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OPRE 6371 Purchasing and Sourcing Management

Course Syllabus
OPRE 6371 – Purchasing and Sourcing Management
School of Management
The University of Texas at Dallas

| Course Info | Technical Requirements | Course Access & Navigation | Communications |


Assessments | Academic Calendar | Scholastic Honesty | Course Evaluation | UTD Policies |

Course Information

Course

Course Number/Section OPRE 6371/501


Course Title Purchasing and Sourcing Management
Term and Dates Spring 2011, R 4:00-6:45 pm
Room SOM 1.117
Lab NA

Professor Contact Information


Instructor Jim Hogan
Office Phone 972.359.6236
Email Address Use WebCT or jim.hogan@utdallas.edu
Office Location SOM 2.409
Online Office Hours 6:45 - 7:45 pm Thurs or by Appt.

TA Contact Information
Teaching Asst. NA
Email Use WebCT
Office NA

Course Pre-requisites, Co-requisites, and/or Other Restrictions


OPRE 6302 may be waived by permission of instructor

Course Description
Course Description: This course teaches purchasing and sourcing management concepts,
business processes and procedures. Case studies, practitioner examples and benchmarking
exercises are employed. The focus is on interactive study of purchasing and sourcing
management functions of supply chain management.

Student Learning Objectives/Outcomes


Upon completion of this course students will be able to:
1. Understand the role and function of Purchasing and Sourcing management.
2. Understand industry related acronyms, terms, processes, organization structures, job
descriptions and customer-supplier relationships.
3. Realize the importance of Purchasing and Sourcing management in modern day business.
4. List the major process steps typically involved in Purchasing and Sourcing management.
5. Use basic Purchasing and Sourcing management decision making for problem solving.
6. Define insourcing, outsourcing, make vs buy, cost management, and negotiation.

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OPRE 6371 Purchasing and Sourcing Management

7. Apply latest research and developments in the field to real-life issues, opportunities,
decisions, and problems faced by practitioners.

Required Textbooks and Materials


Required Texts
1. Purchasing and Supply Management
Johnson, Leenders, Flynn
McGraw-Hill Irwin Publisher, 14th edition
ISBN – 978-0-07-337789-6
MHID - 0-07-337789-9

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Technical Requirements

In addition to a confident level of computer and Internet literacy, certain minimum technical
requirement must be met to enable a successful learning experience. Please review the important
technical requirements and the web browser configuration information.

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Course Access and Navigation

WebCT6 will be used for all course interactivity between instructor and students. Please check
the calendar and assignments frequently. Students will use their UTD NetID account to login to
the course at: http://webct6.utdallas.edu.

If you have any problems with your UTD account or with the UTD WebCT server, you may send
an email to: webct@utdallas.edu or call the UTD Computer Helpdesk at: 972-883-2911. If you
encounter any technical difficulties within the course site, please send an email to
gmbasupport@utdallas.edu.

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Communications

This WebCT course has built-in communication tools which will be used for interaction and
communication. Please see more details about communication tool information.

Interaction with Instructor: The instructor will communicate with students mainly using the Mail,
Announcements, Assignments and Discussions tools within WebCT. Students may send personal
concerns or questions to the instructor using the course Email tool. The instructor will reply to
student emails or Discussion board messages in a timely manner.

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OPRE 6371 Purchasing and Sourcing Management

Student Assessments
Grading Information

Weights

Mid-term exam 35%


Final exam 35%
Case Studies / Group Project 30%

100%

Accessing Grades

Students can check their grades by clicking “My Grades” under Course Tools in WebCT after the
grade for each assessment task is released.

Course Policies

Make-up exams
None

Extra Credit
None

Late Work
Hands-on exercises or case studies may be submitted within 24 hours of the due date. However,
a 10% reduction in grade will be assessed.

Assignments

Hands-on exercises or case studies will be posted as Assignments in WebCT6.

Assignment submission instructions

You will submit your assignments (in the required file format with a simple file name and a file
extension) by using the Assignments tool on the course site. Please see the Assignments link on
the course menu or see the icon on the designated page. You can click each assignment name
link and follow the on-screen instructions to upload and submit your file(s). Please refer to the
Help menu for more information on using this tool. Please note: each assignment link will be
deactivated after the assignment due time. After your submission is graded, you may click each
assignment’s “Graded” tab to check the results and feedback.

