May 26, Proposal to Modify the Master of Science in Supply Chain Management (PCC Log. No )

Transcription

1 UN I VE RS IT Y OF MARYLAND OFFICE OF THE SENIOR VICE PRESIDENT AND PROVOST 1119 Main Administration Building College Park, Maryland TEL FAX May 26, 2017 MEMORANDUM TO: FROM: SUBJECT: Alexander Triantis Dean, Robert H. Smith School of Business Elizabeth Beise Associate Provost for Academic Planning and Programs Proposal to Modify the Master of Science in Supply Chain Management (PCC Log. No ) At its meeting on May 5, 2017, the Senate Committee on Programs, Curricula and Courses approved the proposal to modify the Master of Science in Supply Chain Management. A copy of the proposal is attached. The change is effective Fall Please ensure that the change is fully described in the Graduate Catalog and in all relevant descriptive materials. MDC/ Enclosure cc: Andrew Harris, Chair, Senate PCC Committee Barbara Gill, Office of Enrollment Management Reka Montfort, University Senate Chip Denman, Division of Information Technology Pam Phillips, Institutional Research, Planning & Assessment Anne Turkos, University Archives Linda Yokoi, Office of the Registrar Alex Chen, Graduate School Mike Faulkender, Robert H. Smith School of Business Mike Marcellino, Robert H. Smith School of Business

2 University of Maryland PCC Program/CurricuIumAJnit Proposal PCCLo,No: ^gggg Program' ^^^^^ ^ Science in Supply Chain Management DepartmentAJnit: Logistics, Business & Public Policy College/School' ^otigrth. Smith School of Business Proposal Contact Person (with ): Thomas Corsi (TCorsi@RHSmith.umd.edu) Type of Action (check one); [X] Curriculum change (includes modifying minors, [H concentrations/specializations and creating informal Q Create an online version of an existing program specializations) Establish a new minor Curriculum change is for an LEP Program i 1.,, C O, Certificate of Professional Studies program Other: QNew Professional Studies program will be Approval Signatures - administered by Office of Extended SMies 1, Department Committee Chair Thomas M. Corsi 2. Department Chair Martin Dresner 3. College/School PCC Chair Michael FaulkenderjA^ 4. Dean Alexander J. Triantis 5. Dean of the Graduate School (if required) 6. Chair, Senate PCC A^k->^ ^/<Pi^r^ j{/-<-/7 7. University Senate Chair (if required) 8. Senior Vice President and Provost Instructions: When approved by the dean of the college or school, please send the proposal and signed form to the Office of the Associate Provost for Academic Planning and Programs, 1119 Main Administration Building. Campus-S031, and the proposal document as an MS Word attachment lo pcc-submisslonsfsumd.edu. Summary of Proposed Action (use additional sheet if necessary): As we enter into the fifth year of our MSC-SCM program, we have learned a great deal about our curriculum. We have evaluated results, listened to student feedback, reviewed tlte curriculums of competitive schools; and spoken with corporate supply chain executives who recruit our students. Based on the results of this discovery process, our oversight committee recommended changes to the current curriculum and a re-classification of the program under a new CIP code. While our current curriculum does a good job in providing our students with general knowledge of supply chain management operations, it fails to account for the current market need for supply chain professionals to be equipped with highly technical, quantitative and analytical capabilities. To address this challenge, we would like to increase the number of credits devoted to providing our students with these much needed skills. We also believe our new set of core courses qualifies our program as a STEM degree, serving the University of Maryland's mission of growing STEM programs. Unit Code(s) (to be entered by the Office of Academic Planning and Programs):

3 UNIVERSITY OF MARYLAND COLLEGE PARK Robert H. Smith School of Business Proposal for Curriculum Update and C.I.P Code Reclassification/ Master s Program in Supply Chain Management February INTRODUCTION The Robert H. Smith School of Business currently offers a Master of Science in Supply Chain Management (MSSCM). The program was launched in 2011 and has already graduated four cohorts of students. The focus of the program is to train students on the application of information technology and business statistics and data methods to enhance the efficiency of the global supply chain. The Master of Science in Supply Chain Management (MS in SCM) is a professional degree for students wishing to pursue or advance their careers in supply chain management. This includes transportation, purchasing, distribution, inventory management, global trade, operations management, strategy and the numerous other sub-specialties in the field of supply chain management. As we enter into the fifth year of our MSC-SCM program, we have learned a great deal about our curriculum. We have evaluated results, listened to student feedback, reviewed the curriculums of competitive schools; and spoken with corporate supply chain executives who recruit our students. Based on the results of this discovery process, our oversight committee recommended changes to the current curriculum and a re-classification of the program under a new CIP code. I. CURRICULUM CHANGES In operations/supply chain management business contexts, supply chain management professionals must be able to use sophisticated software package Page 1 of 14

