Programme Specification

Transcription

1 Programme Specification Title: Logistics Management (Military) Final Award: Master of Science (MSc) With Exit Awards at: Postgraduate Certificate (PG Cert) Postgraduate Diploma (PG Dip) Master of Science (MSc) To be delivered from: Level Date Masters or Postgraduate Certificate (PG Cert) Masters or Postgraduate Diploma (PG Dip) Masters or Master of Science (MSc) Page 1/24

2 Table Of Contents 1. Introduction Basic Programme Data Programme Description Overview Aims and Objectives Variations to Standard Regulations and Guidance Programme Outcomes Knowledge and Understanding Subject Specific Intellectual Skills Subject Specific Practical Skills Transferable Skills and Attributes Learning, Teaching and Assessment Strategies Learning and Teaching Strategy Assessment Strategy Programme Structure Appendix I - Curriculum Map Appendix II - Assessment Map Appendix III - Benchmark Analysis Appendix IV - Benchmark Statements(s) Page 2/24

3 1. Introduction This document describes one of the University of Lincoln's programmes using the protocols required by the UK National Qualifications Framework as defined in the publication QAA guidelines for preparing programme specifications. This programme operates under the policy and regulatory frameworks of the University of Lincoln. Page 3/24

4 2. Basic Programme Data Final Award: Programme Title: Exit Awards and Titles Master of Science (MSc) Logistics Management (Military) Postgraduate Certificate (PG Cert) Postgraduate Diploma (PG Dip) Master of Science (MSc) Subject(s) Logistics Management Mode(s) of delivery Part Time Is there a Placement or Exchange? UCAS code Awarding Body Campus(es) School(s) Programme Leader Relevant Subject Benchmark Statements Professional, Statutory or Regulatory Body Accreditation No University of Lincoln Lincoln Campus Programme Start Date Lincoln Business School Jonathan Owens (JOwens) Chartered Institute of Logistics and Transport (CILT), Chartered Institute of Purchasing and Supply (CIPS) Page 4/24

5 3. Programme Description 3.1 Overview Rationale and philosophy: Interest in the professional study of logistics continues to grow in private and public sector organizations. Nowhere is this more evident than in the Armed Forces where the whole range of logistics issues, from decades-long, through-life cycles for weapons systems and estate to the urgencies of supplying the front-line in expeditionary contexts, is experienced. To meet the professional demands of senior logistics staff appointments the Royal Air Force (RAF) had traditionally provided training on the Senior Logistics Management Course (SLMC) delivered by the Defence College of Logistics at RAF Cranwell. However, the demands of foreseeable operational commitments meant that it was no longer practical to release officers from their normal duties for long periods in order to attend residential full-time programmes. Accordingly, important professional education and training was increasingly being developed using part-time residential and distance learning interventions, a process with which the RAF was itself already well experienced, in delivering professional, command and staff development. In parallel, where appropriate, military education and training was also increasingly being developed in collaboration with higher education institutions and with the support and accreditation of appropriate professional and statutory bodies. Taken together these, presented the advantages of combining the more academic elements of programmes with the experiences of the work place in developing theoretically derived and empirically informed praxis. To that end the professional RAF programme for logistics was renamed the Advanced Logistics Staff Course (ALSC) and was integrated with the MSc in Logistics Management at University of Lincoln (UoL). Validated in July 2007 the first RAF student cohort enrolled on the Programme in October Recognising the success and importance of the ALSC in the development of RAF logistics officers and following a rigorous review of training needs, a similar requirement for professional development and training at Masters Level was identified for Royal Naval and Army officers and their civil service equivalents. Whilst acknowledging the suitability of the existing UoL modular content within the MSc in Logistics Management Programme, concerns were raised regarding the emphasis on the Air environment within the military content of the existing ALSC. Consequently, the emphasis on logistics within the Air environment was broadened to include significantly more defence wide topics and the Course was renamed the Defence Logistics Staff Course (DLSC). The first student cohort commenced study in April The key factors informing the introduction of the Masters degree in Logistics Management can therefore be summarised as the development of a pivotal professional competence, manifest in the need to develop tri-service military officers and their civil servant equivalents for senior logistics appointments, founded on the development of logistics as a high-level skill that focuses on enhancing management ability to deal with value chain issues throughout the whole organisation and across the whole life cycle of operations and materiel. The programme proposed here is the considered response to a specific request from the MOD and extends an established collaboration between the RAF and the Lincoln Business School (LBS), and therefore builds on existing professional links. The proposal has the support of Defence Equipment and Support (DE&S), Defence College of Logistics and Personnel Administration (DCLPA), the Chartered Institute of Purchasing and Supply Page 5/24

