...OM 367: Strategic Supply Chain Management Professor Stephen M. Gilbert Classroom: CBA 4.348 Class Meeting Time: TTH 12:30-2:00 Office: CBA 3.424 Phone: 471-9456 (O) e-mail: steve.gilbert@mccombs.utexas.edu Mail Box: Dept. of IROM, CBA 5.202 Fax: 471-3937 (O) Office Hrs: T-TH 10:30-11:30, and by appt. COURSE DESCRIPTION Supply Chain Management involves the flows of materials and information among all of the firms that contribute value to a product, from the source of raw materials to end customers. We will integrate issues from marketing (channels of distribution), logistics, and operations management to develop a broad understanding of a supply chain. By taking a strategic perspective, we will focus on relatively long term decisions involving the investment in productive resources, configuration of processes, product designs, and development of parterships with suppliers and channels of distribution. Although the development of analytical tools is not one of the primary objectives of the course, students should be comfortable with quantitative analysis. By the end of the course, you should have developed an appreciation for the major strategic issues trade-offs in supply chain management as well as the ability to use conceptual frameworks to make decisions. TEACHING/LEARNING METHODOLOGY The detailed course outline starting on page 6 lists, for every class session, the reading(s), case(s), assignment(s), and anything else of importance. Please read this outline carefully...
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...0830-0900 0905-1035 1105-1135 1140-1310 1435-1505 1510-1640 IE 1 ME 15 OM 16 MACS 15 * FMG 15 * FMG 16 BII 1 OM 17 BII 2 30-Mar Mon 31-Mar Tue 1-Apr Wed 2-Apr Thu 3-Apr Fri 4-Apr Sat ME 16 MACS 16 IE 2 * FMG-17 Joint 1. The soft copy of the weekly schedule is available on the main page of the LUMS website www.lums.edu.pk - Information For: Students\Schedules\MBA Schedule 2. Class timings may sometimes differ from the usual timetable. Please follow the timings given on the inner pages. 3. 4. * For course titles and instructors, please turn overleaf. FMG WAC is due on Sunday, April 05. Follow the timings given on the inner pages for FMG 15 & 16 and Friday, April 03. MBA CLASS OF 2016 SEMESTER II (S II) LIST OF COURSES BEING OFFERED Code Units Course Title Instructor BII FMG IE MACS ME OM 0.5 1 0.5 1 1 1 Business Integration and Innovation Financial Management Islamic Ethics Managerial Accounting and Control Systems Managerial Economics Operations Management Jamshed H Khan Syed Mubashir Ali Kamran Rashid Ayesha Bhatti / M Junaid Ashraf Tanveer Shehzad Hassan Rauf / Syed Zahoor Hassan SULEMAN DAWOOD SCHOOL OF BUSINESS MBA PROGRAMME CLASS OF 2016, SECTION B AUDITORIUM A-104 SEMESTER II 2014-2015 (SII) Assignments for the week of March 30 to April 03, 2015 *************************************************************************** MONDAY, MARCH 30 0830 - 0900 0905 - 1035 Discussion Group: Operations Management OPERATIONS MANAGEMENT HASSAN RAUF Topic:...
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...quantitative tools for decision-making are used throughout the course with an emphasis on the interactions between production/operations management and other business disciplines. Prerequisites: COMM 210, COMM 212, and COMM 215 ------------------------------------------------- LEARNING OBJECTIVES Operations are the core of every business. Successful implementation of any business strategy cannot be achieved without the proper execution of operations. Global and local companies that are experiencing a surge in market share owe this success among other things, to their excellence in managing operations. This course considers operations from a managerial perspective and introduces the basic Operations Management (OM) tools. It focuses on quantitative analysis of various OM functions. At the end of the course, students will have a good understanding of the various operation functions and their importance in organization in...
