Supply Chain Management

By Dr.P.Chitramani   |   Avinashilingam Institute for Home Science & Higher Education for Women,Coimbatore
Learners enrolled: 2612

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.

  • 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 managementmanufacturing 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 CustomeRelationship Management.

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.
Course Status : Completed
Course Type : Core
Duration : 15 weeks
Category :
  • Management Studies
Credit Points : 4
Level : Postgraduate
Start Date : 18 Jul 2022
End Date : 31 Oct 2022
Enrollment Ends : 15 Sep 2022
Exam Date :

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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


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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