6 (CIPS), the Chartered Institute of Logistics and Transport (CILT), and meets a strategic remit within the Faculty plan for continuous development in provision and building collaboration. Initially, this route for the MSc Logistics Management will be offered to officers of the armed forces and their civil service equivalents on a part-time basis and will be primarily aimed at those already in or about to enter senior logistics appointments. In addition, the MOD may at its sole discretion also invite members of the defence industry who meet the entry requirements of UoL to be students on the Programme. This route for the MSc in Logistics Management is distinctive in three ways. First, it builds upon programmes already available in the Faculty of Business and Law. At Undergraduate level there are two degrees, BSc (Hons) Engineering Management and BSc (Hons) Logistics Management, which are primarily, but not exclusively, aimed at military personnel, as well as a validated module in Supply Chain Management delivered through the BA (Hons) Business Studies degree. Second, it meets a specific, urgent and ongoing need within the MOD to develop high-level skills in the area of logistics. Third it will be delivered in collaboration with subject matter experts from the MOD, DE&S, DCLPA and the defence industry. It is therefore a modification of the MSc in Logistics Management currently successfully delivered by Lincoln Business School on both a full time and a part time basis. This programme therefore continues the process of significant development in our ability to deliver quality interventions, here specifically in the subject area of Logistics. Importantly, this programme matches the professional and research interests of staff with the motivation of students to extend their own competence in academic understanding and professional practice. Further, given the constraints on time that the tempo of current and foreseeable operations impose, the combination of intensive one-week study periods, augmented by continuous private study and work-based immersion meets a range of practical, academic and developmental requirements. To this end the programme provides students with the opportunity to explore practice as it develops in the context of relevant contemporary theory and research in the field of Logistics. The programme provides students with a framework for improving their own professional practice and hence the fitness for role of their own departments, commands or organisations. This is achieved by the systematic acquisition of advanced academic knowledge coupled with work-based support to explore and develop high-level skills in the field of Logistics and is intended to act as a catalyst for change at both a personal and an organisational level. This programme develops the strategic vision of the students to manage their own sphere of activity, focuses on the development of creative thinking and innovative management, and encourages context and situation specific learning. The Programme already has formal professional accreditation from the Chartered Institute of Purchasing and Supply (CIPS) and the Chartered Institute of Logistics and Transport (CILT), and following on from discussions with representatives of the Chartered Management Institute (CMI) we are confident that they too will shortly accredit the Programme. 3.2 Aims and Objectives The specific aims of this programme are to provide: An opportunity for study at an advanced level into the theoretical and practical bases of logistics; A framework to facilitate the acquisition of knowledge, management skills and experience that will enhance the students ability to contribute to their own organisations effectiveness in logistics; Page 6/24

