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# Learning outcome Graduate profile capability*
justify how operations and supply chain
strategy can be used to improve the
LO1 2. Critical thinking
competitive position of manufacturing and
service organisations
analyse and select appropriate methods to
match capacity and demand of products and 1. Disciplinary knowledge and practice
LO2
services to improve performance particularly 3. Solution seeking
in the face of uncertainty
critique the implementation of quality
management and process improvement
LO3 2. Critical thinking
methods using concepts such as lean
thinking and six sigma
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6/23/2019 Syllabus for BUSMGT 724: Global Operations Management
# Learning outcome Graduate profile capability*
provide conceptual (methods and ideas) and
analytical (modelling) approaches to deal with 1. Disciplinary knowledge and practice
LO4
supply chain and inventory management 3. Solution seeking
issues
use independent research to articulate
important linkages between operations and
LO5 2. Critical thinking
supply chain management and other areas of
the firm
* See the graduate profile this course belongs to at the end of this course outline.
Content outline
Lecture: Introduction to Operations
Management and Operations Strategy
Required Reading: McBeath (2018):
Introduction and Operations Surviving the Amazon Effect
1.
Strategy
Optional Reading (Text): Sec 1.1
TBL: Case Discussion – Southwest
Airlines (2017)
Lecture: Capacities, Constraints, and
Flows
Required Reading: Case – Kristen’s
Capacity and Constraint Cookie Company (A) Abridged
2.
Management Optional Reading (Text): Sec 2.2, 2.3,
3.13.5, 1.1
TBL: Case Discussion – National
Cranberry Cooperative, 1996
Lecture: Service Operations and
Waiting Times
Required Reading:
· Barnes (2010): Disney Tackles
Major Theme Park Problem Lines
3. Service Operations
· 9.19.6, 9.10 (Cachon and
Terwiesch)
TBL: Case Discussion – Manzana
Insurance: Fruitvale Branch
(Abridged)
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Lecture: Inventory Management
Required Reading:
Gasparro et al (2017): Produce or
Else – WalMart and Kroger Get
Tough With Food Suppliers on
Delays
4. Inventory Management Shanker (2019): Shifting
Warehouse Model – Nestle
Optional Reading (Text): Sec 2.42.5,
5.65.7, 16.116.9
TBL: Case Discussion – Hewlett
Packard Co.: DeskJet Printer Supply
Chain (A)
Lecture: Optimum Service – The
Newsvendor Model
Required Reading: Midterm Test
Dalton (2018): Why Luxury Brands 30% of final grade
5. Optimum Service Level
Burn Their Own Goods Wednesday
Optional Reading (Text): Sec 14.1 Time TBA
14.7
TBL: Littlefield Labs Simulation
Lecture: MTS, MTO, and Reactive
Capacity Group Simulation
MakeToStock, Maketo Optional Reading (Text): Sec 15.1 Report
6.
Order, and Reactive Capacity 15.4 15% of final grade,
TBL: No class (to compensate for site due 9 a.m. Friday
visit on 6th August)
Lecture: Process Quality
Required Reading:
Gawande (2017): Big Med
Jacobs and Chase (2013): pp.304
7. Process Quality 339
Site visit to Ports of Auckland on
Tuesday, 6th August (tentative)
TBL: Case Discussion – Noram
Foods
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Lecture: Toyota Production System
Required Reading:
Individual Report
· Toyota Reinvents the Factory
Lean Operations and Justin 25% of final grade,
8. · Decoding the DNA of the Toyota
Time due 9 a.m.
Production System
Wednesday
Optional Reading (Text): Sec 8.18.10
TBL: eBeer Game
Lecture: Supply Chain Coordination
Required Reading: Supply Chain
Coordination and Contracts
9. Supply Chain Coordination Optional Reading (Text): Sec 19.1
19.2
TBL: Case Discussion Zara: Future
Ready? (2017)
Lecture: Supply Chain Management
Required Reading:
What is the right supply chain for
Final Test
your products?
Supply Chain Management Paris (2018): Cold Shipping in Hot 30% of final grade
10.
and Course Review Demand
Moralez (2019): Reverse Logistics Friday Time TBA
TBL: Case Discussion From
Garbage to Goods: Successful
Remanufacturing Systems and Skills
Teaching staff
Course director and Lecturer: Subh Ganguly
Office: 260354
Phone: 093737484 Email: s.ganguly@auckland.ac.nz
Office Hours: Wednesdays 10:00 a.m. – 12:00 noon and by appointment
Tutor: Na Luo (Rona)
Office: TBA through an announcement on Canvas
Phone: N/A Email: n.luo@auckland.ac.nz
Office Hours: TBA through an announcement on Canvas
Learning resources
The following text is optional:
Cachon, G., & Terwiesch, C. (2019). Matching supply with demand: An introduction to operations
management. (4th Edition) New York, NY: McGraw Hill.
