Syllabus Supply Chain Modeling IIMR

8/9/2019 Syllabus Supply Chain Modeling IIMR

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Indian Institute of Management RaipurPost Graduate Programme 2013-15

Term-V

Supply Chain Modeling

Course Outline

Instructor

Santosh Kumar Prusty, Ph.D. (IIT Kharagpur)

Assistant Professor, IIM Shillong

Course DescriptionThe course on Supply Chain Modeling

focuses on those participants who would

look forward in their carrier to be in the

Supply Chain and Logistic Management

domains as managers, consultants,

and/or entrepreneurs, i.e. decision

makers. The focus of the course is how to

take various decisions related to Supply

Chain Management and Logistic

Management using different types of

models and modeling techniques. In the

current analytics era, rapidly dominating

the business world, huge amount of data

are generated every moment, which can be useful for the decision makers if they can

read, explain, and use them intelligently. The courses goal is to sensitize the

participants how models can be effectively constructed and applied to Supply Chain

Management problems for better and effective decision making process. This is neither

a purely theoretical nor a case study course, but rather an analytical course that

addresses real problems found in practice related to Supply Chain management and

how they can be tackled using various modeling techniques and models.

Courtesy: www.mit.edu


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Course ObjectivesThe objectives of the Supply Chain Modeling course are:

To sensitize the participants with the various data collection, data collation, and

data analytics techniques related to Supply Chain Management.

To equip the participants with art and science of modeling skills in the context of

Supply Chain Management.

To reflect the attitude of participants to themselves in taking decisions using

various modeling techniques and models i.e. Statistical, Optimization, System

Dynamics, and other Descriptive models.

The objective of the course is NOTto theorize a Supply Chain Management context into

a general theoretical model, which is usually developed by the researchers and

PhD/FPM students.

Course Motivation and Course MapModels are the abstractions of reality. Hence, all models are wrong. However, models

are useful. It is wrong to be the slave of the models rather to use the models for effective

decision making. Therefore, it is essential on the part of the modeler to capture the

reality and ingrain them to the models so that models will be credible. However, due to

the bounded rationality of human mind i.e. modeler, the abstraction process becomes

difficult, sometimes erroneous. The difficulty increases when the complexity attached

with the reality (that is to be modeled) increases. Hence, the model becomes too much

complex and effectiveness of its use is reduced. Too much simplification by the modeler

also leaves out many important aspects of reality resulting a vague model of no or limited

use. In such dichotomous situation, modeling becomes as an art as well as science.

Furthermore, the stake involved in the decisions to be taken with the help of model

increases as it goes up in the ladder. That means more the decision is strategic, more is

the stake involved in the organization that puts more responsibility on the modeler.

Hence, there is thin thread between the simplifications vs. precision and operational vs.strategic levels. The risk amplifies when the time period between the decisions taken

and outcome of the decisions. Hence, the life of modeler is always tough. The syllabus

for the course is planned according to the level of complexity involved in the reality and

importance of decision problems with respect to the organization that is pictorially

illustrated below.


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Figure 1: Level of Complexity Vs Organization's Stake involved with Model

Course OutlineSl No Topic Learning Points & Learning References

1 Supply ChainManagement

Decisions

To understand the Supply Chain as a system andidentify the important decisions that are taken by

decision makers to improve the overall performance.Reference(s):Articles:

MIT Professor Sees Promise In Supply ChainModeling

Performance Measures and Performance Models

for Supply Chain Decision Making by Y Narahariand Shantanu Biswas

How to do Strategic Supply Chain Planning.(2003) ManMohan S Sodhi, MIT SloanManagement Review.Vol 45, No. 1

2 Integration of

EmergingInformation

Technology withSupply ChainManagement forModel Building

To understand the role of Information Technology in

Supply Chain that can help in bringing Analytics forDeveloping Models for Decision Making.Reference(s):

Article: Supply Chain Analytics

Chapter 1

Chapter 2

3-4 Optimization Modelsfor Supply Chain

To start understanding simple modeling methods forvarious decisions using Linear Programming

LevelofComplexity

LOW

HIGH

LOW HIGH

Level of Organizations Stake

Su lier Selection

Direct Deliver from Su lier

Vendor Managed Inventory

Optimal Procurement Policy

Plant/Distribution

Facility Location

Product Line Selection

Capacity Planning

Capacity Allocation

Inventory Decisions

Manufacturing Strategy

Production Scheduling

Resource Utilization

Configurationof Distribution Facilities

Customer Allocation

Distribution Strategy

Distribution Mode Product and Process Selection


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Management: LinearProgramming

Resource AllocationModels

TransportationModels

Multi-objectiveOptimization

Stochastic Models

Reference(s):

Chapter 3

5-6 Optimization Modelsfor Supply ChainManagement: MixedInteger Programming

Supplier Selection

To capture the increased level of complexity inmodeling Supply Chain related decisionsReference(s):

Chapter 4

HBS Case: DHL Supply Chain (ClassroomHand-on Exercise)

