Operations Management III (18GBD40005)

General information

Type:	OB	Curs:	5	Period:	S semester
ECTS Credits:	3 ECTS

Teaching Staff:

To take the Operations Management III course students must have taken the Operations Management I and II courses.

Workload distribution:
Lectures: 22.5 hours
Participatory sessions: 7.5 hours

Approximate distribution of independent study time
Case study preparation and company project: 22.5 hours
Study: 22.5 hours

1. Be capable of contributing to a company's global strategy from Operations.
2. Facilitate the company's implementation and execution of its business strategy in a global environment.

Upon completing this course, students are expected to be able to:

Create the context to interpret and implement an Operations strategy as part of a global corporate strategy, whether for an industrial or service firm. In other words, students should understand and be able to apply Business Process Management techniques and create value for companies.

1. Analyze the importance of supply chain design in terms of Marketing and other functional areas within organizations. Be familiar with Supply Chain Management (SCM) trends and their organizational impact.

2. Understand the most important issues executives in this field have to face. Introduction to the tools and methods to resolve said issues.

3. Study the implementation process through practical case studies. Become familiar with tools to facilitate organizational change processes. Study good practices in designing and implementing supply chains.

4. Study the different elements comprising Business Process Management. Analyze the value created by implementing process-based management.

5. Analyze how indicator systems or balanced scorecards can make the company's strategy a reality at all levels of the organization and how to overcome the resistance to change their implementation can imply.

6. Introduction to reengineering processes and benchmarking.

1. Business focuses from Operations. Wrap-up of Operations Management I and II Part 1: From operational excellence to new business models Part 2: Benihana of Tokyo case study. Introduction to the company project. Professor: Carlos Roig

2. Designing Supply Chain Management Programmes (I) Part 1: SCM, decision-making from a demand management focus. Tools to develop SCM programmes (I). Mapping, planning, cost management and service policy. Part 2: ZAPPOS case study (Part I) Professor: Carlos Roig

3. Designing Supply Chain Management Programmes (II) Part 1: Decision-making to create response mechanisms adapted to the client/market's needs. Tools to design SCM programmes (cont.). Segmentation. End-to-end design, In/outsourcing, Network design; SII, Collaborative Relationships Management. Balanced scorecard in SCM. Part 2: ZAPPOS case study (Part II). Professor: Carlos Roig

4. Designing Supply Chain Management Programmes (III)

5. Competing from Operations via cost Lean Supply Chain - Vendor Management Inventories (Bullwhip effect); integration vs. modularisation (Clockspeed Law); RFID and remix projects in WalMart. Professor: Jaume Hugas

6. Competing from Operations via cost (II)

7. Competing from Operations via speed Agile Supply Chain - Supply Chain integration and '3DCE Design'; localisation with globalisation: JIT Manufacturing and logistics; case study: ZARA, Fast Fashion. Professor: Jaume Hugas

8. Operations Management in services Business Process Management (BPM) - Operations Management in service sector companies; introduction to BPM; process ownership. Part 2: Company project follow-up Professor: Miguel Ángel Heras

9. Process-based Management and reengineering Part 1:Benchmarking. Re-engineering business processes. Value generation through BPM implementation. Team work: The road to BPM. Indicators and performance measurement systems. Part 2: Case study on BPM in serivce sector companies. Faculty: Miguel Ángel Heras

10. Indicators and performance measurement systems Part 1: Indicators and performance measurement systems (cont.). The Balanced Scorecard. Strategy maps. Strategic and operational indicators. Indicator definition: the 14 fields. Implementing an indicator system. Part 2: BPM case study

ASSESSMENT BREAKDOWN

Basic bibliography:

Krajewski, Ritzman, Malhotra. "Operations Management. Procesess & Value Chains" Perason Prince Hall 2008

Bibliography or complementary material:

Supply Chain Managment
Schmichi-Levy; Kminsky; Schmichi-Levy: Designing & Managing the Supply Chain. Concepts, Strategies and Case Studies, McGraw Hill, Third Edition: 2009.

Chopra, Sunil; Meindl, Peter: Supply Chain Mangement. Strategy, Planning, and Operations. Pearson Fourth Edition 2010.

Gattorna John: Dynamic Supply Chains: Delivering Value Trough People. FT Prince Hall Harlow 2010

Christopher, Martin: Logistics & Supply Chain Management. creating value-adding networks (4th Edition). Pearson Educastion, FTPress Hardcover - 2005.

Lambert D.: Supply Chain Management: Processes, Partnerships, Performance, 2nd edition. Supply Chain Management Institute 2006.

Hau L. Lee and Chung-Yee Lee: Building Supply Chain Excellence in Emerging Economies. Operations Research, Management Science. Springer's International Series. 2007

Fung, Victor K., Fung, William K. and Wind, Yoram (Jerry): Competing in a Flat World, Building Enterprises for a Borderless World. Wharton School Publishing, Pearson Education 2008.

Martin, James: Lean Six Sigma for Supply Chain. McGraw Hill. 2007

Harrison A., Van Hoek, R.: Logistics Management and Strategy: Competing through the Supply Chain (4th Edition), Pearson Education Limited, 2011.

http://www.napm.org
http://www.supplychain.ittoolbox.com
http://www.cpfr.org
http://www.supply-chain.org
http://ocw.mit.edu/index.html
http://www.ascet.com
http://www.manufacturing.net/scm/
http://cio.com/research/scm/
http://www.sckc.info


Business Process Management

Hammer, M. (1996), Beyond Reengineering: How the process-centred organisation is changing our work and our lives. London: Harper Collins.

Hammer, M. y Stanton, S. (1999), How Process Enterprises Really Work, Harvard Business Review, November-December, pp 1110-1118.

Harmon, P. (2007), Business Process Change. A Guide for Business Managers and BPM and Six Sigma Professionals. San Francisco: Morgan Kaufmann Publishers.

Jeston, J. and Nelis, J. (2008), Business Process Management. A roadmap to sustainable Business Process Management, Oxford: Boutterworth-Heinemann.

Madison, D. (2005), Process Mapping, Process Improvement, and Process Management. Chico, California: Paton Press.

O'Connell, J., Pyke, J. and Whitehead, R. (2006), Mastering Your Organization's Processes. New York: Cambridge University Press.

Rumler, G. And Ramias, A. (2010), White Space Revisited. Creating Value Through Process. San Francisco: Jossey-Bass.

http://www.bain.com/management_tools/home.asp
http://www.brint.com/BPR.htm
http://www.benchnet.com/
http://www.apqc.org/
http://www.prosci.com/
http://www.hammerandco.com/