7 A framework within which a participant can negotiate tasks to suit his/her own individual needs and areas of experience; The opportunity to engage in reflective debate with peers as to theory and practice; A foundation for future advanced academic and professional development. This MSc focuses on the development competence in the areas of creative thinking, reflective debate and practice and action-centred management and will be delivered in a continuous programme. Progression will be based on the single criterion of academic activity evidenced by attendance at module contact weeks and successful completion of module assignments. On this evidence students will be shown as continuing at examination and awards boards. Students who withdraw from the programme before completing the MSc will be entitled to the award of PgC on completion of any four modules and PgD on completion of all eight modules. Progression to Dissertation will only be available to those students who are eligible for the award of PgD Subject benchmarks: This programme has been developed in accordance with the QAA benchmarks for Masters Programmes in Business and Management. While the subject benchmark for General Business and Management is not directly applicable to the programme, we have identified those particulars that are relevant. Internal contexts: Enshrined in the strategy for the Faculty of Business and Law is the development of a high quality, clearly defined portfolio of postgraduate programmes that allows resources to be directed towards a delimited, but academically strong, range of activities. Specifically, extension of our current provision of degrees to meet RAF and other Armed Forces requirements has been identified as a key area of development. This programme is therefore coherent with both the faculty strategy and the needs of an important customer and delivery partner. External context: This programme has been designed to satisfy a specific requirement and will be centrally funded by the DCLPA. However, it is of interest to note that recent competitor analysis suggested that, in addition to UoL, a number of institutions offer postgraduate programmes directly related to logistics and transport (See Table 1 for examples). These programmes are almost all MSc Logistics degrees or contain specialisations in logistics; for example, some MBA programmes include logistics electives. With the exception of Cranfield, none offers programmes with a specific defence focus and none offers a programme that is delivered in partnership with the customer. This degree therefore represents a unique collaborative venture for the delivery of a bespoke, professionally relevant and academically rigorous programme 3.3 Variations to Standard Regulations and Guidance None Page 7/24

8 4. Programme Outcomes Programme-level learning outcomes are identified below. Refer to Appendix I Curriculum Map for details of how outcomes are deployed across the programme. 4.1 Knowledge and Understanding On successful completion of this programme a student will have knowledge and understanding of: 1 Demonstrate an intensive and critical appreciation of relevant literature and theory 2 Critically evaluate key concepts and models in the area of Logistics 3 Construct a theoretical framework for the teamwork, leadership and technical aspects of procurement projects, including an appropriate project management reporting strategy 4 Contribute to improvement in creative processes in Logistics 5 Analyse and present a structured account of Logistics and Procurement Strategies. 4.2 Subject Specific Intellectual Skills On successful completion of this programme a student will be able to: 6 Critically analyse the evidence using the main theoretical perspectives of Logistics 7 Increase capability in identifying major problem areas within the operations function 4.3 Subject Specific Practical Skills On successful completion of this programme a student will be able to: 8 Investigate and report on professional practice in the area of Logistics 9 Design and execute an appropriate investigation into any area of Logistics 10 Apply appropriate evidence-gathering techniques in a named area of practice 4.4 Transferable Skills and Attributes On successful completion of this programme a student will be able to: 11 Show an active synthesis of learning undertaken in reviewing the academic discipline and the investigation of practice 12 Recognise and critically appraise the core concepts and theories within the function of Supply Chain and Quality Strategy 13 Identify and reflect on inter-relationships between methods, processes and outcomes 14 Present conclusions regarding appropriate leadership, management and learning strategies at organisation level 15 Draw implications for the improvement of practice and theory Page 8/24

