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Sustainable Operations - Integration with other Functions
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BGI Operations/Supply Chain Curriculum:The Evolution of a Core Experience
Fall, 2011
₪ The Current State
Today’s Agenda:
₪ The Future State
₪ The Gap
₪ The Business Model Experience
₪ Discussion
Sustainable Operations
8:00-8:15 Break Break
8:15-8:30 Circle Circle Time Circle Time
8:30-8:45 8:15 Start 8:15 Start 8:15 Start
8:45-9:00 Great Hall Great Hall 105
9:00-9:15 Break Break Break
9:15-9:30 MGT II Systems Sustainable Ops Accounting II
9:30-9:45 9:15 start 9:00 start 9:15 Start 9:15 Start
9:45-10:00
Great Hall, art studio, Ichthyology
10:00-10:15
105,102,103Great Hall, with art studio & Ichthyology
10:15-10:30 105/102/103
10:30-10:45 Break Break
10:45-11:00 MGT II Systems Sustainable Ops Accounting II
11:00-11:15 10:45 Start 10:45 Start 10:45 Start 10:45 Start
11:15-11:30
11:30-11:45
11:45-12:00
Great Hall, with art studio & Ichthyology
12:00-12:15
105,102,103Great Hall, art studio,
Ichthy
12:15-12:30 105/102/103
12:30-12:45 Lunch Lunch & Break
12:45-1:00 12:30 Start 12:30 Start
1:00-1:15 Welcome Center Open
1:15-1:30 DSJ - PDR
1:30-1:45 Opening Circle Sustainable Ops Accounting II Faculty - Ichthyology
1:45-2:00 1:30 Start 1:30 start 1:30 start Admissions - PDR
2:00-2:15 Free Time
2:15-2:30
start 2:00
2:30-2:45
Great Hall, art studio, Ichthy
2:45-3:00 Great Hall 105/102/103Saturday afternoon events please see the living schedule3:00-3:15 Break Break
3:15-3:30 MGT II Systems Sustainable Ops Accounting II Entre/Intra Econ 1
3:30-3:45 3:15 start 3:15 start 3:15 start 3:15 start 3:15 start 3:15 start
3:45-4:00
4:00-4:15
Great Hall, art studio, Ichthy
4:15-4:30
4:30-4:45 105/102/103
Systems
Management
Accounting
Matching Supply With Demandby Gérard Cachon and Christian Terwiesch
2. The Process View of the Organization .
3. Understanding the Supply Process: Evaluating Process Capacity .
4. Estimating and Reducing Labor Costs .
5. The Link between Operations and Finance .
6.
Batching and Other Flow Interruptions: Setup Times and the Economic Order Quantity Model
7. Variability and Its Impact on Process Performance: Waiting Time Problems .
8. The Impact of Variability on Process Performance: Throughput Losses .
9.
Quality Management, Statistical Process Control, and Six-Sigma Capability
10. Lean Operations and the Toyota Production System .
11. Betting on Uncertain Demand: the Newsvendor Model .
12.
Assemble-to-Order, Make-to-Order, and Quick Response with Reactive Capacity
13.
Service Levels and lead Times in Supply Chains: The Order-up-to Inventory Model
14. Risk-Pooling Strategies to Reduce and Hedge Uncertainty .
15. Revenue with Capacity Controls .
pdf1
6. Supply Chain Coordination .
Current Operations Curriculum
LEAN
Sustainability
Traditional Ops
TraditionalApproach
SustainableApproach
₪ The Current State
Today’s Agenda:
₪ The Future State ₪ The Gap
₪ The Business Model Experience
₪ Discussion
“Triple Bottom Line”
“Sustainability”
Triple Bottom Line – Reality
Profit
People Planet
Sustainability
“…Sustainability: the possibility that human and other life will flourish on the planet forever.”
John Ehrenfeld in Sustainability by Design.
