syllabi - uni- · pdf filesyllabi bachelor ... one very successful aps is sap’s...

Faculty of Business Management and Economics Chair of Logistics and Quantitative Methods Prof. Richard Pibernik

1/19

Syllabi

Bachelor .................................................................................................................................................................................. 2

Supply Chain Management ................................................................................................................................................ 2

Toyota Supply Chain Management ................................................................................................................................... 4

Logistics & Supply Chain Management – Spreadsheet Modelling................................................................................... 6

Master ..................................................................................................................................................................................... 8

Global Logistics & Supply Chain Management ................................................................................................................. 8

Managerial Analytics & Decision Making ........................................................................................................................ 10

Advanced Operations & Logistics Management ............................................................................................................. 12

Strategic Management of Global Supply Chains ............................................................................................................. 14

Operations Management – Supply Chain Collaboration ................................................................................................ 15

Supply Chain Competition ................................................................................................................................................ 17

Logistics & Supply Chain Management ........................................................................................................................... 19

Faculty of Business Management and Economics Chair of Logistics and Quantitative Methods

2/19

Bachelor Name:

Supply Chain Management

Responsible:

Professor Richard Pibernik, Chair of Logistics and Quantitative Methods

Program: Type: Term: ECTS:

Bachelor Lecture Summer 5 CP

Time and Venue:

Will be announced on SB@home and on

http://www.wiwi.uni-wuerzburg.de/lehrstuhl/bwl11/teaching/bachelor/supply_chain_management/

Contents & Objectives:

From a company perspective, Supply Chain Management is responsible for matching supply (internal supply like capacity and inventory as well as external supply from suppliers) with customer demand. This specifically includes medium term and short term tasks like demand planning, master planning, production planning and scheduling, and distribution planning. Nowadays these tasks are supported by rather sophisticated quantitative models and techniques that are implemented in so-called “Advanced Planning Systems” (APS). One very successful APS is SAP’s “Advanced Planner and Optimizer” (APO); other companies like Oracle and JDA also provide APS with similar functionality.

Most companies with state-of-the-art supply chain management employ APS. This is, however, very challenging – especially because the planning tasks are very complex and because the underlying models are rather complicated and not always well understood by users.

The objective of this course is to help overcome these problems. Students will learn – based on a realistic case study – the planning logic and models for the aforementioned planning tasks (demand planning, master planning, etc.), and how they are implemented in SAP APO. Moreover, students will get to know how the different tasks are interrelated, which information is exchanged and how the different software modules of an APS interact. This will foster a holistic perspective on supply chain planning and how it is carried out with state-of-the-art software.

The course is based on the book “Advanced Planning in Supply Chains - Illustrating the Concepts Using an SAP® APO Case Study” by Stadtler et al. (2012), which is available online through the university network (details on WueCampus). The book is accompanied by a learning software that illustrates how supply chain planning works with SAP APO. It guides students through supply chain management with SAP APO for a sample company called “Frutado”.

The course is designed in multiple two-week learning units. In each unit we will first cover the fundamental concepts and models of a specific planning task (demand planning, master planning, etc.), and we will then observe how these concepts and methods are implemented in SAP APO. The latter involves a good amount of self-study activities of the students and will be supported by the learning software.

Prerequisites:

The course is designed for Bachelor students with a basic knowledge of production and logistics and working knowledge in quantitative methods.

http://www.wiwi.uni-wuerzburg.de/lehrstuhl/bwl11/teaching/bachelor/supply_chain_management/


3/19

Course Structure:

Week Content

1 Introduction to SCM and Frutado

2 Review Questions

Advanced Planning with SAP APO

3 Demand Planning – Concepts and Models

4 Review Questions

Demand Planning @ Frutado

5 Review Questions

Master Planning – Concepts and Models

6 Review Questions

Master Planning @ Frutado

7 Production Planning and Scheduling – Concepts and Models

8 Review Questions

Production Planning and Scheduling @ Frutado

9 Global Available to Promise – Concepts and Models

10 Review Questions

Global Available to Promise @ Frutado

11 Deployment – Concepts and Models

12 Review Questions

Deployment @ Frutado

Literature:

[1] Stadtler, Hartmut, et al. (2012): Advanced planning in supply chains. Illustrating the concepts using an SAP® APO case study. Heidelberg, New York: Springer-Verlag.

