Management Development Institute, Gurgaon

Course Outline

Supply Chain
Analytics
Prof. (Dr.) Manoj K Srivastava

Prof. (Dr.) Manoj K. Srivastava

http://www.mks507.890m.com

mks@mdi.ac.in
Chamber: C-21, Ext #: 5377

Post-Graduate Programme in Management

PGPM: 2019-2021 Batch
Term: VI (Dec 2020 -Feb 2021)
 MANAGEMENT DEVELOPMENT INSTITUTE - GURGAON
Post-Graduate Programme in Management
(PGPM: 2019-2021 Batch) Term: VI (Dec 2020-Feb 2021)
Supply Chain Analytics
Course Outline
Course Credit : Elective Course (3 Credit)
: NMP (IV Term) (Jan-Mar 2021); EMP VIII Term (Jan-Mar 2021);
:
Prof. (Dr.) Manoj K Srivastava
e-mail: mks@mdi.ac.in Chamber: C-21, Extension: 5377
Course Website: http://www.mks507.890m.com
(For all notices, material and resources)

SCOPE AND OBJECTIVE

The supply chain for a product is the network of firms and facilities involved in the transformation process from raw materials to a product and
in the distribution of that product to customers. In a supply chain, there are physical, financial, and informational flows among
different firms. Supply chains are complex systems involving multiple businesses and organizations with
different goals and objectives. Many different analytical methods and techniques are used by
researchers and practitioners alike to better design and manage their supply chains.

Supply chain analytics focuses on the use of information and analytical tools to make better
decisions regarding material flows in the supply chain. Put differently, supply chain
analytics focuses on analytical approaches to make decisions that better match supply
and demand. An important goal of supply chain analytics is to improve forecasting and
efficiency and be more responsive to customer needs. For example, predictive analytics
on point-of-sale terminal data stored in a demand signal repository can help a business
anticipate consumer demand, which in turn can lead to cost-saving adjustments to
inventory and faster delivery.

Therefore, the objectives of this course are:

1. To develop an understanding of key drivers of supply chain excellence.
2. To impart analytical and problem-solving skills necessary to develop
solutions for a variety of supply chain management and design problems
3. To understand various Analytical tools used in recent supply chain context
4. To develop measurable frameworks for addressing qualitative issues in
supply chain
5. To be able to predict future outcomes in critical Supply Chain decisions, with a
systematic and data-driven approach

ASSURANCE OF LEARNING
LG3 (LO1, LO2, LO3)

TEXT BOOK
T1. Modeling the Supply Chain, 2/E
by Jeremy F. Shapiro
©2007 Cengage Learning India (ISBN-13: 9788131501566)
T2. Reading Material and Case Booklet

REFERENCE BOOKS
R1. Supply Chain Optimization through Segmentation and Analytics, 1/E
by Gerhard J. Plenert
©2014 CRC Press (ISBN-13: 9781466584778)
R2. Supply Chain Science, 1/E
by Wallace J. Hopp
©2011 Waveland Press (ISBN-13: 9781577667384),
R3. Designing & Managing the Supply Chain, 3/E
D. Simchi-Levi, P. Kaminsky and E. Simchi-Levi
©2007 McGraw-Hill (ISBN-13: 9780073341521), Companion Website-http://www.mhhe.com/business/opsci/simchi_levi3e/

PEDAGOGY AND ASSESSMENT

The course will be based on lectures, presentations and exercises. The participants are advised to go through the reading materials well in
advance before the class. The course is designed to be interactive and the emphasis will be on learning by doing. The participants are
expected to use relevant Computer Software like Excel, ExtendLT, Vensim, Stella, iThink, MS Project, POM/QM etc. for solving the problems
throughout the course. The assessment criteria are generally based on
 Attention to the primary focus of the exercise or assessment
 Evidence of understanding of the concepts, theories and ideas developed in the course
 Ability to apply these concepts to examples from own experience
 Capacity to structure an assignment logically, showing clarity of thoughts
PLAN (Brief) (20 Sessions, 30 Hrs)
No. of
Sl. Title of the Session Sessions

01 Building Blocks of Supply Chain Analytics 3

02 Supply Chain Dynamics 2
03 Logistics Network Analytics 2
04 Fuzzy Logic 2
05 System Dynamics 2
06 Modelling Techniques 2
07 Supply Chain Performance Analytics 2
08 Supply Chain Risk Analytics 2
09 Modelling Supply Chain Coordination 2
10 Recent Trends and Future 1
Total Sessions 20

