Course Syllabus Page 1 of 8

Course Syllabus: MS 798 Supply Chain Collaboration

MS 798

Supply Chain Collaboration

COURSE SYLLABUS

August 25 - September 28, 2008

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Professor

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z Ray Hill

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z Wright State University
z Use WebCT mail
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Course Objective
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In this course, you will receive a basic understanding of collaboration as it applies to business processes. You will learn
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the issues and concerns associated with collaborative processes. You will learn the tools of implementation of a
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collaborative approach to supply chain planning. The course begins with the fundamental concepts of collaboration and
the concept of Collaborative Planning, Forecasting and Replenishment (CPFR). It then discusses the principles of data
synchronization, future supply chain management and ends with a comprehensive case study that demonstrates the
complexities of a collaborative supply chain relationship.
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Textbook
Ireland, R. K. and C. Crum, Supply Chain Collaboration: How to Implement CPFR and Other Best Collaborative Practices,
J. Ross Publishing Inc, Fl, 2005.
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Harvard Business Review on Managing the Value Chain. Harvard Business Review, President and Fellows of Harvard
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College, 2000

Assigned Readings:
Readings required for each segment are identified in that segment. Students are expected to complete all assigned
readings, integrating the material from the readings, as appropriate, when either answering the individual homework
assignments or participating in the on-line discussions.

Teaching Mode
This is a web-based course. Following the residency presentations and exercises, on-line material and student assignments
will be conducted through the Wright State University WebCT system. Due dates for the assignments are indicated in the
Evaluation and Grading table. Student/Professor communications will be done through the WebCT and email system.

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Evaluation and Grading

Weights for each homework assignment and associated due dates are given in the table below. Assignments are due on the
dates shown unless prior arrangements are made with the instructor or the instructor changes the dates during the class.
Assignments that are to be posted to the Discussion Board will not be accepted as late assignments. Late papers will be
penalized one letter grade per each 2 days late. Assignments more than a week late will not be accepted and will receive a
0 grade. Online discussion topics are provided in each of the segment descriptions.
Portion of Grade Topic Due Date:
Week 1(8/25 – 8/31) Segment 1
15% Homework Aug 31, 2008
5% Online Discussion Ends Aug 31, 2008
Week 1(9/1 – 9/7) Segment 2
15% Homework Sept 7, 2008
5% Online Discussion Ends Sept 7, 2008

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Week 1(9/8 – 9/14) Segment 3

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15% Homework Sept 14, 2008

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5% Online Discussion Ends Sept 14, 2008

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Week 1(9/15 – 9/21) Segment 4

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10% Homework Sept 21, 2008
5%
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Online Discussion Ends Sept 21, 2008
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Week 1(9/22 – 9/28) Segment 5
20% Homework Group Assignment Sept 28, 2008
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Written Assignments
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There are multiple written assignments in the course. As a graduate course it is important you hone your skills to integrate
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knowledge and communicate that knowledge in a cogent manner. Assignments should be submitted in Word or PDF
format. All assignments are to be double spaced, use 11 or 12 point font and be set in Times or Garamond font. Any
additional requirements specific to an assignment will be made known during the course.
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Course Introduction
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The concept of a “Supply Chain” is not a recent innovation. Like “Alliances” and “Partnerships” the concept of supply
chain has a long history. Marco Polo recounted his adventures in building a supply chain to the “East” in 1271. The East
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India Company and the Hudson Bay Company were early examples of alliance building in the U.S. The Industrial
Revolution in England and later in the U.S. brought a whole new meaning to the concept of a supply chain.
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Manufacturers, using new manufacturing techniques were able to produce more than could be absorbed in the local
market. In order to take advantage of manufacturing scale economies new markets would have to be found and new ways
of getting the product to distant markets would need to be developed. The Nineteenth Century was a period of
infrastructure development. The Erie Canal followed by a number of other canals contributed to expanding U.S. internal
and external markets in the first part of the Nineteenth Century. An explosion in railroad building followed in the last half
of the Nineteenth Century and railroads connected all of the key markets in the U.S. to Eastern manufacturers.
All manufacturers and most agricultural producers had supply chains (for better or for worse) in order to obtain raw
material and relationships with transportation companies and distributors to supply distant markets. They did not call their
system a supply chain but in order to get raw materials in and finished goods out to the consumer they had an early version
of what we would today term a “Supply Chain.”
The role of military leadership is key in the early development of a supply chain concept. The strategy of developing a
campaign with strategic support to “war fighters” provided a template for commercial business. The lessons were not
always positive. Bonaparte ad Hitler demonstrated in their invasion of Russia what can occur when an Army marches
beyond the reach of its supply chain. Currently, commercial business is adopting Product Lifecycle Management (PLM)

