Supply Chain Management MBA Curriculum & Course Descriptions

The information presented on this page applies to students in the Traditional Full-Time MBA program as well as students in the the Flex MBA program. It is meant to serve as an overview and not as a replacement for meeting with an advisor.
(Click here to jump straight to the Course Descriptions below.)

Curriculum

This concentration requires students take at least 15 credits beyond the MBA core, foundation, and integrative courses. This includes 9 credits from the SCM concentration core (6 credits for Flex students) and a minimum of 6 credits from Areas 1, 2, 3, or 4 (9 credits for Flex students). These requirements are summarized in the table below.

Operations Analysis (22:799:564) is part of the MBA core and is required for all MBA students.

	FT Students	Flex Students
Required SCM Concentration Core	9 cr	6 cr
Electives from Areas 1, 2, 3, or 4	6 cr	9 cr

 

Required SCM Concentration Core
(9 credits for Full-Time students / 6 credits for Flex students)

Course #	Title	Credits
22:799:608	Procurement Management & Global Sourcing	3
22:799:650	Supply Chain Management Industry Project*	3
22:799:607	Supply Chain Management Strategies	3

*Note: Required for Full-Time students; elective for Flex students.

 

Supply Chain Management related Electives
(At least 6 credits for Full-Time students; 9 credits for Flex students)

Students may choose any combination of courses from the following areas to fulfill the elective requirements.

Area 1 - Procurement and Sourcing Management

Course #	Title	Credits
22:630:606	Business-to-Business Marketing	3
22:799:678	Global Labor Governance	3
22:799:662	Global Supply Chain Law	3
22:620:606	Managing Strategic Transformations	3
22:620:617	Negotiations	3
22:799:672	Supply Chain Environment Management / Green Purchasing	3
22:799:669	Supply Chain Risk Management	3

Not all of the above classes are offered each term.

 

Area 2 - Supply Chain Performance Optimization and Technologies

Course #	Title	Credits
22:799:675	Advanced Project Management	3
22:799:670	Business Intelligence for Supply Chains and Marketing	3
22:960:575	Data Models	3
22:799:663	Demand Analysis & Management for Value Chains	3
22:010:623	Enterprise Resource Planning	3
22:799:677	Fundamentals of Project Management Professionals (PMP)	3
22:799:661	Introduction to Project Management	3
22:799:676	Lean Six-Sigma	3
22:799:679	Logistics / Transportation Management	3
22:799:671	Microsoft Project for Professionals	3
22:799:TBA	New Product Development	3
22:799:TBA	Quantitative Modeling & Managerial Decision Making for Value Chains	3
22:799:659	Supply Chain Solutions with ERP/SAP I	3
22:799:660	Supply Chain Solutions with ERP/SAP II**	3
22:799:605	Total Quality Management	3

Not all of the above classes are offered each term.

 

Area 3 - Industry Series by Distinguished Business Executives

Course #	Title	Credits
22:799:655	Contract Management for Supply Chain Management Professionals	1
22:799:665	Managing Global Supply Chains	1
22:799:658	Manufacturing Outsourcing	1
22:799:647	Pharmaceutical Purchasing and Supply Chain Management	1
22:799:653	Product Design and Supply Chain Alignment	1
22:799:668	Sales & Operations Planning	1
22:799:TBA	Service Management	1
22:799:664	Service Outsourcing	1
22:799:673	Supply Chain Pricing Strategy	1

Not all of the above classes are offered each term.

 

Area 4 - Field Practice Courses

Course #	Title	Credits
22:799:646	India Travel Course	3
22:799:648	Valuation of New Business Ventures: A Supply Chain Perspective	3

Not all of the above classes are offered each term.