Grading:

60-minute written final exam

Contact:

Dr. Richard Pibernik, Professor ([email protected])

Konstantin Kloos ([email protected])

mailto:[email protected]



4/19

Name:

Toyota Supply Chain Management

Responsible:



Bachelor Seminar Winter 5 CP

Time and Venue:


http://www.wiwi.uni-wuerzburg.de/lehrstuhl/bwl11/teaching/bachelor/seminar_toyota_supply_chain_management/

Contents & Objectives: Toyota is still considered to be a pioneer in the field of automobile production although it has recently had to cope with difficulties (e.g. recalls, production shortfalls caused by natural disasters) and had lost its dominant position in the automotive market to General Motors and Volkswagen–at least temporarily. The development of concepts, such as Lean Manufacturing, Total Quality Management, Kaizen, Kanban, etc., can be attributed completely or at least partially to Toyota. These concepts integrated in the so-called Toyota Production System (TPS) are now considered standard elements of modern production systems and are standard repertoire in business management. However, with focus on the management of production systems, they only represent one of the cornerstones of the successful Toyota model. Toyota currently operates extremely efficient global supply chains with international production sites (in Japan, USA, France, Brazil, Argentina, Malaysia, Pakistan, etc.), globally distributed suppliers and a worldwide dealer network. Toyota implemented not only efficient production (with TPS), but also sustained efficient design and coordination of globally distributed value-added activities. To accomplish this, Toyota has consistently developed its management philosophy and the principles underlying TPS and integrated these in the “Toyota supply chain”.

While we were able to learn from Toyota in the past as to how production systems can be designed, today we can learn from Toyota as to how complex global supply chains in the automotive industry – but also in other industries – should be designed and coordinated. Notably its planning principles are – despite the greater complexity – easy to understand, simple to implement and are based on simple 'ground rules'. The aim of this seminar is to learn from the Toyota supply chain.

Participants of the seminar will develop a comprehensive view of the Toyota supply chain, analyze the core principles and key planning areas (i.e. Mix Planning, Sales & Operations Planning, Demand Planning, etc.) in detail, and learn how they differ from "conventional" approaches. In addition, we will deal with an important question: How do the individual elements of the Toyota supply chain fit together to facilitate Toyota in coordinating a complex global network successfully?

The seminar will be based on the book "Toyota Supply Chain Management - A Strategic Approach to the Principles of Toyota's Renowned System" [1]. This (excellent) book covers the Toyota supply chain, its management principles and the individual planning areas. The participants of the seminar will work on individual chapters of the book and examine important elements of the Toyota supply chain as part of their seminar work. In addition to a concise presentation of Toyota planning principles, all participants are required to determine and present the connections and dependencies between their own topics and the planning problems of other groups. As part of a final workshop, these individual elements are combined to create a holistic understanding and to facilitate critical analysis.

Prerequisites:

Basic knowledge of Production, Logistics, Purchasing.




5/19

Course structure:

Session Content

1 Introductory event: participation in workshop; topic assignment; exchange in groups

2 Scientific Writing seminar: participation in workshop (this requires your additional registration for the “Scientific Writing” seminar)

3 Intermediate workshop: the groups meet and discuss the interdependencies of their topic with other subject areas. Each group prepares a one-page results protocol and sends it to Maya Michels ([email protected]).

4 Final block course: presentation and active participation in discussion of all topics

Literature:

[1] Toyota Supply Chain Management - A Strategic Approach to the Principles of Toyota's Renowned System" By Ananth Iyer et al. (McGraw Hill, 2009).

