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PROFESSOR:
DANIEL CORSTEN
Email: daniel.corsten@unisg.ch How to manage relationships between people, customers and suppliers and organizations in general is at the heart of my work which spans supply chain management, marketing and more recently finance says Daniel who spent more than a decade investigating business models in different industries such as automotive, software and computers. Recently, Daniel embarked on a new research initiative to identify new business models at the interface of supply chain and finance. Asked about his new interest in banks he answers: Because thats where the money is! A founding academic of the Efficient Consumer Response Initiative, the biggest collaborative movement in the world, Daniel has researched and consulted Procter & Gamble, Unilever, Wal-Mart, Migros, Sainsbury and many other consumer and retail companies to help them improve customer service, lower cost, reduce out-of-stock level and create sustainable supply chains. Working with a diverse group of students or executives is what I love says Daniel who - before joining IE taught or researched at St. Gallen (Switzerland), Bocconi (Italy), INSEAD (France and Singapore), London Business School (UK) and Wharton (USA). He directed many programmes and received several awards for his teaching and his case studies. Before joining academia Daniel worked for Bayer Leverkusen and AGFA in Germany and the US. Collaborating with industry to solve burning issues and then bring the solution into the classroom is what I enjoy most.
OBJECTIVES
No matter what will be your job, you are most likely to hold responsibility for a process or part of it be it a marketing, accounting, consulting or manufacturing process. The objective of this course is to introduce you to Operations Management and Supply Chain Management, broadly meant as the science of designing, executing, controlling and improving business processes and supply chains. By taking this course you will: Learn analytic and conceptual tools to manage and improve business processes Appreciate how process design can or cannot support the overall business strategy Understand how operations management principles can be applied to very diverse contexts The course will also explore the social and environmental issues associated to process design, control and improvement.
RECOMMENDED TEXTBOOK
Cachon & Terwiesch: Matching Supply & Demand View An Introduction to Operations Management, McGraw Hill 2006 (Note that session sequence might still shift to accommodate guest speakers)
How should Obermeyers management thing about sourcing in Hongkong versus China both short and long-term? Based on Exhibit 10 in the case, how should Wally plan production in November? Make sure you identify all relevant drivers. T.N.: Fisher, Marshall, Janice Hammond, Ananth Raman, Wally Obermeyer; Making Supply meet Demand in a highly uncertain world, HBR 1997 (HBR 94302) (Read the case carefully.) SESSION 7: How do I manage inventories? How does unpredictable demand influence outsourcing decisions? P.C. Timbukt2 (Unpublished Wharton Case) The first part will be lecture on inventory management with quizzes and some very simple math. In the second part will briefly apply this to the case. 1. What channels does Timbuk2 sell through and which one is the most profitable? What are some of the pros and cons of Timbuk2s Build your own channel (i.e., its e-commerce channel)? 2. How should Timbuk2 go about deciding which options to offer customers in the e-commerce channel? In other words, what general principles or analysis could be used to deepen their understanding of the appropriate choices? You may want to consider several of the options mentioned (an added handle, different color logos, different size panels, etc.) 3. Estimate the cost of manufacturing a bag in San Francisco and the cost of producing a bag in China. 4. Should Timbuk2 pursue the option of manufacturing in China? If so, what challenges are they likely to face and what changes will they need to make? In particular, think about the utilization of the San Francisco factory before and after outsourcing as well as about inventory needs. SESSION 8: Initiating the GSCM Simulation How do I forecast, stock and replenish volatile products? Introduction to Simulation: This interactive online simulation will allow you to manage the supply chain of a mobile phone manufacturer. The simulation will be played outside class and this session is dedicated to the discussion of the results. P.C.: Global Supply Chain Game (HBS GSCM Simulation) (sc/op) (Playing this game might extend into the early evening depending on the groups decision speed)
What are the differences if any between in a manufacturing and in a service environment? What would you recommend Deb and Alexis?
SESSION 11: Discussion of Exercises SESSION 12: Reserved for Guest Speaker (2)