 

Optional professional certificates for SCM students

• Lean Six-Sigma Green Belt Knowledge Certificate
• Supply Chain Sustainability Leadership Certificate
• The Project Management Professional (PMP) Certificate Exam Preparation (for students who also have the requisite professional project management experience)
• Rutgers-SAP Certificate**
• SAP Entry-level Consultant License Exam (2009 RBS-SCM passing rate: 100%)

 

**Note: The Rutgers Business School and SAP America, Inc. are now offering the RBS-SAP Certificate, which has both RBS logo and SAP logo.  To get this certificate, a student must finish any three of the following five courses with a grade B or above:

• 22:799:670 - Business Intelligence
• 22:799:663 - Demand Analysis & Management for Value Chains
• 22:010:623 - Enterprise Resource Planning Systems
• 22:799:659 - Supply Chain Solutions with ERP/SAP I
• 22:799:660 - Supply Chain Solutions with ERP/SAP II

 

Course Descriptions

22:799:675 - (3 cr)
Advanced Project Management

Building on the foundations established in the Introduction to Project Management Course, this course will bring students to the next level of project management by developing a business-focused approach to project management. Many organizations realize that the traditional approach to project management is insufficient to deal with today’s business requirements and that meeting time and budget goals is no longer enough. This course will help students deal with the complexity and dynamics of modern projects and show them how to manage projects for building competitive advantage and achieving business results. The course will introduce the principles of Strategic Project Leadership, which is an integrated approach to project management. It will combine the strategic, business-related aspects of projects, the operational needs of getting the job done, and the leadership sides of inspiring and leading the project team. Upon completion of the course students will be able to create their strategic business-focused project plan and align their project with the company’s business strategy. Enrollment in this course requires successful completion of the Introduction to Project Management course (22:799:661). For those students with extensive professional project management experience, this prerequisite requirement may be waived with the permission of the instructor.

Prerequisite: Introduction to Project Management (22:799:661)

22:799:670 - (3 cr)
Business Intelligence for Supply Chains and Marketing

Supply Chain Business Intelligence plays a pivotal role in supply chain management and collaboration.  SAP BI is fully integrated with SAP SCM and ECC, with the ability to improve inventory visibility, customer service, and demand management.  This course discusses the applications of SAP BI in the field of supply chain management and addresses how to leverage SAP BI to define KPIs, sharpen the accuracy of forecasting and planning, track business activities, and deliver dashboards, scorecards, strategic reporting, and operational/real-time reporting to enhance supply chain decision making.  As a case study, how Microsoft manages SAP BI internally for business analytics and strategic insights will be introduced.

22:630:606 - (3 cr)
Business-to-Business Marketing

Introduces business-to-business marketing from the perspective of both the seller and the buyer. Covers marketing strategy and product/ market planning systems; selling and management of the sales force; marketing research and competitive intelligence; pricing and promotion; management of auxiliary services; and industrial buying behavior.

22:799:655 - (1 cr)
Contract Management for Supply Chain Management Professionals

Focuses on crucial contract management considerations including: a) How sound contracting practices, coupled with strong contract management techniques, is an important part of being successful in an increasingly competitive global environment. b) How to assess, minimize and manage risks in supplier contracts by early identification of contractual “red flags”. c) Practical steps for improving and standardizing contracts and contract management techniques in organizations. This course provides supply chain management professionals with skills, strategies and techniques to avoid the pitfalls associated with poor contract management.  Although supplier contracts have never been simple, today’s transactions such as outsourcing contracts or strategic alliances have become significantly more complex, with a myriad of technical, commercial and other considerations. Supply chain management professionals need to be well versed in the subtleties of how to optimally structure and manage supplier contracts and their associated risks.

22:960:575 - (3 cr)
Data Models

Introduces statistics as applied to managerial problems. Emphasis is on conceptual understanding as well as conducting statistical analyses. Students learn the limitations and potential of statistics, gain hands-on experience using Excel, as well as comprehensive packages, such as SPSS®. Topics include descriptive statistics, continuous distributions, confidence intervals for means and proportions, and regression. Application areas include finance, operations, and marketing. Introduces the basic concepts of model building and its role in rational decision making. Knowledge of specific modeling techniques, such as linear and nonlinear programming, decision analysis, and simulation, along with some insight into their practical application is acquired. Students are encouraged to take an analytic view of decision making by formalizing trade-offs, specifying constraints, providing for uncertainty, and performing sensitivity analyses. Students form groups to collect and analyze data, and to write and present a final report.

