This class exists in these courses :
• Faculté de Gestion, Economie & Sciences - Masters - Master 1 International Management - S2 - 3 ECTS

Prerequisites

None

Learning outcomes

- Acquire and have command of the basic knowledge required to understand the Supply Chain concept in an international environment; this includes the definition of the Supply Chain, the control and synchronisation of the Supply Chain flows, the demand planning and forecasting.

- Understand the issues and stakes of cross-functionality

- Understand the strategic issues and stakes of the international and customer-driven Supply Chain (and of logistics)

- Acquire the professional vocabulary of the Supply Chain

Course description

1 – Logistics and Supply Chain

-Background, definition, perimeter, operations (inbound and outbound logistics), flows

-From logistics to Supply Chain, the different organisations of the Supply Chain, map of flows and operations

-Internal environment: relations between the organisational structure of the company and the organisation of the Supply Chain, process and system approaches, interrelationships and cross-functionality within the Supply Chain

-External environment: managing operations globally, impact of globalisation issues and stakes on the management of flows, impacts of the Omni Channel era on the Supply Chain

2 – Supply Chain Management

-SCM Concept, definition, perimeter, missions, core processes, SCOR model (Supply Chain Operations Reference model)

-Strategic, tactic and operational components and issues of the Supply Chain Strategy,

-Supply Chain strategies : distribution, transport, production, inventory, sourcing,

-Information flow and IT tools : needs, sources, role, management, tools

-Value creation and Supply Chain Management key issues,

-Demand planning: definitions, planning levels, required data, objectives,

-Demand planning tools (plan what with what tool?) Strategic Plan, Strategic Marketing Plan, S&OP (Sales and Operations Planning), Master Production Schedule, from forecasts to products distribution to end customers, DDMRP, CPFR, VMI, SRM and CRM

3 – Supply Chain Performance Strategy

-Defining objectives and monitoring metrics: objectives, how? (the Voice of the customer, the SLA, lead times, costs, process performance) SMART method, examples of metrics and performance dashboards

-Restraining forces to

Class type

Class structure

Lecture illustrated with articles from professional magazines/web sites

Short cases to be analysed and presented during course (check knowledge acquisition on a continuous basis)

MCQ to validate knowledge acquisition

Practices exercises on supply chain issues

Continuous Assessment : 10%

Individual work: 20%

Final exam: 70%

Teaching methods

Assessment

Recommended reading

• Pratique du Supply Chain Management en 37 outils – Michel Fender, Franck Baron - Dunod
  Introduction to Materials Management – JR Tony Arnold, Stephen N.Chapman – Fourth ed.
  Operations Management in Supply Chain – Decisions and Cases – Schroeder, Meyer Goldstein, Rungtusanatham - 6th edition - – Recommended
  Lean Supply Chain and logistics management – Paul Myerson – McGraw Hill
  Logistique et Supply Chain – Michel Fender et Yves Pimor – Dunod – 6ème édition - Recommandé
  Logistics and Supply Chain Management – Creating Value, adding networks – de Christopher Martin
  
  Related documents for further reading
  Gestion risques SC- Disaster resistant Supply Chain – Knowledge Wharton
  SC and Information - Growing global complexity drives companies into the Cloud
  Green SC - Wharton
  SC Digest Global Logistics excellence
  
  

Internet resources

• Supply Chain Cases

  Starbucks, Zara, Vuitton, Walmart, Indochino, Ikea cases

  Internet sites

  Supply chain dive operations – free newsletter supply chain topics- https://www.supplychaindive.com/

  Supply chain dive operations – procurements topics - https://www.supplychaindive.com/topic/procurement/

  Supply chain dive operations library - https://www.supplychaindive.com/library/

  Harvard Business Review - https://hbr.org/