4 applications to analyze, interpret, and make inferences from large amounts of data to make decisions that improve business productivity and optimize the use of resources. While our current curriculum (see Appendix 1) does a good job in providing our students with general knowledge of supply chain management operations, it fails to account for the current market need for supply chain professionals to be equipped with highly technical, quantitative and analytical capabilities. As shown in appendix 1, only 9 credits are currently devoted to providing our students with such must-have skills. These credits include: Operations Management (3), Supply Chain Resources Planning (3) and Warehouse and Distribution (3) This fact creates a skills gap that undermines our student s ability to compete on a level ground in the market place. To address this challenge, we would like to increase the number of credits devoted to providing our students with these much needed skills. To that end, three important changes need to be implemented. First, we would like to replace some courses for more technology and quantitative oriented courses. Second, we would like to completely re-structure our core to reflect our new intended focus and commitment to educating highly technical individuals in the field of supply chain management. The re-structuring of our core will consist of both a course by course replacement and the introduction of new courses. The new set of core courses will be expanded from 15 to 16 credits. Last but not least, we believe that expanding our choices of electives courses will provide for an opportunity to cater for different career interests while allowing some degree of flexibility in our academic offer. Appendixes 2 and 3 show the intended replacement courses and their course descriptions respectively. The most important change in our request involves re-structuring our core to reflect both alignment with industry needs and our true focus at Smith. As seen in Appendix 1, the current structure of the program shows a very limited course variety. We believe that an expanded set of core courses, along with a varied set of elective choices will help us refresh our program s new value proposition, while contributing to preparing our students to make more valuable contributions in the business world. Page 2 of 14

5 If approved, these much needed changes will help enhance the technical, quantitative and IT knowledge capabilities of our students thus, providing them with a strong competitive advantage in the market place. II. RECLASIFICATION OF THE PROGRAM UNDER A NEW C.I.P CODE (STEM) STEM is an acronym for Science, Technology, Engineering & Mathematics. As noted in the requested curriculum changes above, the new focus and commitment of our Master of Science in Supply Chain Management program is to prepare our students for productive careers in the new high-tech global economy. Our new course offering embraces and includes the integration of many of these STEM areas, in particular science, technology, and math. More than 50% of our entire program (16 new credits in our core) will be dedicated to the STEM fields. Please see appendix 4 for all core course descriptions. More than ever before supply chains are being optimized through the utilization of advanced technologies; data analytics and the utilization of quantitative methods to maximize efficiencies in inventory management, warehousing, distribution, and transportation. Knowledge and skills in science, technology, and mathematics are critical for successful supply chain managers today. Our completely new set of courses qualifies our program as a STEM degree, serving the University of Maryland s mission of growing STEM programs. The STEM certification for the Master of Science in Supply Chain Management (MS in SCM) is based on our new focus on leveraging science, technology, and mathematics throughout more than 50% of our total academic offer. We believe our program should qualify for reclassification under a new C.I.P code of , Management Science and Quantitative Methods. Page 3 of 14

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7 Appendix 1: Current MSC SCM Curriculum Core Courses Global Supply Chain Management (3 Credits) Transportation Management (3 Credits) (*) Operations Management (3 credits) Supply Chain Strategy (3 credits) Global Supply Chain Risk Management (3 Credits) Non Core Courses Global Value Chain and Trade Logistics (3 Credits) (*) Supply Chain Resource planning (3 credits) (*) Warehouse Design and Distribution (3 Credits) Strategic Sourcing and Procurement (3 credits) Special Topics in Supply Chain Management (3 Credits) (*) Courses that address quantitative and technical skills Page 5 of 14