22:799:663 - (3 cr)
Demand Analysis & Management for Value Chains

This course aims to help students develop a sophisticated forecasting capability and understand the significance of data analysis and model selection. We develop managerial insights and techniques for forecasting and illustrate these concepts by combining theory, examples, practical applications, and case studies.  Modern statistical methods are emphasized in generating business forecasts.  The forecasting models and methodologies introduced in this course can be applied not only in supply chain management and marketing, but also in finance.  Specific applications to business include forecasting sales, production, inventory, macroeconomic factors such as interest rates and exchange rates, and other aspects of both short- and long-term business planning.  The course utilizes Microsoft Excel-based ForecastXTM Software for Windows, which is one of the most comprehensive, Excel-based statistical analysis and forecasting tools available on the market.

22:010:623 - (3 cr)
Enterprise Resource Planning

Examines theories, concepts, and methodologies of enterprise resource planning systems (i.e. SAP, BAAN, PeopleSoft, Oracle) from the perspective of an internal or external organizational consultant. Includes an examination of assessment and diagnosis, contracting, survey of alternative ERP systems, and an overview of usage of one particular system. ERPs are overviewed along their accounting, marketing, human resources, production, and other features. Combines lectures, class discussion, and case analyses as a vehicle for the application of theory in action.

22:799:677 - (3 cr)
Fundamentals of Project Management Professionals (PMP)

This course is a complementary course to the Introduction to Project Management (22:799:661), or its equivalent. It focuses on the development of knowledge for professional project managers, and will prepare students to take the Project Management Institute (PMI)’s PMP Examination. The PMI’s PMP Certification has become an attractive qualification to many employers, who are looking to hire experienced project managers. Recent surveys found out that even in today’s tight economic environment, over 50% of project managers reported getting salary increases during last year. The survey also showed that having a PMP Certification added 11% to the average salary of project managers who are non-PMPs. Students should have prior PM experience or education, typically, 3 years industry experience in project management, and instructor’s consent, or Introduction to Project Management, 22:799:669, or equivalent. Students can take the course concurrently with the introduction course (in the same semester). Qualified senior undergraduate students may be able to enroll on a case-by-case basis upon instructor’s consent and their department’s permission.

Prerequisite: See description above

22:799:678 - (3 cr)
Global Labor Governance

When Nike was the subject of a series of exposés of the poor working conditions in the Indonesian factories that produced its gear in the 1990s, the Nike swoosh quickly transformed from a symbol of being healthy and hip, into one of exploitation. Nike soon faced a diving stock price, angry activists, lawsuits in the United States, concerned consumers who wanted to be sure that the products that they were buying were produced in conditions compliant with international human and labor rights standards, and concerned managers who needed to decide what to do about a situation that they had thought was outside of their responsibilities.  These challenges continue today as global companies with far reaching supply chains face market, political, legal, and ethical pressures to ensure that their supply chains meet the expectations of various stakeholders. In this course we will examine the question of global labor governance with a special focus on the challenges of regulating the global labor supply chain. We will address this question both from a legal and a managerial perspective, studying relevant international and domestic law and legal instruments, as well as practical approaches and the ethical and business dilemmas faced by contemporary global managers. Students in this course will include both MBA students, as well as students from the Division of Global Affairs.

22:799:662 - (3 cr)
Global Supply Chain Law

Supply chain managers must be cognizant of the way that law structures their business decisions. International and domestic law impacts the a) costs and risks of entering into transactions, and b) decisions on sourcing from a given country or supplier. This course will examine a wide variety of legal subjects, primarily international, that shape and impact domestic and global sourcing decision-making. These topics include but are not limited to: contracts, trade law, transportation, tort, dispute settlement, international investment law, international marketing law, and labor and environmental supply chain regulation. Students will be able to supply chain or marketing credit.

22:799:646 - (3 cr)
India Travel Course

The objective of the course is to learn about India’s dynamic economy and business environment through both classroom study, as well as hands-on learning. In addition to learning about the practical aspects of doing business in India, it will also investigate broader policy questions about the impact of India’s economic liberalization on workers and human rights, social equity, and human development. Special attention will also be paid to India’s role as an important element of the global supply chain, as well as some of the challenges that MNCs must face such as ensuring worker rights and environmental protections in their sourcing.  This unique course involves two stages. The first stage will involve intensive study over the course of six 3-hour sessions, and one session to be scheduled after the India trip. Stage two, which is optional but has stage one as a prerequisite, involves an intensive field trip to India.