Grading:

(1) Seminar paper (75% of final grade): To pass the seminar, a seminar paper must be completed. The paper should be approximately 15 pages double-spaced (excluding bibliography and notes; Times New Roman, font size 12, Author-Date citing style). The basic requirements are discussed in the introductory meeting and in the chair’s seminar “Scientific Writing” (mandatory). The seminar paper can be written either in German or in English.

(2) Presentation (25% of final grade): Participants must present their work in a joint final workshop (block course). The group presentation of each topic should take 15 minutes in length and serve to explain the relevant problems and possible solutions to other participants. In evaluating the presentation, focus will be placed on how precisely and comprehensible the problem is explained and how convincingly the approach (or possible criticism) is presented. In addition, it will be assessed how clearly the connection to other topics is analyzed and presented. Following the presentation, 10-15 minutes of time will be spent on discussion.

Contact:

Dr. Alexander Rothkopf ([email protected])






6/19

Name:

Logistics & Supply Chain Management – Spreadsheet Modelling

Responsible:



Bachelor Seminar Winter 5 CP

Time and Venue:


http://www.wiwi.uni-wuerzburg.de/lehrstuhl/bwl11/teaching/bachelor/seminar_logistics_supply_chain_management/

Contents & Objectives: In many complex business situations, good decision making require some form of quantitative analysis. Oftentimes it is important (and sufficient) to be able to quickly develop and employ rather simple models to gain helpful insights and decision support. A widely available and commonly used tool for developing and employing such models is spreadsheet software, such as Microsoft™ Excel®.

In this seminar students learn to (1) structure relevant decision problems, (2) build a mathematical model, (3) implement it with the help of Microsoft™ Excel® and (4) interpret the results. After an introductory event where students are provided with the relevant knowledge of the model building process and relevant features of Excel, students will work in groups of two on solving a specific case study. Their approach will be presented and discussed during an intermediate workshop. For the final workshop, students must present their solution in Excel and discuss their results.

Prerequisites:

The course is designed for Bachelor students with a basic knowledge of production and logistics and working knowledge in quantitative methods. During the workshops, students are required to bring a mobile computer with a running installation of Microsoft Excel (Version 2007 or above for Windows, Version 2011 for mac). We only require basic Excel skills (simple mathematical operations).

Course structure:

Session Content

1 Introductory event: Introduction to the model building process, introducing and using the Excel Solver, assignment of topics.

2 Intermediate workshop: The groups present their mathematical decision problem and explain their modelling approach

3 Final presentation: presentation of the implementation and results, active participation in discussion of all topics

Literature:

Will be made available ahead of time on WueCampus




7/19

Grading:

(1) Seminar paper (50% of final grade): To pass the seminar, a seminar paper must be completed. The paper should introduce to the context of the decision problem and explain why a certain model was chosen. Also the main results of the implementation and their interpretation must be presented.

(2) Implementation (25% of final grade): We will grade the Excel Implementation based on functionality and visualization of results and inputs.

(3) Presentation (25% of final grade): Participants must present their work in a joint final workshop (block course). The group presentation of each topic should take 15 minutes in length and serve to explain the relevant problem, possible and selected solution approaches, as well as the implementation and its results. It should also include an interpretation of the results. Following the presentation, 10-15 minutes of time will be spent on discussion.

Note: It is mandatory to participate in the chairs’ scientific writing seminar (separate application via Maya Michels ([email protected]) required)

Contact:

Konstantin Kloos ([email protected])

Jan Meller ([email protected])





8/19

Master Name:

Global Logistics & Supply Chain Management

Responsible:



Master Lecture Winter 5 CP

Time and Venue:


http://www.wiwi.uni-wuerzburg.de/lehrstuhl/bwl11/teaching/master/global_logistics_supply_chain_management/


Large-scale enterprises as well as medium-sized firms have increasingly globalized their value creation activities over the past few years. They operate in global markets – with regard to procurement and production as well as in relation to their customers, who are supplied by global distribution systems. Therefore companies need to optimally design and coordinate their globally distributed value creation activities (particularly production and logistics). This lecture provides insight in important planning techniques, which support firms in solving these challenges. The focus lies in understanding and applying modern analytical approaches, which are utilized in business practice by industrial, commercial, and logistics companies and which are oftentimes applied by modern planning software.