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as a means of controlling extended product inventory in the marketplace. The military have been using lifecycle costing
for large weapons systems for decades. The ubiquitous wooden pallet was developed during WWII as a means of storing
and moving unit loads in anticipation of the D-Day invasion. Globalization and the IT technology revolution have
increased the amount of interaction between the military and the commercial sector in the quest for best practice in supply
chain management.
In the 1990s, a new perspective emerged among a number of cutting edge firms. It prompted a new way of thinking about
supply chain relationships. This “new” way of thinking was to focus on collaboration instead of competition. This is not
to suggest that competition went away and was replaced by warm fuzzy notions of collaboration. The business firm still
competed in global markets for market share. The collaboration part was implemented between the partners in a specific
supply chain and the competition broadened to include head-to-head competition between competitive supply chains.
The success or failure of the collaborative approach is measured in a similar way to the traditional competitive approach
(i.e., cost and service metrics). However, a key difference is focusing on the final value proposition for the customer. The
goal is to align the business processes of all of the partners in the supply chain, synchronize data across the supply chain,
and focus on customer value. This, of course, is not a one-time event. The supply chain is dynamic, with new customers,
suppliers, markets, competitors and technology constantly changing. The managerial task is to update all the supply chain
elements through the use of continuous improvement and collaborative planning and decision making.
In this course you will receive a basic understanding of collaboration as it applies to important business processes. You

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will also learn the tools of implementation of a collaborative approach to supply chain planning.

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z Segment1 provides a basic introduction to the concept and issues associated with collaboration.

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z Segment 2 extends the concept of collaboration, focusing on research findings in collaboration and adding detail on
CPFR.

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z Segment 3 explores the future of supply chain management and the challenges facing management in the future.
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Segment 4 details the importance and challenges presented by data synchronization across the supply chain.
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z Segment 5 is an integrated case that explores the difficulty of transforming a traditional business into a
collaborative supply chain relationship.
Residency Session – July 19, 2008
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07:30 - 8:15am Networking Breakfast

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8:15am - 10:30am MS 798 - Collaborative Supply Chains

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Ray Hill, Wright State University

Session 1 - Collaboration: A Business Process
Session 2 - Collaboration and CPFR: Redefining the Collaborative Process
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Session 3 - Supply Chain Futures: Collaboration, Connectivity, and Customization

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10:30am - 12:15pm Integrative Case

Applying the Theory of Constraints to Supply Chain Collaboration
12:15pm - 1:00pm Lunch
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1:00pm - 4:30pm Practice Group Case Study

CPFR White Paper with Case Study
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4:30pm - 5:00pm Course residency wrap-up

Segment 1: Collaboration: A Business Process

Segment Description:
Segment 1 will provide a foundation for understanding the philosophies of and guidelines for collaboration as a business
process. This segment will also provide alternative approaches for identifying, measuring and nurturing the partnering
process. Original data sources are used for a major portion of this segment to provide insight into best practices in
partnering/alliances/collaborations. Finally, this segment will provide a perspective on why alliances fail and discuss the
impediments to supply change.

Learning Outcomes of Segment:

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At the end of the segment, a student should be able to:

z Understand supply chain orientation
z Discuss the business collaboration process
z Identify the different types of partnerships
z Identify and integrate elements of SC relationships
z Relate the importance of collaboration to supply chain development
z Have a real world view of how business executives think about current and future best practices

Segment Topics:
1.1 Segment Introduction
1.2 Setting the Stage-Another Brief Review
1.3 Building a Supply Chain Relationship
1.4 Five Principles of Supply Chain Management
1.5 Customer Value: A Power Shift
1.6 Keeping Up With the Pack
1.7 The Issue of Trust

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1.8 The Costs of Switching Partners

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1.9 Better Hang Together
1.10 Why So Much Inventory?

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1.11 Extending the Enterprise
1.12 Assignments

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Individual Homework Assignments:
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1. Develop a multi-dimensional metric that you would propose as a measure of supply chain collaboration. Discuss the
advantage and weaknesses of proposed/ metric.
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2. Why are many companies turning to supply chain collaboration today in attempts to become more effective and
competitive companies?
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Online Discussion Board Topic:

Provide a scholarly discussion pertaining to the debate whether a supply chain has failed it “value” is not delivered. You
will likely need to carefully define what you mean by value within your discussion.
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Required Reading:
A. Ireland and Crum text, Chapters 1-4
B. “We’re in This Together”. Lambert Douglas M. & Knemeyer, A. Michael. Harvard Business Review; Dec. 2004
C. “Supply Chain Collaboration and Logistical Service Performance”. Theodore P. Stank, Scott B. Keller and Patricia J.
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Daugherty. Journal of Business Logistics, Vol. 22, No. 1, pp. 29-48, 2001.
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References:
1. Forrester, J. W. 1958. Industrial Dynamics: A Major Breakthrough for Decision Makers. Harvard Business Review,
Vol. 38, pp. 37-66.
1. Mentzer, J. T., W. DeWitt, J. S. Keebler, S. Min, C. D. Smith and Z. G. Zacharia. 2001. Defining Supply Chain
Management. Journal of Business Logistics, Vol. 22, No. 2, pp. 1-25.

