Semester One 2012
Operations and Supply Chain Management
This course exposes students to a range of operations management concepts, tools and techniques through lectures, case studies and plant visits. Topics covered include: operations strategy, designing of production / service processes, quality management, lean manufacturing, theory of constraints, supply-chain management and production planning and control.
This course complements MBUS612, Quantitative Methods, in the use of some of the techniques taught in this course, and MBUS624, Business Strategy, in terms of the types of operational strategies that are discussed.
Work load for this course, in terms of class preparation, review, assignments, readings and examination preparation is about 10 hours per week.
The Learning Process
It is YOUR responsibility to learn the material for this course to the standard you set for yourself. The resources outlined below will aid you in this process, but ultimately you will get out of this course what you put into it.
The measures used to determine how successfully you have learnt the material will be outlined in an objective sheet given out at the start of each section of the course.
Lectures will provide a summary of the theory and provide some worked examples and case discussion.
Recommended Reading will provide the background for the lectures and should be read in conjunction with the lecture notes.
The library provides many different resources, including many other texts on materials management. Remember when using these resources for your assignment, that full referencing is required.
This course uses Learn as a means of distributing lecture notes, assignments and some examples of test and examination questions.
At the end of this course students should be able to:
• Explain the concept and importance of OM
• Identify the major challenges currently facing OM
• Demonstrate an understanding of competitive priorities
• Interpret and summarize an operations strategy framework
• Compute appropriate productivity measures and analyse their implications
• Differentiate between Value Chains and Supply Chains
• Summarize the components of supply chain management strategy
• Qualitatively evaluate supply chain performance
• Define The Bullwhip Effect and report on its consequences
• Identify when outsourcing would be useful and what form(s) it should take
• Identify the major issues that need to be considered when locating a plant or warehouse facility
• Describe how forecasting and demand management fit into planning systems within an organisation
• Discuss the implications of trends and seasonality
• Apply simple and weighted moving average forecasting methods and interpret their results
• Implement exponential smoothing techniques and interpret their results
• Demonstrate effective use of The Supply Chain game simulation software
• Integrate supply chain ideas and techniques to enhance performance in playing The Supply Chain Game
• Describe the concepts, definitions and main philosophies of quality management
• Describe Six-sigma quality and its techniques.
• Explain the cost of quality, and the tools of quality control.
• Describe and classify inventory and techniques for ordering inventory.
• Calculate reorder policies and discuss the advantages, disadvantages and assumptions of different policies
• Describe the purpose of and concepts behind MRP, MPS, BOM, CRP, MRPII
• Explain the purpose, benefits and philosophy behind Lean production
• Identify the main forms of waste and methods for helping to reduce waste.
• Explain how a kanban system works.
• Explain the principles underlying the Theory of Constraints and to apply them to a new problem situation.
Course Coordinator / Lecturer
19 May 2011
The examination is open book/open notes. Electronic calculators are required.
Assignments submitted after the due date without an extension being granted by the Lecturer will have 10% of the mark deducted for every day or part day the assignment is late. Assignments will not be accepted for marking if the assignment is submitted any later than 5 days after the due date.
Your final mark will be calculated after the raw marks have been standardised.
Collier, David A. , Evans, James R;
Student ed., 2010-2011;
South-Western Cengage Learning, 2010.
Jacobs, F. Robert. et al;
Operations and supply management;
McGraw-Hill Irwin, 2009.
Departmental Academic Policies
If you require a hard copy of this document, please ask the course co-ordinator. The Department assumes that you have read this document. You should also read the “Information related to courses and assessment” on page 32 of the Enrolment Handbook 2011 (also in UC Calendar under “General Course and Examination Regulations”).
The University of Canterbury considers cheating and plagiarism to be serious acts of dishonesty. All assessed work must be your own individual work unless specifically stated otherwise in the assessment guidelines. Material quoted from any other source must be clearly acknowledged. You must not copy the work of another person (student or published work) in any assessment including examinations, tests and assignments. Any person who is found to have copied someone else's work, or to have allowed their work to be copied, will receive a fail grade for that piece of assessment and may face disciplinary action which may lead to a fine, community service or exclusion from the university. Work submitted in this course may be subjected to being checked by “Turn-it-in” plagiarism detection software.
IMPORTANT: Where there are concerns regarding the authorship of written course work, a student can be required to provide a formal, oral explanation of the content of their work.
For further information see
Master in Business Administration Programme.
All MBUS622 Occurrences
Semester One 2012