The following topics will be addressed: Strategic Network Design, Distribution Network Design, Coordination Under Uncertainty, and Transportation Network Design and Planning, among others. The analytical approaches will be illustrated using practical planning problems and enhanced with case studies, simulations, etc. In addition, specific challenges, faced by management in applying these techniques, will be discussed.

Prerequisites:

The course is designed for students in the Master’s program with a basic knowledge of production and logistics and working knowledge in quantitative methods. International exchange students from Bachelor programs may attend this course if they have good quantitative skills and some background in production and logistics.

Course Structure:

Week Content

1 I Introduction to Logistics & SCM

2 II Logistics & Supply Chain Strategy

3 III Strategic Network Design

III.a Basic Models

4 III.b Distribution network design

5 III.c Global production network design

6 III.d Design of global multi-stage networks

7 III.f Dynamic network design under uncertainty

8 IV Logistics & Supply Chain Planning in Networks

IV.a Inventory management in networks




9/19

9 IV.b Transportation management in networks

10 V The Role of Logistics Service Providers in Global Supply Chains

11 VI Special Topics

VI.a Coordination & Collaboration

VI.b Design to Logistics/Supply Chain

12 Wrap-up, Q&A

Literature:

[1] Chopra, Sunil & Meindl, Peter. (2010): Supply Chain Management – Strategy, Planning and Operation, Boston 2010; Chapters 1-8.

[2] Various other readings that will be made available on WueCampus.

[3] Various case studies (Seven-Eleven Japan, Aldi, Amazon, Applichem, Cashlog, Lucent)

Grading:

60-minute final written exam + optional bonus assignment

Contact:






10/19

Name:

Managerial Analytics & Decision Making

Responsible:



Master Lecture Winter 5 CP

Time and Venue:


http://www.wiwi.uni-wuerzburg.de/lehrstuhl/bwl11/teaching/master/managerial_analytics_decision_making/


The daily working life of a manager naturally involves taking a large number of decisions, with varying amounts of importance, complexity and availability of supporting data. This course will initially cover concepts and methods to structure managerial decisions in a coherent fashion and to deal with multiple objectives. Thereupon, the concepts of risk, uncertainty, and managers’ risk attitudes will be introduced, along with modeling via Monte Carlo Simulation and scenario analysis. The framework will then be extended to groups of interacting subjects, both with common and contrasting objectives. Finally, in order to link theory with practice, models and methods will be applied to a variety of different case studies from different business domains.

After successfully completing the course, students should be able to:

Understand and apply the principles of rational decision making in a business context.

Apply advanced decision support methods (such as decision trees, Monte Carlo simulations, scenario analysis) to analyze and structure strategic business decisions.

Recognize common pitfalls in daily business decisions resulting from heuristics and biases in order to avoid their negative consequences.

Prerequisites:

The course is designed for students in the Master’s program with working knowledge in quantitative methods and statistics. A background in Logistics & Supply Chain Management is not required. International exchange students from Bachelor programs may attend this course if they have good quantitative skills.