22:799:661 - (3 cr)
Introduction to Project Management

One of the most critical elements in the competitiveness and growth of organizations is project management. Projects are the drivers of innovation and change and no organization can survive today without projects. Furthermore, almost every MBA graduate may sooner or later be required to manage a project. This course will present the classical foundations of project management and introduce students to the world of real life project problems. Upon completion of this course, students will understand the basic concepts and critical factors of initiating, planning, organizing, controlling, and running a project. They will be able to develop a project plan, build a project team and adapt their project management style to the unique project characteristics. Course topics will include: project initiation, project success dimensions, integration, scope, planning, controlling and monitoring, time, cost and risk management, project organization, project teamwork, and project adaptation. The course will also advise students how they could prepare themselves for the PMP Exam of the Project Management Institute in order to become Professional Project Managers.

22:799:676 - (3 cr)
Lean Six-Sigma

In addition to covering the fundamentals of Lean and Six Sigma, this course will equip students with other important tools and strategies to improve the performance of business processes.  Students will practice solving business problems and improving processes through case studies, team exercises and simulations, self assessments, and guest lectures.  Topics covered will include: six sigma improvement methodology and tools, lean manufacturing tools and approaches, dashboards and other business improvement techniques.  Students will also gain an understanding of: the strategic importance of business improvement, the need for fact based management, the significance of change management, and how to deploy these tools in different parts of the value chain.

22:799:679 - (3 cr)
Logistics / Transportation Management

Logistics and Transportation Management is designed to provide students with an understanding of the strategic and tactical elements of logistics and transportation management. This course will examine various forms of transportation and how the supply chain can be structured to supply logistics and transportation solutions. In addition to studying transportation modal choices, logistics and transportation infrastructure in the U.S. and around the world will be discussed.

This course will provide students with a thorough overview of the concepts of logistics management and transportation. We will take a total systems approach to the management of all those activities involved in physically moving and storing materials and information through the supply chain. Improved management of logistics activities offers significant potential for improving corporate profitability and return on assets. Students will learn how to make tradeoffs using logistics cost modeling techniques.

The focus of this class is on both theoretical and practical issues.  At the end of the class it is expected that the student will have a clearer understanding of how logistics functions and processes work.  The teaching method will be a combination of case analysis, lecture and class discussion. Also, guest executives will discuss how they created and managed logistics innovation.

Logistics and Transportation Management will have three recurring themes:

1. Innovative product flow system design requires breaking out of old paradigms, and seeing the product flow process from a strategic, integrative perspective
2. Changes to product flow require parallel changes to management systems and structures, such as planning, measurement, compensation, and organization
3. A well-defined change management process is essential

The course focuses on strategic, management, and operational design issues. While some quantification is important, it is not a predominantly quantitative course.

22:799:665 - (1 cr)
Managing Global Supply Chains

Managing a Global Supply Chain is a complex task. This course examines the strategies for effectively managing global supply chains, balancing conflicting objectives, optimizing the global network, leveraging global procurement, and the processes and systems information requirements to maximize customer service at the lowest possible costs. In addition, the benefits and challenges of regional vs. global sourcing and the best way to synchronize processes across the globe will be covered.

22:620:606 - (3 cr)
Managing Strategic Transformations

Explores new approaches for organizing the total enterprise, including structuring, processes, and culture. Using cases and simulations, new forms of organizing are linked to various competitive strategies and to performance, and skills for designing, implementing, and managing strategic transformation are developed.

22:799:658 - (1 cr)
Manufacturing Outsourcing

Provides an understanding of the benefits in manufacturing outsourcing as measured in improved costs, access to new and differentiated innovation and greater organizational diversity/flexibility. Offers techniques needed to translate the strategic value of manufacturing outsourcing to direct, tangible benefits with significant measurable profit contributions. Key topics to be covered: organizational readiness and executive sponsorship; best practice benchmarking; differentiating competencies/technologies; defining the optimal third party profile; establishing clear expectations; collaboration practices & processes; managing knowledge transfers; sustainable & mutually beneficial relationships.

