Supply Chain Management

By Dr.P.Chitramani | Avinashilingam Institute for Home Science & Higher Education for Women,Coimbatore

Learners enrolled: 1983

Credits: 4

Duration: 40 Hours, 15 Weeks

Is Supply Chain an Integral Part of Business Processes?

It is the question that needs to be answered and understood before you choose this course. Imagine you are buying a computer, what do you look for and want? You look for “Intel inside”, standardized configurations and compatibility but buy a less expensive computer that is unique and “just for myself” one.

In today’s hypercompetitive market space, supply-side commoditization and demand-side customization is the challenge faced by many organizations. So how can a Corporate meet this expectation of a customer that is you?

The experience of successful brands indicates that they integrate business processes of demand management and supply chain management to the customer lifecycle. So, supply chain management is a core activity that has a high impact on efficiency and productivity in an organization.

The other questions you would like to get answers for would be

1. At what level of management or which functional
manager should know about the supply chain?

The knowledge of the supply chain is essential for all managers as it integrates all business processes that start from receiving inbound products to shipping outbound orders.

2. Is supply chain management applicable for only
large-scale organizations?

No, it is applicable for all organizations and the best supply chain practices can be learnt from Mumbai Dabbawalas.

So, my dear learners, I welcome you all as future Entrepreneurs and Managers to the course in Supply Chain Management.

Learning Goals:

The learning goals are to

Understand the tactics to manage the interactions of the business functions.
Gain insights on demand management function and its integration with the supply chain.
Strategize on the enterprise knowledge and resources across the supply chain activities.

Course Objectives:

The objective of the course is to impart knowledge and competencies for:

Designing supply chain strategies.
Recognizing supply chain integration to support products in the various product lifecycle.
Balancing logistics, manufacturing, and inventory policies with demand and customer satisfaction.
Leveraging organizational capabilities and resources across supply chain business processes.
Designing lean but agile supply chains that integrate green initiatives.
Implementing e-supply chain management systems.

Topics:

Supply chain management practices and strategies.
Integrated model of Customer Lifecycle, Demand Management, and Supply Chain Management.
Supply chain forecasting - techniques and tools.
Supply chain processes (procurement and sourcing, transportation and distribution, inventory management, manufacturing and operations).
Integration of supply chain processes.
Leveraging cost and risk through supply chain management systems.
Lean and agile supply chain models.
Green supply chain initiatives and practices.
Supply chain analytics and blockchain technology.
Supply chain management systems and its integration with Enterprise Resource Planning and Customer Relationship Management.

Pedagogy:

The learning experience will include lectures, case studies, simulated games, and exercises.

I welcome you all to be a part of this learning to gain insights and competencies in Supply Chain Management and be successful in implementing it in your future organizational activities.

Summary

Course Status :	Completed
Course Type :	Core
Duration :	15 weeks
Category :	Management Studies
Credit Points :	4
Level :	Postgraduate
Start Date :	04 Jan 2021
End Date :	30 Apr 2021
Enrollment Ends :	28 Feb 2021
Exam Date :	08 May 2021 IST

Note: This exam date is subject to change based on seat availability. You can check final exam date on your hall ticket.

