Professional Documents
Culture Documents
Supply Chain Management - ManagementMinds
Supply Chain Management - ManagementMinds
Code No : MGT-171
Credit :2
Course Objective
The objective of the course is to introduce the concept of supply chain and its management. It aims to teach the
students the interrelations among the drivers of the supply chain across the various functions in an organization. It
also gives understanding of strategies and tools to solve supply chain issues.
Course Content
Unit 1: Introduction:
Supply Chain: Concepts and Stages, Objectives of Supply Chain, Decision Phases in Supply Chain, Process view of
Supply Chain, Value Chain, Value System, and Supply Chain, Supply Chain Management LH 5
Factors affecting supply chain structure, Efficient vs responsiveness, Supply chain structure, Push-based supply
chain, Commodity and cost-centric supply chain, Pull-based supply chain, Supply chain for emergencies LH 5
Drivers of Supply Chain Performance, Facilities and SCM, Inventory and SCM, Transportation and SCM,
Information and SCM, Sourcing and SCM, Pricing and SCM, Trade-offs in Designing SC Drivers LH 8
Role of Distribution in the Supply Chain, Factors influencing distribution network design, Distribution network
Designs, The role of network design in the SC, Factors influencing network design, Framework for network design
decisions LH 7
Supply Chain Planning, Demand Planning and Forecasting, Forecasting Techniques (Concepts only), Aggregate
Planning, Aggregate planning strategies- Chase strategy, Level strategy, Mixed production strategy [Numerical],
Sales and Operations planning and its linkage LH 7
i
Unit 6: Supply Chain Performance Management LH 4
Supply Chain Performance Management: Importance, Performance measures, Approaches to performance measures
References:
• N. Chandrasekaran. Supply Chain management Process, System, and Practice. Oxford University
Press, 2010.
• Sunil Chopra, Peter Meindl, and D.V. Kalra. Supply Chain Management Strategy, Planning, and
Operation. 5th Edition, Pearson, 2013.
.
ii