MGT3013

SUPPLY CHAIN MANAGEMENT

Semester 1, 2011

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 enhancing students understanding of the theory and practice of supply chain management within a variety of industries and management scenarios. 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 theories, concepts and practices 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 focusing on supply chain management and the manufacturing industry. 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 completed a research grant investigating supply chain risk, product recalls, and sustainable supply chain management within the agri-food industry. This research project forms part of the ASSET Research Centre at Queens University Belfast. My research interests cover five main areas: (i) supply chain risk management, (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. My published articles have appeared in the Journal of Product Innovation Management, International Journal of Operations and Production Management and the Journal of Economic Geography.

Contact details
My contact details are: Room: Room 01-021, Queens University Management School, Riddel Hall, 02890 97 45 07 a.potter@qub.ac.uk Wednesdays: 10am to 12 midday (or by appointment)

Phone: Email: Consultation times:

Teaching Format
Lecture hours: Tutorial hours: Tuesday 10am to 12 midday (Location: PFC/02/018) Tutorial Group 1: Thursday 1pm-2pm in PFC/03/006A Tutorial Group 2: Thursday 3pm-4pm in PFC/02/017 Tutorial Group 3: Thursday 4pm-5pm in PFC/02/017

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 shortly after 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!

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, with the relevant tutorial case studies accessible via Queens Online. 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 slides and tutorial case studies. 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 5

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

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 2012. Coursework (30%): 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 Riddel Hall to Barry in the Reception Office, no later than 4.00pm, on Monday 12th December 2011. 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 throughout the Supply Chain Management module, predominantly on the topic 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% 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 2,500 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. 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. Cousins, P. D. (2002) A conceptual model for managing long-term inter-organisational relationships, European Journal of Purchasing and Supply Management, 8, 71-82. Cousins, P., Lamming, R., Lawson, B. and Squire, B. (2008) Strategic Supply Management: Principles, Theories and Practice, Prentice Hall / Financial Times, UK. 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., 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. Dyer, J. H. and Singh, H. (1998) The relational view: cooperative strategy and sources of interorganisational competitive advantage, Academy of Management Review, 23(4), 660-679. 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 industrial-markets: A transaction cost explanation, Journal of Business Research, 32(1), 57-66. Helper, S. R. and Sako, M. (1995) Supplier relations in Japan and the US: are they converging? Sloan Management Review, 36, 77-84. Jap, S. D. (1999). Pie-expansion efforts: Collaboration processes in buyer-supplier relationships, Journal of Marketing Research, 26(4), 461-475. Liker, J. K. and Choi, T. Y. (2004) Building deep supplier relationships, Harvard Business Review, December, 104-113. Lysons, K. and Farrington, B. (2006) Purchasing and Supply Chain Management, 7th Edition, Prentice Hall / Financial Times, UK. Slobodow, B., Abdullah, O. and Babuschak, W. C. (2008) When supplier partnerships arent, MIT Sloan Management Review, 49(2), 77-83.

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) 8

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 2011 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

MGT3013 SUPPLY CHAIN MANAGEMENT

COURSE OUTLINE

suppliers

firm
Strategic Supply Chain Management 1. Introduction: Supply Chain Networks 2. Lean Supply Chain Management 3. Agile Supply Chain Management 4. Demand Management 5. Inventory Management 6. Supply Management Supply Chain Management Practice 7. Supplier Selection & Assessment 8. Supplier Relationship Management

customers

9. Supplier Development & Involvement in NPD 10. Supply Chain Risk Management 11. Lean Value Stream Mapping (VSM) 12. Module Summary
Note: Schedule may be subject to change, the lecturer reserves the right to modify the lecture schedule.

