I hope you will fill in to support our development. Welcome to the course Supply chain management! Andreas Norrman Course responsible

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Appendix: Literature list A: Central reading B: Supportive articles for the ambitious students, giving more background etc about frameworks/insights referred to in lectures. For Fresh Connection, also literature from previous courses (e.g. related to Purchasing (such as Kraljic and van Weele) and Warehousing) can be useful in your decision making... Lecture 1 – Frameworks & definitions A: Simatupang, T.M. and Sridharan R. (2005),"Supply chain discontent", Business Process Management Journal, Vol. 11 Iss: 4 pp. 349 - 369: A: Mentzer, JT, DeWitt, W., Keebler, JS, Min, S., Nix, NW, Smith, CD, Zacharia, ZG (2001), “Defining Supply Chain Management”, Journal of Business Logistics, Vol.22, No.2, pp.1-25

B: Stock, J.R. and Boyer, S.L. (2009) Developing a consensus definition of supply chain management: a qualitative study, International Journal of Physical Distribution & Logistics Management, Vol. 39 Iss: 8, pp.690 - 711

B: Lambert. D.M. and Cooper, M.C. (2000) “Issues in Supply Chain Management” Industrial Marketing Management, Vol. 29, pp. 65–83

B: Lee, H.L. (2004) “The Triple-A-Supply Chain”, Harvard Business Review, Oct, Vol. 82 Issue 10, p102-112 Lecture 2-3, 5: Processes and Supply chain mapping A: Baker G. and Maddux H. (2005) “Enhancing Organizational Performance: Facilitating the Critical Transition to a Process View of Management”, SAM Advanced Management Journal. Autumn, Vol. 70 Issue 4, pp. 43-60: A: Gardner J.T. and Cooper, M. (2003) “Strategic Supply Chain Mapping Approaches”, Journal of Business Logistics, Vol. 24 Iss 2, pp. 37-64:

B: Rummler, G.A. and Brache, A.P. (1991) “Managing the White Space”, Training, Jan Vol.28, Iss.1, pp.55-70 B: Henkow O. and Norrman A., (2011) "Tax aligned global supply chains: Environmental impact illustrations, legal reflections and crossfunctional flow charts", International Journal of Physical Distribution & Logistics Management, Vol. 41 Iss: 9, pp.878 – 895.

Lecture 4: Supply chain strategy and configuration A: Chopra, S. and Meindl, P., (2007) “Supply Chain Performance: Achieving Strategic Fit and Scope”. Chapter 2 in Chopra, S. and Meindl, P., (2007) Supply Chain Management, Strategy, Planning and Operations, pp. 22-43

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B: Fisher, M.L., (1997) “What Is the Right Supply Chain for Your Product?”, Harvard Business Review, March-April, pp.105-116

B: Melnyk S.A., Davis E.W., Spekman R.E and Sandor, J. (2010) “Outcome-Driven Supply Chains”, MIT Sloan Management review, Winter, Vol.51. No.2, pp,33-38 Lecture 5 and seminar 1: Principles for redesigning configurations A: Persson, G. (1995) "Logistics Process Redesign: Some Useful Insights", International Journal of Logistics Management, Vol. 6 Iss: 1, pp.13 – 26: http://dx.doi.org/ A: D’Alessandro, A.J. and Baveja, A. (2000) “Divide and Conquer: Rohm and Haas’ Response to a Changing Specialty Chemicals Market”, INTERFACES 30: 6 Nov–Dec, pp. 1– 16 A: Van Ackere A., Larsen E.R. and Morecroft, J.D.W. (1993) “Systems thinking and business process redesign: An application to the beer game” European Management Journal, Volume 11, Issue 4, pp. 412–423

B: Lee H.L., Padmanabhan, V. Wang, S. (1997) “The Bullwhip Effect in Supply Chains”, Sloan Management Review; Spring, Vol. 38 Issue 3, pp.93-102. Simchi-Livi, D., Clayton, A., & Raven, B. (2013). ”When One Size Does Not Fit All”. MIT Sloan Management Review , Vol.54, No.2, pp. 15-17 Lecture 7: Information sharing & Collaboration A: Holweg M., S., Holmström J. and Småros J. (2005) "Supply Chain Collaboration: Making Sense of the Strategy Continuum” European Management Journal, Vol. 23, Iss 2, April, pp. 170–181 A: Småros J. (2003) “Collaborative forecasting: a selection of practical approaches”, International Journal of Logistics Research and Applications, Vol 6, Iss 4 pp. 245-258B: Ståhl Elvander, M., Sarpola S., Mattsson S-A, (2007),"Framework for characterizing the design of VMI systems", International Journal of Physical Distribution & Logistics Management, Vol. 37 Iss: 10 pp. 782 – 798

