Module Descriptions MBA Supply Chain Leadership

Transcription

1 Module Descriptions MBA Supply Chain Leadership Kühne Logistics University KLU Wissenschaftliche Hochschule für Logistik und Unternehmensführung Großer Grasbrook Hamburg - Germany Tel.: Fax: Website: President: Prof. Dr. Thomas Strothotte Contracting Body: Kühne Logistics University GmbH Managing Directors: Fabian Berger, Prof. Dr. Thomas Strothotte Supervisory Board: Karl Gernandt (Chairman), Prof. Dr. h.c. Klaus-Michael Kühne, Prof. Dr. Marc Gottschald, Dr. Thomas Staehelin Register of Companies: Amtsgericht Hamburg HRB WISSENSCHAFTLICHE HOCHSCHULE FÜR LOGISTIK UND UNTERNEHMENSFÜHRUNG

2 CONTENT Module I Economic and Social Foundations of Global Businesses 3 Module II Ethically Competing in Global Businesses 8 Module III Organizing and Managing Global Operations 14 Module IV Developing and Marketing Products for Global Customers 21 Module V Sustainable Supply Chain Operations 27 Module VI Leveraging Information for Better Decisions 31 Module VII Managing Supply Chains for Value 35 Module VIII Organizational Behavior and Leadership 39 Module IX Master Thesis June 16 Page 2 of 43

3 Name of module: Module code: Economic and Social Foundations of Global Businesses SCL.1 Module: Module 1 Lecturers: Language: Type of module: Frequency: Usability of the module Relation to other modules: Mode of delivery: Planned learning activities and teaching methods: Duration: Prof. Dr. Maria Besiou; Prof. Dr. Günter Lang, Prof. Dr. Christian Tröster English Compulsory Once a year MBA in Supply Chain Leadership This module is the first of eight compulsory modules. It provides students with a foundation in macroeconomics and a basis for all other modules of the program. Lecture (face-to-face) and self-study Presentations, small case studies, interactive sequences and discussions, leadership exercises Self-study time: reading the recommended and mandatory literature and case studies (mandatory pre-readings, recommended additional readings), preparing for in-class discussions and examinations 1 semester Credit points 6 Amount of time involved: Recommended prerequisites: 64 contact hours 116 non-contact hours None This module focuses on the following areas: Module content: Foundations of Economic Thinking Globalization and Business Management Government, Business and Society Value and Sustainability at Risk June 16 Page 3 of 43

4 Leadership Across Cultures Using these foci as a guiding principle, the module will address the cultural, ethical, economic, political and legal factors impacting business performance in an increasingly global and volatile marketplace. In this module, students will be introduced to the basic principles of international management and economic thinking, key macroeconomic concepts, variables and interdependencies as well as principles of intercultural communication and management. These topics will first be introduced on a theoretical level and then discussed in relation to the management of globally operating businesses. The perspective of the module then broadens to include the impact of governmental policies and regulations as well as oversight and political form on the conduct of international business operations. The module will give an overview of the various types of interactions that an international firm must deal with, how these interactions affect the operation of the firm and what an organization can do to effectively navigate the risks that it faces. Students will further examine ways in which companies can recover from high-impact disruptions and how they can build up their operations to lower their vulnerability and increase their resiliency. In a first step, students will be introduced to theoretical concepts and principle. While the module is not designed to dwell on abstraction, the basic theoretical underpinnings of the various topics are a prerequisite to competent analysis and discussion within this and further modules of the program. In a second step, case studies will be analyzed to deepen the students knowledge and learning on strategy and decision making and to practice applying the principles and theories discussed to real-world problems of businesses operating on a global scale. Students are encouraged to interpret the concepts discussed in the context of their own professional experience. Topics of the module include: An Economic Tour of the World: international economy and globalization Principles of Management and Economic Thinking Globalization and Multinational Enterprises The Currency Exchange Markets: Basics, Real and Nominal Exchange Rates, Exchange Rate Regimes Protecting against Exchange Rate Volatility Theory of Comparative Advantage June 16 Page 4 of 43

5 Key Variables of Macroeconomics Exports, Imports, and the Balance of Payment Economics of International Trade, Trade Regulation and Industrial Policy The Strength of the Market System and the Inefficiency of Trade Policy Corporate Social Responsibility (CSR) Risk Management and Supply Chain Resilience Cultural Biases Intercultural Communication and Intercultural Leadership Learning from Others Among others, the following questions will be discussed: What is globalization? How does managing a global business differ from managing a multisite national business? What trade related issues must be considered when managing global businesses? What market considerations must be taken into account for international operations? What are the major international regulatory and super governmental agencies and how do they interact with international enterprises? What are current regulatory initiatives and how will they impact business? How can an international business work with governments, regulatory bodies and non-governmental organizations? Which cultural factors and intercultural issues need to be considered for successful global operations? How do we overcome cultural biases? How do we communicate and lead effectively in intercultural settings? Modern businesses operate in the context of a highly competitive and diverse global marketplace. To be prepared for management roles in organizations operating in the global marketplace, students must learn how to effectively manage global enterprises composed of personnel of differing Learning Outcomes: cultural backgrounds facing diverse economic regimes, governmental constraints and societal influences. Having successfully completed this module, students will be able to: explain the basic terms and principles of management and economic thinking identify the complexities of the international environment in which businesses operate today as well as the risks they are exposed to and June 16 Page 5 of 43