Course Structure:

Week Content

1 I Introduction to Decision Analysis

2 II Multiple Objectives

II.a Structuring Objectives

II.b Fundamentals of Multi-attribute/Multi-objective Problems

3 II.c Methods to solve Multi-objective Problems

4 III Decisions Under Risk

III.a Fundamentals

5 III.b Risk preferences of managers

6 IV Simulation for Decision Making under Risk

IV.a Motivation and Fundamentals

7 IV.b: Simulation Case Studies

http://www.wiwi.uni-wuerzburg.de/lehrstuhl/bwl11/teaching/master/managerial_analytics_decision_making/


11/19

8 IV.b Simulation Case Studies (continued)

9 V Linked Decisions

V.a Fundamentals

10 V.b Case study: Outlet Simulation

11 VI Behavioral Aspects of Decision Making

12 Wrap-up, Presentation of bonus assignments, Q&A

Literature:

[1] A package of reading materials (consisting of chapters from different Textbooks like Hammond/Keeney/Raiffa, Russo/Shoemaker, Eisenfuhr, Albright/Winston/Zappe , Kahnemann etc., and practice-oriented articles) will be made available on WueCampus for every chapter

[2] Various case studies (Whirlpool, Thyssen Krupp, A-CAT Corp, Wozac, Condos and others)

Grading:


Contact:


Fabian Taigel ([email protected])




12/19

Name:

Advanced Operations & Logistics Management

Responsible:



Master Lecture Summer 5 CP

Time and Venue:


http://www.wiwi.uni-wuerzburg.de/lehrstuhl/bwl11/teaching/master/advanced_operations_logistics_management/


This lecture equips students with important, relevant practical methods and tools in Operations/Logistics Management. The understanding and application of modern analytical approaches used by manufacturing and service companies is the core of this lecture. Particular concentration is placed on matching supply with demand in a volatile environment.

Among others, the following topics are discussed: Forecasting, Inventory & Capacity Management under uncertainty, Revenue Management, Integrated Sales & Operations Planning. The analytical approaches are illustrated based on planning problems in practice and their understanding is deepened with case studies, simulations, etc. Moreover, specific management problems in applying these approaches are examined.

Prerequisites:

The course is designed for students in the Master’s program with a basic knowledge of production and logistics and working knowledge in quantitative methods and statistics. International exchange students from Bachelor programs may attend this course if they have good quantitative skills and some background in production and logistics.

Course structure:

Week Content

1 I Matching Supply with Demand – understanding the challenges

2 II Forecasting

- fundamentals - Time series models for stationary demand

3 II Forecasting (cont.)

- Models with trend, seasonality - Extensions - Case

4 III Consensus Forecasting & Integrated Sales and Operations Planning (S&OP)

5 IV Inventory Management under uncertainty

- Introduction - Newsvendor Model

6 IV Inventory Management under uncertainty (cont)

- Performance Measures - Multi-Period models (QR-, sS-Policies) - Cases




13/19

7 V Capacity Management under uncertainty

- Fundamentals - Introduction to Queuing Theory

8 V Capacity Management under uncertainty (cont)

- Queuing Theory continued - Case/Simulation Benihana

9 VI Order Fulfillment

10 VII Revenue Management

11 VIII Further Concepts

12 Wrap-up, Q&A

Literature:

[1] A package of reading materials (consisting of chapters from different Textbooks like Cachon/Terwiesch, van Mieghem, Nahmias, etc., and practice-oriented articles) will be made available on WueCampus for every chapter

[2] Various case studies (Wilkins, Leitax, L.L. Bean, Paper and More, Benihana, and others)

Grading:


Contact:






14/19

Name:

Strategic Management of Global Supply Chains

Responsible:



Master Lecture Summer 5 CP

Time and Venue:


http://www.wiwi.uni-wuerzburg.de/lehrstuhl/bwl11/teaching/master/strategic_management_of_global_supply_chains/

Block course, 4 complete days

Contents & Objectives: Large-scale as well as medium-sized companies have progressively globalized their value creation activities over the past years. They operate in global markets – both in procuring goods and services as well as in dealing with customers. At the same time, many companies have outsourced fundamental parts of their value creation to partners (i.e. suppliers, logistics service providers, etc.). In order to decrease production and procurement costs, outsourcing partners have been chosen in low-cost countries (so-called low cost country sourcing). Companies are faced with the problem of designing and coordinating the best possible strategies for global value networks (global supply chains). In this lecture, important theoretical and practical issues in strategic management of global supply chains are addressed.