22:799:671 - (3 cr)
Microsoft Project for Professionals

This course will teach the power of Microsoft Project 2007 for a single project. This course is for the new users of Microsoft Project 2007 who want to familiarize themselves with the tool and begin planning their projects.  Upon completion of this course, students will understand the ease of use of the tool and take advantage of its flexibility in scheduling and re-scheduling, and use the powerful reporting features.  The course provides the students with ample opportunity to use Microsoft Project 2007 in a computer lab environment. The learning environment is a well balanced mixture of lecture and tool application using a case study.

22:620:617 - (3 cr)
Negotiations

Provides an introduction to the principles, practice, and processes of negotiations as a management skill with bosses, subordinates, peers, clients, and customers. Discussion of the preparation and planning for negotiation, the strategy and tactics of negotiation, issues regarding both distributive and integrative bargaining, and ethics in negotiation.

22:799:647 - (1 cr)
Pharmaceutical Purchasing and Supply Chain Management

Offers students the knowledge of cost management, strategic sourcing, negotiation, procurement processes and supply management strategies for pharmaceutical companies. In today's competitive global pharmaceutical environment, more and more companies are faced with diminishing product pipelines and generic competition due to patent expiries.  The traditional cash rich pharmaceutical companies are now faced with the challenge of tightly managing their operations and supply chains in an effort to reduce spend.  At the same time, pharmaceutical companies are constantly faced with challenges of counterfeiting, global logistics and rising commodity prices.  As a result of such changes to the pharmaceutical landscape, companies find themselves focusing on strategic supply chain, logistics and operations management area to effectively impact the bottom line.

22:799:608 - (3 cr)
Procurement Management & Global Sourcing

Global Procurement is now recognized as a key strategy to create value for the corporation. This course reviews the demands placed on today's procurement and supply management from the firm’s stakeholders, demonstrates the impact of procurement and supply management on the competitive success and profitability of the organization, describes ethical, contractual and legal issues faced by procurement, and recognizes the expanding strategic nature of procurement. The major areas covered are procurement as a functional activity; how procurement impacts on total quality, cost, delivery, technology, and responsiveness to the needs of a firm's external customers (insourcing/outsourcing, supplier evaluation, supplier development, and global sourcing); introduction of the tools, techniques, and approaches for managing the procurement and sourcing process (cost/price analysis, negotiations, and contract management); issues and activities that support the procurement and sourcing process; and future directions of procurement and supply management. Case studies and outside speakers will be used to illustrate the issues discussed in lectures.

22:799:653 - (1 cr)
Product Design and Supply Chain Alignment

Product Design and Supply Chain Alignment is the set of activities and processes associated with the development of new products and its subsequent product launch. The Supply Chain plays a critical role in this process. This course will cover the new product design phase, make vs. buy decisions, optimal sourcing decisions, early involvement of suppliers and the use of strategic partners and, finally the eventual launching of the product to the market and end customers.  In many progressive companies, the Supply Chain takes a leadership role to align the business across multiple departments to ensure successful new product launches.

22:799:TBA - (3 cr)
Quantitative Modeling & Managerial Decision Making for Value Chains

The objective of this course is to provide students with quantitative modeling skills and data visualizing tools to aid business decision making through an extensive training in real-world case studies. It enables students to identify the problem and verify assumptions, build and analyze quantitative models using Excel, visualizing data and results, and present managerial insights to internal /external customers. Cases studies are drawn from a variety of business applications such as finance, marketing, R&D, new product launch and service operations. In each case study, students are required to build models and solutions under the supervision of the instructor. This course provides the necessary training on quantitative modeling and presentation for students pursuing a career in businesses consulting.