Integrated Bottom Line – Goal
Profit
Planet People
WBCSD
WBCSD
Concept
Business Model
Validation Customer Strategic Financial Operational
Business Plan
Q1/I3
Q1/I3, Q2/I1, Q2/I2
Q2/I2
Q2/I3
Iteration and Refinement
Structure of the Project/Quarter
MBA in Sustainable Systems
Year OneCapitalism in Context: Economics for People
& Planet LPD
Values and Value Creation: Business Models for the 21st CenturyLPD
Means and Measures: Accounting for Triple Bottom Line SuccessLPD
MBA in Sustainable Systems
Year TwoAction Learning Practicum I
Management I
Elective
LPD
Action Learning Practicum II
Management II
Elective
LPD
Action Learning Practicum III
Elective
Elective
LPD
₪ The Current State
Today’s Agenda:
₪ The Future State
₪ The Gap ₪ The Business Model Experience
₪ Discussion
Q2: Values and Value Creation
Marketing Operations
LPDEconomicsDesignTeamsAccounting &
Finance
Strategy
Values: Personal, Financial, Environmental, Social
Systems
Structure of the Project/Quarter
Concept
Business Model
ValidationCustomerStrategicFinancialOperational
Business Plan
Q1/I3
Q1/I3, Q2/I1, Q2/I2
Q2/I2
Q2/I3
Iteration and Refinement
20
21
CaValues &
Value Creation
Means & Measures
Second Year
1st Year Integration
sass
s
Capitalism InContext
4 Ideas 1 Plan
Basics
LDP & Teams
Learning Objectives
KEYCONCEPTS
Values, perspectives, and methodologies that contribute to a sustainable business including social justice, trans-formative innovation, systems thinking, stakeholder engagement and strategic decision-making
Opportunity identification and assessment for business solutions to ‘big issue’ problems — i.e. value creation on a global scale
Business models and key strategic planning tools appropriate for use in model selection
Comprehensive multi-stakeholder engagement processes, recognizing customer insights and collaborative opportunities
Values & Value Creation
Learning Objectives
KEY CONCEPTS (cont)
Key components of the strategic planning process, including innovation, competition, visioning, transformation, and collaboration
Marketing concepts related to developing a business plan, including segmentation, branding, messaging and positioning
Fundamentals of operations & supply chain management
Feasibility studies, including operations and financial components (cost analysis, breakeven, sales scenarios &projections, operating costs, P&L, and capital requirements)
Values & Value Creation
Learning Objectives
CORE COMPETENCIES
Develop and demonstrate the capacity for strategic visioning,
creative thinking and transformative innovation
Apply appropriate business tools in an appropriate sequence
in order to make critical strategic decisions and recommendations
As a part of a strategic decision making process, distill big
ideas into action by facilitating creative thinking and utilizing other
planning tools
Identify stakeholder needs by conducting secondary and
qualitative marketing research
Values & Value Creation
Learning Objectives
CORE COMPETENCIES (cont)
Develop the elements of a marketing and operation plans to support the launch of a new offering
Demonstrate successful project management skills
Apply systems thinking tools to support project formulation (causal loop diagrams, leverage point identification, etc.)
Demonstrate and apply problem-solving and adaptive leadership skills when dealing with ambiguity
Communicate value creation persuasively
Values & Value Creation
₪ The Current State
Today’s Agenda:
₪ The Future State
₪ The Gap
₪ The Business Model Experience₪ Discussion
A Business Model describes the rationale of how an organization creates, delivers, and captures value. (p. 14)
The purpose of a Business Plan is to describe and communicate a for-profit or non-profit project and how it can be implemented, either inside or outside an organization. (p. 268)
From Business Model Generation
Value Proposition
Customer Segments
Customer Relationships
Channels
Key Activities
Key Resources
Key Partners
Cost Structure
Revenue Stream
Executive Summary
Product or Service
Sustainability or Social Justice Edge
Customers and Market
Competition
Marketing and Sales
Operations
The Venture Team
Partnering Strategy
Risks and Assumptions
Management
Analytics
Business Model Canvas Business Plan Outline
₪ The Current State
Today’s Agenda:
₪ The Future State
₪ The Gap
₪ The Business Model Experience
₪ Discussion