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...ASSIGNMENT: due at Tuesday March 10th 1545 hours (2015) Please hand in the assignment to the lecturer Ludger Buijs at the beginning of the lecture on March 10th or hand in the assignment in the box close to the secretarial office of the Economics Department (T. v. A. 5.01.74). This assignments is meant to be group work (max. 4 students[1]) Some questions are taken from Hull’s book. In this case I refer to the book: John Hull, Fundamentals of futures and option markets, 7th edition, 2011. Problems related to riskless securities and the term structure of interest rates On January 1 of the year 2011 a number of Dutch government bonds had the following quotation. The bonds are quoted as a percentage of their nominal value of €. 1,000.00 The examples below explain the pattern of the quotations. “nl 9.00 92-08": nl Dutch classical government bond 9.00 interest rate; annual (not continuous) compounding 92-08 term begins in 1992 and ends at December 31, 2008 Maturity: 31st of December 2008 “nl 0cpn 06": nl Dutch zero coupon government bonds 0cpn 06 zero-coupon bond, maturity end December 2006 Al coupon payments and redemptions will take place on December 31st. Explain your answers carefully and show which government bonds are used to make your calculations. “nl 0cpn 11” 97.56 “nl 0cpn 12” 93.35 “nl 0cpn 13” 87.63 “nl 9.00 92-14” 118.24 “nl 0cpn 14” 85.48 “nl 9.00 90-15” 122.35 “nl 0cpn...
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...OPERATIONS MANAGEMENT : ASSIGNMENTS “Chandralok” is a canteen facility catering to all the students studying at the various institutions of the MIT Group. Students of the OM course are required to spend some time observing the operations of Chandralok , first hand , to enable them do the following 3 assignments, during the second term. Assignment No. 1 : Study the “Facility Layout“ of the canteen , from an operations management angle and answer the following. 1) Your comments on the existing layout. 2) Can the operations be improved with a change in the layout? How? 3) What are the constraints you find in implementing your suggestions for a layout change? Are they real? Are they surmountable? Assignment No. 2 : Study the segments catered to by Chandralok Canteen. Study the arrival pattern and the arrival rates of customers. Make a document of at least a days record, and answer the following. 1) How long does it take, on an average, to serve a customer? What factors does it depend on? 2) What will the average waiting time at the different slots / eating times? 3) What is the expected length of the queue? Any suggestions for reducing this? Assignment No.3: You are trying to introduce a special item, say Samosa, in the canteen’s menu. You know that it can be stored for sale only for about 8 hours from the time of making. Thus whatever not sold by evening is wasted. Observe the actual happenings over a few days (this activity can...
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...Assignment 2A & 2B Company: | Photonis | | | Team number: | 7 | | | Name Coach 1: | Wouter Henrichs | | | Name Coach 2: | Mogilf Theunis | Assignment 2A & 2B [Process description – Page 1] Description of the steps taken to complete the assignment (e.g., the way in which additional literature was collected; what kind of discussions have taken place with the coaches), and who was involved in which steps. Om te beginnen hebben we de opdracht weer verdeeld over de groepsleden. Sommige opdrachten waren dezelfde opzet als in opdracht 1 die goed gemaakt waren. Deze hebben we dan ook weer aan dezelfde personen gegeven. Iedereen heeft de benodigde literatuur bestudeerd en verschillende bronnen erbij gezocht. Zodra iedereen klaar met zijn / haar opdrachten hebben we deze met elkaar nagekeken en feedback op elkaars stukken gegeven. Aan de hand van de feedback heeft ieder zijn eigen stuk weer verbeterd. Als laatste hebben we met elkaar het verslag doorgelopen op spelfout en de lay-out verzorgt. | Short reflection on the group process: what went well and what did not go so well? How are you going to improve the group process for the next assignment? De verdeling van de vragen ging vrij gemakkelijk. Iedereen was het er mee eens dat de goed gemaakte vragen uit de eerste opdrachten, weer door dezelfde personen beantwoord zou worden. Als iemand het antwoord niet (zeker) wist, hebben we deze met elkaar besproken en heeft iedereen zijn mening gegeven...