6 discuss the nature of multinational enterprises, the dimensions of globalization and the role of the governments interpret economic interdependence and the effect of differing economic policies and regimes on organizational success develop and apply strategies supporting their organizations to operate effectively in the global marketplace and apply tools and techniques for managing risks acknowledge cultural differences and identify cultural biases to analyze their impact on the management of organizations develop the interpersonal and intercultural skills to effectively lead and communicate with people of diverse cultural backgrounds so that their organizations can operate effectively in the global marketplace Requirements to pass the module: Special Characteristics: Literature: Portfolio Exam: Written Examination, Written Assignment and Presentation None Required Readings: Mankiw G. (2011): Principles of Economics, 3rd edition or later, e.g. the 6th edition ISBN Waters, D. (2012): Supply Chain Risk Management: Vulnerability and Resilience in Logistics, Kogan Page; 2nd edition, ISBN: Hunter, M., de Bettignies, H., Le Menestrel, M. (2006): Who won the Danone boycott? (A), Reference no , INSEAD Van Wassenhove, L.; Tomasini, R., (2004):Genetically modified food donations and the cost of neutrality: Logistics response to the 2002 food crisis in southern Africa, Case Reference no , INSEAD Charles, A.; Gatignon, A.; Van Wassenhove, L. (2011): The Yogyakarta Earthquake: IFRC s experiences with the regionalized supply chain, Case Reference no , INSEAD Van Wassenhove, L.,; Gatignon, A. (2008), Paving the road to healthy highways: a partnership to scale up HIV & AIDS Clinics in Africa, Case Reference no , INSEAD Meyer, E. (2014). The culture map: Breaking through the invisible boundaries of global business. PublicAffairs. June 16 Page 6 of 43

7 Additional Recommended Readings: Blanchard O. (2009): Macroeconomics, 3rd edition or later, e.g. the 5th edition, ISBN Rugman A. (2012): International Business, Collinson S., 6th edition, ISBN Kleindorfer, P. R., Wind, Y. and Gunther, R. E. (2009): The Network Challenge: Strategy, Profit, and Risk in an Interlinked World. New Jersey: Pearson Prentice Hall. Molinsky, A. (2013): Global dexterity: How to adapt your behavior across cultures without losing yourself in the process. Harvard Business Review Press June 16 Page 7 of 43

8 Name of module: Module code: Ethically Competing in Global Businesses SCL.2 Module: Module 2 Lecturers: Language: Type of module: Frequency: Usability of the module Relation to other modules: Mode of delivery: Planned learning activities and teaching methods Duration: Dr. Jörg Biesemann, Prof. Dr. Rod Franklin, Prof. Dr. Alexander Himme, Prof. Dr. Paul Marer English Compulsory Once a year MBA in Supply Chain Leadership This module is the second of eight compulsory modules. It provides students with a foundation in business strategy and a basis for all other modules of the program. Lecture (face-to-face) and self-study Presentations, small case studies, interactive sequences and discussions Self-study time: reading the recommended and mandatory literature and case studies (mandatory pre-readings, recommended additional readings), preparing for the classes by answering questions and discussing these with the classmates, preparing for examinations 1 semester Credit points 5 Amount of time involved: Recommended prerequisites: 64 contact hours 86 non-contact hours None This module focuses on the following areas Module content: Competitive Strategy in a World of Constraints Ethical Organizational Leadership Accounting and Budgeting Across Borders June 16 Page 8 of 43

9 Financial Management for Sustainable Value Competition in the global marketplace can be fierce and unconventional. Tomorrow s leaders need to understand how to develop competitive strategies that not only lead to success in their local markets, but can bring success to their organizations globally. This module will provide students with the knowledge, skills and tools necessary to develop and critically reflect on strategies that allow their organizations to compete globally, to manage their finances in such a manner that the organization can obtain the resources necessary to successfully carry out these strategies, and to compete in an ethical and fair manner. The interplay of organizations competing in a market for customer attention leads to competition and constraints. Competition requires an understanding of the interactions of intelligent entities and the development of strategies to counter, block or oppose the moves of competitors so that an organization can achieve its goals. These strategies are the foundation of the practice of competitive strategy. This module therefore firstly focuses on the definition, development and application of competitive strategies within a network of various interacting factors: competitors, customers, suppliers, internal capabilities, regulatory bodies, the dynamics of the market etc. Students will then approach strategies from an ethical point of view. They will be confronted with fundamental moral challenges and value dilemmas, will develop skills in moral analysis and judgment, and come to terms with their own definition of moral leadership and how it can be translated into action. In order to survive in a competitive environment, a sound financial condition is crucial. Furthermore, understanding and analyzing financial statements is essential for assessing the financial performance of international firms and for planning and developing budgets. Thus, students will be introduced to the fundamentals of international financial accounting as well as managerial accounting and to key concepts and instruments for planning and controlling corporate financial decisions. They will learn to strategically apply these concepts and instruments to practical problems in order to plan and control corporate financial decisions and create sustainable value for the globally operating firm. Case studies will be analyzed to deepen the students knowledge and learning on strategy and decision making and to practice applying the June 16 Page 9 of 43