B: Lee, H.L. and Whang, S. (2000) “Information sharing in a supply chain “, International Journal of Manufacturing Technology and Management, Vol. 1, No.1, pp.79-93

Lecture 8, 11: Performance measurement A: Stefan Holmberg, (2000) "A systems perspective on supply chain measurements", International Journal of Physical Distribution & Logistics Management, Vol. 30 No 10, pp.847 – 868. http://www.emeraldinsight.com/journals.htm?articleid=846783&show=abstract A: Harmon, P. (2003) “An Introduction to the Supply Chain Council’s SCOR Methodology”, Business Process Trends Whitepaper,

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B: Shepherd, C. and Günter, H. (2006) "Measuring supply chain performance: current research and future directions", International Journal of Productivity and Performance Management, Vol. 55 No. 3/4, pp.242 - 258 DOI (Permanent URL): 10.1108/17410400610653219

Lecture 9: Sales & Operations planning A: Grimson J.A., and Pyke D.F., (2007),"Sales and operations planning: an exploratory study and framework", The International Journal of Logistics Management, Vol. 18 Iss: 3 pp. 322 – 346 A: Jacobs, R.F., Berry, W.L., Whybark; D.C. and Vollmann, T.E. (2011) “Sales and Operations Planning”. Chapter 4 in Jacobs, R.F. et al, (2011) Manufacturing Planning and Control, pp. 88-111.

B: Lapide, L. (2007) “Sales and Operations Planning (S&OP) Mindsets”, The Journal of Business Forecasting, Spring, pp.21-31.

Lecture 11: Supply chain incentive alignment A: Narayanan, V.G. and Raman, A. (2004) “Aligning Incentives in Supply chains”, Harvard Business Review, Nov, Vol. 82 Issue 11, p94-102 A: Norrman, A. (2008) “Supply chain risk-sharing contracts from a buyers’ perspective: content and experiences”, International Journal of Procurement Management, Vol. 1, No. 4, pp. 371-393

Lecture 12: Collaboration A: Min S., Roath A.R., Daugherty P.J., Genchev S.E., Chen H., Arndt A.D., Richey R.G. , (2005) "Supply chain collaboration: what's happening?", International Journal of Logistics Management, The, Vol. 16 Iss: 2, pp.237 – 256 A: Lambert, D.M. and Knemeyer, A.M. (2004) “We’re in This Together”, Harvard Business Review, Dec, Vol. 82 Issue 12, p114-122

Lecture 13: Sustainability A: Pagell, M. and Wu, Z. (2009) “Building a more complete theory of Sustainable supply chain management using case studies of 10 exemplars”, Journal of Supply Chain Management, Vol. 45, No. 2, pp. 37-56 http://onlinelibrary.wiley.com/doi/10.1111/j.1745493X.2009.03162.x/pdf

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Course description 2015

Lecture 14: Supply chain risk management A: Manuj, I. and Mentzer, J. (2008) “Global Supply Chain Risk Management”, Journal of Business Logistics, Vol. 29 Issue 1, p133-155: A: Norrman A. and Jansson U., (2004) "Ericsson's proactive supply chain risk management approach after a serious sub-supplier accident", International Journal of Physical Distribution & Logistics Management, Vol. 34 Iss: 5, pp.434 – 456

Lecture 15-16: Globalisation A: Jahns C., Hartmann E, and Bals L. (2006) “Offshoring: Dimensions and diffusion of a new business concept” Journal of Purchasing & Supply Management, Vol. 12, pp. 218–231, doi:10.1016/j.pursup.2006.10.001 A: Soares A.M., Fahrangmehr M, and Shoham A. (2007) “Hofstede’s dimensions of culture in international marketing studies” Journal of Business Research, Vol. 60, pp. 277–284, NOTE: Focus is section 5 p.280-281, http://www.sciencedirect.com/science/article/pii/S0148296306001974 A: Griffith, D.A., and Myers M.B. (2005) “The Performance Implications of Strategic Fit of Relational Norm Governance Strategies in Global Supply Chain Relationships” Journal of International Business Studies, Vol. 36 No. 3, pp. 254–269, http://www.jstor.org/stable/3875176 A: Diederichs, R. and Leopoldseder, M. (2008) “It’s still a Big World”, McKinsey & Co,

B: Norrman, A. and Henkow, O. (2014) “Logistics principles vs. legal principles: frictions and challenges” International Journal of Physical Distribution & Logistics Management, Vol. 44 Iss: 10, pp. 744 – 767

B: Ferdows, K. (2009) “Shaping Global Operations”, GSG Georgetown University, Vol.3 No.1, pp.136-148

Lecture 18: Trends and challenges

B: McKinsey & Co (2010) “The challenges ahead for supply chains”, p.1-9

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