MGMT370-20S1 (C) Semester One 2020

Strategic Operations and Supply Chain Management

15 points

Details:
Start Date: Monday, 17 February 2020
End Date: Sunday, 21 June 2020
Withdrawal Dates
Last Day to withdraw from this course:
  • Without financial penalty (full fee refund): Friday, 28 February 2020
  • Without academic penalty (including no fee refund): Friday, 29 May 2020

Description

Practical approaches to managing operations: strategy, capacity, IT, networks and supply chains, operations improvement. A mainstream course for Operations Management majors.

In today’s business environment, organisations can no longer view their operations as isolated technical problems. In order to succeed, organisations need to identify their competitive advantages and develop their operations’ capabilities accordingly. This course focuses on the understanding of broader concepts of operations and strategy from the managerial perspective. The course is largely based on case studies from a range of industries (manufacturing, health, retail, etc.) in order to provide specifics and different approaches across a typical set of organisations. Topics covered will include: operations strategy, capacity strategy, vertical integration and outsourcing, operating networks, IT and operations improvement.

Relationship to Other Courses
This course is one of the four Stage Three Operations & Supply Chain Management courses offered by the Department of Management, Marketing and Entrepreneurship. It builds on the introductory material covered in MGMT/MSCI 270. Other papers that are useful to complement an OM major are MGMT/MSCI 371, MGMT/MSCI 372, MGMT/MSCI 373. Students taking MSCI, MGMT, ACCT, INFO and Engineering would also find this paper useful.

Workload
Workload for this course, in terms of class preparation, review, assignments, readings and examination preparation is about 10 hours per week.

Learning Outcomes

  • At the end of this course students should be able to:
    1. Explain the fundamentals of operations strategy and to apply them to given organisational setting.
    2. Explain operations performance objectives and how they are integrated with operations strategy.
    3. Explain the principles of capacity strategy in its linkages to key capacity decisions.
    4. Explain the role of supply strategy in managing relationships with suppliers and apply them to given organisational setting.
    5. Explain the approaches to manage technology in organisations.
    6. Explain the principles of sustainable supply chain and apply them to given organization.
    7. Explain the impact of operations strategy on the development of new products and services.
    8. Describe the key issues that need to be considered when designing and implementing monitoring and control systems in organisations.

    BCom Learning Goals
    1.1. Students know and can critically evaluate and, where applicable, apply this knowledge to topics/issues within their majoring subject.
  • We will work on this goal by analysing real world case studies. In case studies, we will look into the business context of a firm and discuss issues beyond operations management, such as financial management, marketing or strategy. The following goals are assessed in the final exam:
    LO1.2.4 Explain the impact of technology on organisations.
    LO1.2.5 Discuss the importance of an organisation being socially responsible.

    1.2. Students have a broad understanding of the key domains of commerce.
  • Not assessed specifically in this course

    2.1. Students will develop key skills and attributes sought by employers which can be used in a range of applications.
  • Not assessed specifically in this course

    3.1. Students will be aware of and understand the nature of biculturalism in Aotearoa New Zealand, and its relevance to their area of study and/or their degree.
  • Not assessed specifically in this course

    4.1. Students will have observed and understood a culture within a community by reflecting on their own performance and experiences within that community.
  • Not assessed specifically in this course

    5.1.Students will comprehend the influence of global conditions on their discipline and will be competent in engaging with global and multi-cultural contexts.

    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.  

    Learning Resources
    The material taught in this course comes primarily from the text by Slack and Lewis.  This text is required reading for the course and will be your primary resource for the theory of the subject.  The course class time will primarily be going over examples and exercises to teach the concepts behind the theory.  You are expected to read the text BEFORE the class time.  This will be critical to your learning.  Class time will be interactive and hands on.  If you do not prepare for and participate in class you will miss the main benefit of them.

    This course uses LEARN as a means of distributing lectures, notes, assignments and previous examples of test and examinations.
    • University Graduate Attributes

      This course will provide students with an opportunity to develop the Graduate Attributes specified below:

      Critically competent in a core academic discipline of their award

      Students know and can critically evaluate and, where applicable, apply this knowledge to topics/issues within their majoring subject.

      Employable, innovative and enterprising

      Students will develop key skills and attributes sought by employers that can be used in a range of applications.

      Globally aware

      Students will comprehend the influence of global conditions on their discipline and will be competent in engaging with global and multi-cultural contexts.

Pre-requisites

(1) MGMT270 or
MSCI270; and (2) A further 45 points at 200-level or
above

Restrictions

MSCI320, MSCI370

Equivalent Courses

MSCI370

Timetable 2020

Students must attend one activity from each section.

Lecture A
Activity Day Time Location Weeks
01 Monday 13:00 - 15:00 - (23/3, 20/4, 4/5-25/5)
Jack Erskine 031 Lecture Theatre (17/2-16/3)
17 Feb - 29 Mar
20 Apr - 26 Apr
4 May - 31 May
Tutorial A
Activity Day Time Location Weeks
01 Tuesday 15:00 - 16:00 17 Feb - 29 Mar
20 Apr - 31 May

Course Coordinator / Lecturer

Diane Mollenkopf

Assessment

Assessment Due Date Percentage  Description
Simulation Game 28 Apr 2020 30% Simulation Game (Submit via LEARN)
Research Assignment 29 May 2020 40% Research Assignment (Submit via LEARN)
Take-home Test 19 Jun 2020 30% Take-home Test (Test available from June 16, 1pm - see LEARN) Submit via LEARN


The assignment 1 is a simulation game – you will run a small factory on the internet over 2 weeks. This assessment is group based. Assignment 2 is essay based. Details will be disclosed during the term. The final exam is open book/open notes.  The final examination is integrative and covers all lecture and tutorial materials and all assigned readings.

Holding of Student Work
For quality assurance purposes the School is required to hold on record a number of assessment pieces as examples of differing standards of work.  If you have any objections to the school holding your assessment for this purpose then email the course coordinator to ensure your assignment is not used for this purpose.

Late Assignments
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.

Grading
Your final mark will be calculated after the raw marks have been standardised.

Textbooks / Resources

Required Texts

Slack, Nigel , Lewis, Michael; Operations strategy; Fifth edition; Pearson, 2017.

The material taught in this course comes primarily from the text by Slack and Lewis. This text is required reading for the course and will be your primary resource for the theory of the subject.  The course class time will primarily be going over examples and exercises to teach the concepts behind the theory. You are expected to read the text BEFORE the class time. This will be critical to your learning. Class time will be interactive and hands on. If you do not prepare for and participate in class you will miss the main benefit of them.
 
This course uses LEARN as a means of distributing lectures, notes, assignments and previous examples of test and examinations.

Notes

Class Representative
A class representative may be asked to volunteer in the first few weeks of class. Any problems with the course can be raised with the class rep. The class representative will take up any issues raised by class members with the lecturer concerned as they occur.

Departmental Academic Policies
The Department assumes that you have read this document.

You should also read the General Course and Examination Regulations

Dishonest Practice
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.

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.

Indicative Fees

Domestic fee $822.00

International fee $3,688.00

* Fees include New Zealand GST and do not include any programme level discount or additional course related expenses.

For further information see Management, Marketing and Entrepreneurship.

All MGMT370 Occurrences

  • MGMT370-20S1 (C) Semester One 2020