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This module is intended to provide you with a sound foundation to the course by introducing the main concepts and principles that underpin Logistics and Supply Chain Management, including the important issue of sustainability. It presents the fundamental principles of contemporary logistics and supply chain management within a business context.  This unit will explore the ways in which good practice in these fields can contribute to achieving sustainable competitive advantage. Overarching aspects of Supply chain sustainability are explored, such as corporate responsibility and ethics. Further the Global Supply Chain Game will enable students to understand through an interactive and competitive business game the principles of building an efficient global sourcing and supply chain under conditions of uncertainty so as to achieve high levels of profit and product availability.

Global marketplaces are characterised by shortening product life cycles, increasing product variety, and highly variable demand that is difficult to forecast.  The module explores how the competitive landscape is constantly changing, and the role of logistics and supply chain management in meeting the challenges raised.  Research from Cranfield faculty is integrated with our own case studies, originating from a network of companies in a range of sectors to demonstrate particular concepts around agile and lean supply chains.

The module comprises the following content:

• Supply chains and competitive advantage introduces the principles of logistics and supply chain management and the potential impact on a focal firm’s competitive position and its organisational vision and performance.
• Supplier relationships covers the different types of supplier relationships from arm’s length transactional to Joint Ventures, explores the nature of collaboration between supply chain members and supplier networks.
• Managing the lead-time and lean thinking explains how to measure and improve lead-time gap and describes the implementation of lean thinking, identifies the seven deadly wastes and techniques to reduce waste in the supply chain.
• Agile supply chains are necessary to thrive in volatile demand situations experienced in many markets today. This session compares and contrasts agile with lean, provides a framework for agile supply chains, including capabilities and practices to improve agility.
• Variety challenge focuses on proliferating product ranges and strategies that can be employed to deal with this, such as mass customisation, form postponement and design for the supply chain.
• Segmented supply chain strategy explores how supply chain strategy can be differentiated to meet different customer needs, and new market strategies/business models.
• Integrating the supply chain explores internal integration between functions and external integration between supply chain members, integrations effect on firm performance and how it can be improved.
• Sustainable retail analyses sustainability issues in relation to the retail supply chain, examines sustainability practices followed by major retailers and discusses sustainability of omni / online retail supply chain.
• Supply chain sustainability concepts examines some of the global trends impacting on the sustainability of supply chains and discusses some of the strategies to improve the performance of SCs against the triple bottom line (i.e. environmental, social, and economic/technological implications).
• Corporate responsibility and ethics understands the business case for major brands to convert to sustainable sourcing and addresses the challenges of aligning suppliers behind a major market transformation effort.
• A web-based simulated supply chain game which is played in teams and enables the participants to experience how the performance of an organisation’s supply chain is impacted by alignment between functions, strategy and its execution and alignment between partners in the supply chain.

On successful completion of this module a student should be able to:

1. Analyse and debate the basic principles underlying supply chain management and understand how the performance of an organisation’s supply chain is impacted by alignment between functions, strategy and partners in the supply chain and changing customer demands and supply chain risks.  
2. Understand approaches to measuring the lead-time gap and evaluate ways to improve it, including the application of lean thinking.
3. Evaluate how agile supply chains can be applied in practice to provide high variety and customised products and how they can be combined with lean approaches in a segmented approach to deliver high performing supply chains.
4. Evaluate approaches to supply chain integration, both internally and externally, distinguishing supply relationships from arm’s length to Joint Ventures.
5. Evaluate the concepts of sustainable development, sustainable retailing, corporate responsibility, environmental impact and ethics.

• Dr Farooq Habib

The course will explore the subject of procurement and supply in the industrial and commercial context, explaining its role and purpose within the supply chain. Students will learn how procurement has developed, the skills and information needed by procurement professionals, the academic theory and knowledge accumulated on the subject area and the use of specific tools and techniques employed in managing the procurement function. In addition we will explore and use some of the recently emerged technologies within e-procurement which are designed to improve both process and cost management.

• General issues affecting P&S and the role of Procurement, including drivers, context, structures, objectives
• Supply strategy and segmentation approaches & matrices; buyer-supplier collaboration and partnerships; and trust and power issues
• Managing complex inter-organisational relationships across multiple and diverse stakeholders
• Supplier selection, development and evaluation, including make versus buy decisions, negotiation and contract,
• e-Procurement – approaches, benefits and limitations
• New trends in purchasing: retail industry
• International sourcing, supply risks, and sustainability challenges

On successful completion of this module a student should:

1. Have an understanding of the purpose of the procurement function and its role in the organisation.
2. Have knowledge of both strategic and tactical issues in the management of procurement.
3. Have an appreciation of the processes involved in procurement and their wider relevance to the supply chain processes of the organisation.
4. Have practical knowledge of the role and use of automated and web-based applications used in procurement and supply operations.
5. Be able to use tools and techniques to analyse and evaluate suppliers and supply markets.
6. Be able to apply segmentation models to spending within an organisation.
7. Be able to develop a procurement strategy, relevant to the supply chain and operational needs of the organisation.