22:799:668 - (1 cr)
Sales & Operations Planning

The rise in importance of the supply chain at leading companies has created a higher level of expectations regarding this function. While cost-focused supply chain improvements like sourcing, lean manufacturing, contract manufacturing, and third-party logistics have all helped to improve the bottom line, the next challenge is to achieve full alignment with the strategic intent of the business and effectively execute growth objectives. Industry leaders are implementing Sales and Operations Planning processes to insure that the proper planning and execution is in place to deliver revenue, profit and customer service expectations. This course will focus on the fundamentals of the Sales and Operations Planning process and how it establishes Strategic and Organizational alignment, enhances Operational Excellence and Competitive Advantage, and most importantly, improves Planning and Execution. Some specific topics include:

• The strategic importance of an S&OP process in driving a Supply Chain transformation and improving Business alignment
• Developing an S&OP process – how it is performed and implemented
• Balancing Demand Plans and Supply Constraints
• Improving Sales Demand Planning and its role in driving Operational Excellence
• How an S&OP improves Customer Service while optimizing Inventory and controlling Supply Chain Costs

22:799:664 - (1 cr)
Service Outsourcing

Service Outsourcing is subcontracting a process, such as customer service call-center, manufacturing, or warehousing to a third party company. The decision is often made in the interest of lowering the firm’s costs, redirecting internal resources to the firm's core competencies, or to improve overall efficiencies of the business. This course will cover the reasons for service outsourcing, decision criteria, evaluating supplier proposals, supplier competition, negotiations, contract terms and conditions, change management and risks associated with service outsourcing. With the increasing globalization and the firms desire to drive our non-value costs, service outsourcing continues to expand and evolve, and therefore this course is critical to any Supply Chain Management or Global Procurement professional.

22:799:672 - (3 cr)
Supply Chain Environment Management / Green Purchasing

There is global experience and examples that show how sustainability criteria (using Sustainable Development as a point of reference) in the ‘upstream’ supply chain management and procurement process and decision-making of public and private agencies, organizations and corporate entities can both improve environmental performance, while addressing ethics, social regeneration and economic concerns (e.g. the ‘triple bottom-line’). This course will allow students to participate in applied research (real-time programs currently being developed in the U.S., and around the world) to explore the application of environmentally responsible supply chain and ‘green’ procurement principles across multiple public and private sectors which includes: designing supply chain management and procurement schemes which address environmental, social and ethical considerations in organizational policy development as well as the procurement process. Research themes include: the public and private supply chain management and procurement process, green purchasing process and policy development (and performance measurement), contract design, procurement which promotes low carbon emission considerations and zero waste (avoidance and minimization), “the Rutgers Purchasing Low Carbs-Zero Waste Research Program”, social and economic regeneration (as a result of targeted green procurement), civic infrastructure policy, e-procurement applications, and cost cutting measures derived from life cycling costing modeling.  Our goal in this class is to bring business students (and other academic students) together with different experiences to examine environmental management from a supply chain management perspective. It is our intention to provide each of you with an opportunity to apply your general background knowledge and specific expertise of your foci to a single issue that is relevant not only to the local area but also to the global environment as well.

22:799:650 - (3 cr)
Supply Chain Management Industry Project

Achieving true economic growth is the challenge that all business organizations are facing, for which supply chain management is the key enabler. To offer our Rutgers MBA students a thorough understanding, first-hand knowledge, and solid working experience of real life industry supply chain projects, we introduce this new MBA elective course. This course is particularly important for MBA students who are seeking a major or double major in supply chain management and who are interested in advanced professional career preparation.

22:799:607 - (3 cr)
Supply Chain Management Strategies

This course provides a broad overview of key supply chain strategies, issues and aspects.  Topics covered include logistics networks, forecasting, inventory management, supply contracts, strategic alliances, supply chain integration and design, procurement and outsourcing, customer value, international issues, and a quick review of supply chain software.  Case studies and outside guest speakers will be used to illustrate the issues discussed in lectures.

