BA1641IU VNU – International University

Production and Operations Management School of Business

THE INTERNATIONAL UNIVERSITY

VNU-HCM

SCHOOL OF BUSINESS

Operations &

Supply Chain Management

COURSE GUIDELINE

1
BA1641IU VNU – International University
Production and Operations Management School of Business

1. COURSE STAFF
Lecturer: Dr. Nguyen Nhu Ty

Room: A1. 308

Phone: 0979.997.050

Email: nhutynguyen@gmail.com

Consultant times: To be advised/ also by appointment

Communication with Staff

Student are advised to contact staff during consultant times, or by arranging an appointment, or by posting your enquiries on the Discussion Board of the
course site via Blackboard and email

2. INFORMATION ABOUT THE COURSE

2.1.
Units of Credit: 3

2.2. Prerequisite and Parallel courses

Prerequisite: None

Parallel: None

2.3. Approach to learning and teaching

The teaching and learning adopted in this course is learner-center, and consequently, requires active student participation and contribution. Through a
range of interactive activities and teaching strategies, it seeks to engage students in the learning. It also seeks to facilitate independent learning through
individual tasks and research, and fosters collaborative learning through a range of group activities. It considers prior learning through a range of group
activities.

3. COURSE OBJECTIVES AND OUTCOMES

3.1. Course objectives

●
To help students to understand the roles of operation manager and how operation management related to other functional areas in an
organization such as: marketing, finance /accounting and personnel

●
To help students to understand how operation manager make decisions which are related to operation management, such as: Product design,
location planning, scheduling, inventory management, supply chain, human resource management

●
To help students gain the knowledge and skills to maintain the competitive advantage for organization by improving better productivity,
reducing cost, responding more quickly to the demand and providing better quality

3.2. Student learning and outcomes

After completing the course, students should be able to:

●
Having overall perspective of Operations and supply chain management within the context of both service and manufacturing companies

2
BA1641IU VNU – International University
Production and Operations Management School of Business

●
Greater understanding of the details of the quantitative techniques which will able to support the Operations Manager in making his or her
decisions in realistic situations.
●
Applying knowledge of operation management to identify real problems of operations and develop recommendations for solving problem

3.3. Teaching Strategies

The teaching and learning approach in this course is highly inter-active, requiring student participation and contribution. The lecture notes will be will
given at least one week before so that the students have the time enough to preview the materials and to concentrate on listening, critical thinking and
raising question during the lecture. This will help students to interact with the lecturer during the classroom. The sessions for presentations and discussions
comprise company case studies, which help the students to see some main concepts are applied in the real business context. Students will make
presentations on the selected operations management topics and discuss with their classmates

4. STUDENT RESPONSIBILITIES AND CONDUCT

4.1. Attendance

Your regular and punctual attendance at lectures and related seminar (if any) is expected in this course. University regulations indicate that if students
attend less than 80% of scheduled classes they may be refused final assessment. Exemptions may only be made on medical grounds.
Regular attendance is essential for successful performance and learning in this course, particular in view of the interactive teaching and learning approach
adopted. Please inform your lecture if you are unable to attend the class, and arrange for a classmate to collect any handouts.

4.2. General Conduct and Behavior

You are expected to conduct yourself with considerable and respect for the needs of your fellow students and teaching staff. Conduct that unduly disrupts
or interferes with a class, such as ringing, or talking on mobile phones, or chatting on internet, is nor acceptable and students may be asked to leave the
class.

5. LEARNING ASSESSMENT
5.1 Formal Requirements

In order to pass this course, the students must:

●
achieve a composite mark of at least 50; and
●
make a satisfactory attempt at all assessment tasks (see below).
5.2 Assessment Details

Tasks Mark

1. Class participation (4 random times) 05%

2. Presentations (2 times/team; 6 teams) 15%

3. Homework/Quiz (w/o advanced announcement) 10%

4. Mid-term Test 30%

5. Final Test 40%

TOTAL 100%

Quizzes/Homework (10%). The course calendar indicates some quizzes or exercises to in class. They are not announced in advanced. The quiz contents
are related to chapter homework problems and/or case studies.
Presentations (15%): 20 – 45 minutes.
1.
PowerPoint: 30%

a. Structure and content：20%

b. Skills and effects：10%

3
BA1641IU VNU – International University
Production and Operations Management School of Business

2.
English: 20%

a. Language expression: 15% (pronounce clearly and accurately, intonation, oral expression and presentation skills)

b. Body language: 5%
3.
Information: 50%

- Sts need to provide correct information.

Mid-term Exam (30%)

The midterm exam will be in the form of multiple choices and essay questions, problems. This is closed-book exam.
Final Exam (40%)
The final exam will be in the form of multiple choices and essay questions, problems. This is closed-book exam.