COURSE PLAN (Detailed)

Text Book No. of
Module Sl. No Title of the Session Chapter Sessions

01 Building Blocks of Supply Chain Analytics Ch-01 3

 The Power of Analytics
 From Descriptive to Adaptive Analytics
 Marketing optimization, Web analytics, Modeling, Portfolio analysis, LG3 (LO1, LO2)
 Risk analytics, Big Data, Unstructured Data
 Sourcing Analytics, Make Analytics, Deliver Analytics, Return Analytics
Fundamentals

02 Supply Chain Dynamics Ch-02 2

 3D (Direct-Develop-Deploy) Model for Strategic fit
I  Supply chain segmentation
 Station Analytics: Capacity, Variability, Batching LG3 (LO1, LO2)
 Chain Analytics: Flows, Buffering, Push/Pull
 Network Analytics: Inventory, Risk, Coordination
03 Logistics Network Analytics Ch-03 2
 Brown and Gibson Model
 Network Embeddedness, Geographical Information System (GIS)
 Smart Warehouse Management System LG3 (LO1, LO2)
 Inventory Analytics and Optimization
 Vehicle Routing, Modal and Carrier Selection Caselet 02:

04 Fuzzy Logic Ch-04 2

 The Concept of Fuzziness
 Fuzzy System Modeling LG3 (LO3)
 Decision Making in a Fuzzy Environment (Forecasting, PERT)
05 System Dynamics Ch-05 2
Tools

 System Theory and System Dynamics Fundamentals

II  Drivers, Enablers, Resistors
 System Performance measures LG3 (LO3)
 Entropy and Chaos theory
06 Modelling Techniques Ch-06 2
 ISM, De-Matel, Grey De-Matel
 Vensim, Stella, iThink LG3 (LO3)
 TRIZ

07 Supply Chain Performance Analytics Ch-07 2

 Strategy Map, Success Map, Dashboard, scorecard, KPI
 Triple-A Supply Chain, Guestology Compass Model, Cast-Setting-Process Model
 Performance Pyramid System, Destination Statement, The Logistics Scoreboard LG3 (LO1, LO3)
 Resource measures (R), Output measures (O) and Flexibility measures (F)
 Disney World: The Magic of Service Supply Chain
08 Supply Chain Risk Analytics Ch-08 2
Application

 Supply Chain Disruptions

III  Coping with Risk, Risk Acceptance
 Risk Reduction Measures, Risk Spreading Measures LG3 (LO1, LO3)
 Quanti cation Measures for Supply Chain Risk
 Risk-aware Supply Chain Optimization

09 Modelling Supply Chain Coordination Ch-09 2

 Simulation of Supply Chain Problems
 Quantifying Bullwhip Effect
 Cooperative Games and the Shapley value LG3 (LO1, LO3)
 Art of Alliance: Starbucks Style

10 Recent Trends and Future PPT Slides 1

Future

 Supply Chain 4.0, Blockchain

IV  Supply Chain Resilience
 Service Supply Chain, Project Supply Chain
LG3 (LO1, LO2, LO3)
 Emerging Supply chain Technologies