10 principles and theories discussed to real-world problems of businesses operating on a global scale. Students are encouraged to interpret the concepts discussed in the context of their own professional experience. Topics covered in this module include: History and Overview of Business Strategy Competitive Strategy What it is and what it is not Market Entry and Industry Analysis Positioning for Competitive Advantage Fairness Standards and Values Ethical Dilemmas and Ethical Decision-Making Fundamentals of International Financial Accounting and Generally Accepted Accounting Principles Managerial Accounting Budgeting and the Allocation of Budgets Performance Management and Control Managerial Decisions on the Basis of Accounting Information Valuation and Capital Budgeting Capital Structure, Equity and Debt Investments: Risk and Return, Diversification Inflation, Exchange Rates and Interest Rates Market Efficiency and Behavioral Finance Financing Decisions within a Firm Among others, the following questions will be discussed: Which factors have to be taken into account for the successful development of competitive strategies? Under which constraints does a firm operate? How can a firm reach its goals? What is Business Ethics? How can one handle corruption? How do firms deal with pressure groups and critical public opinion? What are the financial effects of economic events on firms? How can we use accounting information for monitoring, problemsolving and decision making? How can we achieve a sound financial condition by simultaneously increasing sustainable company value? Learning Outcomes: Having successfully participated in this module students will be able to: June 16 Page 10 of 43

11 analyze competition and constraints in order to develop strategies for their organizations to compete globally identify fundamental moral problems, compete in an ethical and fair manner and justify decisions made in complex situations define their own understanding of moral leadership interpret and use accounting as an information system (qualitative and quantitative) for monitoring, problem-solving and decision making examine and evaluate accounting policies and practices explain key concepts in finance and manage their finances accordingly identify, measure and report to external stakeholders the financial effects of economic events on firms demonstrate skills necessary for financial valuation and decision making with a focus on sustainability Requirements to pass the module: Special Characteristics: Literature: Portfolio Exam: Written Assignment and Presentation None Required Readings: Bruce Henderson (1989): The Origin of Strategy, Harvard Business Review, Nov-Dec 1989, pp Michael Porter (1996): What is Strategy?, Harvard Business Review, Nov-Dec Michael Porter (2008): The Five Competitive Forces that Shape Strategy, January Blue Ocean Strategy, W. Chan Kim & Renee Mauborgne, Harvard Business Review, 2004, October. Birger Wernerfelt (1984): A Resource-based View of the Firm, Strategic Management Journal, 1984, vol. 5, pp Henry Mintzberg (1994): The Fall and Rise of Strategic Planning, Harvard Business Review, 1994, Jan-Feb David B. Yoffie & Penelope Rossano (2012): Apple Inc. in 2012, HBS Case No , Rev. 14 Aug., 2012 Enforcing Financial Reporting Standards: The Case of White Pharmaceuticals AG (Issues in Accounting Education, Vol. 26 (2011), No. 3, pg ) June 16 Page 11 of 43

12 Biosensors International Group: Valuation and Impairment Testing of Intangibles, Harvard Business Case Statement of Cash Flows. Three International Examples, Harvard Business Case Danshui Plant No. 2, Harvard Business Case, Valuing Ships: A Case Study on the Mechanics of and Policies for Valuing Large, Capesize Ships During the Financial Crisis Sandra J. Sucher (2007): The Moral Leader: Challenges, Tools and Insights,, Routlege, ed. 1 Sandra J. Sucher (2006): Moral Reasoning: A Practical Guide for Leaders, Harvard Business School Background Note, rev. 4/2006, no Sandra J. Sucher and Celia Moore (2012): A Note on Moral Disengagement,, Harvard Business School Background Note, rev. 10/2012, no View the following video to gain an understanding of the Schackleton voyage and the challenges it presented: View the online movie of A Man for All Seasons to better understand Sir Thomas More excerpts from the book American Ground to get a condensed understanding of the story Additional Recommended Readings: Michael Porter (1980): Competitive Strategy: Techniques for Analyzing Industries and Competitors Michael E. Porter (1986): Competitive Advantage: Creating and sustaining competitive advantage, The Free Press, New York, New York David Besanko, David Dranove, Mark Shanley & Scott Schaefer (2013): Economics of Strategy, 6th ed. On War, Carl von Clausewitz, edited and translated by Michael Howard and Peter Paret, Princeton University Press, Princeton, New Jersey, Oliver E. Williamson (1985): The Economic Institutions of Capitalism, The Free Press, New York, New York June 16 Page 12 of 43