• Dr Banu Yetkin Ekren

To provide comprehensive overview of the role of operations in the organisation’s collaborative/constructive working environment, business models and performance, within the overall context of supply chain management/external environment, and enable them to analyse and design effective supply chain operations with the ultimate goal to improve the match between demand and supply.

The module covers:

• Supply Chain operations analysis
• Value Stream Mapping (VSM)
• “Push and Pull” systems
• Just-in-time
• Manufacturing Planning and Control Systems
• Demand Management and Forecasting
• Sales & Operations Planning
• Inventory Management
• Capacity Management, Sequencing and Scheduling

On successful completion of this module you should be able to:

1. Analyse and map operations within a supply chain context to identify where activities add values.
2. Contrast between push and pull systems in order to formulate the future manufacturing operations.
3. Appraise different inventory and resource management approaches within the supply chain.
4. Appraise different tools and techniques used in the Manufacturing Planning and Control Systems, including demand planning and master production planning.
5. Formulate operational strategies for matching demand and supply.
6. Assess alternative improvement opportunities within the supply chain to address changing markets, risks and sustainability challenges.

The aim of the Accounting and Finance module is to introduce a number of traditional and contemporary accounting approaches that will increase the visibility of financial information and support management decision making.

The module has four main themes:

• Interpretation of financial statements.
• Exploring the relationship between accounting information, supply chain management decision making, financial strategies, and financial performance.
• Applying traditional and contemporary accounting tools and techniques, which can be applied to support business supply chain management decisions.
• Exploring the many cost trade-offs between business processes in the supply chain (Make vs. Buy).

On successful completion of this module you should be able to:

• Judge the effect of SCM decisions on financial performance;
• Create simple sets of accounts from basic information;
• Interpret financial statements to support decision making, planning and control;
• Apply appropriate costing approaches to solve a range of business issues;
• Use financial information to make informed SCM decisions.

• Professor Emel Aktas

Managerial decisions in logistics and supply chain management are heavily based on quantitative analysis using models from the management science discipline. Data, models, and available software have dramatically changed the operations in manufacturing, services, and logistics sectors. The module aims to provide students with an introduction to the role and the relevance of analytical techniques in logistics and supply chain management.

From simple graphs to deterministic and stochastic optimisation models, it offers transferable skills to use associated techniques for the practice of these disciplines. Students will develop the ability to model and solve realistic decision problems in the context of logistics and supply chain management. This process will be facilitated by spreadsheet-based software packages where the students will have an opportunity to build their own spreadsheet models with emphasis on appropriate application of methods and interpretation of model outputs.

This module will cover:

• Introduction to Analytical Techniques
• Probability Distributions
• Sampling
• Hypothesis Testing
• Regression
• Linear Programming Model Build
• Linear Programming Solution
• Decision Trees
• Multiple Criteria Decision Making
• Module Close and Assignment Q&A

On successful completion of this module a student should be able to:

1. Discuss the theoretical principles that underpin a range of statistical methods and analytical techniques as they apply to supply chain management.
2. Critically evaluate the limitations, strengths, and weaknesses of a range of statistical and analytical techniques.
3. Appraise the options and select the appropriate technique to solve a given problem.
4. Demonstrate effective use of descriptive and inferential statistical techniques within the context of supply chain management.
5. Construct mathematical models comprising a decision objective and associated constraints and use these models to solve decision problems and interpret the results.

This module is distinctive because it provides students with the opportunity to gain hands-on experience of quantitative tools and techniques to solve realistic supply chain problems using appropriate software tools.

The Freight Transport module provides a sound foundation in road, rail, air and sea freight transport. The focus is primarily from a user perspective in order to provide a logistics and supply chain management viewpoint. However, in road freight, the module also covers more detailed fleet management and operational aspects, recognising that many organisations operate their own road transport fleets but also reflecting the importance of road freight as the primary inland freight mode in most geographies for national and urban freight traffic.

• Freight transport in the supply chain
• Landed cost modelling
• Modal freight exercise
• Guest Lecturer/s – Air or Sea freight
• Road freight - vehicle selection
• Road freight - operations
• Road freight - routing and scheduling (workshop)
• Urban/City logistics
• Freight transport models and collaboration costing?
• TMS and freight in the future?

On successful completion of this module a student should be able to:

1. Categorise and critically discuss modal attributes, operational/environmental  issues and market structures for different transport modes..
2. Construct and apply freight transport cost models and assess the cost/service trade-offs inherent in the proposed transport solution.
3. Evaluate and choose between the different transport modes and combine them with other elements to form an efficient and effective supply chain.
4. Plan and construct routes and schedules in a single depot environment and determine the impact of constraints on road freight vehicle productivity.

• Dr Abhijeet Ghadge

To provide theoretical and practical knowledge about:

• The value of information and the role of information systems (IS) for supply chain management.
• The role and impact of information systems in e-business.
• The opportunities and implementation challenges provided by information systems in supply chain management.