outputs

inputs

DETAILED OUTLINE:
Date

(I) Strategic Supply Management

Tutorial Case Study

Lecture Topic

27 Sept 29th Sept 4th Oct 6th Oct 11th Oct 13th Oct 18th Oct 20th Oct 25th Oct 27th Oct 1st Nov 3rd Nov

th

1. Introduction: Supply Chain Network No tutorial 2. Lean Supply Chain Management Tutorial A: Barilla Pasta Case Study (Food industry, JIT and Supply Chain Dynamics) 3. Agile Supply Chain Management Tutorial B: Dell Computers Case Study (Computer industry, Hybrid Supply Chains) 4. Demand Management Tutorial C: Sainsburys Case Study (Retail industry, Supply Chain Performance) 5. Inventory Management Tutorial D: Solectron Case Study (Electronics industry, Supply Chain Integration) 6. Supply Management Tutorial E: Assignment Progress Report (Coursework Assignment)

(II) Supply Chain Management Practice

Date Lecture Topic Tutorial Case Study

8th Nov 10th Nov 15th Nov 17th Nov 22rd Nov 24th Nov 29th Nov 1st Dec 6th Dec 8th Dec 13th Dec 15th Dec

7. Supplier Selection & Assessment Tutorial F: Cisco Systems Case Study (IT industry, Global Supply Chain Management) 8. Supplier Relationship Management Tutorial G: P&G Case Study (Consumer products industry, supplier relationships) 9. Supplier Development & Involvement in NPD Tutorial H: Smart Car Case Study (Automotive industry, Supplier Involvement) 10. Supply Chain Risk Management Tutorial I: Wal-Mart Case Study (Retail industry, Supply Chain Risk) 11. Lean Value Stream Mapping (VSM) Tutorial J: Amazon.com Case Study (Distribution industry, Logistics Strategy) 12. Module Summary Tutorial K: Exam Preparation (Practice exam)

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MGT3013 SUPPLY CHAIN MANAGEMENT LECTURE OUTLINE

STRATEGIC SUPPLY CHAIN MANAGEMENT Lecture 1 (27th Sept): Introduction: Supply Chain Networks Required Reading: Cousins et al (2008) Chapters 1, 2 and 3 Lysons and Farrington (2006) Chapter 1 Harland, C. M. (1996) Supply chain management: Relationships, chains, and networks, British Journal of Management, 7, S63-S80. Lambert, D. M. and Cooper, M. C. (2000) Issues in Supply Chain Management, Industrial Marketing Management, 29, 65-83. Tan, K. C. (2001) A framework of supply chain management literature, Journal of Purchasing and Supply Management, 7, 39-48. 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. Lee, H. L. (2004) The Triple A Supply Chain, Harvard Business Review, October, 102-112. 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 (4th Oct): Lean Supply Chain Management Required Reading: Black, J. T. (2007) Design rules for implementing the Toyota Production System, International Journal of Production Research, 45(16), 3639-3664. Dyer, J. H. and Hatch, N. W. (2004) Using supplier networks to learn faster, MIT Sloan Management Review, 45(3), 57-63. Dyer, J. H. and Nobeoka, K. (2000) Creating and managing a high-performance knowledge sharing network: The Toyota Case, Strategic Management Journal, 21, 345-367. MacDuffie, J. P. And Helper, S. (1997) Creating lean suppliers: diffusing lean production through the supply chain, California Management Review, 39(4), 118-151. New, S. J. (2007) Celebrating the enigma: the continuing puzzle of the Toyota Production System, International Journal of Production Research, 45(16), 3545-3554. Spear, S. and Bowen, H. K. (1999) Decoding the DNA of the Toyota Production System, Harvard Business Review, Sept, 97-106. Womack, J. P. and Jones, D. T. (1994) From lean production to the lean enterprise, Harvard Business Review, 72, March-April, 93-103. Further Reading: Holweg, M. (2007) The genealogy of lean production, Journal of Operations Management, 25, 420-437. Lamming, R. (1996) Squaring lean supply with supply chain management, International Journal of Operations and Production Management, 16(2), 183-196.

