SUPPLY CHAIN MANAGEMENT
Learning outcomes of the course unit
Knowledge and understanding:
by means of frontal lessons, the student acquires the method and knowledge required to describe, understand and design the supply chain, like strategic choices, product flows, KPIs and performance measurements.
At the end of the course the student will understand how leading companies in their field (food, textile clothing, ebusiness, pharmaceutical) organize the suply chain to compete and generate competitive fiction
Applying knowledge and understanding:
Through practical classroom exercises connected to some important topics, students learn how to apply the acquired knowledge in a real context of design, as well as in multidisciplinary or non-familiar areas.In particular, the student will have to apply the acquired knowledge to the logistics network, stock management policies, KPIs measurements.
The student must be able to understand and critically evaluate the supply netowork; using acquired knowledge, he will have to analyze existing systems and assess their performances and adequacy, assess the impact of strategic, planning and operational decisions, measure supply chain performances.
The student must be able to understand the substantial differences in terms of strategic decisions, planning and supply chain operations required in the various industrial sectors analyzed
Through the front lessons and the assistance of the teacher, the student acquires the specific vocabulary inherent to the supply chain. At the end of the course, the student is expected to be able to communicate the main contents of the course, both written and orally, such as ideas, engineering issues and related solutions. The student must communicate his knowledge through appropriate tools, so numerical problems are solved using common methods in the industry such as tables, diagrams, flow charts, and numerical spreadsheets.
Through the analysis of business case in english the student will be appropriated of the Anglo-Saxon terminology related to supply chain management
The student who has attended the course will be able to deepen his knowledge of production plants through the autonomous consultation of specialized books, scientific or divulgative journals, even outside the topics explained during lectures.
The student who has attended the course will be able to deepen their knowledge on supply chain management in general, through the independent consultation of specialized texts, scientific or popular magazines, even outside the topics dealt with strictly in class.
There are no compulsory prerequisites, but students are advised to have attended the course of Industrial Logistics and Operations Management
Course contents summary
The competition in today's globalized markets is increasingly based on the ability of organizations to create and deliver value to their customers. Today, this value is mainly created by the efficient and efficient management of the logistics system. The Supply Chain Management course aims to analyze how, through the efficient and effective planning and management of the logistic process phases, it is possible to achieve the strategic objectives of increasing the service at the minimum overall cost. The discussion starts from the main definitions inherent to the supply chain, examines the main processes and actors, the performance in terms of service, the economic and strategic aspects.
Furthermore The course aims to analyze how it is possible to create competitive advantage through the efficient and efficient organization of the supply chain in different industrial sectors through the analysis of some real cases
During the course the analysis of case histories of successful companies is proposed, and the realization of seminars with the intervention of SC managers of external companies is planned.
The contents of the course and the terminology used are mainly in English
Introduction to the course.
The supply chain: the actors, the company functions involved in a supply chain;
The flows in a supply chain. Product flows, information flows, financial flows, service flows
Customer service: pre-transactional, transactional, post-transactional service factors. Lead time. Accuracy. Flexibility. Delivery frequency. Degree of coverage.
Objectives of a SC, sources of revenue and cost, supply chain surplus, concepts of effectiveness and efficiency of SC, supply chain management.
The importance of decision-making on flows and the surplus SC
Distribution strategies, inventory pooling, inventory costs, cross-docking
Variability in the supply chain: bullwhip effect.
Business case: the beer game.
Distribution requirement planning.
Quick response, collaborative planning forercasting and replenishment, vendor managed inventory.
supply chain management for a consumer goods producer - the Barilla case
supply chain management for a manufacturer of pharma products - the Chiesi case
supply chain management for a consumer goods retailer - the Conad case
supply chain management for a manufacturer in the fashion sector - - the I Max case
supply chain management in ecommerce - - the amazon / zalando case
supply management for a retail company - the omnichanneling case of maxima
The notes of the lectures and exercises, and all the supporting material are available to students and shared in Elly web portalIn addition to the shared material, the student can personally study some of the topics discussed during the course in the following books: • Chopra, S. & Meindl, P., 2012. “Supply chain management: strategy, planning and operations”. (5th Edition). Pearson International
• Christopher, M., 2005. “Logistics and Supply Chain Management”, Person Education
• Hammer, M., 1990. “Reengineering Work: Don't Automate, Obliterate”. Harvard Business Review, pp.1-8
• Mentzer, T., et al., 2001. “Defining Supply chain Management”. Journal of Business Logistics, 22(2), pp.1-25
• Rizzi, A., Montanari, R., Bertolini, M., Bottani, E., & Volpi, A., 2011. “Logistica e Tecnologia RFID - Creare valore nella filiera alimentare e nel largo consume”. ISBN: 978-88-470-1928-7. Springer-Verlag Italia, Milano.
• Chen et al., 2000. “Quantifying the bullwhip effect in a simple supply chain: the effects of forecasting, lead time and information”. Management Science, 46(3), pp.436-443
• Lee et al., 1997. “The bullwhip effect in supply chains”. Sloan Management review, 38(3), pp.93-102
• Christopher. M.,2000. “The Agile Supply Chain: Competing in Volatile Markets”. Industrial Marketing Management, 29(1), pp.37–44
• Christopher, M., & Peck, H., 2004. “Building the Resilient Supply Chain”. International Journal of Logistics Management, 15(2), pp.1-14
• “Zara: time based competition in the fashion market”. In Fernie, J., & Sparks, L. (eds.), Logistics and Retail Management: Insights Into Current Practice and Trends from Leading Experts
• VICS CPFR overview - http://www.vics.org/committees/cpfr/
The course counts 9 CFUs (one CFU, University Credits equals one ECTS credit and represents the workload of a student during educational activities aimed at passing the exams), which corresponds to 72 hours of lectures. The didactic activities are composed of frontal lessons alternating with exercises. The theoretical topics of the course are explained by means of lectures. Exercises and business cases are proposed on the practical parts of the course. Moreover, business cases are discussed as examples of the main theoretical arguments of the course.
Business cases are proposed during the course and business cases are discussed.
Teaching activities will be carried out by giving priority to classroom lectures with the intervention of SC manager of leading international companies in the food, retail, pharma, textil
Assessment methods and criteria
Verification of the knowledge takes place through a written test based on open questions, lasting 1 hour. The test usually consists of 3 questions that may relate to theoretical content, demonstrations, and exercises, case study that have been done during the course. The final vote is calculated by assigning a mark in the range 0-30 for each question and then performing the average of the individual evaluations, with final ceiling to the next unit; the test is exceeded if it reaches a score of at least 18 points. “30 cum laude” is given to students who achieve the highest score on each item and use precise vocabulary.
Course attendance is not mandatory. For students who can not attend the audio files and pdf files of the lessons are made available on the shared internet platform