The following courses represent the typical course sequence and schedule for your second year.
The purpose of this course is to introduce students to the strategic position of manufacturing and service operations and to help students gain an understanding of best operations principles and practices. Students examine how the mission and purpose of a company guide the operations strategy to ensure manufacturing and service delivery contribute to the success of the firm.
Alternative production systems are evaluated in terms of their fit with the firm’s choice of product variety and volume. Students will learn about monitoring and control systems to ensure that strategic operational objectives are actually achieved, rather than lost due to failing focus. The course also covers process improvement methods, specifically the methodologies of Six Sigma and Lean Production, and project management that provides the framework to bring the desired improvements to fruition. The course conclude by examining several tools in support of process execution, including ERP systems, outsourcing, capacity planning, location planning, and production scheduling.
*this is a temporary course number
During this three-semester sequence each student will develop a research proposal, conduct an inquiry and write a report to include finding, conclusions and recommendations. Students are encouraged to develop a research topic in consultation with senior managers in their place of employment. A faculty member will advise each student through the research and writing process and evaluate the quality of interim and final products for rigor, completeness and clarity, students enroll in this course for one credit each semester of their second year of study.
The focus of this course is the strategic design of supply chain networks. The course provides an examination of (1) the role of supply chain network design within the context of the firm’s competitive strategy, (2) alternative supply chain designs and the factors that influence network design decisions, (3) a framework for the network design process, and (4) the principal models and techniques used for the design of supply chain networks.
This course focuses on strategic supply chain transformation, innovation, and organizational change. The course examines current issues and best practices with respect to supply chain strategy; value creation through design and redesign of supply chain capabilities; transformational outsourcing; supply chain role in new product design, development, and market introduction; technology adoption; and change management. Supply chain transformation initiatives offer firms great potential for improving profitability and competitive positioning, both within the market and within the supply chain. Because sustainable competitive advantage is not found in one set of supply chain capabilities, strategic transformations must constantly assemble and reassemble the key capabilities that give the firm and its supply chain successive temporary advantages. This assembling or redesigning of capabilities chains should be an on-going process as the most significant value producing capabilities in any given industry change over time. The ability to consistently assemble the set of capabilities that produce competitive advantages is what some refer to as the ultimate core capability.