13 Alfred D. Chandler (1969): Strategy and Structure: Chapters in the history of the American industrial enterprise,, The MIT Press, Cambridge, MA Alfred D. Chandler (1994): Scale and Scope: The dynamics of industrial capitalism,, Belknap Press, Boston, MA Alfred D. Chandler (1993): The Visible Hand: The managerial revolution in American business, Belknap Press, Boston, MA, 1993 Peter F. Drucker (2006): The Practice of Management,, Harper Business, New York, New York, reissue 2006 Bruce D. Henderson (1979): Henderson on Corporate Strategy, Harper Collins, New York, New York Henry Mintzberg (2013): The Rise and Fall of Strategic Planning, The Free Press, New York, New York Henry Mintzberg, Joseph Lampel & Bruce Ahlstrand (2005): Strategy Safari: A guided tour through the wilds of strategic management,, The Free Press, New York, New York Alexander, D., Britton, A., Jorissen, A., Hoogendoorn, M., & C. v. Mourik (2014), International Financial Reporting and Analysis, 6th Ed., Cengage Learning Drury, C. (2012), Management and Cost Accounting, 8th Ed., Cengage Learning, Kaplan, R. S. & D. P. Norton (2007), Using the Balanced Scorecard as a Strategic Management System, Harvard Business Review, 85(7/8), IFRS (2016): International Financial Reporting Standards, London Ivo Welch (2014), Corporate Finance, 3rd edition Alfred Lansing (2008): Endurance: Schackleton s Incredible Voyage,, Basic Books, ed. 2 Robert Bolt (1990): Man for All Seasons: A play in two acts,, Vintage, reissue William Langewische (2003): American Ground: Unbuilding the World Trade Center, North Point Press, ed. 1 June 16 Page 13 of 43

14 Name of module: Module code: Organizing and Managing Global Operations SCL.3 Module: Module 3 Lecturers: Language: Type of module: Frequency: Usability of the module Relation to other modules: Mode of delivery: Planned learning activities and teaching methods Duration: Prof. Dr. Rod Franklin, Prof. Dr. Asvin Goel, Prof. Dr. Kai Hoberg, Prof. Dr. Wolfgang Kersten English Compulsory Once a year MBA in Supply Chain Leadership This module is the third of eight compulsory modules. It provides students with a foundation in organization design and operations management and a basis for all other modules of the program. Lecture (face-to-face) and self-study Presentations, small case studies, interactive sequences and discussions Self-study time: reading the recommended and mandatory literature and case studies (mandatory pre-readings, recommended additional readings), preparing for in-class discussions and examinations 1 semester Credit points 6 Amount of time involved: Recommended prerequisites: 64 contact hours 116 non-contact hours None This module focuses on the following areas: Module content: Global Organization Design Managing Operations in a World of Constraints Design and Analysis of Business Processes Engaged Operational Leadership June 16 Page 14 of 43

15 Businesses must be organized properly to effectively carry out their missions across borders and over extended time horizons. Managers must also be able to align the various components and personnel that make up their global organizations and ensure that the efforts expended by these groups and individuals lead to desired outcomes. This module will provide students with the knowledge, skills and tools needed to develop and manage effective organizations and their product and service operations, control those organizations through appropriate monitoring and motivating systems and motivate employees working within these operations. Proper organization structure is necessary if a company aims to successfully implement its strategy, to operate efficiently and to create sustainable value for stakeholders. Students will be given an overview about different organization structures and approaches for organizational design. They will learn how organization structure, technologies, environment and processes all contribute to how well an organization can be managed and how organization structure can support or inhibit strategy implementation. Subsequently, students will be introduced to operations as one of the primary functions of an organization. The effective and efficient management of product and service operations is extremely difficult given the competitive constraints of time, budgets and regulations. Operations managers must understand how to work within these constraint factors so that they can deliver their products and services in a manner that allows their organizations to remain profitable while limiting any adverse societal impacts. Understanding operations means understanding processes, which do not only produce the goods and services sold, but also exist to operate the company. They apply to accounting, marketing, sales, logistics, financing and HR every corner of the organization is affected by processes. Students will be provided with an overview of key elements of processes and how process analysis leads to the development of effective and efficient operations. They will learn about what it takes for processes to become productive and understand the importance of operations management to an organizations strategy. Moreover, to ensure that activities of groups and operations that are spread across the globe run smoothly requires that effective control systems be implemented and used to manage the efforts of the organization. Students will learn how to measure the performance June 16 Page 15 of 43

16 of business processes and how insight about business processes can be used to continuously improve operations to sustain the organizations competitive advantage. Effective operations leadership requires the operations manager to be able to lead diverse groups and teams composed of individuals with differing skills, cultural backgrounds, motivations, and education. Thus, from a leadership perspective, the module will focus on the role of the operations managers in getting work done through the people who work for them. Students will be provided with the tools needed to motivate, identify needs, engage and grow the skills and knowledge of their teams and themselves. Case studies will be analyzed to deepen the students knowledge and to practice applying the principles and theories discussed to real-world problems of businesses operating on a global scale. Students are encouraged to interpret the concepts discussed in the context of their own professional experience. Topics covered in this module include: Key Organizational Theory Paradigms Power and Politics in Organizations Organizational Culture, Structure of Organizations and Organization Design Organization Change Management and Strategic Alignment Key Elements of Processes Process Analysis and Design, Process Improvement Operations Strategy Supply Chain Operations and Management Transportation Operations and Warehouse Operations Business Process Modelling (BPMN 2.0) Process Analysis and Simulation Developing Effective Performance Measures Linking Controls to Strategies (strategy decomposition, strategy maps, etc.) Motivating Diverse Workers and Teams Understanding why Performance does not meet Expectations How to improve poor Performance and how to incent Employees to achieve Excellence The Manager as Leader: different Styles of Leadership Creating a continuous Improvement Culture June 16 Page 16 of 43