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Academic Calendar

Case Study Case Study Reading


Date No. Due Name Topic/Lecture Assignment
Introduction to Purchasing and
Case 1-2 in Sourcing Management, STAR Case
1/13 class Erica Carson Study format Ch 1
Southeastern
1/20 Case 1-3 University Supply Strategy & Supply Organization Ch 2, 3
Spartan Heat
1/27 Case 2-1 Exchangers Supply Processes & Technology Ch. 4
2/3 Case 3-1 Iowa Elevators Make or Buy, Insourcing & Outsourcing Ch. 5
Portland Bus
2/10 Case 4-3 Company Need Identification & Specification Ch. 6
Rondit
2/17 Case 5-2 Automotive Quality Ch. 7
Moren
Corporation
2/24 Case 6-1 (A) Quantity & Inventory , Midterm review Ch. 8
3/3 XXX 3/5 Midterm Exam, Chapters 1-8 XXX
Thorsel-
3/10 Case 8-2 Teskey Drilling Delivery Ch. 9
3/17 XXX XXX Spring Break - no class XXX
3/24 XXX XXX Price Ch. 10
Andrew
3/31 Case 9-2 Morton Cost Management Ch. 11
4/7 Case 10-1 Cottril, Inc. Supplier Selection Ch. 12
City of Supplier Evaluation & Supplier
4/14 Case 11-3 Granston Relations Ch. 13
Global Supply Management & Legal
4/21 Case 12-1 Loren, Inc. and Ethics Ch. 14,15
Fortune 500 Purchasing project
Delphi reviews due, review 3-4 projects, Final
4/28 Case 13-3 Corporation review
5/5 XXX XXX Final Exam, Chapters 9-15 XXX

Spring Break 14-19 March, 2011

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OPRE 6371 Purchasing and Sourcing Management

Note 1. STAR Case Study Format:


- Situation
- Tasks or problems to resolve
- Actions to be taken
- Results, expected

Note 2. Fortune 500 Project Assignment:


- Profile Fortune 500 company of
choice
- Profile Purchasing organization,
spend, goals and objectives, 2009
challenges
- SWOT analysis, Strengths,
Weaknesses, Opportunities, and
Threats

Group Case Studies and Class Project

Due to large class size, case studies will be assigned as group projects. Students will be
assigned to one of ten groups. All members of group will receive same grade for case study
unless a member is non-participating for whatever reason. Assigned group will notify me of any
non-participating members. That student will have to submit case study as individual and will
receive own grade, but at least 10% deduction from group grade.

Evaluation Rubrics for Case Studies

Each group will complete each case study. One group will present case study before class on
rotating basis. Case studies will be graded using guideline of rubric below. Not all rubric
elements will pertain to each case study. Applicable rubrics will be graded as shown in chart
below. Each case will be awarded a maximum of 50 points. Deducts will be made in accordance
with the rubric elements shown. Overall case study grade will be averaged and normalized on
100 point scale for averaging in final overall grade.

The following rubric will be used for the evaluation of team presentations of strategic management
cases. Note that the component areas of a thorough case presentation are listed on the left column,
and levels of performance are listed across. This listing can help you better prepare your case
analysis and presentation. Evaluation criteria are listed for both the content presentation and the
process aspects (e.g., teamwork, presentation style) of the case study.

Unacceptable Acceptable (B- Excellent (A- to


Component Good (B+)
(C) to B) A)
Case Analysis 1 point 2 points 3 points 4 points
Mission Statement no mission vague clear & mission clearly
statement mission distinctive tied to key

