MB675 – Operations & Supply Chain Management
Master in Business Administration
Core Course
MB675 – Operations & Supply Chain Management
Course Unit Code: MB675
Type Of Unit: Core
Level of Course Unit: Second cycle
Year of Study: First/Second year
Semester: On Demand
Number of ECTS Credits: 6
Class Contact Hours: 28
Mode of Delivery
Face to Face
Prerequisites
None
Course Objectives
This course has been designed in response to some of the most critical operational, tactical and strategic issues that global firms are struggling with today. Students will be taken systematically through an “entire supply chain” , starting with the end – customer first , basics of inventory management, logistics management, sourcing and supply management buyer – supplier relationship s , supply chain cost management , strategic lead – time management and supply chain agility.
Learning Outcomes
- Examine a critical role of OSCM in organizational and supply network context.
- Analyze individual aspects of OSCM and how they are connected together.
- Evaluate the trade – offs between OSCM decisions in the organizational and suooly network context.
- Apply OSCM tools and techniques with aim to improve organizational and supply chain performance.
Course Content
Course Features
Planned learning activities and teaching methods
Lectures, discussions, activities, live builds and case studies
Assessment methods and criteria
40% Group case study analysis
60% Individual assignment
Language of Instruction
English
Work Placement(s)
Not applicable
Readings
Case studies:
1. Super Models (for session: Managing Lead Time Frontier)
2. April Pumps (for session: Supply Chain Costing)
3. Strategic sourcing at Whirlpool China: finding the ideal supplier – Ref. no: 9Bl2D012 (for session: supplier selection and evaluation)
3. Zara: The world’s largest fashion retailer – Ref. no. 615 – 059 – 1 (for session: Supply Chain Agility)
4. Tasty – treats: Mini – case study (for session: Inventory Management)
Articles:
Kraljic , P. (1983) , ” Pur chasing must become supply strategy”, Harvard Business R evie111 , 61(5) , pp. 109-117.
Liker and Choi (2004), ” Building deep supplier relationships” Han 1 ard Business Revie111 , 82(12) , pp. 104-11
Lambert and Knemeyer (2004), “We’re in this together” Han 1 ard Business Review, 82(12), pp
English (UK) 
Ελληνικά