Great Lakes Institute of Management, Chennai, India

SUPPLY CHAIN MODELING & ANALYSIS

Graduate Program in Business Administration
October 22, 23, 24, 25, 29, 30 & Nov 7 & Nov 8, 2010

PROFESSOR: Dr. VAIDY JAYARAMAN

Email: vaidy@miami.edu

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Brief Bio of Professor
Vaidy Jayaraman is a Faculty at the School of Business Administration, University of Miami, FL where he
teaches Operations and Supply Chain Management. Prior to joining the University of Miami, he was a
faculty at the School of Business Administration, Washington State University and at University of
Southern Mississippi. He received his bachelor’s degree in Applied Mathematics from University of
Madras and his Master’s degree in Applied Mathematics and Computer Science from College of
Engineering (Guindy), Anna University, Madras. He also received his M.S in Mathematical Sciences and
his M.B.A. in Management/Information Systems from University of Akron, Ohio, his M.S. in Operations
Research and his Ph.D. in Operations and Supply Chain Management from The Ohio State University,
Columbus, Ohio.
He has more than 18 years of teaching experience and has taught at the undergraduate, Post-graduate,
PHD and Executive MBA level. He also has several years of experience in teaching Executive Education
and has offered workshops and training programs in the area of Supply Chain Management, Operations
Management, Management Sciences and Business Statistics in many countries including United States,
India, China and Singapore.
He has received several awards both in teaching and research. Recently, he was appointed as a charter
member in the University’s Faculty Learning Community. In April 2006, he won the Faculty Excellence
in Teaching Award at the School of Business Administration (He won the same award in May 2002 as
well). In May 2005, he was awarded the University of Miami Faculty Teaching Excellence Award, a
prestigious award given to only a select few across various schools and departments in the University.
He has also won the Faculty Teaching Excellence Award (1998) and the Louis Brandt Faculty Research
(1996) award at the University of Southern Mississippi.
He has co-authored two books that are forthcoming in 2011. The first book is titled: “Sustainable
Supply Chains: Models, Methods and Public policy implications (Springer publication). The second is
titled: “Supply Chain Management: Designing World Class operations.”
He has published more than 50 refereed journal articles. His primary research interests are in Strategic
Design and Management of Supply Chains, Design and Management of Sustainable Value Chain Systems and
Service Operations Management. He has interacted extensively with companies in the United States and
several MNCs.
Course Description - Supply Chain Modeling & Analysis

The goal of this course is to introduce students to Supply Chain Modeling & Analysis.
Supply Chain Management (SCM) centers on concepts and techniques that enable firms to
better coordinate material and information flows, and non-material activities associated with
logistical and marketing processes that occur within and across organizations. This course
will discuss concepts and recent influential innovations in SCM (e.g., Cross-Docking, Vendor
Managed Inventory (VMI), Third-Party Logistics (3PL), Efficient Consumer Response (ECR),
and Quick Response (QR)).

Course Overview

Supply chain management is a relatively new area with strong career growth
opportunities. Supply chain integrates many aspects of business functions such as
forecasting, inventory management, information systems, materials planning and control
and customer service.

This course will be valuable for anyone who is pursuing a career in consulting or a
position in the marketing, information technology or finance function in a manufacturing
or logistics/transportation industry.

Supply chains perform two distinct functions: a physical function and a market mediation
function. The physical function includes transformation (manufacturing and assembly),
storage, and transportation. The market mediation function, on the other hand, ensures
that the products reaching the market place matches what consumers want to buy.

Most OR/OM literature, under the umbrella of production and inventory control, has
focused on the physical function of the supply chain. More recently, with the growing
popularity of supply chain management, the market mediation function started receiving
considerable attention. Moreover, the emphasis has shifted away from centralized control,
where issues of competition and coordination do not arise, towards a more decentralized
view of the supply chain.

The goal of this course is to review the emerging literature in supply chain management and
identify future research directions in this rapidly evolving field. There are several key
approaches to matching demand and supply in a dynamic and uncertain world. While
effective supply chain solutions are built using a combination of these approaches, we will
discuss them individually for the clarity and focus of discussion.
Course Objectives

 Provide an understanding of key issues and developments in supply chain

management from a modeling perspective.

 Provide a conceptual framework to better understand the potential contributions of

supply chain management to the competitiveness of the firm.
 

 Enhance supply chain cost management knowledge and skills.

 

 Provide tools for analysis, management and performance improvement of supply

chains
 

 Introduce and discuss concepts and recent influential innovations in supply chain
management (e.g., Cross-Docking, Vendor Managed Inventory (VMI), Third-Party
Logistics (3PL), Efficient Consumer Response (ECR), Quick Response (QR), etc.)
 

 Provide a broad range of examples (successes and failures) that will demonstrate the
effectiveness and appropriateness of supply chain solutions implemented in various
settings.

Course Delivery

We will use a variety of instructional tools including lectures, case discussions, videos,
problem sets, software demonstration, presentations and group projects. The content
will cover both quantitative and qualitative materials.

Lecture – Discussion

Lectures will be based on my class notes and the text. It will also include current “hot”
topics and other materials that I consider as relevant to this course. Students are expected
to have read and reflected on the assigned readings well before the class period during
which they will be discussed. The assignments for each class period are listed in the class
schedule.
Suggested Additional Resources for the Serious Supply Chain Manager

 David Simchi-levi, Philip Kaminsky and Edith Simchi-levi. “Designing and Managing
the Supply Chain: Concepts, Strategies, and Case Studies.” Third Edition, Irwin
McGraw-Hill Publications, 2008.