Students are required to independently prepare theoretical (partially quantitative-analytical) approaches and concepts. Students intensify their knowledge and partially develop theoretical concepts through case studies.

Prerequisites:

This course is designed for students in the Master’s program who do not intend to specialize in Logistics & SCM, but who do want to obtain a good understanding of global manufacturing and global supply chains. Therefore, the course has no specific prerequisites apart from basic analytical and statistical skills.

Course structure:

Week Content

1 I Introduction to Global Supply Chain Strategies

2 II Design of Global Production Networks, Global vs. Local Sourcing

3 III Outsourcing, Offshoring, Contract Manufacturing und Supply Chain Intermediaries

4 Global Supply Chain Simulation

Literature:

[1] A package of reading materials (consisting of chapters from different Textbooks like Cachon/Terwiesch, van Mieghem, Nahmias, etc., and practice-oriented articles) will be made available on WueCampus for every chapter

[2] Multiple Case Studies (Sport Obermeyer, Zara, Li & Fung, Solectron)

Grading:

60-minute final written exam

Contact:






15/19

Name:

Operations Management – Supply Chain Collaboration

Responsible:



Master Seminar Winter 10 CP

Time and Venue:



Contents & Objectives: Supply chain collaboration (SCC) is a joint decision making process for aligning plans of individual supply chain members with the aim of achieving coordination under information asymmetry. It is a well-acknowledged fact that supply chain collaboration yields a significant potential to increase overall supply chain performance. The benefits of collaborative supply chain planning, such as reducing overall supply chain costs and increasing service levels, have been highlighted in many theoretical and empirical studies. Information sharing is a prerequisite for any collaborative planning approach. Individual members of the supply chain dispose of relevant (private) data regarding their own operations (e.g. cost and capacity data, inventory levels, demand forecasts) that need to be exchanged in order to enable joint decision making. To align inventory decisions or synchronize production plans, for example, companies need to share information such as on-hand inventory and cost/capacity data related to manufacturing and warehousing.

The aim of this seminar is to familiarize participants with the main problems that arise in non-collaborative supply chains and discuss various approaches of supply chain collaboration that tackle these issues.

Prerequisites:

Only for Students of “Wirtschaftsinformatik”.

Ideally, students should have attended lectures in Logistics, Operations Management, Supply Chain Management.

Course structure:

Session Content

1 Introductory event: participation in workshop; topic assignment; exchange in groups

2 Scientific Writing seminar: participation in workshop (this requires your additional registration for the “Scientific Writing” seminar)

3 Intermediate workshop: the groups meet and discuss the interdependencies of their topic with other subject areas. Each group prepares a one-page results protocol and sents it to Maya Michels ([email protected]).

4 Final block course: presentation and active participation in discussion of all topics

Literature:

Depending on chosen topic.

Grading:

The final grade is based on the grade for the seminar paper (weight: 2/3) and the grade for the presentation and participation in discussion of all topics (weight: 1/3).





16/19

Contact:


Julian Kurz ([email protected])

Fabian Taigel ([email protected])





17/19

Name:

Supply Chain Competition

Responsible:



Master Seminar Summer/Winter 5 CP

Time and Venue:


http://www.wiwi.uni-wuerzburg.de/lehrstuhl/bwl11/teaching/master/seminar_supply_chain_competition/#c363539

Contents & Objectives: The components of a value chain are traditionally seen and administered as separate entities: the operations manager tries to optimize processes in production and warehousing, the purchasing manager wants to minimize purchasing prices, the sales manager’s efforts are aimed at maximizing revenue, while, hopefully, a supply chain manager tries to coordinate this complex array of tasks and incentives.