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(concise statement of what statement, mission strategic factors,


business you are and are not does not statement with 4+ components
in, key components of distinguish 1-3 components
mission) organization,
no clear
components
External analysis 5-6 factors,
limited
3-4 external described with 7-10 factors,
discussion of
(description of external factors examples, described with
external factors
change drivers: political, identified and related to related examples,
(1-2, poorly
economic, demographic, described with organizational prioritized relevant
described, no
technological, social, legal, examples events and to the firm
examples)
etc.) performance
Internal analysis
limited 4-5
6+ described,
discussion of 2-3 factors described, with
(description of functional prioritized, show
internal factors (1 described, with examples
departments & relationships: systemic
described, no examples reflecting key
finance, marketing, R&D, connections
examples) processes
manufacturing, HR, etc.)
SWOT, integration
of information cross Integrated
no comparison adequate but
tabulation or presentation of
or integration of separate listing
other integrated factors with clear
(Internal Strengths & internal and of internal and
presentation of implications for
Weaknesses, external external factors external factors
I/E factors strategy
Opportunities & Threats)
Strategic
alternatives or more than one
scenarios scenario
single
single considered, one
alternatives, well
no alternatives alternative, well described,
(possible future scenarios described,
provided vaguely clearly related to
and/or alternative clearly related to
described organization, clear
recommendations for organization
outgrowth of
responding to strategic
SWOT, key factors
needs)
Decision criteria
at least one, at least two, clear, well
no criteria
poorly defined well defined defined, multiple
(bases for deciding on identified
criteria criteria criteria, key factors
strategic alternatives)

Evaluation & poorly


measurement measurable key areas,
no criteria (e.g., clearly clearly
performance specific, measurable measurable, IT
(identification & measurement
evaluation criteria behavioral, criteria linkages, key
of key indicators of
objective, personnel
performance and change)
measurable)
Implementation & listed analysis of
transition listed suggestions and stakeholders,
management no
suggestions for explained culture, and stages
consideration of
implementation rationale for of transition with
implementation
(strategy for reducing and transition impementation corresponding
resistance to change & and transition recommendations

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OPRE 6371 Purchasing and Sourcing Management

facilitating transition for


various stakeholders)

Presentation
Teamwork team members
unclear roles,
well have equivalent
poor transitions, sequence of
(demonstrated ability to work coordinated and roles, smooth
team tension or individual
together effectively, cuing, prepared transitions, cross
conflict apparent, presentations
transitions, shared presentation references to each
excuses
discussion) other's parts,
excellent voice
projection &
Communication audible but clearly
modulation,
Style barely audible, without audible and
nonverbal
little inflection, enthusiasm, enthusiastic but
expression,
few gestures, audience with minimal
(effective use of voice, enthusiasm eye
little eye contact, contact but little audience
gesture, eye contact, etc.) contact, &
involvement involvement
involvement of
audience

Vocabulary consistent use


inaccurate use
consistent of appropriate
of terms, inconsistent
use of technical terms for all parts
(i.e., use of technical terms for common or slang use of technical
terms; some of case
content and processes, key rather than and common or
overuse or presentation,
figures, etc., related to case technical terms, slang
pretentiousness discussion and
and strategic management) mispronunciation
reflection
Graphics used impactful visual
graphics but legible, content
(visual materials used to difficult to read, consistent style, supplementing
supplement the presentation: no graphics inconsistent related to key verbal points,
transparencies, Power Point style, ideas, attractive integrates
slides, chalk/whiteboard unnecessary, layout information
diagrams, etc.) poor layout visually

Use of Technology prepared and


technology
prepared and well organized use
used but
no technology well organized of at least 2
(e.g., Power Point, Internet, awkward and
used use of at least methods,
overhead projector, TV/video, not tested or
one method supplements
etc.) with backup
presentation
elicit request specific
loosely
Discussion audience feedback,
organized
questions & prepared
discussion,
comments, questions &
(interaction with audience to no discussion random
followup and responses for
facilitate understanding, elicit questions,
probe questions, discussion,
questions & concerns, etc.) some
little actively seek direct
defensiveness
defensiveness feedback with no

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OPRE 6371 Purchasing and Sourcing Management

defensiveness

clear
identification of 3-4
Reflection loose
improvements
discussion of
not covered or clear based on
possible
(team discussion of what was no ideas of what identification of feedback,
improvements,
learned, consideration of could be done 1-2 discussion,
explanations
feedback and critique, areas differently improvements reflection on team
why it couldn't
for revision & improvement) process: what to
be done
start, stop,
continue

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Scholastic Honesty
The University has policies and discipline procedures regarding scholastic dishonesty. Detailed
information is available on the Scholastic Dishonesty web page. All students are expected to
maintain a high level of responsibility with respect to academic honesty. Students who violate
University rules on scholastic dishonesty are subject to disciplinary penalties, including the
possibility of failure in the course and/or dismissal from the University. Since such dishonesty
harms the individual, all students and the integrity of the University, policies on scholastic
dishonesty will be strictly enforced.