• ERP Principles and Implementation
• ERP hands-on
• Data Quality and Security in Supply Chains
• E-Business Models
• Blockchain Technology for Supply Chains
• Data Analytics for Supply Chains
• Technological Trends in Supply Chains
• Technological Trends in Supply Chains
• GS1 e-learning (Barcode and RFID)
• Innovation for Digital Supply Chain Management 

On successful completion of this module a student should be able to:

1. Identify the functionality of ERP systems for managing operations of companies.
2. Assess the value of information for managing supply chains by recognising the importance of data quality and data security.
3. Evaluate appropriate eBusiness models/solutions for supply chain problems.
4. Formulate the processes for implementing internal and inter-organisational information systems.
5. Critically evaluate and identify the appropriate technology/information systems required for supporting different functions related to managing supply chains. 

• Dr Chantal Cantarelli

This is an introduction to the subject. However, it is our contention that projects are the building blocks of strategy. Also, the module provides a logical and simple process by which students may approach their own modules and objectives, and may well be a valuable source of confidence for taking on major elective projects later in the year.

Project Management Introduction (PMI) demonstrates how management respects no boundaries (either in terms of functional silos – departments, etc. or theoretical disciplines). PMI provides additional opportunities to practice personal communication skills, and generally the module provides a basis for personal development and increased confidence and self-awareness.

The module covers:

• The fundamental principles of project management applied in the contemporary environment of enterprise projects.
• The application of the main techniques and processes of project management in a team-based application of the planning/execution/control cycle.
• On completing this module, students should be able to:
  • Develop an Executive Summary (a concise one page overview of the project) linking the project to higher level organisational objectives.
  • Scope the project by creating a Work Breakdown Structure (WBS).
  • Identify key task sequences and the critical path using network (logic) diagramming.
  • Set up a graphical representation of the schedule using the bar chart (Gantt), and track progress against the baseline schedule.
  • Use knowledge of resource availability to adjust schedules (resource levelling) and establish realistic milestones, lead times and deadlines.
  • Recognise appropriate levels of detail for the scoping and scheduling process, the change management, the progress reporting requirements and the delivery.
  • Develop and manage budgets and cash flow for a project.
  • Have used Earned Value techniques to assess achievement and produce forecasts.

On successful completion of this module you should be able to:

1. Apply the key tools and techniques in project management.
2. Identify, define, scope, schedule, track and bring to completion a project.
3. Apply financial management process in a project management context.
4. Brief and manage consultant project staff on behalf of your organisation.

Today, a considerable part of the organisations’ turnover is assigned to purchasing goods and services. With so much of an organisation’s money on the line, and increasing reliance on external resources and outsourcing, suppliers are of great importance for the buying companies and have a crucial role for their success. Hence, buying organisations need to make strategic decisions on selecting the right suppliers with the right competences and performance. Supplier selection is the process by which the buyer identifies, evaluates, contracts with, and monitors suppliers.

This module aims to introduce the supplier selection process, and to discuss its elements and implications. The module demonstrates strategic and operational perspectives to supplier selection, and rationalise the multiple dimensions of supplier selection and evaluation decisions. Different approaches to supplier selection are presented and various decision-making techniques are reviewed. Various supplier selection criteria and evaluation factors from different sectors are also introduced.

By the end of this module, students should have a clear understanding of supplier selection processes, be knowledgeable of supplier selection and evaluation criteria, and be able to develop the relevant decision-making models in sourcing and procurements contexts. This module is also distinctive because it provides students with the opportunity to experience the application of many management science techniques in one of the most crucial functions of procurement and supply chain management.

• Identifying the company’s (internal customer’s) needs.
• Identifying supplier requirements.
• Supplier segmentation: tools and techniques.
• Supplier performance and evaluation criteria.
• Supplier evaluation systems and mechanisms.
• Supplier appraisal standards.
• Applying decision making tools and techniques to supplier selection.
• Supplier selection process.
• Monitoring supplier performance.
• Linking the supplier selection and evaluation decisions to the supply chain and business strategies.

On successful completion of this module a student should be able to:

1. Critically appraise sourcing decisions in supply management systems and be able to formulate appropriate sourcing strategies.
2. Critically evaluate and propose supplier selection frameworks and be able to recognise when to use them and employ appropriately.
3. Apply multi-attribute and multi-objective decision making models, and different rating, weighting and ranking models.
4. Construct financial and non-financial metrics to monitor the supplier’s performance.
5. Compare and contrast supplier appraisal standards.

• Dr Farooq Habib

The aim of this module it twofold.  Firstly it aims to help participants develop knowledge, skills and confidence in managing negotiations. This involves understanding the principles of negotiation, getting an opportunity to practice them and obtaining feedback on their performance.  Secondly the course aims to provide participants with an understanding how to manage contractual relationships throughout their lifecycle, from negotiation through to contract termination.

This module will cover the following topics:

• Principles of negotiation
• Process and structure of negotiation
• Negotiation practice sessions (Role-play)
• The lifecycle of a contract
• Managing contracts
• Legal aspects of contracting

On successful completion of this module you should be able to:

1. Identify and evaluate the process and approaches to negotiation.
2. Effectively prepare for and take part in a negotiation.
3. Understand the impact of interpersonal relationships on negotiation and contract management.
4. Discuss and explain the key principles of legally binding agreements.
5. Discuss and explain the lifecycle of a contract.
6. Demonstrate an understanding of how to manage contracts.