Page Visits

Course layout

Week 1 – Supply Chain Management Practices and Competitiveness

W1.I.Supply Chain Management Introduction

W1.M1. Supply Chain Management (SCM): Meaning, Practices and Strategies

W1.M1.A – Supply Chains

W1.M1.B – Integrated Supply Chain Management

W1.M1.C – Supply Chain - Goals and Objectives

W1.M2. Supply Chain Performance, Strategic fit and Competitive advantage

W1.M2.A – Business Environment and Supply Chain Competitiveness

W1.M2.B – Strategic Supply Chain Management

W1.M2.C – Drivers and Challenges of Supply Chain

W1.C.Conclusion

Week 2 – SCM Models and Strategies

W2.I.SCM Models and Strategies – Intro

W2.M3. Integrated Model of Customer Lifecycle, Demand Management and SCM

W2.M3.A – Customer Lifecycle and Supply Chain

W2.M3.B – Demand Chain Management

W2.M3.C.– Digital Integration, Value Systems and Cross Functional Relationships

W2.M4. Supply Chain Models

W2.M4.A – Performance Management and Supply Chain Models

W2.M4.B – SCOR Model

W2.M4.C – Supply Chain Models

W2.M5. Push and Pull Strategies in Supply Chain Management

W2.M5.A – Process view of Supply Chain

W2.M5.B – Push and Pull Supply Chain

W2.M5.C – Push and Pull Supply Chain Strategies

W2.C.Conclusion

Week 3 – Co-ordination and Sustainability

W3.I.Co-ordination and Sustainability in Supply Chain - Intro

W3.M6. Supply Chain Co-ordination

W3.M6.A – Co-ordination in Supply Chain Management

W3.M6.B – Bullwhip Effect

W3.M6.C – Supply Chain Co-ordination Mechanisms

W3.M7. Sustainability in Supply Chain

W3.M7.A – Sustainability in SC

W3.M7.B – Ways to make SC Sustainable

W3.M7.C – Triple Bottom Line

W3.C.Conclusion

Week 4 – Demand Forecasting and Planning

W4.I.Demand Forecasting and Planning - Intro

W4.M8. Demand Forecasting in Supply Chain

W4.M8.A – Demand Forecasting

W4.M8.B – Forecasting Methods

W4.M8.C – Steps in Forecasting

W4.M9. Aggregate Planning in Supply Chain

W4.M9.A – Aggregate Planning

W4.M9.B – Aggregate Planning Strategies

W4.M9.C – Aggregate planning - An example

W4.M10. Managing Supply and Demand

W4.M10.A – Managing Supply and Demand

W4.M10.B – Approaches in Supply Management

W4.M10.C – Approaches in Demand Management

W4.C.Conclusion

Week 5 – Inventory Management in Supply Chain

W5.I.Inventory Management in SCM - Intro

W5.M11. Inventory Management - Economies of Scale in Supply Chain

W5.M11.A – Cycle Inventory and Supply Chain

W5.M11.B – Impact of Economies of Scale on Cycle Inventory

W5.M11.C – Impact of Quantity Discount on Cycle Inventory in SC

W5.M12. Managing Uncertainties in Supply Chain inventory

W5.M12.A – Supply Chain Uncertainties on Safety Stock

W5.M12.B – Replenishment Policy on Safety Stock

W5.M12.C – Impact of Aggregation on Safety Inventory

W5.M13. Optimal level of Product Availability

W5.M13.A – Product Availability

W5.M13.B – Methods in Determining Product Availability

W5.C.Conclusion

Week 6 – Financial Evaluation, Pricing and Revenue Management in Supply Chain

W6.I.Financial Evaluation, Pricing and Revenue Management in Supply Chain - Intro

W6.M14. Financial Evaluation of Supply Chain Decisions

W6.M14.A – Supply Chain Design: Evaluation of Cash Flow Using NPV

W6.M14.B – Intra Company Transfers and Transfer Pricing Methods

W6.M14.C – Evaluation of Intra Company Transfers Using Transfer Pricing

W6.M15. Pricing and Revenue Management in Supply Chain

W6.M15.A – Aspects of Cost Savings for Pricing and Revenue Management in Supply Chain

W6.M15.B – Value Added and Non-value Added Activities in Pricing and Revenue Management

W6.M15.C – Activity Based Costing in Pricing and Revenue Management

W6.M16. Pricing and Revenue Management in Supply Chain - Specific Industrial Sectors

W6.M16.A – Pricing - Customer Segments

W6.M16.B – Pricing - Perishable Goods

W6.C.Conclusion

Week 7 – Performance, Control, Risk Management and Seamless Supply Chains

W7.I.Performance, Control, Risk Management and Seamless Supply Chains - Intro

W7.M17. Performance Measurement and Controls in Supply Chain

W7.M17.A – Supply Chain Performance Measurement and Control Mechanism

W7.M17.B – Supply Chain Performance and Control - Throughput Dollar Days [TDD]

W7.M17.C – Supply Chain Performance and Control - Inventory Dollar Days [IDD]