8 Appendix 2: Course Updates Current Structure Proposed Structure Core Courses Cr Replacement Course Cr Global Supply Chain Risk Management 3 Supply Chain Risk Management 2 Transportation Management (Turned into a non core) 3 Data Models and Decissions I 2 Operations Management 3 Data Models and Decissions II 2 Supply Chain Strategy (Turned into a non core) 3 Lean Six Sigma for SC Managers I 2 Global Supply Chain Management 3 Lean Six Sigma for SC Managers II 2 Technology in SCM 2 Supply Chain Resource Planning 2 Project Management for SC Managers 2 Total Core Credits 15 Total Core Credits 16 Non Core Courses Non Core Courses Global Value Chain and Trade Logistics (Turned into an elective) 3 Transportation Management 2 Supply Chain Resource Planning (Turned into a core course) 3 Supply Chain Strategy 2 Warehouse Design and Distribution 3 Intro to Supply Chain Management 2 Strategic Sourcing and Procurement 3 Business Fundamentals for SC Managers I 2 Special Topics in Supply Chain Management 3 Business Fundamentals for SC Managers II 2 Total Non Core Credits 15 Total Non Core Credits 10 Elective Courses (2 from the options below) Global Value Chain and trade Logistics 2 Networks and Influence 2 Negotiations 2 Supply Chain Resources Planning II 2 Allowed elective credits 4 Total Required Credits 30 Total Required Credits 30 Page 6 of 14

9 Appendix 3: Replacement Course Descriptions Lean Six Sigma for the Supply Chain Managers I & II: This course series requires strong probability and statistics knowledge. Lean Six Sigma is a robust methodology for problem solving aiming to improve quality and reduce speed within a process. Students are expected to conduct a project on a case study of a business looking to improve their processes to meet customer requirements. This course series is designed to familiarize students with the Lean Six Sigma process improvement methodology, a program adopted by companies throughout the world to improve the quality of critical supply chain management processes. Through in-class lectures and practice-based e-learning and software tools, students in this course will learn tools and techniques commensurate with the Six Sigma Green Belt Body of Knowledge and apply them in a variety of exercises and formats. Students who complete this class will be capable of analyzing and solving complex quality problems to achieve superior supply chain effectiveness, including improved customer service levels and reduced inventory investment. Project Management for SC Managers: This course about deals with planning, scheduling, organizing, leading, and controlling projects such as supply chain management projects, product development, marketing, new businesses, information systems, and more. This course also delves into higher level topics such as Project Tools, Strategy, Priorities, Organization, and Management. The primary emphasis is on the project management frameworks, methodologies, processes and tools used to successfully manage projects to meet the organization s objectives of scope, quality, cost, and time. The course also demonstrates why many of the principles, methods, tools, and techniques of project management are applicable in all areas of business. Introduction to Supply Chain Management: Companies practicing advanced Supply Chain Management (SCM) can now connect instantaneously with suppliers, distributors, manufacturers, customers, and alliance partners around the world to share real time information about demand, supply, and financial flows. However, as the supply chain extends globally so do the associated complexities and risks. The global supply chain with its inherent complexities and risks Page 7 of 14

10 becomes a management functional area that is critical to the overall success of the business. Online shopping has fundamentally challenged retailers to restructure their entire distribution systems. It has also created significant upheaval among the transportation providers. Indeed, the entire supply chain distribution network is undergoing significant transformation. This course provides a close examination of management decision-making in view of fundamental dynamics in global supply chains and customer demand. It will help the student to develop a better understanding of the how managers are developing tools and strategies to cope with the rapid changes in the environment. Business Fundamentals for Supply Chain Managers: This course is intended to provide students with the knowledge and skills necessary to quantify the impact of supply chain management decisions on the bottom line. Students will analyze financial statements and explain the implications of supply chain management decisions on standard financial ratios and all components of the balance sheet and income statement. Global Trade Logistics (BULM 733): This course acquaints students with managerial issues in international logistics and transportation, and provides students with an understanding of issues related to import/export management and the global marketplace. Networks and Influence (BUMO 725): This course focuses on personal branding, networks, social capital, power, and influence as they relate to operating effectively in organizations. It draws heavily on emerging literature on networks and social capital, but also integrates concepts from branding, power, persuasion, and communication literatures to aid your efforts to be successful in your field of endeavor and your life. It is built on the underlying assumption that Smith students can be more effective leaders through greater attention to personal branding, networking and power issues, and that students want to make a positive difference in their world and the broader one. Technology in Supply Chain Management (BUSI 758J): This class provides an opportunity for students to manage a company s integrated supply chain using a sophisticated ERP system. During the semester, the students will be given handson experience with the production level SAP ERP software. There is absolutely no difference between the user-interface and software screens that the students will Page 8 of 14