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...increasing use of cross-functional teams in corporate product creation, you may have the opportunity to be a part of this critical process regardless of your planned functional focus. This course will draw upon the recently published book “Strategic Product Creation” (McGraw-Hill, December 2006) coauthored by the course professor. The book takes an executive view of managing corporate product development drawing upon the experiences of global organizations such as Disney Imagineering, Procter & Gamble, Mars Incorporated, Whirlpool Corporation, United Technologies, and IBM. The course will be largely case-based covering a range of industries from software development (Activision) to automotive (GM) but also include some hands on exercises and a group simulation. This course offers a general management view of product creation by exploring frameworks and case examples from a wide range of industries. It should serve students well who seek a career in a corporate environment or as a consultant serving large corporations. Broadly, the course will examine the key processes in corporate product creation including: Product Creation Leadership Product Idea Generation Technology Capabilities Product Creation Process Design The Competitive Product Portfolio People and Project Management Innovation Partnerships In addition to exploring the general processes of corporate product creation, students will conduct research supported by executive interviews to compare and contrast...
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...[pic] |Kazakhstan Institute of Management, Economics and Strategic Research (KIMEP) International Summer School, 2011 OPM 5202 OPERATIONS MANAGEMENT | | [pic] OPM 5202 OPERATIONS MANAGEMENT Instructor: Dr. Ardeshir Lohrasbi Office: Telephone: FAX: Email:zlohrasbi@gmail.com Instructor: Dr. Ardeshir Lohrasbi Office: Office Hours: Tel: Fax: E-mail: zlohrasbi@gmail.com Website: https://edocs.uis.edu/alohr1/www Introduction: Welcome to OPM 5202 Operations Management .It is a great pleasure to have all of you in my class. I have been at University of Illinois Springfield in USA for 31 years and served as a Chair of Department of Business Administration , MBA director and Chair of Management Department for several times and my work was recognized last May at the University of Illinois Springfield Faculty Recognition.I taught in graduate and undergraduate online and on ground many different courses such as Production and Operations management, Project Management, Computer Software Application in Business, Service Management, Inventory Management…etc. and I have done a number of consulting for private and public services and presented many research papers at a local and national level. In this class I will share my life time experiences and teachings with all of you. My goal is you learn the course materials and be able to apply the topics, computer applications and techniques in the real world. For more information please...
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...Assignment 3: Using Teams in Production and Operations Management Brandon Jones Contemporary Business February 12, 2011 The British Petroleum Company, better known as BP, is an oil and petroleum conglomerate that has serviced consumers’ needs since approximately 1909. When it was first founded by William Knox D’Arcy the company was known as the Anglo-Persian Oil Company (BP Global, 1996-2012). The first few years of business was shaky Winston Churchill believed in its success and supported the oil movement. His speech captured the attention of the United Kingdom government so remarkably that they endorsed and became investors of the Anglo-Persian Oil Company (APOC) (BP Global, 1996-2012). With the growth of heating and automobiles powered by gasoline came the rising success of the APOC. In 1935 Persia renamed its country Iran, thus sparking the company name change to Anglo-Iranian Oil Company (AIOC) (BP Global, 1996-2012). After many ups and downs during and following World War II, the year was 1964 when the AOIC took on its third and present name change to British Petroleum Company, better known as BP(BP Global, 1996-2012). British Petroleum Company is currently a one of the world’s top ranked oil suppliers. With recent economic changes, BP has formed new subdivisions in order to maintain revenue and appeal to consumers. The British Petroleum Company’s presence exists in all 7 global continents. Many of these worldwide operations have partnered up with local...