• Dr Abhijeet Ghadge

BDA is the use of advanced predictive and prescriptive analytics techniques to find hidden patterns in the big data. The elective module aims to provide students with in depth knowledge and understanding of different tools and techniques commonly used in (big) data analytics. From data mining to decision support systems, the module will offer transferable skills. Students will develop the ability to analyse and solve realistic decision problems in the context of logistics and supply chain management. This process will be facilitated by the general-purpose programming language Python, where the students will have an opportunity to analyse big data using appropriate tools and techniques learned.

Some of the key aims of the module are:

• To understand the use of predictive and prescriptive analytics tools and techniques within business/SCM context.
• To develop quantitative skills in extraction, analysis, and interpretation of information from big data sources.
• To develop practical knowledge on assessing and extracting useful information from big data.
• To appreciate multiple benefits provided by big data analytics for improving supply chains.

• Unsupervised data mining techniques (supported with Computer lab)
• Supervised data mining with artificial neural networks (supported with Computer lab)
• Mathematical modelling for prescriptive decisions (supported with Computer lab)
• Applications of predictive and prescriptive analytics for driving supply chain performance.

On successful completion of this module a student should be able to:

1. Understand multiple predictive and prescriptive analytical techniques to evaluate big data in Business/SCM context.
2. Critically evaluate complex data using supervised and unsupervised data mining techniques.
3. Demonstrate the use of artificial neural network and mathematical modelling techniques to assess big data.
4. Explore big data analytics association with other Industry 4.0 capabilities for improving supply chain performance.

This elective module provides students with the opportunity to gain hands-on experience of alternative tools and techniques to solve realistic supply chain problems using appropriate BDA approaches. The software used in the module is Python, but students who are knowledgeable of other languages such as R or MATLAB are free to use their preferred software. 

Business process outsourcing (BPO) is a strategic initiative by which an organisation sub-contracts to a third-party provider activities and responsibilities of specific business processes.  This can include processes related to Customer Service, Information Technology, Procurement, Logistics, Accounting or Human Resources.  The aim of this module is give you the knowledge and skills to evaluate where and when BPO initiatives are appropriate and to understand how maximise the value and minimise the risk from BPO relationships.

This module will cover the following topics:

• Outsourcing and Business Strategy
• Managing the Outsourcing process
• Developing the Business Case for Outsourcing
• Selecting Outsourcing Service Providers
• Managing the Outsourcing Relationship
• Contracting and Negotiating for Outsourcing

On successful completion of this module you should be able to:

1. Critically evaluate the reasons that motivate an outsourcing decision.
2. Develop and justify a business case for Business Process Outsourcing.
3. Describe and explain the key stages in the process of outsourcing.
4. Identify and analyse the key factors for outsourcing supplier selection.
5. Understand how to manage an outsourcing relationship.
6. Recognise potential risks in outsourcing and prescribe mitigating actions.

• Dr Hendrik Reefke

As a society we face many challenges in the area of managing our resources better and reducing the impact from our activities on the planet. This simulation allows students to think about some of these challenges and it provides them with very practical approaches that can be applied in any operation to help transition it to a more circular supply chain.

This elective provides an introduction to the subject of circularity and how companies might need to evolve to work in this new way. Several of the key concepts and metrics developed by leading organisations in the area of circular business models are embedded in the simulation.

One example is the Materiality Circularity Index (MCI) which is derived from measures around the amount of virgin material used, product to landfill and overall utility levels for the product.

The rounds in the simulation cover the following challenges that the management team need to address as they make the shift to be more circular:

• Getting closer to the final consumer and addressing how to increase the overall utility of the bicycle
• Shifting to a new business model of shared ownership/leasing
• Reviewing how to manage the re-cycling. Reuse of several key subassemblies of the bicycles.

The elective builds on many of the key competencies that they have developed on the core modules in the area of supply chain strategy, purchasing strategy, finance and accounting. The elective then requires them to use those skills and make decisions in a different mindset to focus on improving the performance of the business in a more holistic and mindful way.

• The fundamental principles/concepts of supply chain circularity
• How to manage a business that is transitioning to a more circular business model in the simulation
• Interpret the performance of the business on several key metrics and relate that back to the strategic and operational decisions that they made for the business
• Learn about several of the key circularity metrics that are often used by businesses interested in measuring their circularity
• Reflect on the learnings and the application of the concepts to other businesses.

On successful completion of this module you will be able to:

1. Evaluate the challenges around implementing a circular supply chain business model
2. Construct a business strategy that supports the achievement of a more circular supply chain
3. Apply financial and supply chain strategy thinking to support the business goals for the case study company in the simulation
4. Interpret and relate the case study performance with the overall impact on the circularity of the supply chain
5. Extrapolate their learnings from the simulation to reflect on how this might be applied in other types of supply chains.

