M&L 7383: Supply Chain Management - Spring’17, Term 1

The Professor:Keely Croxton Phone: 292-6610

518 Fisher

The Classes:MW 2:45-4:15pm in GE 355

Office Hours:By appointment (although 12:30-2:30 on MW should be a good time to catch me).

The Course:There is a great deal of confusion regarding exactly what supply chain management involves. In fact, many people using the name supply chain management treat it as a synonym for logistics, purchasing, operations, or a combination of these three functions. However, successful supply chain management requires cross-functional integration of key business processes within the firm and across the network of firms that comprise the supply chain. The challenge is to determine how to successfully accomplish this integration. In this course, the distinction between logistics and supply chain management is identified and a framework for supply chain management is presented.

The objectives of this course are to provide the student with:

  1. An understanding of the primary differences between logistics and supply chain management.
  2. An appreciation for the importance of managing relationships with key customers and suppliers, and an understanding of tools and processes to help make those relationships successful.

3. An understanding of the essential processes of supply chain management and their interrelationships within individual companies and across the supply chain.

4. An understanding of how supply chain management affects the financial performance of the firm, its customers and its suppliers.

The teaching method will be a combination of lecture, class discussions, and a case.

Course Matls.We will use the book Supply Chain Management: Processes, Partnerships, Performance, 4th Edition, Lambert, Ed..There will also be an electronic course packet available through Harvard Business School Publishing (details on Carmen), although most readings are available through Business Source Complete (which you can access through

The Grade:The final grade will be determined by the weighted average of the following:

Class Contribution20%

Bullet Point Write-ups (6)30% (5% ea)

Exam50%

Bullet Point Write-ups. Choose 6 of our readings (articles or chapters) and provide 8-10 bullet points that summarize your key take-aways. The bullet points are to represent insights you gained from the reading and should be written in your own words – not just sentences copied from the article. Turn-in via Carmen prior to class on days when the readings are to be discussed. Late assignments will not be accepted.

Exam. The exam will be closed-book and closed-notes.Should you be sick on the exam day, you must contact the professor more than 8 hours before the exam and schedule a make-up exam that must be taken within 2 days. You will need to provide a doctor’s note.

OTHER INFORMATION

Feedback: Your feedback is valuable and it motivates continuous course improvement. Please do not hesitate to let me know, throughout the term, how I can enhance your learning experience.

Class attendance: Class attendance is not mandatory for this course but it is highly encouraged. Students will be responsible for all material posted on Carmen, covered in required readings, and discussed during class.

Class contribution: Class contribution is 20% of your grade. Please note that attendance is necessary to contribute but is not sufficient. If you attend class regularly but remain quiet, you will likely only get half of the contribution points. To get a “good” score for this portion of your grade, you will need to engage in class by asking questions, answering questions, debating issues, etc.

Class preparation:The University and College expectation is that students spend 2 hours outside of class for every hour spent in class. Since this course meets 3 hours per week, you should expect to spend 6 hours per week outside of class on course-related work.

Use of electronic devices: Phones are to be silenced at the start of class and put out-of-sight for the duration of the class period. In addition, research has shown that while a few people use laptops/tablet PCs productively in the classroom, for the vast majority it is a distraction and has a negative effect on performance not only for the person using it, but for those around them. Therefore, the use of laptops, tablet PCs and other similar devices will not be permitted during the class period. If you would like to get an audio recording of a lecture, please ask permission before the start of the class period which you would like to record.

Mental health:As a student you may experience a range of issues that can cause barriers to learning, such as strained relationships, increased anxiety, alcohol/drug problems, feeling down, difficulty concentrating and/or lack of motivation. These mental health concerns or stressful events may lead to diminished academic performance or reduce your ability to participate in daily activities. The Ohio State University offers services to assist you with addressing these and other concerns you may be experiencing. If you or someone you know are suffering from any of the aforementioned conditions, you can learn more about the broad range of confidential mental health services available on campus via theOffice of Student Life Counseling and Consultation Services (CCS) by visitingccs.osu.eduor calling614-292-5766. CCS is located on the 4thFloor of the Younkin Success Center and 4thFloor of the PAES Building.24 hour emergency help is also available through the National24/7Prevention Hotline at1-800-273-TALKor atsuicidepreventionlifeline.org