Supply ChainNetwork

Optimization

Case: Strategic Planning at Ajax (Chapter 4,Page: 130)

7-8 Real-life Applicationof OptimizationModeling of SupplyChain

HBS Case: Supply Chain Optimization at MaduraiAavin Milk Dairy (Classroom Hand-On ModelingWorkshop)

9-10 UnifiedOptimizationMethods

Heuristic Models

To understand how too much complex scenarios canbe simplified and modeled to suit to the customizeddecision requirement and achieve a fair model outputwithout diluting the reality.Reference(s):

Chapter 5

Case: Chemtech Vehicle Routing (Chapter 5,

Page 189) Case: Goodstone Tire Company Production

Scheduling (Chapter 5, Page: 198)

11-12 Descriptive Modelsfor Supply ChainManagementDecisions

DemandForecasting

Simulation Models

DEA Models

To learn other modeling techniques and modelsother than optimization models to understand andanalyze the supply chain management situations.Reference(s):

Chapter 6

13-14 Supply ChainDecision DatabaseUsing Data forModeling

To understand how various kinds of data are stored,retrieved, and used in modeling for various decisionmaking situation.Reference(s):

Chapter 7

Case: Transfer Pricing Model for Tasty ChipsCompany (Chapter 7, Page: 280)


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Real-life Applicationof Cost Modeling ofSupply Chain

HBS Case: Whirlpool Corporation GlobalProcurement (Classroom Hand-On ModelingWorkshop)

15-16 Modeling for SupplyChain PlanningDecisions (Strategicand Tactical)

ResourceAcquisition and

Divestment Option

To learn modeling for Strategic Supply Chaindecisions using Optimization Techniques.Reference(s):

Chapter 8

HBS Case: Dollar Tree Logistics (Classroom Hand-OnModeling Workshop)

17-18 Modeling for SupplyChain PlanningDecisions(Operational)

Reference(s):

Chapter 9

HBS Case: School Chaley Hum: Optimizing Students

Commute to KPS (Classroom Hand-On ModelingWorkshop)

19-20 Modeling forInventory PlanningDecisions

Reference(s):

Chapter 10

Modeling for SupplyChain DecisionMaking underUncertainty

Scenario Planning

ContingencyPlanning

Reference(s):

Chapter 11

HBS Case: Delivering Doors in a Window: Supply

Chain Management at Hindustan AeronauticsLtd.

PedagogyThe course will be mostly delivered through discussions and hand-on-modeling

activities. Every participant has to bring Laptop to the sessions and start the modeling

activity when the instructor will narrate a problem situation. There will be lectures also

by the instructor as and when required. It is expected that the participants need to

involve themselves in the hand-on-modeling exercises for enhancing their modeling skill

better. They are also required to submit assignments (building models) as and when the

instructor will float them. A successful case discussion demands intensive preparation

from both sides and rational participation in the discussions. The cases will be

distributed to you well in advance for preparation. Some of the cases are to be presented

by the participants in groups during the class hours as assignments.


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Evaluation

Components Weight

Mid-Term/Case Analysis/Presentations 20%

Assignment Submissions 30%

End-term exam 50%Total 100%

Text Book ReferenceShapiro, Jeremy F. (2007). Modeling The Supply Chain.Cengage Learning Pub.

Case References

Product Number Product Title Author(s)

W12888-PDF-ENG DHL Supply Chain Singfat Chu, DavidRingrose

BH627-PDF-ENG Supply Chain Analytics Gilvan C. Souza

UV1448-PDF-ENG Dollar Tree Logistics Timothy M. Laseter, Yu

Wu

SMR120-PDF-ENG How to do Strategic Supply ChainPlanning

Manmohan S. Sodhi

IMB341-PDF-ENG Supply Chain Optimization atMadurai Aavin Milk Dairy

Unnikrishnan Dinesh

Kumar; P. Arun Pandian;

Nachiappan SP

UV0341-PDF-ENG Whirlpool Corporation GlobalProcurement

Timothy M. Laseter

W13196-PDF-ENG School Chaley Hum: OptimizingStudents Commute to KPS

Omkarprasad S. Vaidya;David Sparling; RohitBhagat

IMB305-PDF-ENG Delivering Doors in a Window: SupplyChain Management at HindustanAeronautics Ltd.

Unnikrishnan Dinesh

Kumar; Arun Manohar;

G. N. Sripriya

W11600-PDF-ENG DD Traders: Sourcing for DEMDACO Peter C. Bell; Carolyn

Glasow; Julia Ho

898238-PDF-ENG Pioneer Hi-Bred International, Inc.:

Supply Management

Francis J. Aguilar; Xin X

He; Paul Clark


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Learning Objectives1. To introduce students to the development of mathematical modeling and solution

tools for supply chain management;

2. To teach students to use these tools to analyze strategic, tactical, and operational

supply-chain decisions including facility location, vehicle routing, and inventory

management; and,

3. To engage students in case studies based on real world supply chain decisions.

Documents

Syllabus Supply Chain Modeling IIMR