The main thrust of this elective is that organisations can and should develop supply chain resilience as means to building routines for non-routine events. In today’s interconnected world future supply chain professionals have to recognise potential risks of experiencing a supply chain disruption and be able to prepare for, react to and recover from the unforeseen supply chains, i.e. to develop resilience. This module explores the dimensions, approaches, decision-making and causalities of resilience. Insights from retrospective and real time case studies will provide the basis for understanding the vulnerability of today’s global supply chains. Moreover, they will enable you to experiment both with the perspectives of supply chain planners anticipating supply chain risks and improving the resilience of the supply chain design and supply chain continuity managers responsible for ensuring rapid recovery after a disruptive event.

Introduction: Supply chain risk management, vulnerabilities and resilience

• Introduction to the key concepts
• Examples of large scale disasters and their impact on global supply chains
• Ripple effects in supply chains 
• Trade-offs in supply chain resilience management (e.g. redundancy versus efficiency; centralisation versus dispersion a.s.o)

Supply chain risk and vulnerability analysis

• Overview of existing methods for identifying and assessing supply chain risks and vulnerabilities
• Application of a selected methodology

Resilient supply chain design principles issues and their implementation

• Collaboration
• Velocity
• Flexibility
• Visibility

Real-time case study project on supply chain risk and resilience

• Presentation of a supply chain resilience case by a supply chain representative from industry

Individual written assignment related to the supply chain resilience case presented.

On successful completion of this module you should be able to:

1. Describe the relationship and causalities between supply chain risk management, supply chain vulnerability and supply chain resilience.
2. Assess the effect of contemporary supply chain practices in routine- and non-routine situations.
3. Identify the key steps involved in developing and implementing resilient supply chain designs.
4. Evaluate the management challenges of formulating and implementing resilience into supply chains.
5. Identify key concepts from literature / business practice and synthesise them into a resilient supply chain design framework, which is subject to review, development and critique.
6. Have an appreciation of how organisations and human beings can prepare and respond to disruption in specific situations and contexts; how an effective and efficient recovery is enabled and how companies and human beings learn from past disruptions in the supply chain.

• Dr Farooq Habib

This elective module will build on and develop some of the analytical skills introduced during the core modules of the course in term one. The aim of this module is to give students a comprehensive understanding of the state-of-the-art digital procurement analytics they can implement in their future careers to tackle the complexities of developing an end-to-end procurement strategy for an organisation.

• Current trends in digital procurement analytics.
• Evaluating alternative digital procurement analytics.
• Unlocking the true value of digital procurement.
• Transforming insights into action through Opportunity Assessment Framework and Spend Cube Analysis (supported by computer lab)
• Application of e-Flow to create new disruptive digital platforms (supported by computer lab).
• Spotlight on the future vision of digital procurement.

On successful completion of this module you will be able to:

1. Assess the robustness of alternative digital procurement analytics that are currently available to procurement organisations.
2. Evaluate the strengths and weaknesses of the existing procurement strategy of an organisation.
3. Conduct Spend Cube Analysis to identify alternative opportunities for improving the procurement strategy of an organisation.
4. Design an end-to-end procurement roadmap for an organisation based on a portfolio of suitable digital procurement analytics.

• Dr Ismail Abushaikha

This module examines the supply chain responses needed in the event of sudden catastrophic events and on-going stability-threatening conditions. The need for management skills in humanitarian logistics and disaster relief is growing in the commercial sector (as well as in the third sector) because it is increasingly seen as a business opportunity. Sadly, disasters are becoming more frequent, and the managing organisations are not able to cope on their own.  The international charity World Vision, for example, estimates informally that it spends some 60% of its spend on supply chain management.

The skills required to manage humanitarian logistics successfully are very different from those needed to succeed in traditional supply chains. Many of these principles apply equally where sudden disruption to the supply chain takes place, e.g. the recent Fukushima earthquake.

The module provides a thorough foundation of humanitarian logistics concepts and methodologies for people who want to work in aid and disaster relief departments in commercial organisations or in the third sector, or who may find themselves assigned to a disaster project. It will extend your supply chain management skills into situations that are very different from ‘business as usual’, including:

• The customer to be served not being the beneficiary,
• Coping with the unpredictability of the demand both geographically and in the nature of the goods and services needed,
• Managing interfaces between private, public and NGO organisations,
• Context-specific performance metrics.

Students will gain a comprehensive knowledge of the challenges in the sector, as well as useful tools, technologies and approaches they could implement in their future careers.

• Humanitarian supply chains – a five-phase approach: Prepare, Respond, Resolve, Restore and Evaluate (SR)
• The major challenge: Coordination among Governmental and non-Governmental organisations, private businesses, charities, military. (SR)
• Data for decision making in a disastrous event: Tool and methodologies to collect and share data (SR)
• Evaluating the response: apply the roadmap (SR)
• Game “The DHL Chaotic Warehouse Game” (SR/CW-DHL)
• Response to a catastrophe: Case study (TBC)

The first session introduces the concepts of humanitarian logistics. Sessions 2 to 4 explore how humanitarian logistics differs from traditional logistics, as well as describing how to measure the efficiency and effectiveness of humanitarian responses. Session 5 will provide a practical training game on how to manage a warehouse in the event of a disaster. The closing session will present case studies on past events and how they were managed, including the political issues and performance outcomes.