9 For details of each module contributing to the programme, please consult the module specification document. Page 9/24

10 5. Learning, Teaching and Assessment Strategies 5.1. Learning and Teaching Strategy The teaching and learning strategy adopted within MSc Logistics Management derives from and builds on the University s plan as it applies to the post-experience, post-graduate nature of learning. Thus, this programme makes a significant contribution to the University s mission to provide our students with the best life and employment prospects and to equip them to become lifelong learners, while the underpinning values that guide MSc Logistics Management stem from the Faculty s commitment to satisfy students needs. The teaching and learning strategy adopted within MSc Logistics Management is therefore derived from the Faculty s Teaching and Learning Strategy, the key elements of which are to: Provide all students with a high quality teaching and learning environment - by allocating staff to the programme who are immersed in the subject matter through practice and/or research, using the conducive environment of the RAF College augmented by electronic and library support and high quality manuscript materials Refresh the quality of the teaching and learning processes and improve student achievement - by continuous review of content, practice and student feedback Reduce the incidence of student non-completion - through continuous support and mentoring of students. Specifically, tutors from UoL and subject matter experts from DCLPA will be available both in person and electronically to assist students with issues that arise from the course content Achieve high ratings from professional bodies and external agencies - using continuous consultation, review and quality auditing Improve the reputation and external positioning of the faculty - by delivering and publicising good results The modules will utilise methods of teaching and learning which are appropriate to the learning outcomes of MSc Logistics Management. To this end, although a proportion of the contact time will be spent in formal teaching situations, emphasis will also be placed upon the use of student groups and independent study as resources for learning. There will be group discussion of practical management situations and problems, making use of case studies, simulation materials and students' own experiences. An added key feature of this programme is that lectures/presentations from senior officers specializing in procurement, the staff and command aspects of operations and logistics and representatives of the defence industry will be integral to the delivery of the programme. In addition, in furtherance of the professional needs of the programme, students will receive 30 contact hours that will cover Emerging Capabilities. This theme will not be assessed for academic award but is an example of how the general armed forces context enhances the more formally assessed themes and modules. It is also worth noting here that a considerable amount of the DCLPA input to this programme will be classified and/or commercially sensitive information and therefore restricted to students and others with adequate security clearance. As the programme develops, on-line learning resources, bulletin boards and discussion groups will be developed in response to emerging student requirements. The University s Virtual Campus/BlackBoard will be used as a platform for this facility. The opportunity to join the programme will be given to officers of the RAF, the other armed forces, and occasionally other agencies, who are currently employed in, or destined for, senior appointments with dominant logistics responsibilities. Candidates may hold standard entry qualifications (an Honours degree) and/or have extensive knowledge and experience in the subject area and are Page 10/24

11 judged by the DCLPA, on evidence from current and previous employment and professional development interventions, to have the ability to contribute to, benefit from and achieve the outcomes of the programme. UoL will also assess candidates for academic potential in accordance with post experience entry to Master s programmes. A programme manager (Dr Malcolm Young) has been appointed and two external examiners will be sought. The programme manager will be responsible for the overall organisation, development and monitoring of the programme. Every module will be evaluated by means of on-going open discussion with students and also individual evaluation sheets. The programme leader will chair a programme committee, which will meet twice annually and will comprise members of the programme delivery team and student representatives Assessment Strategy The Faculty convention is that as wide a range of assessment processes as possible should be considered. The key objective is that achievement of the learning outcomes of the programme is reliably demonstrated through the assessment process. This is enshrined in a progressive model of learning in which students are encouraged and supported to move in a continuous process from a dependent to an independent learning state culminating in the submission of a dissertation of original research. At the end of the programme, it is expected that students will be autonomous and critically self-reflective individuals equipped with the skills to operate successfully in society and the context of their work. However, the part-time nature of this programme and the wide geographic dispersion of the student body lead us to focus on individual, written assignments as the key summative assessment method. More specifically, in this programme while a proportion of the contact time will be spent in formal teaching situations, emphasis will also be placed upon the use of student groups and independent study as resources for learning. Formative assessment will emerge from group discussions and presentations of practical management situations and problems, making use of case studies, simulation materials and students' own experiences. The process of study used to produce a summative assignment will be rigorous and module coordinators/lecturers will be available to students via and telephone to offer individual assistance in relating formative to summative assessments. For summative assessment, students are required to produce written assignments totalling words for each single module. All assignments will be assessed according to the Masters level assessment criteria. As part of the assessment process, detailed formative feedback will be given to students within three weeks regarding their performance to aid them in enhancing their work for the next submission. Further, all marked work will be subject to moderation and processing through a Programme Board, which will include external examiner scrutiny. Because of the nature and inherent flexibility of this type of Masters programme, and the fact that all Masters modules are designated at the same academic level, students are required to achieve the pass level for each module as is indicated by the Curriculum Map However this mapping does not adequately illustrate the personal development supported by the programme. More specifically then, on completion of the first assessment activity, as part of the Page 11/24