Segment 2: Collaboration and CPFR: Refining the Collaboration Process*

Segment Description:
At the end of this chapter, you will have a deeper understanding of the key issues and drivers for collaboration and the
standard process, Collaborative Planning, Forecasting and Replenishment, or CPFR. This second segment on collaboration
in the supply chain drills down to operating level of the firm. It potentially links together two or more partners at the

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strategic, tactical and operation level.

Fully implemented, CPFR links together the fates of the partners in the marketplace. The concept may be simple,
but it requires an investment of dollars, manpower, IT resources and trust by each of the partner firms. In a real sense, the
CPFR process is the glue that holds the partnership together. It sustains and nurtures the relationship to the benefit of all of
the partners.
In this chapter, we will first review the key points from the required readings, take a look the beginnings CPFR, and
see how some companies are benefiting from the process. Then we will examine the traditional and current CPFR
framework and implementation process. In the final section, we will examine several ways to make implementing CPFR
easier, along with seven key barriers to implementation.

Learning Outcomes of Segment:

At the end of the segment, you will:
z Gain an appreciation of the forces and issues associated with supply chain collaboration.
z Get a recent view of field implementation of CPFR
z Understand the evolution of the CPFR concept.
z Understand the implementation goals of CPFR

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z Gain a perspective on actual pilot implementation projects

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z Appreciate the potential benefits of CPFR

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z Understand the impediments to implementation of CPFR

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Segment Topics:

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2.1
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Segment Introduction
Background on Collaboration
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2.3 The Evolution of CPFR
2.4 The CPFR Framework
2.5 The New Model
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2.6 Collaboration Activities

2.7 A Note on CTM
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2.8 CPFR Implementation

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2.8.1 Tips to Implementation

2.8.2 Barriers to Implementation
2.8.3 An Example Implementation
2.9 Conclusion
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2.10 Assignments
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Individual Homework Assignment:

1. Write a short expository essay discussing the traditional versus collaborative corporate structure with respect to trust and
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data sharing.
2. What is the importance of standards and why are the collaboration standards simply called guidelines?
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3. Describe the purpose, goals, benefits and outcomes of a collaboration pilot project.

Online Discussion Board Topic:

Develop a proposed collaborative policy for implementing Bowman’s suggested practice of jumping down the chain.
Discuss and defend the components of your policy. Assume you are trying to objectively convince your collaborative team
and their managers of the need and viability of your policy.

Required Reading:
A. Ireland and Crum text, Chapters 5 – 7.
B. “Building Deep Supplier Relationships”. Liker, Jeffrey K. & Choi, Thomas Y. Harvard Business Review; December
2004.

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C. “7 Imperatives for Successful Collaboration”. Finley, Foster, & Srinkanth, Sanjay. Supply Chain Management
Review; Jan/ Feb 2005.
D. “Want a Collaboration? Accept- and Actively Manage- Conflict”. Weiss, J. & Hughes, J. Harvard Business Review;
March 2005.
E. “More Than a Buzzword: Collaboration Is the Key to High- Performing Supply Chains”. Bowman, Robert J. Global
Logistics & Supply Chain Strategy; November 2005

Segment 3: Supply Chain Futures: Collaboration, Connectivity, and

Customization
Segment Description:

Learning Outcomes of Segment:

At the end of this segment, the student will be able to:

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z Understand what a difficult task it is to do creative strategic planning

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z Understand the interaction of planning and collaboration

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z Have an understanding of the dynamics of change in the business enterprise

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Segment Topics:

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3.1 Segment Introduction
3.2 New Benchmarks for the Future
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3.2.1 The Study
3.2.2 Collaboration
3.2.3 Connectivity
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3.2.4 Customization
3.2.5 The Challenge of Change
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3.3 Three Propositions on Customer Value

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3.4 Crunch Time in the Supply Chain

3.5 Three Problems that Linger
3.6 Security: The Weakest Link
3.7 People in the Supply Chain
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3.8 Assignments
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Individual Homework Assignment:

Prof LaLonde’s research indicates modern internet-enabled shoppers are not loyal shoppers. Assume this is true and
discuss the implications of this customer disloyalty on the modern business and supply chain.
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Online Discussion Board Topic:

Provide discussion board input pertaining to the debate whether a supply chain has failed it “value” is not
delivered. You will likely need to carefully define what you mean by value within your discussion. Build upon
and extend some of the thoughts of your cohorts.

