Second Year Courses
The following courses represent the typical course sequence and schedule for your second year.
This course explores the fundamentals and tools of managing projects and project activity where a project requires commitment of resources and people to an often strategically important undertaking that is not repetitive and involves a relatively short period of time after which the management effort is dissolved. The project management elements of planning, scheduling, and control address the major elements that comprise this function. The elements in conjunction with the tools and techniques of project management such as the critical path method (CPM), program evaluation and review technique (PERT) and Microsoft Project management software are explored in depth. This knowledge is essential to those who manage any major supply chain or in-plant project.
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.