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Course Evaluation

As required by UTD academic regulations, every student may complete an evaluation for each
enrolled course at the end of the semester. An instructional assessment form will be made
available for your confidential use.

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University Policies

Student Conduct & Discipline

The University of Texas System and The University of Texas at Dallas have rules and regulations
for the orderly and efficient conduct of their business. It is the responsibility of each student and
each student organization to be knowledgeable about the rules and regulations which govern
student conduct and activities. General information on student conduct and discipline is

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OPRE 6371 Purchasing and Sourcing Management

contained in the UTD publication, A to Z Guide, which is provided to all registered students each
academic year.

The University of Texas at Dallas administers student discipline within the procedures of
recognized and established due process. Procedures are defined and described in the Rules and
Regulations, Board of Regents, The University of Texas System, Part 1, Chapter VI, Section 3,
and in Title V, Rules on Student Services and Activities of the university’s Handbook of Operating
Procedures. Copies of these rules and regulations are available to students in the Office of the
Dean of Students, where staff members are available to assist students in interpreting the rules
and regulations (SU 1.602, 972/883-6391).

A student at the university neither loses the rights nor escapes the responsibilities of citizenship.
He or she is expected to obey federal, state, and local laws as well as the Regents’ Rules,
university regulations, and administrative rules. Students are subject to discipline for violating the
standards of conduct whether such conduct takes place on or off campus, or whether civil or
criminal penalties are also imposed for such conduct.

Academic Integrity

The faculty expects from its students a high level of responsibility and academic honesty.
Because the value of an academic degree depends upon the absolute integrity of the work done
by the student for that degree, it is imperative that a student demonstrate a high standard of
individual honor in his or her scholastic work.

Scholastic dishonesty includes, but is not limited to, statements, acts or omissions related to
applications for enrollment or the award of a degree, and/or the submission as one’s own work or
material that is not one’s own. As a general rule, scholastic dishonesty involves one of the
following acts: cheating, plagiarism, collusion and/or falsifying academic records. Students
suspected of academic dishonesty are subject to disciplinary proceedings.

Plagiarism, especially from the web, from portions of papers for other classes, and from any other
source is unacceptable and will be dealt with under the university’s policy on plagiarism (see
general catalog for details). This course will use the resources of turnitin.com, which searches the
web for possible plagiarism and is over 90% effective.

Email Use

The University of Texas at Dallas recognizes the value and efficiency of communication between
faculty/staff and students through electronic mail. At the same time, email raises some issues
concerning security and the identity of each individual in an email exchange. The university
encourages all official student email correspondence be sent only to a student’s U.T. Dallas email
address and that faculty and staff consider email from students official only if it originates from a
UTD student account. This allows the university to maintain a high degree of confidence in the
identity of all individual corresponding and the security of the transmitted information. UTD
furnishes each student with a free email account that is to be used in all communication with
university personnel. The Department of Information Resources at U.T. Dallas provides a method
for students to have their U.T. Dallas mail forwarded to other accounts.

Withdrawal from Class

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OPRE 6371 Purchasing and Sourcing Management

The administration of this institution has set deadlines for withdrawal of any college-level courses.
These dates and times are published in that semester's course catalog. Administration
procedures must be followed. It is the student's responsibility to handle withdrawal requirements
from any class. In other words, I cannot drop or withdraw any student. You must do the proper
paperwork to ensure that you will not receive a final grade of "F" in a course if you choose not to
attend the class once you are enrolled.

Student Grievance Procedures

Procedures for student grievances are found in Title V, Rules on Student Services and Activities,
of the university’s Handbook of Operating Procedures.