22:799:673 - (1 cr)
Supply Chain Pricing Strategy

Studies indicate that a one percent improvement in price, for the average S&P 500 Company, will yield a 10% to 12% improvement in pre-tax profits.  Pricing is by far the most important profit level on the P&L for most businesses.  In addition, countless industries have suffered significant adverse impact due to poor pricing practices and disastrous price wars.  Despite the importance of pricing, it is, perhaps, the least understood and most poorly managed “P” of marketing.  Senior executives and marketing leaders frequently make both strategic and tactical errors in pricing.  This course will explore pricing from both a strategic and tactical level.  Whether you are in marketing, sales, finance, supply chain or general management, there are many key learnings to take from the course.  The course will explore, among other things:

• Developing pricing strategy
• Linking pricing strategy to business and marketing strategy
• Value based pricing and customer segmentation based on value
• Fighting price wars
• Developing pricing for new products
• Integrating pricing to sales strategies

22:799:669 - (3 cr)
Supply Chain Risk Management

Supply chain security and risk management (SCSRM) have become major business concerns in view of the need to maintain business continuity in the wake of high-consequence disruptive events.  The objective of the course is to provide a broad overview of key supply chain security areas and issues in the context of homeland security.  Topics covered include security organizations, security-related legislation and strategies, security programs, maritime transportation security, containerized cargo security, land transportation security, food chain security, pharmaceutical chain security, utilities security, cyber security, first response and recovery, and supply-chain security technologies.  Optional case studies presented by students will be used to illustrate the issues discussed in lectures.

22:799:659 - (3 cr)
Supply Chain Solutions with ERP/SAP I

Provides a technical overview of Enterprise Resource Planning Systems and their role within an organization. It introduces key concepts of integrated information systems and explains why such systems are valuable to businesses. SAP ECC is introduced to illustrate the concepts, fundamentals, framework, general information, technology context, technological infrastructure, and integration of enterprise-wide business applications. In addition to lectures, students will be guided through several hands-on activities of various business processes in SAP ECC. The objective of this course is to help students: 1) master the basic concepts, architecture and terminology of an ERP system; 2) understand the need and examine the capabilities of ERP systems; and 3) illustrate how integrated information systems can help a company prosper.

22:799:660 - (3 cr)
Supply Chain Solutions with ERP/SAP II

This course focuses on SAP’s ERP and SCM solutions, as well as their major applications in supply chain management, which not only enable the supply chain visibility, but also support the decision making.  The activities that lead to the integration of information and material flows across organizations are discussed.  This course will also examine and apply techniques used in SAP ECC and SAP SCM for system configuration and integration with a focus on logistics and finance.  The objective of this course is to help students: 1) be able to make reasonable decisions for supply chain management problems using certain decision-support systems; 2) be aware of supply chain practices; 3) identify the business process view of an organization through the process of configuring SAP ECC and SCM systems.

Prerequisite: Supply Chain Solutions with ERP/SAP I (22:799:659)

22:799:605 - (3 cr)
Total Quality Management

Total quality management (TQM) represents an enterprise-wide program aimed at defining and achieving customer satisfaction. This course introduces students to the philosophies, organizational cultures, and practices leading organizations employ to ensure and continuously improve quality. Upon completing this course, students should have an excellent understanding of the strategic and financial value of being capable of delivering quality products and services that consistently meet customer expectations.

22:799:648 - (3 cr)
Valuation of New Business Ventures: A Supply Chain Perspective

Knowledge made available along the supply chain can be used to foster new demand –driven product innovations and to initiate new ventures. Virtual company teams are formed to plan the design, assembly, marketing and distribution of new innovative products.  A business plan will be formed by each virtual company team. The business plan will include: a marketing plan; financial analysis including income statements and balance sheets, procurement, supplier alliances, logistics and fulfillment plans for the products to be produced. A design plan for the pro-posed new product will also be produced. Each project will be directed to develop a business process for launching a specific product and is expected to involve: Product identification and description; Market analysis and product benchmarking; Product design and R&D management; Business plan for launching the new product; Implementation of the business plan with adaptations as required; Documenting the evolution of the project; New product testing, demonstrating, and marketing; Financial analysis; Supply chain innovations and business process design.  The expected outcome of each teamed project is a marketable new product together with a design of its supply chain that is resilient, profitable, cost-effective, and responsive to the highly dynamic market. A large number of project opportunities will be en-countered as the participants work through the introductory material.

 

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