BUS M&L 885 SUPPLY CHAIN MANAGEMENT

AUTUMN 2011

DOUGLAS M. LAMBERT, Ph.D.

Raymond E. Mason Chair in Transportation and Logistics

MICHAEL KNEMEYER, Ph.D.

Associate Professor of Logistics

Class: Monday and Wednesday, 3:30 – 5:18 pm Location: GE 315

Douglas M. Lambert
Office: 506A Fisher Hall
Phone: 292-0331
Office Hours: By appointment
A. Michael Knemeyer
Office: 548 Fisher Hall
Phone: 292-2507
Office Hours: By appointment

COURSE DESCRIPTION

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 or
purchasing or operations. The most common view is that supply chain management is 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. The distinction between logistics and supply chain management is
identified and a framework for supply chain management is presented. A class session will be
devoted to each of the eight supply chain processes as well as tools and techniques that can
support implementation of the framework. Students will learn how to conduct assessments of
the processes, implement and sustain the processes, map key relationships in a supply chain,
develop metrics to measure performance and use a structured and repeatable process to build and
maintain tailored business relationships that provide competitive advantage.

The teaching method will be a combination of lecture and class discussions on assigned topics
and cases.

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 COURSE OBJECTIVES

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 understanding of the essential processes of supply chain management and their
interrelationships within individual companies and across the supply chain.
3. An understanding of tools and techniques useful in implementing supply chain
management.
4. An understanding of how supply chain management affects the financial performance of
the firm, its customers and its suppliers.
5. Knowledge about the professional opportunities in supply chain management.

TEXT AND READINGS

 The textbook for this course is Supply Chain Management: Processes, Partnerships,
Performance, 3rd edition, Douglas M. Lambert, Editor.
 Additional required reading is Winners Never Cheat, Even in Difficult Times, Jon M.
Huntsman, Wharton School Publishing, Upper Saddle River, NJ (ISBN: 0-13-7009039).
 There is also a case packet available electronically from Harvard Business School Press
as well as readings that will be handed out in class or accessed on-line through Business
Source Complete.

CASE WRITE-UPS

Students will form a team to complete three written case analyses (10% each) during the quarter.
For three of the six cases in the course, each student team will be responsible for writing up the
analysis and solution to the case. The write-up will be a report of case essentials, analysis and
recommendations (no more than six pages – double-spaced, 12-point font, 1 inch margins). All
students should be prepared to participate in the in-class case discussion whether or not you are
submitting a case write-up for that day.

GRADING
Mid-Term Exam 25%
Case-write ups 30%
Class Contribution 20%
Final Exam 25%
TOTAL 100%

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 PLEASE NOTE
1. Make-up exams are not automatically provided. In order to miss an exam without
penalty, approval must be obtained at least 48 hours prior to the time of the
exam. Missing an exam without our approval will result in an “F” grade for the
course.
2. Modification of class sessions may be made as the course progresses.
3. Late assignments will not be accepted.

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 BUS M&L 885 COURSE SCHEDULE

DATE LECTURER SUBJECT READINGS

Wednesday, September 21 DL/MK Supply Chain Management: The Key Processes #1

Monday, September 26 DL Customer Relationship Management # 2, 3

Wednesday, September 28 DL Supplier Relationship Management # 4, 5

(CMR Enterprises Case)

Monday, October 3 DL/MK Form groups, prepare case and reading assignment

Wednesday, October 5 DL/MK Importance of Integrating the Supply Chain #6

(Polo Ralph Lauren and Luen Thai Case)

Monday, October 10 MK Customer Service Management # 7, 8

Wednesday, October 12 MK Order Fulfillment # 9, 10

(Henkel Iberica (A) Case)

Monday, October 17 MK Demand Management # 11, 12

Wednesday, October 19 MK Manufacturing Flow Management, Lean Thinking and # 13, 14,
Supply Chain Management 15
(Supply Chain Management at World Co. Case)

Monday, October 24 DL Returns Management # 16, 17

Wednesday, October 26 DL GSCF Forum Member Presentation

Monday, October 31 MK Product Development & Commercialization # 18, 19

(Callaway Golf Case)