Total Sessions 20
*each session is of 1½ Hour Duration
Additional Readings / Case Studies / Practice Sheets will be supplied, in advance when they are scheduled for the discussion
EVALUATION SCHEME
Component Duration
E1 Surprise Quizzes* 10 Min
(Each Quiz 10%)
E2 Minor Project Term Long
E3 End Term Exam 2½ Hr
Reference Papers / Articles
 Anderson, D. L., Britt, F. E., & Favre, D. J. (1997). The seven
principles of supply chain management. Supply Chain
Management Review, 1(1), 31-41.
 Attaran, M. (2011). The Supply and Demand for RFID. Industrial
Engineer: IE, 43(12), 26-31.
 Barratt, M. (2004). Understanding the meaning of collaboration
in the supply chain. Supply Chain Management: An International
Journal, 9(1), 30-42.
 Brewer, P. C., & Speh, T. W. (2000). Using the balanced
scorecard to measure supply chain performance. Journal of
Business logistics, 21(1), 75-94.
 Choi, T., & Linton, T. (2011). Don't Let Your Supply Chain Control
Your Business. Harvard Business Review, 89(12), 112-117.
 Davis, T. S., & Novack, R. A. (2012). Why Metrics Matter. Supply
Chain Management Review, 16(4), 10-17.
 Dekhne, A., Xin, H., & Apratim, S. (2012). Bridging the
Procurement- Supply Chain Divide. Supply Chain Management
Review, 16(5), 36-42.
 Fisher, M., & Vaidyanathan, R. (2012). Which Products Should
You Stock?. Harvard Business Review, 90(11), 108-118.
 Fisher, M. L. (1997). What Is the Right Supply Chain for Your
Product?. Harvard Business Review, 75(2), 105-116.
 Geary, S., Childerhouse, P., & Towill, D. R. (2002). Uncertainty
and The Seamless Supply Chain. Supply Chain Management
Review, 6(4), 52-61: ILL.
 Hammel, T., Phelps, T., & Kuettner, D. (2002). The re-engineering
of Hewlett-Packard’s CD-RW supply chain. Supply Chain
Management: An International Journal, 7(3), 113-118.
 Hauer, L. M. (2003). Risk-Adjusted Supply Chain Management.
Supply Chain Management Review, 7(6), 64-71.
 Janvier-James, A. (2012). A New Introduction to Supply Chains
and Supply Chain Management: Definitions and Theories
Perspective. International Business Research, 5(1), 194-207
WEB RESOURCES ON SCA:
http://www.createcom.8m.com/#link1
http://lcm.csa.iisc.ernet.in/scm/scm_links.html
http://guides.lib.msu.edu/page.phtml?page_id=726
http://www.themanager.org/Knowledgebase/Operations/SCM.htm
Council of Logistics Management, www.clm1.org
Integrated Business Communications Alliance, www.ibcaweb.org
Stanford Global Supply Chain Forum, www.stanford.edu/group/scforum
Wt (%) Date & Time Venue Remarks
30 %
Surprise Class Room Closed Book
20 %
Open Book
50 %
(Laptops not allowed)
*Best 3 Quizzes will be considered, no make-up for any quiz.
 Lambert, D. M., & Cooper, M. C. (2000). Issues in supply chain
management. Industrial marketing management, 29(1), 65-83.
 Lee, H. L., & Billington, C. (1995). The evolution of supply-chain-
management models and practice at Hewlett-Packard.
Interfaces, 25(5), 42-63.
 Lee, H. L., Padmanabhan, V., & Whang, S. (1997). The Bullwhip
Effect in Supply Chains. Sloan management review, 38(3), 93-
102.
 Lee, H. L. (2002). Aligning supply chain strategies with product
uncertainties. California management review, 44(3), 105-119.
 Lee, H. L. (2010). Don't Tweak your Supply Chain--Rethink It End
to End. Harvard Business Review, 88(10), 62-69.
 Mentzer, J. T., DeWitt, W., Keebler, J. S., Min, S., Nix, N. W.,
Smith, C. D., & Zacharia, Z. G. (2011). Defining supply chain
management. Journal of Business logistics, 22(2), 1-25.
 New, S. (2010). The Transparent Supply Chain. Harvard
Business Review, 88(10), 76-82.
 Niranjan, T. T., Wagner, S. M., & Thakur-Weigold, B. (2011). Are
You Ready for VMI? Industrial Engineer: IE, 43(2), 39-44.
 Rick Hoole, (2005),"Five ways to simplify your supply chain",
Supply Chain Management: An International Journal, 10(1), 3 – 6
 Tan, K. C. (2001). A framework of supply chain management
literature. European Journal of Purchasing & Supply
Management, 7(1), 39-48.
 Vahabzadeh, A., & Yusuff, R. (2012). Greening your reverse
logistics. Industrial Engineer: IE, 44(12), 35-39
 Yang, B., Burns, N. D., & Backhouse, C. J. (2004).
Postponement: a review and an integrated framework.
International Journal of Operations & Production Management,
24(5), 468-487.
 Zeynep T., Vincent D., Monika S., (2005), “RFID at the METRO
Group”, Prod. #: 606053, Case Study, Harvard Business School
Publishing, Boston, MA
Generalized Supply Chain Analytics Model: