• Blended Learning & Flipped Classroom

Learning Objectives. The course fits into the concentration in Supply Chain (SC) Management of the overall curriculum in Management Engineering, and it contributes to some general learning goals. The course focuses on developing the following capabilities. To identify trends, technologies and key methodologies in the realm of SC Planning. To design approaches, tools and methodologies grounded on a scientific and engineering-based approach (analysis, learning, reasoning, and modeling skills coming from a solid and rigorous multidisciplinary background) to face SC planning problems and opportunities in service-related and industrial environments.
To interact in a professional, responsible, effective and constructive way in a working environment, motivating also team members.

Expected Learning Outcomes Upon completion of this course, the students are expected to demonstrate ability: To identify trends, by assessing the impact of planning activities over SC decisions, in the light of the increasingly growing need to deliver bold SC plans to react to a continuously changing competitive scenario; To design and develop effective global SC plans aligned to corporate strategic plans and critical success factors of the addressed business area. The students will be able to contribute to the main SC decisions ranging from SC configuration to short-term delivery plans for the different SC partners. To successfully interact with professionals from different disciplines and various backgrounds, by identifying the main planning issues and outlining the cause-effect relationships that drive SC performance.

 Topics Covered

Amazon, Apple, McDonald's, Procter and Gamble (P&G), Unilever. What do they have in common?

Most of them share outstanding places in Fortune 500 ranking, and all of them – according to Gartner[1] – represent the Masters category, which recognizes sustained SC excellence. The Masters continue to demonstrate advanced lessons for the SC community, and they highlight the accomplishments and capabilities of long-term SC leadership. While the wave of Covid pandemic was sweeping the world, SC disruptions and resilience gained attention in daily news. However, behind resilience and agility – to navigate turmoil effectively and successfully – SC Masters have been restructuring their organizations, transforming business models and redefining markets by blending well-established capabilities with emerging innovations. In the end, SC masters have succeeded in reshaping their own SCs through tremendously effective planning initiatives.

 How should we care about SC planning?

In a search for competitive differential advantage, many managers of world–class organizations around the globe have come to realize that differentiating on processes is more sustainable than differentiating on products. Indeed, SC planning is the forward-looking process of coordinating assets to optimize the delivery of goods, services and information from supplier to customer, balancing supply and demand[2]. SC planning looks after current processes – including the ones originated in pure service industries – and determine methods for orchestrating the execution flow, the information flow and the financial flow in SCs.

 Who are SC planners?

SC planners have the ability to look at the whole SC from upstream to downstream with both short- and long-term mindset. They also troubleshoot breakdowns along the SC and respond fluidly to unexpected events. We now live in the age of the digital SC, which makes it easier than ever before to understand the intricacies of SCs. SC planners are tech-savvy and they feel comfortable working alongside the world of “machines”: they combine technical and business knowledge (for example the ability to handle forecasting and logistics) with collaboration and communication skills in writing and verbal conversation with a wide range of characters from dock workers to high-level executives and business owners. SC planners do not work in a silo and they do not wait for someone else to do what needs to be done. They are proactive, and they bring out the same drive in others. In the end, SC planners are leaders in the seminal meaning of people who cause others to want to travel with them[3]: they show the way to themselves, to others and to teams.

 How should we train the SC planners of the future?

When it comes to SC planning, CEOs typically feel in the dark and they take a back seat, thus overlooking that if an organization really nails its SC planning, it can react to disruptions before they even happen, and quickly transform strategy into execution. We must train SC planners in such a way that they are able to steer their organizations to respond more quickly to market development, and they can lead their organizations on a journey toward prolonged success by forging a greater synergy with their CEOs.

There are at least three major topics SC planners should make their CEOs aware of, before dipping their toes into SC planning: (i) whether company’s SC has been consciously established and improved through a decision-making process, or it has merely evolved, which reveals that probably SC configuration has not received enough attention and your logistics managers do not know why warehouses are located where they are; (ii) whether business and SC strategies are misaligned, as SC plans have much more to do with customers and service than suppliers and cost, which means that a growth business strategy and an aggressive cost-cutting SC strategy do not match; (iii) whether some customers are over-serviced – and then less profitable – as service levels are based on perceived customer needs, but you failed to check whether the reality matches that perception.

 What SC planners should bring in their toolboxes?

Some widespread gossip whispers that SC planners are ideal positions for analytical nerds who spend their idle time at work playing Tetris and who would rather solve a Rubik’s cube at the weekend than do anything else. On the other hand, the SC planners of the future are outgoing leaders with outstanding ability to steer effective SC designs: they keep SC plans aligned to business plans, and they improve service levels while reducing costs at once. Hence, a typical SC planning toolbox include: Sales and Operations Planning (S&OP), Collaborative Planning Forecasting and Replenishment (CPFR), Vendor–Managed Inventory (VMI), Direct Delivery Systems (DDS), Available and Capable to Promise (ATP/CTP), multi-plant capacity planning, demand and inventory planning and factory planning.

Syllabus

Syllabus

To properly match the requirements of both Management Engineering (ME) and Management of Built Environment (MBE) courses of study, classes have been arranged into 14 main sessions with a typical format of 3 – 4 hours in a row once a week (typically on Monday morning). The course syllabus has been built around the best path we should set out to properly train the SC planners of the future.

Students will be confronted with various real-life, real-time dilemmas that require cross-functional understanding, collaboration, and leadership.

Sessions L1 to L11 are related to lectures and each of them matches with several case studies, to be practiced in the corresponding session in a flipped mode fashion. Case-studies play a pivotal role in achieving a relevant portion of learning objectives[1], and they will be corroborated by some guest speeches of industrial directors and planners.

The introductory session (L1) is devoted to SCs and SC planning and the presentation of SCOR model (Source, Make, Deliver and Return), while Sessions L2-L4 refer to sustainable, strategic and global SC configuration. L5 refers to the evolution of S&OP through IBP. Then, Session L6 is related to emerging trends and recent advances in make vs. buy SC strategy and the role of SC finance supporting decisions of corporate strategy.

Session L7 is releted to risk mitigation strategies aimed at making SCs resilient to economic and geopolitical disruptions. Session L8 and L9 focus on the impact of customer service and marketing strategies on SC planning process. Session L10 addresses the role of “x”-shoring strategies (like re-, back-, near-) as a response to economic and geopolitical risks.Session L11 outlines the impact of product design on SCs and the interactions between NPD process ad SC management process.

Finally, sessions T1 and T2 include additional practice respectively on sessions L1-L6 and L7-L11, and (upon request) they can be graded as Mid-term exam and Early-bird exam.

The course in a nutshell

L1        Main subject   Execution, information & financial planning. SCOR model

            Case-studies    Cases, Round A (Intro)                                                                    

L2        Main subject   Sustainabile SC planning for circular economy

            Case-studies    Cases, Round A (Discussion – part 1)                                              

L3        Main subject   Strategic SC planning in action: Fisher & Hau Lee

            Case-studies    Cases, Round A (Discussion – part 2)                                              

L4        Main subject   Global SC planning and distribution networks

            Case-studies    Cases, Round B (Intro), Round A (Discussion – part 3)                  

L5        Main subject   SC planning via IBP

            Case-studies    Cases, Round B (Discussion – part 1)                                              

L6        Main subject   Upsteam SC planning and SC finance

            Case-studies    Cases, Round A (Discussion – part 2)                                              

T1       Main subject   Additional practice on sessions L1-L6, graded as Mid-term Exam           

L7        Main subject   Mitigating SC risks and creating resilience

            Case-studies    Cases, Round C (Intro), Round B (Discussion – part 3)                  

L8        Main subject   The role of customer service in SC planning

            Case-studies    Cases, Round C (Discussion – part 1)                                              

L9        Main subject   Integrating SC planning and marketing

            Case-studies    Cases, Round C (Discussion – part 2)                                              

L10      Main subject   SC planning: "x‐shoring" configuration

            Case-studies    Cases, Round C (Discussion – part 3)                                              

L11      Main subject   Aligning SC planning and NPD process

            Case-studies    Cases, Round C (Discussion – part 4)                                              

T2       Main subject   Additional practice on sessions L4-L8, graded as Early-bird Exam           

T3       Main subject   Own Case: presentations                                                                  

[1] To see how a typical case-based session should look like, try: https://www.youtube.com/watch?v=p7iwXvBnbIE.

The instructor’s standpoint is well highlighted here: https://www.youtube.com/watch?v=eA5R41F7d9Q&t=44s.

[1] https://www.gartner.com/en/supply-chain/research/supply-chain-top-25

[2] https://www.gartner.com/en/information-technology/glossary/scp-supply-chain-planning

[3] The leadership role is more about the destination, vision, engagement, emotion. To capture a glimpse of leadership, try: https://www.youtube.com/watch?v=pxBQLFLei70 (2014 commencement speech at UT Austin). A footage is available also with subtitles (and ads): https://www.youtube.com/watch?v=TBuIGBCF9jc.

[4] To see how a typical case-based session should look like, try: https://www.youtube.com/watch?v=p7iwXvBnbIE.

The instructor’s standpoint is well highlighted here: https://www.youtube.com/watch?v=eA5R41F7d9Q&t=44s.

• SDG8 - DECENT WORK AND ECONOMIC GROWTH
• SDG11 - SUSTAINABLE CITIES AND COMMUNITIES
• SDG12 - RESPONSIBLE CONSUMPTION AND PRODUCTION

SDG8 (Decent work and economic growth) promotes sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all. This goal is tightly linked to SC Finance (see L3 of the course) that allows companies to manage their operative working capital (credits, debts, work in progress), leveraging on the relationships with the other players in the chain. SC finance through micro-credit lets needy people to obtain loans to invest in their businesses, handle emergencies, and to carry out projects. indeed, entrepreneurs who get access to this service would normally not receive a loan from a traditional banking institution, due to and the few guarantees to repay the money received. Micro-credit is the symbol of development cooperation favoring the most disadvantaged categories, which results mainly in Africa, allowing better access to health and education services for women and children, also promoting ‘human development’ and not just economic development.

 SDG11 (sustainable cities and communities) embraces the final stage of the SC as it focuses on the distribution network which generates the final demand for the product/service (see L2 of the course). Last mile logistics is the ending act of the SC, which results in the delivery of the products to the customers. For example, e-commerce has experienced an unexpected growth and has become a daily operation due also to new platforms that have made customers more demanding by getting them used to obtaining products in a short time. However, this involves consumers (B2C) and companies (B2B), as they need to find raw materials to manufacture their products. The growth of e-commerce, with increasing hurdles in grouping orders is reflected in an increased urban traffic. Hence, the increase of e-commerce leads to polluting emissions due to the transport of goods, which in turn involves issues in the management of logistical flows.

 SDG12 (responsible consumption and production) is related to that the world’s population consumes more resources than ecosystems can provide. Supply chain sustainability (see L4 in the course and The Blue Connection) refers to the efforts made by companies to consider the environmental and human impact of their products’ journey through the SC, from raw materials sourcing to production, storage, and delivery. Closed loop SCs adopt the triple bottom line approach (economic, environmental, and social) and sustainability is a crucial issue for companies, especially due to the scarcity of resources, the increase in the price of raw materials and the new regulations that make the producers cradle-to-cradle responsible for their products. In addition, SCs are undergoing soaring complexity in sales forecasts for a global market, due to the impact of new technologies and multiple sales channels. An additional complexity is represented by the need to define the contents of the environmental and social sustainability of the company's work. Some advanced SC management models operate trying to recover reusable components to reduce costs through a lower need for procurement of new raw materials.

 Grading

All assignments are due by 11:59 PM CET on the due date, usually the day before the corresponding session. For example, when a session is scheduled on Friday, assignments are due by Wednesday at midnight. When a session is scheduled on Monday, assignments are due by Thursday at midnight To accomplish our learning objectives, we use a variety of techniques: readings, written assignments, videos, and discussion. We will often refer to and apply the tools and frameworks from the class when analyzing cases, discussing issues, and treating SC planning problems. One of the real benefits of the course is that you can enhance your learning through productive discussion with peers in the classroom. Contributions are evaluated on the basis on your willingness to constructively challenge and discuss the concepts of SC planning through presentations, case assignments and in-class exercises.

Case discussions are useful as you are supposed to put yourself in the shoes of the executives and take a position on what you would do. Questions have been provided that lead you through important issues to examine. For every question, always consider the pros and cons of each answer, as there are no easy solutions in SC planning. Considering both sides will push you to reconsider the assumptions that often are embedded in each problem setting. Another important part of case analysis is to look at any numerical information provided. The numbers can and should guide you towards both the successes and failures of the company. This portion of the class may involve breakout sessions for teams to generate strategies and tactics from individual analysis for class discussion. Whenever you provide an assessment, try to frame your thinking about the criteria of interest. My experience taught me that disagreements arise since the basis for the decision was predicated on different criteria and therefore agreement became impossible. Being articulate about criteria allows you to speak with each other rather than past each other.

Class participation is scored as a function of the quality of your contributions (i.e. does your comment move the class discussion forward) rather than the quantity of comments. Students are encouraged to refrain from prolonged or misdirected monologues, statements of common knowledge, and confrontations that are not directed at the issue at hand.

The table below summarizes all assignments along with the corresponding grade points. Any item missing will be treated via an oral test taken after the end of the course, by absorbing the corresponding weight.

Item                            Type               Weight           Mode                          Weight

Mid-term Exam          Individual       25%    Computer aided test               25%

Early bird Exam          Individual       25%    Computer aided test               25%

Alternatively,

One-shot final exam   Individual       50%    Comprehensive oral exam      50% (*)

Your Own Case          In teams          30%    Content                                  20%

                                                                      Presentation                            10%

Participation and        In teams          20%    Content                                  10%

case discussions                                              Presentations                          10%

(*) 100% for students who did not embark into developing their own case and/or did not participate in the sessions devoted to case discussions

Bibliography

 Main textbooks

• Jacobs, F.R., Chase, R. B., 2018, “Operations and SC Management”, McGraw-Hill.
• Cigolini, R., Franceschetto, S., 2021, “Cases in SC Management”, Mondadori

 Additional textbooks (in alphabetical order)

• Christopher, M., 2016, “Logistics and SC management”, Pearson Education.
• Correa, H.G., 2014, “Global SC management”, Atlas
• Gattorna, J., Ellis, D., 2019, “Transforming supply chains: realign your business to better serve customers in a disruptive world”, FT Series
• Harrison, A., Van Hoek, R., 2014, “Logistics management and strategy: competing through the SC”, Pearson
• Ivanov, D., Tsipoulanidis, A., Schoenberger, J., 2019, “Global SC and operations management”, Springer
• Johnsen, T., Howard, M., Miemczyk, J., 2014, “Purchasing and SC management. A sustainability perspective”, Routledge.
• Mangan J., Lalwani, C., 2016, “Logistics and SC integration”, Wiley
• Rushton, A., Oxley, J., Croucher, P., 2017, “Handbook of logistics and distribution management: understanding the SC”, Kogan
• I., 2007, “Logistics and SC integration”, Sage
• Shah, J., 2016, “SC management: text and cases”, Pearson
• Shapiro, J.F., 2007, “Modelling the SC”, Brooks/Cole, Cengage Learning.
• Stadtler, H., Kilger, C., 2005, “SC management and advanced planning”, Springer
• Waters, D., Rinsler, S., 2014, “Global logistics: new directions in SC management”, Kogan

 Videos

The next few videos may represent a thoughtful introduction to some key topics of the course:

• SC Planning @ Starbucks: https://www.youtube.com/watch?v=ElYNhGbOTOQ
• SC planning via SCOR model: https://www.youtube.com/watch?v=VrX2Qf0OT2M
• SC planning via SCOR again: https://www.youtube.com/watch?v=sL0vKtpwWP0
• What supply planning is: https://www.youtube.com/watch?v=4iI6La7-U2o
• Integrated SC Planning: https://www.youtube.com/watch?v=fM4xKfLZhFI
• A digital SC for the future: https://www.youtube.com/watch?v=HKnpiDiCe2s

Then, just for the sake of warming you up before starting, you might as well take a glance here.

A look around the notion of SCs & SC Management:

• https://www.youtube.com/watch?v=Mi1QBxVjZAw&t=11s
• https://www.youtube.com/watch?v=lZPO5RclZEo&t=2s
• https://www.youtube.com/watch?v=4-QU7WiVxh8
• https://www.youtube.com/watch?v=ZuQ200JAViA&list=PLCD3E338A3E58E906&index=7
• https://www.youtube.com/watch?v=YbM_LydRlnM
• SC strategies & the service sector: https://www.youtube.com/watch?v=mPkgkwb08GU
• SC transformation @Intel: https://www.youtube.com/watch?v=3bE4bHBVB6k

 SC-related positions, jobs, roles etc.:

• https://www.youtube.com/watch?v=Mh8KCRcQtRM
• https://www.youtube.com/watch?v=HN5dDOGgKVA
• https://www.youtube.com/watch?v=7qGAIaKqAuE
• https://www.youtube.com/watch?v=bQKE5Uu5TNo
• https://www.youtube.com/watch?v=O6ry5U9pHqE
• https://www.youtube.com/watch?v=kkbc2PUxpY0

 Some meaningful examples:

• Amazon (old) SC: https://www.youtube.com/watch?v=Y-lBvI6u_hw
• IKEA (unique) Supply Chain: https://www.youtube.com/watch?v=DBrl356VhqQ
• Walmart SC: https://www.youtube.com/watch?v=yZC4neLax5o

 Relevant journals for further readings (in alphabetical order)

• IJLDM: https://www.emerald.com/insight/publication/issn/0960-0035
• IJOPM: https://www.emeraldgrouppublishing.com/journal/ijopm
• IJPE: https://www.journals.elsevier.com/international-journal-of-production-economics
• IJPR: https://www.tandfonline.com/toc/tprs20/current
• JOM: https://onlinelibrary.wiley.com/journal/18731317
• JPSM: https://www.journals.elsevier.com/journal-of-purchasing-and-supply-management
• JSCM: https://onlinelibrary.wiley.com/journal/1745493x
• PP&C: https://www.tandfonline.com/loi/tppc20
• SCM: https://www.emerald.com/insight/publication/issn/1359-8546

 Related Institutions other than Universities

• APICS: http://www.apics.org/
• CIPS: https://www.cips.org/