Wednesday, November 2 DL Midterm Exam

Monday, November 7 DL/MK Applying Supply Chain Management Concepts # 20, 21

(Wal-Mart’s Sustainability Strategy Case)

Wednesday November 9 DL/MK Mapping for Supply Chain Management # 22

Monday, November 14 DL Implementing & Sustaining the Supply Chain # 23, 24,
Management Processes/Comparison of SCM 25, 26
Frameworks

Wednesday, November 16 DL Building High Performance Business Relationships # 27, 28,

29

Monday, November 21 DL Supply Chain Performance Measurement # 30, 31

Wednesday, November 23 DL/MK Applying Supply Chain Management Concepts

Monday, November 28 MK How to Perform an Assessment # 32, 33

Wednesday, November 30 MK Final Exam

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Key: DL = Dr. Lambert MK = Dr. Knemeyer

M&L 885, Autumn 2011

Reading List
Supply Chain Management: Key Processes
1. Supply Chain Management: Processes, Partnerships, Performance, Chapter 1.

Customer Relationship Management

2. Supply Chain Management: Processes, Partnerships, Performance, Chapter 2.
3. Winners Never Cheat, Introduction and Chapter 1.

Supplier Relationship Management

4. Supply Chain Management: Processes, Partnerships, Performance, Chapter 3.
5. Case: CMR Enterprises

Importance of Integrating the Supply Chain

6. Case: Polo Ralph Lauren and Luen Thai Case

Customer Service Management

7. Supply Chain Management: Processes, Partnerships, Performance, Chapter 4.
8. Winners Never Cheat, Chapters 2 and 3.

Order Fulfillment
9. Supply Chain Management: Processes, Partnerships, Performance, Chapter 6.
10. Case: Henkel Iberica (A) Case

Demand Management
11. Supply Chain Management: Processes, Partnerships, Performance, Chapter 5.
12. Winners Never Cheat, Chapter 4.

Manufacturing Flow Management, Lean Thinking and Supply Chain Management

13. Supply Chain Management: Processes, Partnerships, Performance, Chapter 7.
14. Supply Chain Management: Processes, Partnerships, Performance, Chapter 12.
15. Case: Supply Chain Management at World Co. Ltd

Returns Management
16. Supply Chain Management: Processes, Partnerships, Performance, Chapter 9.
17. Winners Never Cheat, Chapter 5.

Product Development and Commercialization

18. Supply Chain Management: Processes, Partnerships, Performance, Chapter 8.
19. David Rynecki and Doris Burke, “One town, two rivals,” Fortune, July 26, 2004, Vol. 150, Issue
2, pp. 110-119.

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Applying Supply Chain Management Concepts
20. Case: Wal-Mart’s Sustainability Strategy
21. Winners Never Cheat, Chapters 6 and 7.

Mapping for Supply Chain Management

22. Supply Chain Management: Processes, Partnerships, Performance, Chapter 11.

Implementing & Sustaining the Supply Chain Management Processes and Comparison of SCM
Frameworks
23. Supply Chain Management: Processes, Partnerships, Performance, Chapter 13.
24. Supply Chain Management: Processes, Partnerships, Performance, Chapter 16.
25. “Supply-Chain Operations Reference-model: Overview Version 9.0”.
Free download from http://supply-chain.org/resources/scor (link for the overview is at the bottom
of the page)
26. Winners Never Cheat, Chapter 8.

Building High Performance Business Relationships

27. Supply Chain Management: Processes, Partnerships, Performance, Chapter 14.
28. Douglas M. Lambert and A. Michael Knemeyer, “We’re in This Together,” Harvard Business
Review, Vol. 82, No. 12 (2004), pp. 114-122.
29. Douglas M. Lambert and Sebastian Garcia-Dastugue, “A Framework for Collaboration,” in
Building High Performance Business Relationships, Douglas M. Lambert, A. Michael Knemeyer
and John T. Gardner, 2009, pp. 200-209.

Supply Chain Performance Measurement

30. Supply Chain Management: Processes, Partnerships, Performance, Chapter 15.
31. Winners Never Cheat, Chapter 9.

How to Perform an Assessment

32. Supply Chain Management: Processes, Partnerships, Performance, Chapter 10.
33. Winners Never Cheat: Chapter 10.