17 Among others, the following questions will be discussed: What are the strengths and weaknesses of different organization structures? What are the principles and influence factors of organizational design? What is operations management and what are basic elements of different kinds of processes? How can we define key business processes and establish their performance objectives? How can we analyze operations to improve efficiency? How do operations fit the business strategy? How do major elements of the operation act to advance or impede that strategy? How do we measure and control business operations? What are appropriate control systems for different organization types and requirements? How can we link control systems to corporate strategies? Why do we need to model business processes? What are the limitations of informal models? How can we influence people to accomplish organizational needs and how can we achieve targets of operations as a team? What are different styles of leadership? Learning Outcomes: Having successfully completed in this module, students will be able to: explain and evaluate how organization structure, technologies, environment and processes all contribute to how well an organization can be managed and how organization structure can support or inhibit strategy implementation apply their knowledge in diverse organizational settings to improve the operations of an organization identify basic elements of operations management as well as their capacity, balance, variation, cycle time and throughput time examine a process critically, use data and tools to evaluate the processes and make recommendations for improving its productivity describe and assess major operational problems and issues that confront managers relate operations with business strategy and identify how major elements of the operation act to advance or impede a strategy June 16 Page 17 of 43

18 model business processes and use techniques for analyzing business processes such as process analysis and simulation identify appropriate control systems for different organization types and requirements evaluate, and actively employ different control systems use methods and tools to assess and improve employees performance in diverse settings critically reflect different styles of leadership as well as their own role as manager and practice leadership that gets results Requirements to pass the module: Special Characteristics: Literature: Portfolio Exam: Written Assignment and Presentation None Required Readings: Nohria, N.: Note on Organization Structure, Harvard Business School Note ( no ) Goold, M. / Campbell, A. (2002): Do You Have a Well-Designed Organization? Harvard Business Review, March 2002, pp Worley, Ch. G. / Lawler, E. E. (2006): Designing Organizations That Are Built to Change, MIT Sloan Management Review, Oct 2006, pp Hayes, Robert H. and David M. Upton (1998): Operations-Based Strategy, California Management Review, vol.40, no.4, Summer 1998, pp Haywood-Farmer, John (2008): Introductory Note on Operations Management, Ivey Publishing, 908D06, Juran and Crosby (1990): A Note on Quality: The views of Deming, Harvard Business School, , Gray, Ann E. and James Leonard (2009): Process Fundamentals, Harvard Business School, Fisher, Marshall L., Janice H. Hammond, Walter R Obermeyer, and Ananth Raman (1994): "Making Supply Meet Demand in an Uncertain World, Harvard Business Review, May-June 1994, pp , reprint no Pisano, Gary (2002): BMW: The 7-series project, Harvard Business School, June 16 Page 18 of 43

19 Hopwood, Ben, Lei Wang, and Jun Cheng (2009): Wal-Mart Ching: Sustainable operations strategy, Ivey Publsihing, 908D09 Hammond, Janice H. (1997): "Fabritek, 1992." Harvard Business School Case , August 1997 (Revised February 2009.) Daniel Goleman (2000): Leadership That Gets Results Harvard Business Review, March - April 2000, pp Leading Teams Note Jeffrey T. Polzer (2009): Harvard Business School Module Note 2009, pp. 1-9 HBS Product Number PDF-ENG Additional Recommended Readings: Jones, G. R. (2013): Organizational Theory, Design, and Change, 7th ed. Harlow 2013 Bradach, J. L.: Organizational Alignment: The 7-S Model, Harvard Business School Christensen, C. M. / Shu, K. (1999): What Is an Organization's Culture? Harvard Business School Note, Feb 1999, rev. Aug 2006 Goold, M. / Campbell, A. (2002): Designing Effective Organizations: How to Create Structured Networks, San Francisco 2002 Kaplan, R. S.; Norton, D. P. (2015): Creating Value from Organizational Alignment, Harvard Business Publishing Newsletters Nov 15 Kates, A. / Galbraith, J. R. (2007): Designing Your Organization: Using the STAR Model to Solve 5 Critical Design Challenges, San Francisco 2007 Kotter, J. P. (2003): Leading Change - Why Transformation efforts fail, Harvard McClelland D. C. / Burnham D. H.: Power Is the Great Motivator, Harvard Business Review (HBR Classic), January 2003, pp Mintzberg, H. (1981): Organization Design: Fashion or Fit? Harvard Business Review, January- February 1981, pp Derek L. Waller (2005): Thomson Learning Operations Management- A supply chain approach 2nd ed., Steven Nahmias, McGraw (2013): Production & Operations Analysis 6th ed., Hill Education T. Allweyer (2010): BPMN 2.0: Introduction to the Standard for Business Process Modeling, Books on Demand June 16 Page 19 of 43

20 J. Banks, J. S., II Carson, B. L. Nelson (2010): Discrete-Event System Simulation, 5th edition, Prentice Hall Marianne Abib Pech (2013): The Financial Times Guide to Leadership: How to lead effectively and get results Financial Times Press 2013 David L. Rainey (2013): The Pursuit of Sustainable Leadership, Information Age Pub Inc 2013 Robert B. Kaiser, Robert E. Kaplan (2003) Developing Versatile Leadership, MIT Sloan Management Review, Summer 2003, pp Nitin Nohria, Boris Groysberg, Linda-Eling Lee (2008): Employee Motivation: A Powerful New Model Harvard Business Review, July - August 2008, pp June 16 Page 20 of 43