Digital as well as printed copies are available for purchase or rent at amazon.com. There are also copies
in the General and Engineering Libraries as well as a short loan (3 day) copy. It will be helpful to get you
“up to speed” before the classes, and to provide greater detail to improve understanding.
Cases, articles, and chapters listed in the Detailed Course Schedule provide fundamentals, applications,
illustrations, and extensions. The case study questions (that will be posted CANVAS) should be
contemplated before the appropriate class. I recommend that, for each chapter and journal article, you
record (e.g., on a single sheet of paper) the key issues, features (positive and negative), and perhaps a
question you would like answered in class.
As a reference source you may like to refer to the APICS Operations Management Body of Knowledge
(free download at www.apics.org/ombok) or the glossary at http://www.lindo.com/library/glossary.pdf. For
some good discussion on current topics in operations management take a look at
www.operationsroom.wordpress.com and http://www.oprules.com/. There is a list of some good
Operations Management blogs at http://www.poms.org/om_blogs/.
All other course readings are available via Reading Lists under each module on the Canvas page or in
the Reading List module on Canvas.
Readings
Autocar. (2015). Toyota Reinvents the Factory. Retrieved
from http://asq.org/qualitynews/qnt/execute/displaySetup?newsID=20182
Barnes, B. (2010). Disney Tackles Major Theme Park Problem: Lines. The New York Times.
Bohn, R.E. & Hammond, J.H. (2007). Kristen’s Cookie Company (A) (Abridged). Harvard Business
School
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Cachon, G. P. & Terwiesch, C. (2019). Matching Supply with Demand: An Introduction to Operations
Management. New York: McGrawHill Irwin.
Dalton, M. (2018). Why Luxury Brands Burn Their Own Goods. The Wall Street Journal.
Ferrer, G. & Whybark, D.C. (2000). From Garbage to Goods: Successful Remanufacturing Systems and
Skills, Business Horizons
Fisher, M.L. (1997). What is the right supply chain for your products? Harvard Business Review
Gasparro, A., Haddon, H., & Nassauer, S. (2017). Produce or Else: WalMart and Kroger Get Tough With
Food Suppliers on Delays. The Wall Street Journal.
Gawande, A. (2012). Big Med. The New Yorker.
Inkpen, A. et. al. (2017). Southwest Airlines. Thunderbird School of Global Management.
Jacobs, F. R. & Chase, R. B. (2013). Operations and Supply Management: The Core. New York:
McGrawHill.
Kavthankar, A. (2017). Zara: Future Ready? IBS Center for Management Research
Kopczak, L.R. & Lee, H. (2004). Hewlett Packard Co.: DeskJet Printer Supply Chain (A). Stanford
Graduate School of Business.
Kumar, S. & Wood, S. (2009). Managing a Short Product Life Cycle at Littlefield Labs. Stanford: Stanford
Graduate School of Business.
Leenders, M.R. and Walsh, J. (1998). Noram Foods. London, Ontario, Canada: Ivey Business Publishing.
McBeath, B. (2018). Surviving the Amazon Effect. Chainlink Research.
Moralez, M. (2019). Peak Season Continues as Industry Undergoes Reverse Logistics. Supply &
Demand Chain Executive.
Paris, C. (2018). Cold Shipping in Hot Demand as the World Craves More Fresh Food. The Wall Street
Journal.
Raz, G. (2011). Supply Chain Coordination and Contracts. University of Virginia.
Shanker, D. (2019). Shifting Warehouse Model Causes Nestle to Cut 4,000 Jobs. Bloomberg.
Shapiro, R.D. (2011). National Cranberry Cooperative 1996. Harvard Business School.
Spear S.J. & Bowen H.K. (1999). Decoding the DNA of the Toyota Production System. Harvard Business
Review.
Wheelwright, S.C. (1997). Manzana Insurance: Fruitvale Branch (Abridged). Harvard Business School.
Assessment information
Weight Group and/or
Number Assessment task Submission
% individual
Midterm Test
The midterm test is 1 hour and 30 minutes in
duration (plus 10 minutes reading time) and
includes topics covered in Weeks 14. This closed Handwritten hard
1. book test will take place in an evening of week 5 30 % Individual copy at Test
and you will be expected to write in an essay style Venue
that is full sentences and continuous prose. Time,
date and other information regarding the midterm
test will be advised through a Canvas
announcement.