Academic integrity: I take academic misconduct very seriously. All tests and assignments are to be your own work. Academic integrity is essential to maintaining an environment that fosters excellence in teaching, research, and other educational and scholarly activities. Thus, OSU and the Committee on Academic Misconduct (COAM) expect that all students have read and understand the University’s Code of Student Conduct, and that all students will complete all academic and scholarly assignments with fairness and honesty. Students must recognize that failure to follow the rules and guidelines established in the University’s Code of Student Conduct and this syllabus may constitute “Academic Misconduct.” The Ohio State University’s Code of Student Conduct (Section 3335-23-04) defines academic misconduct as “Any activity that tends to compromise the academic integrity of the University, or subvert the educational process.” Examples of academic misconduct include (but are not limited to) plagiarism, collusion (unauthorized collaboration), copying the work of another student, and possession of unauthorized materials during an examination. If you have any questions about this policy or what constitutes academic misconduct in this course, please contact me.

If I suspect that a student has committed academic misconduct in this course, I am obligated by University Rules to report my suspicions to the Committee on Academic Misconduct. If COAM determines that you have violated the University’s Code of Student Conduct (i.e., committed academic misconduct), the sanctions for the misconduct could include a failing grade in this course and suspension or dismissal from the University.

Disabilities: If you feel that you need an accommodation based on the impact of a disability, please contact me privately to discuss your needs in the first two weeks of the class. Also, contact the Office for Disability Services (ODS) at (614) 292-3307 or visit them at 150 Pomerene Hall. ODS will coordinate all accommodations for students with documented disabilities.

Course disclaimer: This syllabus is an outline for the course and the instructor can change it based on extenuating circumstances, class progress, or by mutual agreement between the instructor and the students.

Readings (in addition to the text book and the case)

Note: All these are available for free through Business Source Complete or you can buy all of them except #2 in the course pack.

  1. Senn, Thoma and Yip, “Customer-Centric Leadership: How To Manage Strategic CUSTOMERS As Assets In B2B Markets,” California Management Review, Spring 2013, Vol. 55, No. 3, pp. 27-59.
  2. Hughes, “from vendor to partner: why and how leading companies collaborate with suppliers for competitive advantage,” Global Business and Organizational Excellence, March/April 2008, Vol. 27, No. 3, pp. 21-37.
  3. Slobodow et. al, “WHEN SUPPLIER PARTNERSHIPS AREN’T,” Sloan Management Review, Winter 2008, Vol. 49, No. 2, pp. 77-83.
  4. Choi & Linton, “Don't Let Your Supply Chain Control Your Business,”Harvard Business Review, December 2011.
  5. Anderson and Jap, “THE DARK SIDE OF CLOSE RELATIONSHIPS,” Sloan Management Review, Spring 2005, Vol. 46, No. 3, pp. 75-82.
  6. Fiksel, Polyviou, Croxton and Pettit, “FROM RISK TO RESILIENCE: LEARNING TO DEAL WITH DISRUPTION,” Sloan Management Review, Winter 2015, Vol. 56, No. 2, pp. 79-86.
  7. Liker and Choi, “BUILDING DEEP SUPPLIER RELATIONSHIPS,” Harvard Business Review, December 2004, Vol. 82, No. 12, pp. 104-113.
  8. Aoki and Lennerfors, “The New Improved Keiretsu,” Harvard Business Review, September 2013, Vol. 91, No. 9, pp. 109-113.

Course Schedule*

DAY / DATE / Topic / Readings
Managing Relationships / M / Jan 9 / Course & Framework Overview / Ch. 1
W / Jan 11 / Managing Supply Chain Relationships / #1 - #5
M / Jan 16 / Holiday
W / Jan 18 / The CRM and SRM Processes / Ch. 2 and 3
M / Jan 23 / Supply Chain Resilience – Guest Speaker / #6
W / Jan 25 / Supplier Relationships in the Auto-Industry – Guest Speaker / #7 and #8
M / Jan 30 / The Partnership Model and Collaboration Framework / Ch. 15 and 16
W / Feb 1 / Value Co-Creation – Guest Speaker / Ch. 17
Supply Chain Processes / M / Feb 6 / Managing SCM Processes (CSM and DM) / Ch. 4 and 5
W / Feb 8 / Managing SCM Processes (OF and MFM) / Ch. 6 and 7
M / Feb 13 / Managing SCM Processes (PDC and RM) / Ch. 8 and 9
W / Feb 15 / Case (Callaway) / Case
M / Feb 20 / Managing SCM Processes at Callaway – Guest Speaker
W / Feb 22 / Process Assessments and Implementation / Ch. 10, 13 and 18
M / Feb 27 / Exam 2:45 pm - 4:45pm

* This schedule is subject to change