21 Name of module: Module code: Developing and Marketing Products for Global Customers SCL.4 Module: Module 4 Lecturer: Language: Type of module: Frequency: Usability of the module Relation to other modules: Mode of delivery: Planned learning activities and teaching methods Duration: Prof. Dr. Christian Barrot, Lars Engelmann, Prof. Dr. Rod Franklin, Prof. Dr. Tobias Held English Compulsory Once a year MBA in Supply Chain Leadership This module is the fourth of eight compulsory modules and deals with marketing and product development. These topics will be addressed in the context of topics discussed in the first modules of the program. Lecture (face-to-face) and self-study Presentations with projector, small case studies, interactive sequences and discussions Self-study time: reading the recommended and mandatory literature and case studies (mandatory pre-readings, recommended additional readings), preparing for in-class discussions and examinations 1 semester Credit points 5 Amount of time involved: Recommended prerequisites: 64 contact hours 86 non-contact hours None This module focuses on the following areas Module content: Sustainable Product Development Voice of the Customer Driven Marketing and Sales Leading Complex Projects June 16 Page 21 of 43

22 Conducting Real World Research To survive over the long term organizations must develop products and services that customers value and that address needs in a manner that is environmentally acceptable to society. This module will provide students with the knowledge, skills and tools necessary to understand customer requirements from the perspective of the customer and to manage the development of products and services that address these needs. Firstly, the module will address how organizations learn about what customers truly need, how they develop strategies and innovative ideas to fulfill those needs and do so in a manner that is both sustainable from an ongoing process perspective and from an environmental perspective. Organizations must properly market their newly developed products and services so that target customers are aware of their benefits. So secondly, students will learn to structure their marketing mix, develop sales strategies appropriate for their products and customers, actively manage their customer relationships over time and develop awareness and branding. The module will then focus on developing effective project plans, tracking project progress, managing project risk and conducting corrective action activities. In addition, the students will learn how to motivate diverse project resources, contribute effectively to project discourse and to lead international projects. A research focus will ground these topics in a solid foundation and ensure that data researched and methods applied conform to accepted standards and produce reliable results. At the end of the module students will be prepared for conducting research for their capstone thesis project as well as for analyzing business problems once they have graduated. The course comprises both aspects of data collection (with a particular focus on survey methods) as well as data analysis (with a particular focus on approaches to make use of big data ). Case studies will be analyzed and small research projects used to deepen the students knowledge and to practice applying the principles and theories discussed to real-world problems of businesses operating on a global scale. Students are encouraged to interpret the concepts discussed in the context of their own professional experience. June 16 Page 22 of 43

23 Topics covered in this module include: Innovation and New Product Development Processes and Frameworks Sources of Ideas for New Products The Product Lifecycle Product Differentiation and Proliferation Integrated Product Development Approaches Marketing: Strategies and Research Customer Satisfaction: Concept and Measuring Customer Relationship Management Sales Management Effective Project Management Developing Project Plans Project Risk Management and Mitigation Managing Projects Across Boundaries Motivating Team Members Measuring Project Performance and Progress Real World Research Collecting Primary Data Advanced Methods: Conjoint Analysis, Segmentation and Targeting Among others, the following questions will be discussed: Where do new product/innovation ideas come from? How do organizations build innovation capabilities? How do organizations minimize the risk and uncertainty associated with new and innovative products? How do we integrate innovation and new product development into the DNA of the organization? How do we keep innovation and new product development environmentally sustainable? How do we identify customer needs and how do we create strategies to fulfill those needs? How do we properly structure an organizations marketing mix? How do we develop sales strategies? How do we manage customer relationships? How do we effectively lead international projects? How do we mitigate risks and how do we measure project performance and progress? How do we properly conduct real world research to analyze business problems? June 16 Page 23 of 43

24 Learning Outcomes: Having successfully completed this module, students will be able to: identify customer-oriented value requirements and respond to these requirements in a socially and environmentally responsible manner describe and apply frameworks used to manage and organize innovation and development processes apply new product development processes in their organizations: identify innovative capabilities in their organizations, identify and minimize risks and uncertainties, transfer innovative capabilities into proper strategies, and embed innovation in the culture of their organizations show innovation capabilities in themselves use strategies and tools to develop and design new products that are sustainable from an environmental perspective. assess and apply strategies to properly structure their marketing mix manage their customer relations appropriately apply common project management methods apply common research strategies and use quantitative and qualitative research methods document their findings in accordance with accepted research standards Requirements to pass the module: Special Characteristics: Literature: Portfolio Exam: Written Assignment and Presentation None Required Readings: Brown, Tim (2008): Design Thinking, Harvard Business Review, June Grönlund, J., D. R. Sjödin, J. Frishammar (2010): Open Innovation and the Stage-Gate Process: A revised model for new product development, California Management Review, vol. 52, no. 3, Spring 2010, pp Govindarajan, V and C. Trimble (2010): Formalize the Experiment, chapter 4 in The Other Side of Innovation: Solving the Execution Challenge, Harvard Business School Publishing Corporation, Reitzig, M. (2011): Is Your Company Choosing the Best Innovation Ideas?, MIT Sloan Management Review, vol. 52, no. 4, Summer 2011, pp June 16 Page 24 of 43