11 use in the classroom and the interface and screens used on a daily basis by corporations around the world. Enterprise resource planning (ERP) is a comprehensive software approach to support managerial decisions to synchronize all of the individual activities associated with supply chain planning and providing the overall direction of the business. ERP is a software system that integrates application programs across the organization, from forecasting to procurement to production to sales to finance. This integration is achieved through a data based shared by all the functional areas in the firm. ERP systems are very efficient at handling the many transactions that document the activities of the company. Supply Chain Risk Management (BULM 758C): This course provides the student with exposure to the concepts & enabling technologies of Supply Chain Risk Management, an emerging business discipline of crucial competitive importance; and to review key company cases in this field. Resiliency in the modern global enterprise is largely the result of Supply Chain Risk Management (SCRM) Capability. This is the capability to orchestrate end-toend flows of material, goods and services from original suppliers to final sources of demand (customers) in a continuous, sustainable, robust fashion despite all risks. According to Aberdeen Research, more than 80% of supply chain management executives reported that their companies experienced supply chain disruptions within the past 24 months and these glitches negatively impacted their companies customer relations, earnings, time to-market cycles, sales, and overall brand perceptions. They also found that less than half of enterprises have established metrics and procedures for assessing and managing supply chain risks. Many organizations lack sufficient market intelligence, skills, and information systems to effectively predict and mitigate supply chain risks. The ability to systematically approach & better manage global supply chain risk has led to the concept of The Resilient Enterprise- an increasingly important strategic and operational concept in a Post-911/Post-Financial Crisis world. Data Models and Decisions I & II: The process of making good decisions is critical for business analysts and managers because they regularly encounter new problems in an environment characterized by risk and uncertainty. A good decision Page 9 of 14

12 is not the same as a good outcome, which can sometimes be a matter of luck. Conversely, a bad outcome is not necessarily proof of a bad decision. In this course, we will explore analytical principles that can guide an analyst or manager in making complex decisions. A good decision uses sound reasoning and considers all of the relevant information that is available at the time the decision is to be made. This course seeks to provide students with the skills necessary to arrive at good decisions. In order to arrive at a good decision, managers must be able to: Transform a seemingly complex decision problem into an underlying analytical structure Understand the role of uncertainty and risk in the decision-making process Analyze available data to understand relationships among variables and create predictions Understand the trade-offs involved in a decision Use available computing technology (e.g., spreadsheets) to arrive at optimal solutions. Page 10 of 14

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14 Appendix 4: Core Course Descriptions Supply Chain Risk Management (BULM 758C): This course provides the student with exposure to the concepts & enabling technologies of Supply Chain Risk Management, an emerging business discipline of crucial competitive importance; and to review key company cases in this field. Resiliency in the modern global enterprise is largely the result of Supply Chain Risk Management (SCRM) Capability. This is the capability to orchestrate end-toend flows of material, goods and services from original suppliers to final sources of demand (customers) in a continuous, sustainable, robust fashion despite all risks. According to Aberdeen Research, more than 80% of supply chain management executives reported that their companies experienced supply chain disruptions within the past 24 months and these glitches negatively impacted their companies customer relations, earnings, time to-market cycles, sales, and overall brand perceptions. They also found that less than half of enterprises have established metrics and procedures for assessing and managing supply chain risks. Many organizations lack sufficient market intelligence, skills, and information systems to effectively predict and mitigate supply chain risks. The ability to systematically approach & better manage global supply chain risk has led to the concept of The Resilient Enterprise- an increasingly important strategic and operational concept in a Post-911/Post-Financial Crisis world. Data Models and Decisions I & II: The process of making good decisions is critical for business analysts and managers because they regularly encounter new problems in an environment characterized by risk and uncertainty. A good decision is not the same as a good outcome, which can sometimes be a matter of luck. Conversely, a bad outcome is not necessarily proof of a bad decision. In this course, we will explore analytical principles that can guide an analyst or manager in making complex decisions. A good decision uses sound reasoning and considers all of the relevant information that is available at the time the decision is to be made. This course seeks to provide students with the skills necessary to arrive at good decisions. In order to arrive at a good decision, managers must be able to: Transform a seemingly complex decision problem into an underlying analytical structure Page 12 of 14