On successful completion of this module you should be able to:

1. Assess humanitarian threats (both in on-going situations and in catastrophic disasters).
2. Evaluate humanitarian logistics concepts, processes, and the organisations involved.
3. Apply the lean and agile paradigms to humanitarian logistics and develop a roadmap for deploying these principles.
4. Assess weaknesses and strengths of past humanitarian logistics responses to their impact across the beneficiaries.
5. Formulate appropriate performance metrics according to the nature of the event (emergency, on-going, war, natural disaster, etc.)
6. Organise the available information and develop a plan to manage a humanitarian logistics event.
7. Assess the likely outcomes in terms of restoring acceptable living or working conditions

The outsourcing of logistics has developed rapidly over the last ten years.  The 3PL (Third party Logistics) providers have become part of a very competitive and dynamic industry.  The overall aim of this elective is to take you through the various aspects related to selecting (tendering) and working with a third party logistics contractor.  Additional aspects, covering the development of new logistics outsourcing business models (Fourth Party Logistics- 4PL), will also be covered.

This module will cover:

• The development of Third Party Logistics.
• 3PL Contractor Selection Framework Tender Evaluation.
• Implementation and Contract Management.
• Contract Management and Dispute Resolution.
• New logistics outsourcing business models.

On successful completion of this module a student should be able to:

1. Contrast the relative advantages and disadvantages of outsourcing logistics operations.
2. Construct a tendering framework for a logistics outsourcing process and select an appropriate tender evaluation tool and metrics.
3. Develop and justify key performance indicators for on-going contract management.
4. Appraise the different contractual types with respect to 3PL outsourcing and the new emerging business models.

• Dr Rick Forster

Performance measurement and management (PMM) has been on the agenda of both academics and practitioners in both private and public sectors for several decades. However, despite the substantial resources invested in PMM by organisations, research shows that PMM-related initiatives, such as the implementation of scorecards or the adoption of PM procedures, can often fail to bring the intended benefits. Moreover, sometimes they turn out to be detrimental to the performance of the organisation! 

If organisations are to realise value and become more sustainable in the longer term, it is crucial to understand how exactly performance measurement and management practices deliver improved performance. Even more, when several interconnected organisations form a part of a supply network, the measurement task is particularly complicated. Does performance measurement in supply networks deserve special treatment? Do the general principles of organisational performance management still apply? These are some of the questions the module will address. 

This module will focus on the types and structures of performance measurement systems such as the Balanced Scorecard and the Performance Prism and on the design of appropriate strategy and success maps, performance targets, and indicators.

This module covers:

• The roles of performance measurement;
• Target gaming and unintended consequences of performance measurement;
• Performance management;
• The Balanced Scorecard and the Performance Prism;
• Developing performance indicators and assessing their robustness;
• Visualising performance data for communication and decision making;
• Conducting performance management reviews.

On successful completion of this module you should be able to:

1. Be able to identify and discuss the key aspects of performance measurement systems;
2. Understand the key processes associated with the design of a performance measurement system;
3. Be familiar with current research in performance measurement in general and performance measurement in supply networks;
4. Be able to explain the theoretical underpinnings of performance measurement and management practices;
5. Be able to analyse and evaluate an existing performance measurement and management system in an organisation;
6. Be able to evaluate the robustness of a wide range of performance indicators;
7. Be able to discuss the issues and nuances of measuring performance in supply networks;
8. Guide strategy execution through a comprehensive organisational performance measurement system;
9. Develop strategy/success maps;
10. Design and evaluate performance indicators;
11. Explain and communicate their decisions about the key aspects of performance measurement and management in organisations.

A great deal of technology is used in the planning and management of logistics operations.  This is particularly true for road freight transport, where for many years a number of vehicle routing and scheduling software packages have been developed.  This elective is aimed at providing an opportunity for an in depth and detailed hands-on experience of the UK’s leading Computer Vehicle Routing and Scheduling (CVRS) software package – Paragon.   In addition, the elective provides both conceptual and practical insight into the key planning elements for road freight transport including the main steps in the determination of resource requirements.

All sessions (excepting the presentation) are based in the computer lab, with the following work pattern:

• Brief introduction to Paragon
• Confirm and move into groups
• Initial training on the use of Paragon – single depot operation
• Familiarisation with the Handy Hardware base case
• Build and complete the Handy Hardware base case model using Paragon – multi-depot
• Develop their own company base case model and to address the operational scenarios proposed by  Handy hardware – own multi-depot and resource solutions
• Write up of the process, results and interpretation of the output plus conclusions, recommendations.
• Presentation of group report to Handy Hardware

Each group will be expected to complete the case study using Paragon in their own time, if they have not done so during the timetabled workshop sessions. 

Student groups are pre-allocated.