25 Govindarajan, V and C. Trimble, Making Innovation Happen, Introduction to The Other Side of Innovation: Solving the Execution Challenge, Harvard Business School Publishing Corporation, ISBN Verganti, R., Businesspeople: The Key Role of Top Executives and Their Culture, chapter 11 in Design Driven Innovation: Changing the Rules of Competition by Radically Innovating What Things Mean, Harvard Business School Publishing Corporation, ISBN Nidumolu, R., C.K. Prhalad, M.R. Rangaswami, Why Sustainability is Now the Key Driver of Innovation, Harvard Business Review, September Unruh, G., Sustainable Product Platforms, chapter 4 in Earth, Inc.: Using Nature s Rules to Build Sustainable Profits, Harvard Business School Publishing Corporation, ISBM IDEO Product Development, Harvard Business School Case, April 2007, case no The Fate of the Vasa, Harvard Business School Case, June 2005, case no W.L. Gore Culture of Innovation, Babson College Case, April 2012, case no. BAB698. Anderson, E.W. (1998): Customer Satisfaction and Word of Mouth, in: Journal of Service Research, 1(1),5-17. Reinartz, W., M. Krafft, and W.D. Hoyer (2004): The CRM Process: Its Measurement and Impact on Performance, in: Journal of Marketing Research, 41 (8), Söhnchen, F. and S. Albers (2010): Pipeline management for the acquisition of industrial projects, in: Industrial Marketing Management, 39 (8), Lilien, G.L, A. Rangaswamy and A. De Bruyn (2012): Principles of Marketing Engineering, 2nd ed., State College, PA: DecisionPro Wübben, M. and F. von Wangenheim (2008): Instant Customer Base Analysis: Managerial Heuristics Often Get It Right, in: Journal of Marketing, 72 (May), Additional Recommended Readings: Harvard Business Review on Inspiring and Executing Innovation, Harvard Business School Publishing Corporation, ISBN June 16 Page 25 of 43

26 New Product Development, Business Fundamentals (2nd ed.), Harvard Business School Publishing Corporation, Product number SBB-ENG Von Hippel, Eric, Lead Users: A source of novel product concepts, Management Science, vol. 32, no. 7, July, 1996, pp Reid, S.E. and Ulrike de Brentani, The Fuzzy Front End of New Product Development for Discontinuous Innovations: A theoretical model, Journal of Product Innovation Management, no. 21, 2004, pp Thomke, S. and D. Reinertsen, Agile Product Development: Managing development flexibility in uncertain environments, California Management Review, vol. 41, no. 1, Fall 1998, pp Billington, J., A Few Things Every Manager Ought to Know about Risk, Harvard Management Update, Harvard Business School Publishing Corporation, reprint no. U9703D. Anthony, S., Master Smart Strategic Experiments, chapter 5 in The Silver Lining: An Innovation Playbook for Uncertain Times, Harvard Business School Publishing Corporation, ISBN Kahn, K.B., G. Barczak, R. Moss, Perspective: Establishing an NPD Best Practices Framework, Journal of Product Innovation Management, vol. 23, 2006, pp Frangos, C., How to Embed Innovation into Your Organizational Culture, Balanced Scorecard Report, vol. 13, no. 1, Jan Feb Frangos, C., How to Embed Innovation into Your Organizational Culture, Part 2, Balanced Scorecard Report, vol. 13, no. 2, Mar Apr Schultz, T.C., The Surfboard Cradle-to-Grave Project, Berkeley Energy and Sustainable Technologies, Department of Mechanical Engineering, University of California, Berkeley, Aaker, D.A., V. Kumar, R.P. Leone and G. S. Day (2012): Marketing Research: International Student Version, 11. Ed., New York et al.: John Wiley & Sons. June 16 Page 26 of 43

27 Name of module: Module code: Sustainable Supply Chain Operations SCL.5 Module: Module 5 Lecturer: Language: Type of module: Frequency: Usability of the module Relation to other modules: Mode of delivery: Planned learning activities and teaching methods Duration: Prof. Sidong Zhang English Compulsory Once a year MBA in Supply Chain Leadership This module is the fifth of eight compulsory modules and deals with supply chain operations in the context of topics discussed in the first modules of the program. Lecture (face-to-face) and self-study Presentations with projector, small case studies, interactive sequences and discussions Self-study time: reading recommended literature, preparing for group presentations, completion of assignment as group work 1 semester Credit points 6 Amount of time involved: Recommended prerequisites: 48 contact hours 132 non-contact hours None This module focuses on the following areas: Module content: Implementing Lean and Green Logistics Operations Designing Low Footprint Distribution Networks Managing Multiple, Complex Expectations Effectively Sustainable operations require using resources in the most effective and efficient manner possible. It also requires that operators look at their June 16 Page 27 of 43

