21797 Strategic Supply Chain Management

Faculty of Business: Management
Credit points: 6 cp

Subject level: Postgraduate

Result Type: Grade and marks

Handbook description

Strategic supply chain management introduces a dynamic, revitalised organisation function presently enjoying a worldwide revival as a key element of competitive advantage. This subject introduces a range of sophisticated concepts of purchasing and materials management. Relevant to the private, public or nonprofit sectors, this subject covers a wide range of supply chain management activities including formation and management of strategic alliances, buyer selection and management, global sourcing, ethics in contracting situations and applications of information technology in supply chain management.

Subject objectives/outcomes

On successful completion of this subject students should be able to:

Evaluate the strategic purpose of supply chain management and its relationship with various organisational functions
Develop and apply a range of supply chain performance measures and benchmarks
Define the nature of four drivers of supply chain performance; inventory, transportation, facilities, and information
Analyse the structure of a range of supply chains and apply the analysis within a decision making process
Describe the application of e-business systems within the supply chain
Demonstrate the implications of supply chain management for organisation, national and international performance.

Contribution to graduate profile

This subject develops a range of core business skills through the analysis of a series of case studies of national and international supply chains. The techniques developed are grounded in both quantitative and qualitative forms of analysis. The quantitative techniques in particular will develop the student's capacity in the analysis of problems in complex situations with high levels of uncertainty.

The subject explains the scope of the area, and the emergence of supply chain management as a key strategic function within businesses. A number of case studies will be used to demonstrate issues, and to enable the student to apply leading edge techniques to contemporary business situations.

Teaching and learning strategies

The subject will be taught using a combination of lectures, simulations, and workshops. These classes will be supplemented with both printed and electronic learning materials and resources. The UTS web-based communication tool (UTS Online) will be used to share information and encourage interaction between staff and students. Students will also use appropriate computer software such as spreadsheets and word processors to complete assigned tasks.

Content

Introduction to the subject including its aims and rationale.
Overview of the resource based view of the firm and the drivers of supply chain performance.
Detailed analysis of the relationship between the drivers of supply chain performance and the strategic objectives of the firm.
Characteristics of the interaction between e-business and strategic supply chain management.

Assessment

Research essay (Individual)	25%
An essay based on the topic that can be selected from a provided list of topics, or negotiated with the lecturer. Addresses objectives 1-4.
Assignment (Group)	30%
This will assess students' understanding of the concepts of supply chain analysis in a business context. It will allow students to demonstrate that they can use spreadsheets to conduct quantitative analysis of a system, and to use this quantitative analysis to review a business situation. Addresses objectives 1, 4, and 5.
Final Exam (Individual)	45%
This exam, consisting of short answer questions, will test students' understanding of the theory and their ability to apply the theory to supply chain situations. Addresses objectives 3, 5 and 6.

Recommended text(s)

Chopra, S. and Meindle, P. 2004, Supply Chain Management, 2nd edn, Pearson Education International, New Jersey.

Indicative references

Axelrod, R. (1997), The Complexity of Cooperation, Princeton University Press, Princeton.

Barney, J.B. (1996), Gaining and sustaining competitive advantage, Addison-Wesley, Sydney.

Beamon, B.M. (1999), 'Measuring supply chain performance', International Journal of Operations and Production Management, vol. 19, no. 3, pp. 275-292.

Coase, R.E. (1937), 'The nature of the firm', Economica, vol. 4, Nov, pp. 386-405.

Hines, P., Lamming, R., Jones, D., Cousins, P. and Rich, N. (2000), Value Stream Management: Strategy and excellence in the supply chain, Pearson Education, London.

Karabakal, N., Gunal, A. and Ritchie, W. (2000), 'Supply-Chain analysis at Volkswagen of America', Interfaces, vol. 30, no. 4, pp. 46-55.

Lee, H.L., Padmanabhan, V. and Whang, S. (1997), 'The bullwhip effect in supply chains', Sloan Management Review, Spring, pp. 93-102.

Moon, M., Mentzer, J., Smith, C. and Garver, M. (1999), 'Seven keys to better forecasting', Business Horizons, Sep-Oct, pp. 44-52.

Porter, M. (2001), 'Strategy and the Internet', Harvard Business Review, Mar, pp. 63-78.

Schroeder, R.G., Bates, K.A. and Junntila, M.A. (2002), 'A resource-based view of manufacturing strategy and the relationship to manufacturing performance', Strategic Management Journal, vol. 23, pp. 105-117.

Simchi-Levi, D., Kaminski, P. and Simchi-Levi, E. (2000), Designing and managing the supply chain, McGraw Hill, Sydney.

Teece, D.J., Pisano, G. and Shuen, A. (1997), 'Dynamic capabilities and strategic management ', Strategic Management Journal, vol. 18, no. 7, pp. 509-533.

Williamson, O.E. (1985), The Economic Institutions of Capitalism, The Free Press, New York.