On successful completion of this module a student should be able to:

1. Investigate and describe the detailed data requirements and modelling constraints of commercially available CVRS packages.
2. Plan, construct and test multi-depot routes and schedules using commercially available CVRS software.
3. Evaluate CVRS output and make reasoned judgments in the absence of incomplete data.
4. Communicate and defend their results and recommendations in written and oral form suitable for senior managers.

• Professor Michael Bourlakis

Over the past decades, retailers have increased their power in the supply chain becoming key chain members and dominating a range of logistics activities. A detailed analysis of the retailers’ logistics activities will expose and analyse these issues. 

Thus, the aim of this module is twofold. Firstly it aims to provide an overview of the breadth of Retail Logistics operations in modern retail organisations. This involves raising awareness and understanding of the key strategic issues involved in the way retail organisations manage their logistics activities and facilities within and beyond the firm boundaries. Secondly, the course aims to provide participants with an understanding and appreciation of the key contemporary trends in retail logistics.

The module will include the following topics:

• Retail buying and retail procurement.
• Retail transportation & retail warehousing.
• Efficient Consumer Response, Quick Response.
• Customer Service and Out-of-Stocks.
• Retail supply chain performance measurement.
• Information technology in the retail supply chain.
• Sustainability practices in retail logistics.
• Evolution of retail supply chains.
• Omni channels / Key future trends.
• Global Retail Logistics.

On successful completion of this module you should be able to:

1. Reflect and evaluate the activities, functions and processes associated with managing the Retail Logistics operations.
2. Assess critically the significance and application of Retail Logistics theories, concepts and frameworks in the broader context of the retail organisation in its competitive and changing environment.
3. Discuss and explain the strategic role of logistics operations for retail firms.
4. Demonstrate an understanding of the key trends that have an influence and impact on modern Retail Logistics operations.

Sales and operations planning (S&OP) is seen by many large organisations as being a critical cross functional process where senior supply chain managers and directors are expected to show leadership This module examines how a typical Sales and Operations Planning process works in a large multi-site commercial organisation.  It then explores the challenges in implementing the process and the insight that can be delivered to prevent avoidable strategic planning errors.

The module gives a thorough foundation in the methodologies that underpin an effective S&OP process so that it can be adapted to fit the different configurations of organisation in which students will find themselves employed. The module will extend students supply chain management skills involved in managing difficult interactions including:

1. Managing the interfaces between supply and demand led organisations driven by conflicting objectives.
2. Managing the tensions and behaviours driven by the unpredictability of demand and constraints in supply.
3. Managing the consequences of the need to prioritise and the realisation that not all markets, products and services are of equal importance.
4. Managing context-specific performance metrics.
5. Managing an S&OP process that is not working effectively.

The aim of this module is to give students a comprehensive understanding of the principles and practice of S&OP, and in doing so providing them with useful tools, techniques and approaches they can implement in their future careers.

• Definition and discussion of what S&OP is
• What the Chief Executive Officer (CEO) is looking for
• The S&OP Process in more detail
• Challenges and tensions (including short case)
• Pre-requisites for S&OP
• Main interactive case study, with syndicate groups and multiple S&OP cycles

The first five parts will be delivered over four hours and give the students a thorough understanding of the principles of S&OP. The last part six is an extended case study, which will run over eight hours.

On successful completion of this module you will be able to:

1. Critically assess weaknesses and strengths of an S&OP process.
2. Create a plan to implement or improve an S&OP process.
3. Be able to participate on an informed basis in decision making discussions in S&OP balancing insights from both supply and demand.
4. Understand the point of view of other S&OP participants and to manage the likely behavioural drivers of dysfunctional behaviour.

Formulate or adapt appropriate performance metrics to enable effective and balanced decision making.

• Dr Nicky Yates

Increasingly organisations are realising the enormous benefits of using simulation models to test and evaluate decision alternatives before making a final investment decision.  A good simulation model can provide valuable insight into the behaviour of a system (e.g. a supply chain) highlighting the dynamic interactions of which it is comprised, often illuminating unexpected issues or indeed benefits.

The overall aim of this elective is to provide you with a good appreciation of the application, strengths and weaknesses of simulation modelling techniques and the software that can be used to support decision-making in logistics and supply chain management.  You will gain hands-on experience of using spreadsheet models including the use of specialist simulation add-ins and general purpose simulation software to solve decision problems in a specific supply chain management context.

By the end of this module you will have the skills and confidence to apply or recommend the use of simulation methods to address decision problems in your future career and, if needed, in your thesis project.

The module includes the following main subject areas:

1. The underlying principles/concepts of simulation techniques: The advantages / disadvantages of using simulation techniques compared to other analytical methods.
2. Monte Carlo simulation: Using spreadsheets and @Risk (an Excel Add-in) to solve stochastic simulation problems, e.g. forecasting, warehousing and SC process models.
3. Discrete event simulation: Using a general-purpose simulation software package, WITNESS Horizon, to model a supply chain operation.

On completion of the Simulation Elective the student will be able to:

1. Discuss theoretical principles that underpin a range of deterministic and stochastic simulation modelling approaches.
2. Describe the limitations, strengths and weaknesses of simulation modelling.
3. Given a decision problem appraise the advantages and disadvantages of a number of simulation modelling approaches and select the most appropriate one.
4. Design the conceptual model for a simulation and build a simple simulation model.
5. Evaluate the output of a simulation model and use this to determine a preferred solution to the decision problem.