Required Reading:
A. Ireland and Crum text, Chapters 8 – 11.
B. “The effect of people on the supply chain world: Some overlooked issues.” McCarter, M. W., S. E. Fawcett, and G.
M. Magnan. Human Systems Management, Vol. 24, pp. 197-208.

Reference:
Haeckel, S. H. 1999. Adaptive Enterprise: Creating and Leading Sense-and-Respond Organizations. Harvard Business
School Press, Boston, MA.

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Segment 4: The Role of Data Synchronization and Security

Segment Description:
Segment four will provide a foundation for understanding the problems associated with bad data and how data
synchronization can benefit the partners in the Supply Chain. This segment will describe some of the benefits that can be
attained and it will present several different ways of addressing the issue. The segment will acknowledge some of the
obstacles that are involved in this process, but it will also give examples of companies that have successfully synchronized
data and have benefited by doing so.
In this chapter, we will first examine the benefits of data synchronization, and take a closer look at what the process
actually entails. We will then study procedures for implementing data synchronization, along some common
implementation barriers, and take a close look at how one company managed the process. In the final section, we will
examine data security and its importance in a synchronized environment.

Learning Outcomes of Segment:

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At the end of the segment, a student should be able to:

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z Understand what data synchronization is
z Comprehend the role of data synchronization within supply chain collaboration

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z Understand the Global Data Synchronization network
z Appreciate the framework for incorporating data synchronization

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z Understand data security

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z Comprehend the need for data security
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Segment Topics:

4.1 Segment Introduction

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4.2 The What and Why of Synchronization

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4.3 A Note on Electronic Product Codes

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4.4 How to Implement

4.5 Data Security
4.5.1 Include Partners in Security Plans
4.5.2 Protect Mobile Data
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4.5.3 Educate Data Users

4.5.4 Consider ERM
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4.5.5 Watch out for Insiders

4.6 Compliance, Collaboration and Technology
4.7 Is the World Flattening
4.8 Assignments
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Individual Homework Assignment:

1. Provide a discussion of the relationship between data synchronization and the human element of the supply chain.
2. Is every potential trading partner a potential collaboration partner? Defend your answer.

Online Discussion Board Topic:

Identify the major pitfalls in data synchronization efforts or identify the major security problems raised by data
synchronization implementation. Post your choice on the discussion board and explain your reasons for this choice.

Required Reading:
1. Ireland and Crum text, Chapters 13 – 16.
2. “Slow to Sync.” Sullivan, Laurie. Information Week; June 7, 2004.
3. “Companies that Dare to Share Information are Cashing in on New Opportunities.” McDougall, Paul. Information
Week; May 7, 2001.

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4. “Do It Investments Really Pay Off?” Heinrich, Claus E. and Simchi-Levi, David. Supply Chain Management
Review; May/June 2005
5. “Global Technology Initiative: E-Commerce and Global Standards.” Food Marketing Institute and Grocery
Manufacturers of America; January 12, 2003
6. “Getting in Synch.” Field, Alan M. The Journal of Commerce; March 7, 2005
7. “Synch or Swim?” Food Manufacture; May 2005
8. “Synchronization: A Cure for Bad Data.” Gopal, Gurran and McMillian, Eric. Supply Chain Management Review;
May/June 2005
9. “The GDS Buy-In.” Tarnowski, Joseph. Progressive Grocer; June 1, 2005
10. “Rethinking Data Security.” Kilcourse, Brian. Chain Store Age; February 2005.
11. “Connect the Dots.” Kearney, A.T. & Kurt Salman Associates. February 2004.http://www.atkearney.com/main.taf?
p=6,2,1,5

Segment 5: West Marine: An Integration Case

Segment Description:

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In this segment the student will have an opportunity to evaluate an actual supply chain system. The focus will be on the

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transformation of a firm from a traditional supply chain to a collaborative supply chain. It will give the student an

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opportunity to evaluate the transformation from the perspective of segments 1-4 of this course. There is NO individual

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assignment in this segment nor is there any discussion board requirement.

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Group Assignment:
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The study group should prepare a case report. (5 pages maximum- not including up to 5 pages of exhibits). The following
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questions are for your guidance in preparing your analysis of the assigned case.
1. What are the pitfalls of executing an acquisition when the company does not have a solid supply chain foundation?
2. What supply chain improvements were necessary for West Marine to turnaround its supply chain performance?
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3. Why is CPFR important? How did CPFR help West Marine address its supply chain challenges? What are the
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ingredients needed to facilitate CPFR success? Why was Option A, conventional order management, the right
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choice for West Marine?

4. Identify the challenges that West Marine had in data synchronization. Evaluate the processes West Marine used in
updating and merging data files.
5. Is West Marine read for the BoatU.S. acquisition? What are its primary risks? What should the company’s top
priorities be in integrating the two organizations?
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6. What other supply chain opportunities should West Marine pursue as the company looks forward?
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The group is encouraged to consider other questions they deem important.

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