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...|DIPLOMA : BUSINESS ADMINISTRATION | COURSEWORK - Questions |Year |2013 |MONTH |JUNE | |Subject |BDM1404 OPERATIONS MANAGEMENT (OM) | |Weightage |30% |Submission Date |24th JULY 2013 | Regulations A. Late Submission • A 10% deduction per day of total coursework marks (excluding weekends and public holidays). • Late submission between 5 to 10 days, results in a 50% deduction of total coursework marks. • Late submission past 10 days results in an automatic 0% for coursework and the student will be barred from the final examination. B. Deliverables Students must submit all materials supporting their coursework listed in the deliverable section. ▪ The coursework must be done in a group and must be entirely your own work. Please make sure that you are aware of the rules concerning plagiarism. If you are unclear about them, please consult your program coordinator/lecturer. ▪ The coursework should exhibit formal research skills i.e. with a table of content, proper citations, references, and appendices. ▪ The coursework write...
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...Masters in Business Administration Intake 8FM July 2011 Timetable Group NA Full-Time Part 1 Summer 2011 Study Weeks Timetable August Week 1 Week 2 Fr Mo 5 8 Tu Th 9 11 4 12 Week 3 Fr Mo 15 Tu Th 16 18 19 Week 4 Fr Mo 22 24 Week 5 We Th 31 1 30 2 September Week 6 Fr Mo 5 Tu Th 6 8 9 Week 7 Fr Mo 12 Tu Th 13 15 16 Week 8 Fr Mo 19 We 21 Week 9 Mo 26 Tu Th 27 29 30 We Tu October Week 10 Fr Mo 3 Tu Th 4 6 7 Week 11 Fr Mo 10 Tu Th 11 13 14 Week 12 Fr Mo 17 We 19 Core Modules Marketing Management Operation Management Organizational Behaviour Strategic Planning Managing Information Module Mo Code 1 MM OM OB SP MI Tu Th 2 A A A A A A AM A A A A A A A A A A A A AM A A A A A A A A A A A A AM AM AM Electives Financial Pathways Study Weeks Timetable October November Week 13 Mo 31 Tu Th 1 3 4 Week 14 Fr Mo 7 Tu Th 8 10 11 Week 15 Fr Mo 14 Tu Th 15 17 18 Week 16 Week 17 Fr Mo 21 Th Mo 24 28 Tu Th 29 1 2 December Week 18 Fr Mo 5 Tu Th 6 8 9 Week 19 Fr Mo 12 Tu Th 13 15 16 Week 20 Fr Mo 19 Th Th 22 5 Fr 6 January Week 22 Week 23 Th 12 Fr Th 13 26 Fr 27 MBA - Financial Management (CIMA/ACCA students only) Advance Financial Management Performance Measurements and Control AFM PMC A A A A A A AM A A A A A A AM Study Weeks Timetable October November Week 13 Week 14 Fr Mo 4 7 Tu Th 8 10 3 11 Week 15 Fr Mo 14 Tu Th 15 17 18 Week 16 Week 17 Fr Mo 21 Th Mo 24 28 Tu Th 29 1 2 December Week 18 Fr Mo 5 Tu Th 6 8 9 Week 19 Fr Mo 12 Tu Th 13 15 16 Fr Mo 19...
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...Ronald Reagan speech analysis In this assignment I will be examining a speech brought by Ronald Reagan. I will put the speech in the rhetorical pentagon and afterwards analyze it. I will especially focus on Ronald Reagan’s use of language, cause it’s really relevant when it comes to speeches, and also the choise of composition in the speech. The speaker of the speech is of cause Ronald Reagan. Reagan was the 40th president of the United States in the time between 1981 to 1989. He preached this speech in March 1983, at the Annual Convention of the National Convention of the National Association of Evangelicals. As said, the time was 1983, and at this time, the cold war was continuously going on, and the relationship between the Americans and the Soviet Union with its communism were therefore extremely bad, which also reflects in this speech. So the communism is a huge topic in this speech, and Reagan accomplishes to compare America to goodness, while he attacks the Soviets by comparing them to evil. The other major aspect in the speech of Ronald Reagan is about the increase in illegitimate births and abortions involving under aged girls. He mentions the clinics that were established in well-intentioned faith are offering different kind of services to the girls, without their parent even knowing it. He wants to change that, and maximize parental participation. This is the other major aspect of the speech, which of course is being told to the evangelicals of Orlando...
