This course is designed to introduce the student to the basic ideas and concepts that make up the field of operations and supply chain management and to prepare the student to take an active role in operations decision-making in their workplace. It will acquaint the student with basic operations management concepts and terminology.

This course provides an overview of operating decisions and practices in both manufacturing- and service-oriented firms. While no attempt is made to cover any particular area in depth, standard terms and concepts required to communicate effectively with operating personnel are introduced.

As many firms move from a make-to-buy sourcing strategy, this course examines the critical role of the procurement function within the organization. The objective is to provide students with a fundamental understanding of the purchasing/sourcing function, key issues and developments in purchasing and supply management within the context of SCM, and to identify ways that purchasing can make a positive contribution to the competitiveness of the firm. The course examines the purchase process in firms and our personal lives. Topics include an intro to the field/role in SCM; developing global sourcing strategies using commodity/channel/category management; make-or-buy decisions; supplier identification and selection; contract and pricing practices; negotiation; spend analytics including value analysis for services; lean plant evaluation; contract performance monitoring; traditional verse collaborative supplier development; cross-functional relationship management; and ethics.

This course focuses on the strategic design of supply chains with a particular focus on understanding customer value. Supply chain strategy examines how companies can use the supply chain to gain a competitive advantage. Students develop the ability to conceptualize, design, and implement supply chains aligned with product, market, and customer characteristics. The course approaches supply chain management from a managerial perspective and introduces concepts in a format useful for management decision making, including using case analysis, team-based learning, and business presentations. Topics include: supply chain mapping; supply chains and new products; customer relationship management; sustainability and SCM; performance metrics; collaboration; customer service; and supply chain risk management.

This course involves the analysis of internal business processes fundamental to the efficient operation of any firm, including product creation. The course emphasizes the process flow method using three measures of process achievement: throughput (the rate of product delivery), flow-time (the time it takes to deliver that product), and inventory. Computational analysis using simulation is emphasized. Since changes are usually done within the context of a project, skills in the management of projects are also developed in the course. Value chain and lean management concepts related to reductions in process variability, time, and waste will be emphasized in the course. Topics include: Little’s Law; the uses of inventory; the importance of time-based competition; bottleneck analysis; process design principles; static process analysis; value chain analysis; process variability and quality; and managing the change process.

This course is designed to equip students with a comprehensive understanding of the logistics function within a world economy. SCM coordinates both information and material. Logistics is the combination of transport, storage and control of material from the raw material supplier, through all facilities, to the end customer and includes the collection of returns and recyclable material. The course encompasses both the qualitative and quantitative aspect of logistics management. It describes existing logistical practices in a global economy and examines ways and means to apply logistics principles to achieve competitive advantage. Topics include: transportation modes; carrier selection; transportation costing; development of lean logistics strategies that integrate services; design and management of the warehouse/distribution network; transportation planning and execution (domestic and international); IT systems in logistics including RFID; material handling and packaging systems; and reverse logistics.

This course is designed to teach students about operations and decision technologies in manufacturing management.

This course surveys the management of operations in manufacturing and service firms. Diverse activities comprise this function of the company, such as determining the size and type of production process, purchasing the appropriate raw materials, planning and scheduling the flow of materials and the nature and content of inventories, assuring product quality, and deciding on the production hardware and how it gets used. Managing operations well requires both strategic and tactical skills. Topics include process analysis, workforce issues, materials management, quality and productivity, technology, and strategic planning; all combined with relevant analytical techniques. The course makes considerable use of business cases, and most classes will be spent discussing the cases assigned. For each case, students will be asked to review actual company situations and apply technical and managerial skills in order to recommend courses of action. Most cases will be taken from manufacturing, but some will be service-oriented. Several of the cases will focus on international companies or issues. This course is for MBA students enrolled in Module 2A.

The goal of this course is to introduce the main trade-offs involved in supply chain management and the associated challenges and opportunities. The course consists of three parts: 1) supply chain fundamentals, 2) challenges in and coordination of decentralized supply chains, and 3) emerging supply chain challenges and opportunities.

Process Improvement I covers a variety of tools and organizational procedures for understanding, analyzing, and improving work processes and environments. Many of these tools and procedures have been popularized lately as “six sigma” quality-management techniques, and apply readily to quite diverse business and organizational settings.

This course involves a real-world project selected and carried out by the student. This allows application of the tools and procedures the student gained in the prior course. Students who successfully complete both Process Improvement courses receive formal six sigma “Green Belt” certification. Courses open to all graduate students.

This course begins with an introduction to project management and some of the skills and concepts surrounding good practice. Project management tools, such as the critical path and Gantt charts, will be reviewed as well as methods for controlling the four most important elements of any project: scope, time, cost, and resources. Various approaches to organizing projects will be introduced. The course will then move to an examination of new product development in a series of industries.

Global Supply Chain Management focuses on managing the supply chain system. The course familiarizes students with the types of decisions involved in designing, planning, and controlling material flow in a supply chain, along with exposing them to a sample of tools available for assisting in making these decisions. Case studies and applications are included to reinforce and enliven material.

This course examines health care improvements including flow management; six sigma/lean management; capacity planning and resource management; performance metrics and outcomes management; integrated care delivery; and team delivery models. The course balances theoretical and practical perspectives on operations management as well as provides coverage of current operational challenges.

This is a three credit hour course. This course equips students to accomplish outcomes in managerial and executive roles. Students learn to anticipate technology change and adjust business processes and relationships with suppliers, customers, and competitors in response to it. Techniques in management of innovation, creativity, disruption, design thought, and rapid prototyping are taught. Across this quarter in W523’s readings, discussions, and projects students will also be introduced to a host of state-of-the-art (and potentially disruptive!) business technologies from artificial intelligence and robotics to 5G cellular and autonomous vehicles.