 Tayur, S., R. Ganeshan, and M. Magazine, Eds., Quantitative Models for Supply
Chain Management, Boston, Kluwer Academic Publishers, 1999.

 Anupindi, R., S. Chopra, S.D. Deshmukh, J.A. Van Miegham, and E. Zemel, Managing
Business Process Flows, Upper Saddle River, NJ: Prentice Hall, 1999. Great
Barrington, MA: North River Press, 1992.

Membership in a professional society such as The Production and Operations Management

Society (POMS) <http://www.poms.org/home.html>, The Decision Sciences
Institute (DSI)<http://www.decisionsciences.org/>, or The Institute for Operations
Research and the Management Sciences (INFORMS) <http://www.informs.org/>.

Access to Supply Chain resources:

www.mhhe.com/business/opsci/pom/resources.htm

Required Case Readings

All these cases can be accessed via the Harvard Business Online 

1) Strategic Outsourcing at Bharti Airtel Limited, Harvard Business School Case

2) IKEA’s Global Sourcing Challenge: Indian Rugs and Child Labor, Harvard Business School
Case
3) Big Bazaar, Harvard Business School Case
4) The ITC eChoupal Initiative, Harvard Business School Case
5) Invensis Technologies – Ivey Case publications (can be accessed through Harvard Business
Online)
6) Lean at Wipro Technology (9-607-032 )
7) ICICI’s Global Expansion (9-706-426)
8) Dabbawallahs of Mumbai A (904D11)
9) Zara: Managing Stores for Fast fashion. Zeynep Ton. HBS Case study. Product # 610042.
10) Crocs: Revolutionizing an Industry’s supply chain model for competitive advantage
(Stanford Graduate Business School case study – product # G557)
 
My Expectations of Students
I expect everyone to keep up with assigned readings. I encourage and expect everyone to
participate in class discussions. Although I may not agree with your point of view or you
may not agree with mine, we can learn from the expression of such ideas. Your agreement or
lack of will in no way affect your grade for this class. So feel free to express your ideas.

I have assigned materials that I feel are important to this class and eliminated others.

My Promise to You
I will put forth every effort to make this class a rewarding experience. I further promise to
make the assessment of your performance as fair as I can. Although grades are sometimes
given too much weight by students and faculty, remember that you are in this program to
learn and take-away something that you can use in the future. I have no preconceived
ideas of a proper grade distribution. I will give as many A’s as earned as well as B’s, C’s or
others.

Expectations for Class Preparation

I highly recommend, but do not require, that you form study groups of three members
and that you meet with your study group every day to prepare for class discussion. We
find that this approach increases learning, develops a sense of teamwork and encourages
good preparation for class discussion.

Evaluation of Performance
Your course grade will be determined in the following way:
Quiz 30%
Case Report 20%
Take-home Homework Assignment 20%
Case presentation 20%
Case summaries 10%

Case Report
Each group is required to submit one detailed case report write-up. I will assign the case for
each group. You can submit the case report as a team. I will assign the case when we meet in
class on the first day. The case report is due the last day of class. Keep the report concise.
There is no need to summarize the case material. Simply get to the main points and
provide your analysis and/or recommendations with justification.

The report should be typewritten in double space (with at least one inch margins). Start
the report with a title page, followed by a summary or abstract (at most one page) of your
findings. The main body of the report should be limited to no more than 3 pages.

Groups once formed cannot be changed. Note that all group member names must be listed
on the cover page of the write-up. All group members are equally responsible for the
write-ups.

The write-up should be organized as follows:

Brief description of the company and its environment

Brief description of the problems and issues to be addressed

Recommendations and implementation plan

Analysis that discusses why the recommendations will solve the problems identified.

Grammar, punctuation, and the writing style affect the grade. The group will make a
presentation the last day of class. ALL group members must participate in the presentation

Additionally, each group should put together a 1-2 page summary of the remaining 9 case
studies that I’ve adopted for this course.

Take-home component
Each group will be assigned a set of homework problems. This will include model
building, sensitivity analysis, and solution procedure(s). The project will be assigned the
first day of class. This take-home component is also due by the last day of class. More
details about this take home portion will be provided by the professor the first day of
class.

Quiz
There will be one quiz. This will consist of a blend of conceptual questions and problem
solving. These will be based entirely from: (1) the class notes covered since the previous
quiz, (2) any homework sets that were due since the previous quiz, and
(3) videos. The conceptual material will be covered in lectures and text. The problems
will be covered in the lecture. Each student must bring their own calculators because
sharing of calculators is strictly prohibited. The formula sheet will be part of the quiz
so that the students will not have to memorize formulas.

In general, no makeup quizzes will be given. If for some legitimate reason, you are unable to
attend a quiz at the scheduled time, you must give me written notice prior to the original
quiz date so that we can make alternate arrangements.

Course Outline

 Course Introduction and Overview

o Review of course Schedule and requirements
o Introduction to Supply Chain Management

 Supply Chain Contract Design and Analysis

 Supply Chain Modeling – Network Design

Logistics Network Configuration

Software Demonstration

 Inventory & Risk Pooling

 Transportation & Distribution strategies along a supply chain

 Value of Information

 Supply Chain Integration

 Sustainable Supply Chain Operations

 Pricing and Customer Value

 Case Presentations & Course Wrap-up