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Liker, J. K. (2004) The Toyota Way: 14 Management Principles from the Worlds Greatest Manufacturer. McGraw-Hill, New York. Ohno, T. (1988) Toyota Production System, Beyond large scale production, Productivity Press, New York. Sugimori, Y., Kusunok, F., Cho. F. and Uchikawa, S. (1977) Toyota Production System and Kanban system materialization of Just In Time and respect for human system, International Journal of Production Research, 15(6), 553-564. Womack, J. P., Jones, D.T. and Roos, D. (1990) The Machine That Changed the World, Rawson Associates, New York.

Lecture 3 (11th Oct): Agile Supply Chain Management Required Reading: Cousins et al (2008) Chapter 7, 8 Lysons and Farrington (2006) Chapter 2, 4 Christopher, M. (2000) The agile supply chain, competing in volatile markets, Industrial Marketing Management, 29, 37-44. Christopher, M. (2001) An integrated model for the design of agile supply chains, International Journal of Physical Distribution and Logistics, 31, 235-246. Ferdows, K., Lewis, M. A. and Machuca, J. A. D. (2004) Rapid-fire fulfillment, Harvard Business Review, 82, 104-110. Hoek, R. I. V., Harrison, A. and Christopher, M. (2001) Measuring agile capabilities in the supply chain, International Journal of Operations and Production Management, 21(2), 126-147 Narasimhan, R., Swink, M. and Kim, S. W. (2006) Disentangling leanness and agility: an empirical investigation, Journal of Operations Management, 24, 440-457. Swafford, P. M., Ghosh, S. And Murthy, N. N. (2006) A framework for assessing value chain agility, International Journal of Operations and Production Management, 26(2), 118-140. Further reading: Braunscheidel, M. J. and Suresh, N. C. (2009) The organizational antecedents of a firms supply chain agility for risk mitigation and response, Journal of Operations Management, 27, 119-140. 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. 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. Holweg, M. (2005) The three dimensions of responsiveness, International Journal of Operations and Production Management, 25(7), 603-622. Swafford, P. M., Ghosh, S. And Murthy, N. (2006) The antecedents of supply chain agility of a firm: scale development and model testing, Journal of Operations Management, 24, 170-188.

Lecture 4 (18th Oct): Demand Management Required Reading: Lysons and Farrington (2006) Chapter 10 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. 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.

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Selen, W. and Soliman, F. (2002) Operations in todays demand chain management framework, Journal of Operations Management, 20(6), 667-673. 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 5 (25th Oct): Inventory Management Required Reading: Lysons and Farrington (2006) Chapter 10 on Matching Supply with Demand. 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. 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. 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. 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. 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.

Lecture 6 (1st Nov): Supply Management Required Reading: Cousins et al (2008) Chapter 3, 4,10, 12 Lysons and Farrington (2006) Chapter 5, 6 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. Kraljic, P. (1983) Purchasing must become supply management, Harvard Business Review, Sept, 109-117. Richardson, J. (1993) Parallel sourcing and supplier performance in the Japanese automotive industry, Strategic Management Journal, 14(5), 339-350.

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Further reading: Barney, J. B. (1991a). Firm resources and sustained competitive advantage. Journal of Management, 17, 99-120. 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. Larson, P. D. and Kulchitsky, J. D. (1998) Single sourcing and supplier certification, performance and relationship implications, Industrial Marketing Management, 27, 73-81. Williamson, O. E. (1975) Markets and hierarchies, The Free Press, New York. Williamson, O. E. (1999) Strategy research: governance and competence perspectives, Strategic Management Journal, 20, 1087-1108.

SUPPLY CHAIN MANAGEMENT PRACTICE Lecture 7 (8th Nov): Supplier Selection & Assessment Required Reading: Cousins et al (2008) Chapter 5, 11, and 12 Lysons and Farrington (2006) Chapter 11, 13 and 15 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. 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. Degraeve, Z. and Roodhooft, F. (2006) Effectively selecting suppliers using total cost of ownership, Journal of Supply Chain Management, 35(1), 5-10. Further reading: 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. 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.