28 supply chains as closed loops so that everything is managed in a cradleto-cradle manner. This module will provide students with the knowledge, skills and tools they need to identify waste in their operations, implement improvements that eliminate this waste, and manage their operations to ensure that they meet the sometimes conflicting objectives of senior management, investors, regulators, customers, and society. Operation efficiency is always the ultimate goal for any business; lean operation is one of the great inventions in the history of operation which tremendously improves the operation efficiency. It has spawned numerous approaches to improving operation based on the principles of relentless attention to detail, commitment to data-driven experimentation and eliminating waste in the jobs. Students will be introduced to the key fields of lean operation supporting sustainable logistics operations. The coverage of concepts and tools will draw largely from the discipline of operation management. Distribution is a key driver of overall profitability of a firm; it affects both the operation cost and customer experience directly. The appropriate distribution network can be used to achieve a variety of operation objectives ranging from low cost to high responsiveness, satisfying customer needs at the lowest cost. A poor distribution network can have a significant negative effect on the profitability of the firm. This course is to provide the tools necessary to understand the various delivery processes that are available for distributing goods, ensuring that goods are delivered in a cost effective, timely and socially responsible manner. In business, different groups of people frequently pursue different objectives, a manager must be able to juggle multiple tasks to meet corporate objectives while trying to optimize the company profit. Constraints and conflicting objectives can create a severe cognitive strain on the individual as they attempt to achieve their objectives. This class is to provide the tools to perform tradeoff analyses, identify critical leverage points, manage constraints and achieve objectives while managing their conflicts. Case studies will be analyzed and used to deepen the students knowledge and to practice applying the principles and theories discussed to real-world problems of businesses operating on a global scale. Students are encouraged to interpret the concepts discussed in the context of their own professional experience. June 16 Page 28 of 43

29 Topics covered in this module include: The Principles of Lean Operations Implementing a Lean Culture Lean and Green: how waste elimination lowers environmental impacts Training for Lean and Continuous Improvement Conducting Lean Assessments The Perfect Order and the Distribution Process Designing a Distribution Network Last Mile Delivery Issues Social and Environmental Issues of Distribution Processes Regulations on Distribution Activities The Sales and Operations Planning Process Distribution Resource Planning Processes Transport Modes and their Characteristics Identifying Conflicts in Objectives Identifying Constraints Making Effective Tradeoffs Identification of Operational Leverage Points Managing through Conflicts and Managing through Constraints Learning Outcomes: Having successfully completed in this module, students will be able to discuss and assess concepts of sustainable operations to identify, discuss and assess the various concepts in lean operation to identify, discuss and assess the various aspects and processes of the distribution process use the knowledge, skills and tools they need to identify waste in their operations implement improvements that eliminate this waste manage their operations in scenarios of conflicting objectives Requirements to pass the module: Special Characteristics: Written Assignment Study Trip to the Tongji University including excursions and executive talks Literature: Spreadsheet Modeling & Decision Analysis Thomson, 2007 by Cliff T. Ragsdale June 16 Page 29 of 43

30 Supply Chain Management Prentice Hall, 2007 by Sunil, Chopra and Peter Meindl The Dabawalas System On Time Delivery Every time June 16 Page 30 of 43

31 Name of module: Module code: Leveraging Information for Better Decisions SCL.6 Module: Module 6 Lecturers: Language: Type of module: Frequency: Usability of the module Relation to other modules: Mode of delivery: Planned learning activities and teaching methods Duration: Prof. Dr. André Ludwig, Prof. Dr. Çerag Pinçe English Compulsory Once a year MBA in Supply Chain Leadership This module is the sixth of eight compulsory modules and deals with information systems, critical thinking and decision analysis in the context of topics discussed in the first modules of the program. Lecture (face-to-face) and self-study Presentations with projector, small case studies, interactive sequences and discussions, workshops Self-study time: reading the recommended and mandatory literature and case studies (mandatory pre-readings, recommended additional readings), completing a pre-assignment, preparing for in-class discussions and examinations 1 semester Credit points 5 Amount of time involved: Recommended prerequisites: 64 contact hours 86 non-contact hours None This module focuses on the following areas: Module content: Information Systems in the Modern Enterprise Connected Organizations Integrating Processes and Systems Critical Thinking Thinking Clearly about the World June 16 Page 31 of 43

32 Decision-Analysis Fact-Based Decision Making To ensure that an organization can sustain a value proposition for customers and society over the long term requires the continual reevaluation of information relevant for business activities. This module will provide students with the knowledge, skills and tools to critically evaluate and use relevant information to support the management of their products, services and organizations and to consequently make factbased decisions. It will assist students in addressing the need to continually reinvent their organizations, their products and themselves. Today s businesses find themselves at the heart of a vastly growing and dynamic network of information. They face the challenge to properly collect, store and structure relevant data and, in a next step, adequately process this data in order to support, control and reinvent their business processes. Information systems can help manage the large amounts of relevant information, but must be properly applied and linked to the organizations overall goals and objectives. Students will thus learn how to use information systems in an integrated way to support their management in fact-based decision-making, interact effectively and efficiently within their organization as well as with partners, customers and other stakeholder and therefore enhancing the organizations competitiveness on a global scale. Further, students will learn to critically reflect on their own decisions and strategies to enhance their effective decision-making. They will be introduced to a variety of tools that will improve their critical reasoning skills and ultimately enable them to make effective and informed managerial decisions. The module will address how lack of time, biases, assumptions, respect for authorities, culture, etc. all impinge on our thinking, can lead to uncritical acceptance of assertions by others and to decisions that fail to address the root cause of issues. Consequently, students will learn to identify common problems in decision making and how individuals can overcome these problems through self-reflection and critical analysis of their decision making processes. Case studies will be analyzed and exercises used to deepen the students knowledge and to practice applying the principles and theories discussed to real-world problems of businesses operating on a global scale. Students are encouraged to interpret the concepts discussed in the context of their own professional experience. June 16 Page 32 of 43