In attempting to resolve any student grievance regarding grades, evaluations, or other fulfillments
of academic responsibility, it is the obligation of the student first to make a serious effort to resolve
the matter with the instructor, supervisor, administrator, or committee with whom the grievance
originates (hereafter called “the respondent”). Individual faculty members retain primary
responsibility for assigning grades and evaluations. If the matter cannot be resolved at that level,
the grievance must be submitted in writing to the respondent with a copy of the respondent’s
School Dean. If the matter is not resolved by the written response provided by the respondent,
the student may submit a written appeal to the School Dean. If the grievance is not resolved by
the School Dean’s decision, the student may make a written appeal to the Dean of Graduate or
Undergraduate Education, and the dean will appoint and convene an Academic Appeals Panel.
The decision of the Academic Appeals Panel is final. The results of the academic appeals
process will be distributed to all involved parties.

Copies of these rules and regulations are available to students in the Office of the Dean of
Students, where staff members are available to assist students in interpreting the rules and
regulations.

Incomplete Grade Policy

As per university policy, incomplete grades will be granted only for work unavoidably missed at
the semester’s end and only if 70% of the course work has been completed. An incomplete grade
must be resolved within eight (8) weeks from the first day of the subsequent long semester. If the
required work to complete the course and to remove the incomplete grade is not submitted by the
specified deadline, the incomplete grade is changed automatically to a grade of F.

Disability Services

The goal of Disability Services is to provide students with disabilities educational opportunities
equal to those of their non-disabled peers. Disability Services is located in room 1.610 in the
Student Union. Office hours are Monday and Thursday, 8:30 a.m. to 6:30 p.m.; Tuesday and
Wednesday, 8:30 a.m. to 7:30 p.m.; and Friday, 8:30 a.m. to 5:30 p.m.

The contact information for the Office of Disability Services is:


The University of Texas at Dallas, SU 22
PO Box 830688
Richardson, Texas 75083-0688
(972) 883-2098 (voice or TTY)

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OPRE 6371 Purchasing and Sourcing Management

Essentially, the law requires that colleges and universities make those reasonable adjustments
necessary to eliminate discrimination on the basis of disability. For example, it may be necessary
to remove classroom prohibitions against tape recorders or animals (in the case of dog guides) for
students who are blind. Occasionally an assignment requirement may be substituted (for
example, a research paper versus an oral presentation for a student who is hearing impaired).
Classes enrolled students with mobility impairments may have to be rescheduled in accessible
facilities. The college or university may need to provide special services such as registration,
note-taking, or mobility assistance.

It is the student’s responsibility to notify his or her professors of the need for such an
accommodation. Disability Services provides students with letters to present to faculty members
to verify that the student has a disability and needs accommodations. Individuals requiring
special accommodation should contact the professor after class or during office hours.

Religious Holy Days

The University of Texas at Dallas will excuse a student from class or other required activities for
the travel to and observance of a religious holy day for a religion whose places of worship are
exempt from property tax under Section 11.20, Tax Code, Texas Code Annotated.

The student is encouraged to notify the instructor or activity sponsor as soon as possible
regarding the absence, preferably in advance of the assignment. The student, so excused, will be
allowed to take the exam or complete the assignment within a reasonable time after the absence:
a period equal to the length of the absence, up to a maximum of one week. A student who notifies
the instructor and completes any missed exam or assignment may not be penalized for the
absence. A student who fails to complete the exam or assignment within the prescribed period
may receive a failing grade for that exam or assignment.

If a student or an instructor disagrees about the nature of the absence [i.e., for the purpose of
observing a religious holy day] or if there is similar disagreement about whether the student has
been given a reasonable time to complete any missed assignments or examinations, either the
student or the instructor may request a ruling from the chief executive officer of the institution, or
his or her designee. The chief executive officer or designee must take into account the legislative
intent of TEC 51.911(b), and the student and instructor will abide by the decision of the chief
executive officer or designee.

Off-Campus Instruction and Course Activities

Off-campus, out-of-state, and foreign instruction and activities are subject to state law and
University policies and procedures regarding travel and risk-related activities. Information
regarding these rules and regulations may be found at the website address given below.
Additional information is available from the office of the school dean.
(http://www.utdallas.edu/Business Affairs/Travel_Risk_Activities.htm)

These descriptions and timelines are subject to change at the discretion of the Professor.

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