Grading
The letter grade will be followed by the University suggested rule:
90-100: A+, 80-90: A, 70 – 80: B+, 65 – 70: B, 55 – 65: C+, 50 – 55: C, 30 - <50: D+, 10 - <30: D

1
6. ACADEMIC HONESTY AND PLAGIARISM *
The University regards plagiarism as a form of academic misconduct, and has very strict rules regarding plagiarism.
Plagiarism is the presentation of the thoughts or work of another as one’s own. Examples include:
-
Direct duplication of the thoughts or work of another, including by copying work, or knowingly permitting it to be copied. This includes
copying material. Ideas or concepts from a book, article, report or other written document (whether published or unpublished), composition, artwork,
design, drawing, circuitry, computer program or software, web site, Internet, other electronic resource, or another person’s assignment without appropriate
acknowledgement;
-
Paraphrasing another person’s work with very minor changes keeping the meaning, form and/ or progression of ideas of the original;
-
Piecing together sections of the work of others into a new whole;
-
Presenting an assessment item as independent work when it has been produced in whole or part in collusion with other people, for example,
another student or a tutor;
The inclusion of the thoughts or work of another with attribution appropriate to the academic discipline does not amount to plagiarism.
Students are also reminded that careful time management is an important part of study and one of the identified causes of plagiarism is poor time
management. Students should allow sufficient time for research, drafting and the proper referencing of sources in preparing all assessment items.

7. STUDENT RESOURCES
The following text and references are essential for the course.
Textbook:
th
Stevenson (2011), Operations Management 11 edition
References:
Nigel Slack; Alistair Brandon-Jones and Robert Johnson (2013), Operations Management, Seventh Edition, Pearson (2)
th
James A. Fitzsimmons, Mona J. Fitzsimmons and Sanjeev Bordoloi (2014), Service Management, 8 edition, McGraw-Hill (3)
th
Quản trị vận hành và chuỗi cung ứng 14 Globla Edition. Dịch và giới thiệu bởi NXB Kinh tế TP. HCM.
Recommended Journals
International Journal of Operations and Production Management
International Journal of Logistics Management
Harvard Case Studies can be accessed via: http// harvardbusinessoneline.hbsp.harvard.edu

1
* Used with kind permission from the University of New South Wales

4
BA1641IU VNU – International University
Production and Operations Management School of Business

8. COURSE SCHEDULE
No.
Content Materials

▪ th
1 Introduce the course, syllabus and policies Operations Management 11 edition
▪
Making groups
Lecture and demonstration:
▪
Demonstrate calculation of productivity (lecture)
▪
Productivity exercise in class (individual work)
▪
Wrap-up
▪
2 Presentation 1: Wegmans Food Markets ATDS (3) Case of Chapter 1
▪ th
Homework: Problems solving Operations Management 11 edition

▪
Presentation 2: Chapter 2 Dolphin (1)
▪
Do exercises and group discussion
▪
3 Presentation 3: The U.S. Postal Service Phoenix (2) Operations Tour of Chapter 2 p.67
▪ th
Homework: Problems solving Operations Management 11 edition
th
Handout: Quản trị vận hành và chuỗi cung ứng 14
▪
Presentation 4: Chapter 3 2x MC (6) Global Edition. Dịch và giới thiệu bởi NXB Kinh tế
▪
Do exercises and group discussion TP. HCM.
▪
4 Presentation 5: M&L Manufacturing, and Highline Financial Services, Ltd. NiNi (4) Cases of Chapter 3, p. 126
▪
Homework: Problems solving

Presentation 6: Chapter 6 Hehe (5)

Main focus:
+ Process Selection
+ Facility Layout
+ Examples and Exercises
+ Excel working in
+ Do exercises and group discussion
Presentation 7: Toshiba Case Dolphin (1)

Homework: Problems solving

5 Midterm

6 Presentation 8: Chapter 12: MRP & ERP ATDS (3)

Do exercises and group discussion
Main focus:
+ Inputs of MRP
+ MRP: Calculations process
+ MRP in services
+ ERP

Presentation 9: Stickley Furniture Phoenix (2)

www.stickey.com
Homework: Problems solving

5
BA1641IU VNU – International University
Production and Operations Management School of Business

Do exercises and group discussion

7 Presentation 10: Chapter 16 Hehe (5)

Do exercises and group discussion

Main focus:
+ Short term Scheduling

8 Presentation 11: Hi-Ho Yo-Yo, Inc. 2x MC (6) Case of Chapter 16, p.771
Homework: Problems solving
Presentation 12: Chapter 17 (Project Mgt) NiNi (4)

Do exercises and group discussion

Main focus:
+ Short term Scheduling
+ Gantt
+ Pert
+ Application of PERT

9 Chapter 17: Cont. Case of Chapter 17, p.823

Presentation 13: The Case of Mexican Crazy Quilt

10 Revision

11 Final exam