W7.M18. Supply Chain Risk Management

W7.M18.A – Information and Money Flow Disruptions and Risk Management Strategies

W7.M18.B – Material Flow Disruptions and Risk Management Strategies

W7.M19. Key Business Processes for Seamless Supply Chain

W7.M19.A – External Integration Strategies in the Supply Chain

W7.M19.B – Supply Chain Maturity Reference Model

W7.C.Conclusion

Week 8 – Supply Chain Globalization and Service Supply Chains

W8.I.Supply Chain Globalization and Service Supply Chains - Intro

W8.M20. Supply Chain Globalization

W8.M20.A – Importance of Supply Chain Globalization

W8.M20.B – Supply Chain Globalization in Manufacturing and Service Sector

W8.M20.C – Co-ordination of Global Supply Chain

W8.M21. Purchasing in Global Supply Chain

W8.M21.A – Fundamentals of Purchasing in Global Supply Chain

W8.M21.B – Global Purchasing Trends

W8.M21.C – Purchasing in Global Supply Chain - Critical Success Factors

W8.M22. SCM in Service Sector

W8.M22.A – Supply Chain Management Practices

W8.M22.B – Service Supply Chain

W8.M22.C – Significance of SERVQUAL in Supply Chain

W8.C.Conclusion

Week 9 – Manufacturing Process Integration, Matching Supply Chain and Products, Business Model for Outsourcing

W9.I.Manufacturing Process Integration, Matching Supply Chain and Products, Business Model for Outsourcing – Intro

W9.M23. Manufacturing Process Integration

W9.M23.A – Internal Integration

W9.M23.B – Manufacturing Process Integration and Enterprise Resource Planning

W9.M24. Matching Supply chain with Products

W9.M24.A – Functional and Innovative Products

W9.M24.B – Matching Functional and Innovative Products with Supply Chain

W9.M25. Business Models and Sourcing

W9.M25.A – Outsourcing Business Model: Make or Buy Decision

W9.M25.B – Supplier Segmentation Matrix and Outsourcing Strategies

W9.C.Conclusion

Week 10 – Facility Decision, Location Planning, Transportation and Warehousing in SCM

W10.I.Facility Decision, Location Planning, Transportation and Warehousing in SCM - Intro

W10.M26. Facility Decisions and Location Strategy

W10.M26.A – Factors affecting Facility Network Design Decision

W10.M26.B – Impact of Network Decision and Framework for Facility Design Network Decision

W10.M26.C – Analytical Methods for Evaluating Locations

W10.M27. Transportation and Warehousing Decisions

W10.M27.A – Role and Principles of Transportation in a Supply Chain

W10.M27.B – Transportation Modes and Economies

W10.M27.C – Warehousing: Objectives, Types and Strategy

W10.C.Conclusion

Week 11 – Integrated Logistics, Procurement Management and Mass Customization in SCM

W11.I.Integrated Logistics, Procurement Management and Mass Customization - Intro

W11.M28. Integrated Logistics Management

W11.M28.A – Concepts and Components of Integrated Logistics Management

W11.M28.B – Activities of the Integrated Logistics Systems

W11.M28.C – Barriers and Factors Affecting Integrated Logistics Systems

W11.M29. Procurement Management

W11.M29.A – Strategic Importance of Procurement Management in Supply Chain

W11.M29.B – Strategic Sourcing

W11.M29.C – Purchase Process

W11.M30. Mass Customization in Supply Chain

W11.M30.A – Mass Customization and Approaches

W11.M30.B – Supply Chain Management and Strategies

W11.M30.C – Challenges of Mass Customization and Customization Strategies

W11.C.Conclusion

Week 12 – Agile, Lean and Green Supply Chain Management

W12.I.Agile, Lean and Green Supply Chain Management - Intro

W12.M31. Agile Supply Chain Management

W12.M31.A – Agile Organizations and Strategic Importance

W12.M31.B – Agile Supply Chain Management Practices

W12.M32. Lean Supply Chain Management

W12.M32.A – Lean Supply Chain Management Practices

W12.M32.B – Leagile Supply Chain Management

W12.M33. Green Supply Chain Practices

W12.M33.A – Green Supply Chain: Drivers and Practices

W12.M33.B – Relationship Model, Green Supply Chain, Lean Supply Chain and Organization Performance