12 feedback, tutors will indicate the level of student performance in each module. This will provide a basis for the dialogue and reflection that will take place as the student considers their next assessment activity. During this process opportunities for the students to develop and demonstrate improved levels of performance will be identified and built into the programme. In general terms the focus is likely to be on the development of data collection and concept identification in the early part of the programme, moving progressively to the development of critical analysis skills and culminating in the ability to synthesize concepts into coherent theoretical perspectives towards the end. Postgraduate Certificates and Postgraduate Diplomas will be awarded on a pass or a fail basis or with distinction. The pass mark for a module will be 50%. Where a student resits a module as a result of failure on the initial attempt, and passes, s/he will be awarded a mark not exceeding 50% for that module. A student will be awarded a Postgraduate Certificate or Postgraduate Diploma with distinction if: S/he obtains a mean mark of at least 70% across all the modules assessed as part of his/her programme, or; His/her performance is judged by the Board of Examiners to be outstanding. Normally there should be no significant weakness in any assessed module. A student will be awarded a Masters degree with distinction if the dissertation or project mark is 70% or above, and has satisfied the requirements for the award of a distinction at diploma level. Page 12/24

13 6. Programme Structure The total number of credit points required for the achievement of Postgraduate Certificate (PG Cert) is 60. The total number of credit points required for the achievement of Postgraduate Diploma (PG Dip) is 120. The total number of credit points required for the achievement of Master of Science (MSc) is 180. Masters Title Credit Rating Core / Optional Purchasing and Supply Management Core Strategic Management (Masters) Core Management of Project and Contract Risk Core Problem Solving and Innovation Core Managing Self and Leadership Core Logistics and Operations Management Core Supply and Quality Strategy Core Research Methodology Core Dissertation/ Project (inc Preparation for Independent Study) Core Page 13/24

14 Appendix I - Curriculum Map This table indicates which modules assume responsibility for delivering and ordering particular programme learning outcomes. Key: Delivered and Assessed Delivered Assessed Masters Dissertation/ Project (inc Preparation for Independent Study) Logistics and Operations Management Management of Project and Contract Risk Managing Self and Leadership Problem Solving and Innovation Purchasing and Supply Management Research Methodology Strategic Management (Masters) Supply and Quality Strategy PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10 PO11 PO12 Dissertation/ Project (inc Preparation for Independent Study) Logistics and Operations Management Management of Project and Contract Risk Managing Self and Leadership Problem Solving and Innovation Purchasing and Supply Management Research Methodology Strategic Management (Masters) Supply and Quality Strategy PO13 PO14 PO15 Page 14/24

15 Page 15/24

16 Appendix II - Assessment Map This table indicates the spread of assessment activity across the programme. Percentages indicate assessment weighting. Masters Dissertation/ Project (inc Preparation for Independent Study) Logistics and Operations Management Management of Project and Contract Risk Managing Self and Leadership Problem Solving and Innovation Purchasing and Supply Management Research Methodology Strategic Management (Masters) Supply and Quality Strategy Dissertation/ Project (inc Preparation for Independent Study) Logistics and Operations Management Management of Project and Contract Risk Managing Self and Leadership Problem Solving and Innovation Purchasing and Supply Management Research Methodology Strategic Management (Masters) Page 16/24

17 Supply and Quality Strategy Dissertation/ Project (inc Preparation for Independent Study) Logistics and Operations Management Management of Project and Contract Risk Managing Self and Leadership Problem Solving and Innovation Purchasing and Supply Management Research Methodology Strategic Management (Masters) Supply and Quality Strategy Dissertation/ Project (inc Preparation for Independent Study) Logistics and Operations Management Management of Project and Contract Risk Managing Self and Leadership Problem Solving and Innovation Purchasing and Supply Management Research Methodology Strategic Management (Masters) Supply and Quality Strategy Dissertation/ Project (inc Preparation for Independent Study) Logistics and Operations Management EP Page 17/24

18 Management of Project and Contract Risk Managing Self and Leadership Problem Solving and Innovation Purchasing and Supply Management Research Methodology Strategic Management (Masters) Supply and Quality Strategy Page 18/24