This course is distinctive because it provides students with the opportunity to gain hands-on experience of alternative simulation modelling tools and techniques to solve logistics and supply chain problems.  More than 80% of the module contact hours are spent building and experimenting with simulation models.

• Dr Banu Yetkin Ekren

The Six Sigma elective will build on and develop some of the analytical skills introduced during the core modules of the Course in terms one and two. It will be situated in the context of Quality methods and Total Quality Management (TQM) describing their development from Deming to the present day. The elective will provide an understanding and practical utilisation of the Six Sigma methodology following the Define-Measure-Analyse-Improve-Control (DMAIC) approach. You will be able to combine theory with practical case work which will experiment with quantitative and qualitative techniques employed in the solving of typical supply chain problems. The elective is designed to bring you to the equivalent level of a 6 Sigma ‘Green Belt’, enabling them to design solutions to organisational issues.

The course is structured using the DMAIC methodology used widely in 6 Sigma project management:

• Define: evolution of TQM & 6 Sigma: Deming, PDCA, DMAIC; designing projects for improving supply chains.
• Measure: qualitative & quantitative methods used in value stream mapping and measurement.
• Analyse: tools and techniques used in the analysis phase; practical exercise on use of FMEA.
• Improve: based on a case study in a manufacturing company, where a process of improvement must be put in place to turn around the company’s performance.
• Control: continuation and completion of the case study, evaluating how to control the newly designed solution going forward and manage benefits.

On successful completion of this module you should be able to:

1. Appraise a variety of quantitative and qualitative techniques and evaluate their use in solving logistics problems.
2. Evaluate a realistic case of 6 Sigma use within a manufacturing/industrial environment.
3. Apply 6 Sigma tools to problem solving and performance improvement in the supply chain.
4. Demonstrate a knowledge of TQM and 6 Sigma use within logistics & SCM.
5. Appraise the range of techniques and solutions deployed within the 6 Sigma toolset.
6. Formulate use of appropriate analytical tools to analyse and solve problems in the supply chain.
7. Design a supply chain improvement strategy using 6 sigma techniques.

• Professor Emel Aktas

Social network analysis (SNA) involves mapping and analysing the relationships and flows between people, groups, organisations, computers, countries and any other connected entities. Specifically, SNA analyses various characteristics of the pattern of relationships and draws inferences about the network as a whole or about those belonging to it considered individually or in groups. The rich data from this process provides evidence to enable organisations to understand to what extent their networks impact their organisation, both internally and externally.

Intra-firm: Internal supply chains

Network analysis reveals the reality of how people are connected (or not), irrespective of hierarchy, role and governance. Through this process organisations can identify;

• Bottlenecks: Identification of communication breakdowns both between and within groups.
• Overloaded: Actors who supply and receive information from a large number of actors.
• Decision chokes: Actors who approve decisions for a large number of actors.
• Value creators: Actors who are top sources of novel ideas.
• Bridge actors: Actors who bridge (informal) communities.

Inter-firm: External supply chains

Network analysis can help to identify who an organisation should partner with and therefore how to strategise the supply/customer base to help to unlock their innovation potential and to also create resilient and agile end-to-end supply chains. Through this process organisations, for example, can identify:

• Bottleneck suppliers: Suppliers connecting those who would be unconnected otherwise and their implications for network risk and resilience.
• Bridge suppliers: Suppliers connecting industries as sources of innovation and network agility.
• Suppliers with an attractive portfolio of relationship.
• Communities of knowledge such as supplier clusters, suppliers associations, etc.

An introduction to Social Network analysis

• The fundamental building blocks of a network
• Concepts and principles
• Collecting network data
• Network analysis applications
• Communication network game and profit share negotiation game
• Create, visualise and analyse a real life social network Group Exercise



Social network analysis for internal supply chains

• Intra-firm supply chain interaction networks: power and influence, knowledge transfer and learning, collaboration, creativity, project governance and performance



Social network analysis for external supply chains

• Supply networks structural properties and the operational and strategic performance implications
• Key applications
  • - Managing invisible supply chain relationships
  • - Selecting and evaluating supply chain partners
  • - Making the supply chain as a whole resilient and competitive
• Data sources
• Visualising and analysing networks using software

On successful completion of this module you will be able to:

1. Describe and critically discuss the key concepts, principles and theories of social network analysis.
2. Apply social network analysis to quantify and assess the descriptive network measures and interpret the implications of these measures for both individuals and network as a whole.
3. Critically evaluate theories and application of social network analysis approach in various organisational settings (e.g., intra-firm networks such as employees/managers, teams/groups communication networks, inter-firm networks such as partnerships and supplier/customer networks).
4. Use an appropriate social network analysis software package to critically examine important issues in the field of social network analysis.
5. Create, visualise, and critically analyse and evaluate supply networks by applying social network analysis concepts, theories and methods.