W12.C.Conclusion

Week 13 – Supply Chain Management for e–Commerce and Digital Supply Chains

W13.I.Supply Chain Management for e-Commerce and Digital Supply Chains – Intro

W13.M34. Service response logistics and supply chain management in e-business

W13.M34.A – Supply Chain Models for e-commerce

W13.M34.B – Supply Chain for e-commerce: Challenges and Solutions

W13.M34.C – Supply Chain for e-commerce: Reverse Logistics and Refund Policy

W13.M35. Information Technology in Supply Chain

W13.M35.A – IT and its Role in SCM

W13.M35.B – Digital Supply Chain

W13.M35.C – IT enabled Supply Chain Transformation

W13.C.Conclusion

Week 14 – Supply Chain Analytics and Predictive Analytics for SCM

W14.I. Supply Chain Analytics and Predictive Analytics for SCM - Intro

W14.M36. Supply Chain Analytics

W14.M36.A – Business Analytics: Concepts and Components

W14.M36.B – Supply Chain Analytics: Portfolio and Characteristics

W14.M36.C – Supply Chain Analytics: OLAP Operations

W14.M37. Planning and Predictive Analytics for Supply chain

W14.M37.A – Predictive Analytics

W14.M37.B – Predictive Analytics Models

W14.M37.C – Application of Predictive Analytics in SCM

W14.C.Conclusion

Week 15 – Business Analytics for Supply Chain Optimization, Fuzzy Logic, Blockchain Technology, and Supply Chain Integration

W15.I. Business Analytics for Supply Chain Optimization, Fuzzy Logic, Blockchain Technology, and Supply Chain Integration - Intro

W15.M38. Business Intelligence and Analytics for Supply Chain Optimization

W15.M38.A – Role of Business Analytics in Supply Chain Optimization.

W15.M38.B – Frequent Pattern Mining and Association Rules - An example

W15.M39. Fuzzy Logic and Blockchain applications to Supply Chain

W15.M39.A – Fuzzy Logic Applications in Supply Chain

W15.M39.B – Blockchain Technology: Concept and Application in Supply Chain

W15.M40. Integration of SCM, ERP and CRM systems

W15.M40.A – Integration of SCM, ERP, and CRM: Application of Value Stream Mapping

W15.M40.B – Advantages of Value Stream Mapping for Supply Chain Integration

W15.C.Conclusion

Books and references

1. Donal J Bowersox, David J Closs, M Bixby Cooper (2008), “Supply Chain Logistics Management”, 2nd Edition, Tata McGraw Hill, New Delhi.

2. Goldratt, E. M., & Cox, J. (2014). The goal: a process of ongoing improvement. Great Barrington, MA: North River Press.

3. Goldratt, E. M., (2017). Critical Chain: a business novel. 1st Edition, Routledge, CRC Press, Taylor & Francis Group.

4. Michael H. Hugos (2011), “Essentials of Supply Chain Management”, 3rd Edition, Wiley Publications, US.

5. Robert B. Handfield, Ernest Nichols (2016), “Introduction to Supply Chain Management”, 1st Edition, Pearson Education, New Delhi.

6. Sunil Chopra and Peter Meindl, (2015), “Supply Chain Management: Strategy, Planning and Operation”, 6th Edition, Pearson Higher Education, New Delhi.

Instructor bio

Dr.P.Chitramani

Avinashilingam Institute for Home Science & Higher Education for Women,Coimbatore

Dr. P. Chitramani, Professor in Business Administration, Avinashilingam Institute for Home Science and Higher Education for Women, graduated with a Bachelors in Management from PSG College of Arts & Science, Masters in Business Administration from PSG College of Technology and M.Phil., and Ph.D. from Avinashilingam Institute for Home Science and Higher Education for Women. Her area of Doctoral research was Marketing to the Bottom of the Pyramid.

Her areas of interest and expertise are Strategic Management and Corporate Governance, Supply Chain Management, Customer Relationship Management, Integrated Marketing, IT Business Processes, and Data Analytics.

With 28 years of teaching, research and consultancy experience, she has accomplished 8 corporate consultancy projects and 3 funded developmental projects.

With several publications in national and international journals has Google Scholar Citations numbering 87, h-index: 5, i10-index: 2 and Scopus Citations numbering 8, h-index: 2.

She has 15 years of offshore teaching experience at Tanzania.

She is the course coordinator for SWAYAM-MOOC in Supply Chain Management.

Course certificate

The course is a 4-credit course (transferable).
The examination consists of two components – continuous assessment (weightage – 30 marks) and final CBT examination (weightage – 70 marks).
The candidates who enrolled for the course can register for the examination and on declaration of pass will be issued a 4-credit certificate.

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