15 Understand the role of uncertainty and risk in the decision-making process Analyze available data to understand relationships among variables and create predictions Understand the trade-offs involved in a decision Use available computing technology (e.g., spreadsheets) to arrive at optimal solutions. Lean Six Sigma for the Supply Chain Managers I & II: This course series requires strong probability and statistics knowledge. Lean Six Sigma is a robust methodology for problem solving aiming to improve quality and reduce speed within a process. Students are expected to conduct a project on a case study of a business looking to improve their processes to meet customer requirements. This course series is designed to familiarize students with the Lean Six Sigma process improvement methodology, a program adopted by companies throughout the world to improve the quality of critical supply chain management processes. Through in-class lectures and online coursework, students in this course will learn tools and techniques commensurate with the Six Sigma Green Belt Body of Knowledge and apply them in a variety of exercises and formats. Students who complete this class will be capable of analyzing and solving complex quality problems to achieve superior supply chain effectiveness, including improved customer service levels and reduced inventory investment. Technology in Supply Chain Management (BUSI 758J): This class provides an opportunity for students to manage a company s integrated supply chain using a sophisticated ERP system. During the semester, the students will be given handson experience with the production level SAP ERP software. There is absolutely no difference between the user-interface and software screens that the students will use in the classroom and the interface and screens used on a daily basis by corporations around the world. Enterprise resource planning (ERP) is a comprehensive software approach to support managerial decisions to synchronize all of the individual activities associated with supply chain planning and providing the overall direction of the business. ERP is a software system that integrates application programs across the organization, from forecasting to procurement to production to sales to finance. This integration is achieved through a data based shared by all the functional areas in the firm. ERP systems are very efficient at handling the many transactions that document the activities of the company. Page 13 of 14

16 Project Management for SC Managers: This course deals with planning, scheduling, organizing, leading, and controlling projects such as supply chain management projects, product development, marketing, new businesses, information systems, and more. Students have an opportunity to delve into higher level topics such as Project Tools, Strategy, Priorities, Organization, and Management. The primary emphasis is on the project management frameworks, methodologies, processes and technologies used to successfully manage projects to meet the organization s objectives of scope, quality, cost, and time. The course also demonstrates why many of the principles, methods, tools, and techniques of project management are applicable in all areas of business. Supply Chain Resource Planning: The intent of this course is to provide students with an overall understanding of the fundamentals of supply chain resources planning and the basics of enterprise resource planning systems. The primary supply chain activity of interest is materials management this includes determining materials requirements, monitoring materials usage, and sourcing materials. Students are introduced to the analytical models and techniques that underlie modern supply chain planning and inventory management systems. As part of a holistic examination of materials management, other relevant topics, such as distribution and purchasing will also be considered. Page 14 of 14

17 Addendum to Proposal for Curriculum Update and C.I.P Code Reclassification/ Master s Program in Supply Chain Management Learning Outcomes Domain Goal Objectives Functional Knowledge Software Skills Problem Solving Skills Project Management Our students will be knowledgeable of the key requirements to achieve efficient real time global supply chains Our students will demonstrate working knowledge of key commercial software applications required to achieve supply chain optimization. Our students will assess operational issues and utilize key concepts and methodologies to make improvement recommendations. Our students will apply project management skills to successfully execute a wide variety of projects while managing risks and minimizing failures To build capabilities in conducting supply chain industry analyses and evaluating alternative scenarios 1.2. To apply new managerial approaches and skills to succesfully navigate the dynamics of today's supply chains 2.1. To gain exposure to and familiarity with enabling technologies in supply chian management 2.2. To understand linkages across various supply chain applications and to achieve their total integration 3.1.To employ business intelligence applications to assess key performance indicators of supply chain performance To discuss solutions to the wide variety of potential qualitative and quantitative problems and issues confronting supply chain managers To provide experience using the concepts, techniques, and decision tools available to project managers in any and every organization. 4.2.To identify appropriate ways of managing and leading projects.