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...Supply Chain Management OM-ll Assignment Submitted by: Group: 7, Sec: B Mohit Vora (14PGP086) Himanshu Jain (14PGP081) Satvik Jani (14PGP095) Satyadeo Thakur (14PGP096) S. Sreenvas (14PGP119) Ankit Goyal (14PGP070) About FedEx: FedEx Corporation is an American global courier delivery services company headquartered in Memphis, Tennessee. The name "FedEx" is a syllabic abbreviation of the name of the company's original air division, Federal Express, which was used from 1973 until 2000. FedEx Corporation was founded in 1973 by entrepreneur Fred Smith. Today, with a fully integrated physical and virtual infrastructure, FedEx’s business model supports 24–48 hour delivery to anywhere in the world. FedEx operates one of the world’s busiest data- processing centres, handling over 100 million in-formation requests per day from more than 3,000 databases and more than 500,000 archive files. It operates one of the largest real-time, online client/server networks in the world. The core competencies of FedEx are now in express transportation and in e-solutions. Supply Chain Model: FedEx Supply Chain Process: * Order is sent to FedEx via XML, Internet, customer calls, EDI and is processed by the FedEx Order Management System. * Order information is sent from FedEx Information Network. * Order is transmitted to the appropriate Distribution Center....
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...RHODES UNIVERSITY – EARTH SCIENCE 101 ASSIGNMENT COVER SHEET Name: | Sopazi, Sebenzile | Student Number: | G11s5764 | Course: | Earth101 | Lecturer/Tutor: | Mark Raines | Title: | Magnitude 9 Tohoku earthquake | Word Count: | 420 | Due Date: | 9 March 2012 | Date of Electronic Submission | 09March 2012 | Date of Hardcopy Submission | 09 March 2012 | PLAGIARISM DECLARATION (adapted from the declaration presented in the Rhodes University Plagiarism Policy: http://scifac.ru.ac.za/plag2008.doc) * I know that plagiarism means taking and using the ideas, writings, works or inventions of another as if they were one’s own. I know that plagiarism not only includes verbatim copying, but also the extensive use of another person’s ideas without proper acknowledgement (including the proper use of quotation marks). I know that plagiarism covers this sort of use of material found in textual sources and from the Internet. * I acknowledge and understand that plagiarism is wrong. * I understand that my research must be accurately referenced. I have followed the rules and conventions concerning referencing, citation and the use of quotations as set out in the Departmental Guide. * This assignment is my own work, or my group’s own unique group assignment. I acknowledge that copying someone else’s assignment, or part of it, is wrong, and that submitting identical work to others constitutes a form of plagiarism. * I have not allowed, nor will I in the future...
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...Queen’s University Belfast Queen’s University Management School. MGT2005 OPERATIONS MANAGEMENT Semester 2, 2012 “You don’t have to change. . . Survival is not mandatory.” (Professor William E. Deming) Course Co-ordinator: Dr Yu Xiong Introduction to Operations Management Operations Management (OM) is a functional field of management encompassing the design, operation and improvement of the processes and systems employed in the creation and delivery of an organisation's products and services. Essentially, operations management is concerned with explaining how factories and services work. Managing operations well requires both strategic and tactical skills and is critical to every type of organization, for it is only through effective and efficient utilization of resources that an organization can be successful in the long run. A few common threads pervade the material we cover in this course: First, decision making in operations is highly context dependent. Recognising this is half the battle in managing an operation. The variety of operational contexts obscures the link between particular operational decisions and overall firm profitability. Making this link transparent is essential to making better operational decisions. Variability exists in any operation, and this variability needs to be managed Integration, both across functional areas within a firm, and across firms in the value creation and delivery network, is crucial for superior firm performance...
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