However, current practices very often ignore how the decisions taken by these different managers may inadvertently impact the overall performance of a different “area” – value chains are complex systems, where changing the value of one variable affects the functioning of the whole system. A synergetic approach would thus be more effective, along with incentives promoting overall results as opposed to individual performance. Today, many companies have realized the value of a better coordination of different functions and tasks in the Value Chain and have launched projects to change organizational structures and incentives to improve cross-functional alignment. In this context, practitioners often refer to a concept called integrated sales and operations management (S&OP).

Unfortunately, designing such systems has proven to be a very complex task: the “traditional” functional view of the Value Chain is deeply embedded in most organizations. Better alignment requires a better understanding of how decisions of different functions impact each other and the performance in the Value Chain. Also, new incentive schemes need to be established.

The objective of this course ties directly into this subject: it aims at giving students an understanding of how they can best coordinate their efforts with other areas, as potential future employees and/or managers operating in a specific area of an enterprise. Thanks to the game “The Fresh Connection”, they will be assigned to the role of either purchasing, operations, supply chain or sales manager; as objective, they will be requested to improve the performance (measured by Return on Investment) of “The Fresh Connection”, a producer of fresh fruit juice, through a series of sequential decisions.

“The Fresh Connection” is a business simulation, a powerful and innovative learning method applied by many business schools and companies around the world, aimed at replicating a real business environment in a classroom setting. You can obtain further information under: www.thefreshconnection.eu .

At the end of the course, the participants will develop a deep understanding of the intricate interdependencies between the variables governed by each area-manager in a typical medium-to-big firm, as well as having a general overview of how each area contributes to total value added. Finally, they should be able to recognize when and where this knowledge will and may be practically relevant, in order to avoid negative deviations from optimal performance caused by lack of coordinated incentives.

Prerequisites:

This is a capstone course that combines aspects of Purchasing, Logistics, Production & Supply Chain Management. Ideally, participants have attended a number of lectures in these fields.



http://www.thefreshconnection.eu/


18/19

Course structure:

Session Content

1 Introductory event: participation in workshop; Assignment to Groups

2 2 Intermediate workshops to discuss planning approaches and results

3 Presentation Workshop: presentation and active participation in discussion of all topics

Literature:

[1] https://www.thefreshconnection.biz/

Grading:

The final report of each group will be graded.

Contact:


Felix Lauton ([email protected])




19/19

Name:

Logistics & Supply Chain Management

Responsible:



Master Seminar Summer/Winter 10 CP

Time and Venue:


http://www.wiwi.uni-wuerzburg.de/lehrstuhl/bwl11/teaching/master/seminar_logistics_supply_chain_management/

Contents & Objectives: Quantitative planning approaches are particularly valuable for designing logistics systems and supply chains. They support decision makers in taking important strategic, tactical, and operational decisions by providing well-founded and relevant information. Many of these decisions have significant impact on the competitiveness of companies because they considerably influence todays as well as tomorrows costs and revenues. The adoption of quantitative planning methods has been strongly supported by the development of information and communication systems: Advanced tools are available at low costs, versatile methods to model and solve planning problems have been integrated in standard software, the user friendliness has improved, and last but not least: the access to necessary data has substantially progressed (i.e. through ERP systems).

The main objective of this seminar is to familiarize participants with diverse quantitative planning problems and potential solutions. Planning techniques are applied to solve real problems in companies. Participants in this seminar learn about actual planning problems in Logistics and Supply Chain Management; they analyze and understand how companies address these problems.

Prerequisites:

Participants should have attended lectures in Logistics & Supply Chain Management and should have a good working knowledge of basic quantitative methods.

Course structure:

Session Content

1 Introductory event: Introduction to the seminar, assignment of topics

2 Intermediate workshop: Discussion of decision making problems, cases and approaches

3 Final Workshop: Presentation of term papers, and active participation in discussion of all topics

Literature:

Grading:

A weighted average of the grade for the seminar paper (weight: 2/3) and the final presentation (weight: 1/3)

Contact:





syllabi - uni- · pdf filesyllabi bachelor ... one very successful aps is sap’s...

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