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Weight Group and/or
Number Assessment task Submission
% individual
Group Simulation Report (written report and
performance of inclass simulation exercise)
The “Littlefield Technologies” simulation will be
played in groups during the TBL session in Week
2. 5, where students have to make decisions on 15 % Group Within Canvas
capacity management and inventory policy in a
dynamic environment. Grading is based on three
equally weighted components: pregame strategy
(to be submitted before the simulation);
performance; and postsimulation analysis.
Individual Report
Original report on a relevant topic related to
operations or supply chain management. Topic to
be chosen by the student and approved by the
instructor by Week 4; final submission in Week 8. Via Turnitin within
3. Students are expected to reference several 25 % Individual
Canvas
sources beyond textbooks and use APA style
citation. Assessment will be based on the rubric
filed in the Assessment module in Canvas
including analytical rigour, written language,
formatting, conclusions and recommendations.
Final Test
The final test is an openbook test 1 hour 30
minutes in duration (plus 15 minutes reading time)
and will include the topics covered in Weeks 510
(however the basic concepts introduced in Weeks Handwritten hard
4. 14 also need to be applied). You will be expected 30 % Individual copy at Test
to write in an essay style that is full sentences and Venue
continuous prose. Time, date and other
information regarding the final test will be advised
through a Canvas announcement. This test will
take place in an evening of week 10.
Pass requirements
The minimum pass mark for this course is a C.
Students are expected to prepare before coming to class, attend all classes and participate in class
discussion, and submit all assignments on time. All students are required to attend the site visit to the
Ports of Auckland, scheduled for Tuesday, 6th August [tentative].
Late Submissions and Special Consideration
For any queries about the programme policies around the late submission of assignments, or for special
consideration or aegrotat processes, please contact the Programme Manager Nino
Murjikneli, n.murjikneli@auckland.ac.nz.
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Assessment Task Learning outcome to be
assessed
Midterm Test
1 Closedbook test in the early evening at the end of Week LO1, LO2
5
Group Simulation Report
Littlefield Simulation to be played during TBL class in
Week 5. The assignment will be graded in three equally
weighted parts:
2 a. PreGame Strategy to be submitted by gameday LO2, LO4
morning 9 a.m.
b. Performance in the simulation
c. Reflection on the game (due on 9 a.m. Tuesday, Week
6)
Individual Report
Original report on a relevant topic related to operations or
3 supply chain management. Topic to be chosen by the LO5
student and approved by the instructor by Week 4; final
submission in Week 8. Students are expected to
reference several sources beyond textbooks.
Final Test
4 Open book test in the early evening at the end of Week LO3, LO4
10.
Inclusive learning
Students are urged to discuss privately any impairmentrelated requirements facetoface and/or in
written form with the courses convenor/lecturer and/or tutor.
Academic integrity
The University of Auckland will not tolerate cheating, or assisting others to cheat, and views cheating in
coursework as a serious academic offence. The work that a student submits for grading must be the
student’s own work, reflecting his or her learning. Where work from other sources is used, it must be
properly acknowledged and referenced. This requirement also applies to sources on the worldwide web.
A student’s assessed work may be reviewed against electronic source material using computerised
detection to provide an electronic version of their work for computerised review.
The way to avoid plagiarism is to reference your work. If you are in doubt about how to reference
properly, ask someone – your lecturers, tutors and the Student Learning Centre are good places to start.
Please refer to the following website for further information about academic
referencing: www.cite.auckland.ac.nz/
The document Guidelines: Conduct of Coursework provides further advice on how to avoid plagiarism. It
can be found at: www.business.auckland.ac.nz/conductcoursework
The penalties for plagiarism can be severe, including losing some or all of the marks for the assignment.
Major offences can be sent to the University’s Discipline Committee, where further penalties can be
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imposed.
Student feedback
We regularly seek feedback from students in order to shape and improve this and all courses on the
programme. Students will be asked to complete formative fast feedback early in the semester, and
course and teaching evaluations at the end of the course. In addition, each course will seek volunteers to
serve as class reps.
Graduate profile
The following six themes represent the capabilities that the Business School seeks to foster in all of its
graduates. The development of these capabilities does not come all at once, but rather is expected to
build from year to year. Each course is not expected to contribute to all capabilities, but each course will
have its own goals and learning outcomes that relate to the overall development of this profile.
Master of Management
Master of International Business
Graduate Profile
MIntBus
Graduates will be able to demonstrate specialist knowledge in the field of
international business and be able to apply relevant theoretical frameworks to
practice.
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Graduate Profile
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