Lecture 8 (15th Nov): Supplier Relationship Management Required Reading: Cousins et al (2008) Chapter 13, Lysons and Farrington (2006) Chapter 7 Bensaou, M. (1999) Portfolios of buyer-supplier relationships, Sloan Management Review, 40(4), 35-44. Cousins, P. D. (2002) A conceptual model for managing long-term inter-organisational relationships, European Journal of purchasing and supply management, 8, 71-82. 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., 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. Helper, S. R. and Sako, M. (1995) Supplier relations in Japan and the US: are they converging? Sloan Management Review, 36, 77-84.

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Liker, J. K. and Choi, T. Y. (2004) Building deep supplier relationships, Harvard Business Review, December, 104-113. Slobodow, B., Abdullah, O. and Babuschak, W. C. (2008) When supplier partnerships arent, MIT Sloan Management Review, 49(2), 77-83. Further reading: 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. and Singh, H. (1998) The relational view: cooperative strategy and sources of inter-organisational competitive advantage, Academy of Management Review, 23(4), 660-679. 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.

Lecture 9 (22nd Nov): Supplier Development & Supplier Involvement in NPD Required Reading: Cousins et al (2008) Chapter 6, 15 Lysons and Farrington (2006) Chapter 8 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. 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. 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. 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. 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. MacDuffie, J. P. and Helper, S. (1997) Creating lean suppliers: diffusing lean production through the supply chain, Working Paper, International Motor Vehicle Program.

Lecture 10 (29th Nov): Supply Chain Risk Management Required Reading: Lysons and Farrington (2006) Chapter 3 Christopher, M. (2005) Managing risk in the supply chain (Chapter 8), In Christopher, M. (2005) Logistics and supply chain management, FT Prentice Hall, London. Chopra, S. and Sodhi, M. S. (2004) Managing risk to avoid supply chain breakdown, Harvard Business Review, Fall, 53-61. Juttner, U. (2005) Supply chain risk management, understanding the business requirements from a practitioner perspective, International journal of logistics management, 16(1), 120-141.

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Kleindorfer, P. R. and Saad, G. H. (2005) Managing disruption risks in supply chains, Production and Operations Management, 14, 5368. Tang, C. S. (2006) Perspectives in supply chain risk management, International Journal of Production Economics, 103, 451-488. Further reading: Christopher, M. And Holweg, M. (2011) Supply Chain 2.0: managing supply chains in the era of turbulence, International Journal of Physical Distribution and Logistics Management, 41, 1, 63-82. Christopher, M. and Peck, H. (2004) Building the resilient supply chain, International Journal of Logistics Management, 15(2), 1-13. Johnson, M. E. (2001) Learning from toys: lessons in managing supply chain risk from the toy industry, California Management Review, 43(3), 106-123. 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

Lecture 11 (6th Dec): Lean Value Stream Mapping (VSM) Required Reading: Abdulmalek, F. A. and Rajgopal, J. (2007) Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study, International Journal of Production Economics, 107, 223236. Chen, J. C., Li, Y. and Shady, B. D. (2010) From value stream mapping toward a lean/sigma continuous improvement process: an industrial case study, International Journal of Production Research, 48(4), 1069-1086. 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. Hines, P. and Rich, N. (1997) The seven value stream mapping tools, International Journal of Operations and Production Management, 17(1), 46-64. Further Reading: 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). 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: This is an excellent practitioner guide to implementing Value Stream Mapping]. 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). Womack, J.P. and Jones, D.T. (1996) Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Simon and Schuster, New York.

Monday 12th December 2011: Coursework Essay Deadline 2,500 word essay (30% of module mark) The essay assignment must be handed in to the Queens University Management School, at Riddel Hall to Barry in the Reception Office, no later than 4.00pm, on Monday 12th December 2011.

Lecture 12 (13th Dec): Module Summary

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