19 Appendix III - Benchmark Analysis This table maps programme learning outcomes to relevant QAA subject benchmark statements or PSRB guidelines. Knowledge and Understanding PO1 PO2 PO3 PO4 PO5 PO1 PO2 PO3 PO4 PO5 PO1 PO2 PO3 PO4 PO5 MDBM01 MDBM02 MDBM03 MDBM04 MDBM05 MDBM06 MDBM07 MDBM08 MDBM09 MDBM10 MDBM11 MDBM12 MDBM13 MDBM14 MDBM15 MDBM16 MDBM17 MDBM18 MDBM19 Subject Specific Intellectual Skills PO6 MDBM01 MDBM02 MDBM03 MDBM04 MDBM05 MDBM06 MDBM07 MDBM08 MDBM09 Page 19/24

20 PO7 PO6 PO7 PO6 PO7 MDBM10 MDBM11 MDBM12 MDBM13 MDBM14 MDBM15 MDBM16 MDBM17 MDBM18 MDBM19 Subject Specific Practical Skills PO8 PO9 PO10 PO8 PO9 PO10 PO8 PO9 PO10 MDBM01 MDBM02 MDBM03 MDBM04 MDBM05 MDBM06 MDBM07 MDBM08 MDBM09 MDBM10 MDBM11 MDBM12 MDBM13 MDBM14 MDBM15 MDBM16 MDBM17 MDBM18 MDBM19 Transferable Skills and Attributes MDBM01 MDBM02 MDBM03 MDBM04 MDBM05 MDBM06 MDBM07 MDBM08 MDBM09 Page 20/24

21 PO11 PO12 PO13 PO14 PO15 PO11 PO12 PO13 PO14 PO15 PO11 PO12 PO13 PO14 PO15 MDBM10 MDBM11 MDBM12 MDBM13 MDBM14 MDBM15 MDBM16 MDBM17 MDBM18 MDBM19 Page 21/24

22 Appendix IV: Benchmark Benchmark Statement(s) Page 22/24

23 MDBM01 - Demonstrate a systematic understanding of relevant knowledge about organisations, their external context and how they are managed. MDBM02 - Demonstrate application of relevant knowledge to a range of complex situations taking account of its relationship and interaction with other areas of the business or organisation. MDBM03 - Demonstrate a critical awareness of current issues in business and management which is informed by leading edge research and practice in the field. MDBM04 - Demonstrate an understanding of appropriate techniques sufficient to allow detailed investigation into relevant business and management issues. MDBM05 - Demonstrate creativity in the application of knowledge, together with a practical understanding of how established techniques of research and enquiry are used to develop and interpret knowledge in business and management. MDBM06 - Demonstrate ability to acquire and analyse data and information, to evaluate their relevance and validity, and to synthesise a range of information in the context of new situations. MDBM07 - Able to evaluate the rigour and validity of published research and assess its relevance to new situations. MDBM08 - Able to extrapolate from existing research and scholarship to identify new or revised approaches to practice. MDBM09 - Ability to conduct research into business and management issues that requires familiarity with a range of business data, research sources and appropriate methodologies, and for such to inform the overall learning process. MDBM10 - Ability to communicate effectively both orally and in writing, using a range of media. MDBM11 - Able to operate effectively in a variety of team roles and take leadership roles, where appropriate. MDBM12 - Able to consistently apply their knowledge and subject-specific and wider intellectual skills. MDBM13 - Able to deal with complex issues both systematically and creatively, make sound judgements in the absence of complete data, and communicate their conclusions clearly to a range of audiences. MDBM14 - Able to be proactive in recognising the need for change and have the ability to manage change. MDBM15 - Able to be adaptable, and show originality, insight, and critical and reflective abilities which can all be brought to bear upon problem situations. MDBM16 - Able to make decisions in complex and unpredictable situations. Page 23/24

24 Powered by TCPDF ( University of Lincoln Programme Specification - Master of Science (MSc) Logistics Management (Military) MDBM17 - Able to evaluate and integrate theory and practice in a wide range of situations. MDBM18 - Able to be self-directed and able to act autonomously in planning and implementing projects at professional levels. MDBM19 - Able to take responsibility for continuing to develop their own knowledge and skills. Page 24/24