Course Outline SCM

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Standardized Outline for Courses
Name of Course
Area
Program
Term
Type of Course
(Core/Elective/Workshop)
Course Instructor(s)
Number of Credits
Number of Classroom Contact
Hours
Course Pre-requisites (if any,
including cut-off grades in
specific core courses)
Course Textbook
Course Handout to be Provided
(Yes/No)
No. of Sessions to be taken by
Guest Faculty
Name of Guest Faculty (if
identified)
What does the course deal with?
Broad Objectives of the course
Who is the course suitable for?
(for electives only)
Part C: AOL - Learning Goals Mapping at the Course Level
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Part A: Basic Details
Logistics and Supply Chain Management
Production, Operations & Decision Sciences
BM 2019-21
Fourth
Elective
Abhishek Chakraborty and Alok Raj
3
30
None
Supply Chain Management by Sunil Chopra, Peter Meindl and
D.V. Kalra
Yes
2
Rishi Sanwal
Part B: About the Course
Giving basic concepts and issues in logistics and supply chain
management as a specialization.
The learning goal that this course incorporates is ‘Decision
Making’. It is evaluated through written tests (including
quizzes) and assignments.
To provide an in-depth view of the various issues arising in
supply chain management and their applications in practice
To enable students use various decision tools to analyse the
problems and issues being faced by supply chains
Anybody who is willing to explore a career in Consulting,
Analytics, etc.
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Standardized Outline for Courses
AOL Learning Goal (PLO)
Decision Making
Quest for Excellence
Sustainability
Global Mindset
Please indicate the rationale for choosing the
specific learning goal(s) for this course
Part D: Course Learning Objectives
Learning Objective
Visualization of problem
A case/caselet/problem will be given to the
students. It will be tested whether the
students are able to visualize the main crux
of the problem.
Analysis of the information
After the visualization, the next task is to
identify all the possible solutions to the
problem on the basis of information
available.
Narrowing on the solution.
This is to be followed by identifying the best
possible solution on the basis of some chosen
criteria.
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Relevance for Course (put a tick)
✓
Response: Decision Making skill is key for the
better performance of any supply chain. A
wrong decision can lead to the collapse of the
supply chain and eventually collapse of the
firm.
Degree of Achievement
(Basic/Intermediate/Advanced)
Basic: Visualizes the primary aspect of the
problem but fails to assess what additional
information might be required for conducting
the analysis
Intermediate: Visualizes various attributes of
the problem and extracts other additional
information
Advanced: In addition to the above, one is able
to connect the seemingly unrelated facts to get
a holistic view of the problem situation.
Basic: Can identify appropriate models but
fails to complete the analysis
Intermediate: Identifies appropriate models
and executes the analysis in a satisfactory
manner
Advanced: In addition to the above, one is able
to adapt additional analytical tools from other
disciplines to improve the quality of the
analysis.
Basic: Attempts to arrive at the right model but
fails to address all key considerations.
Intermediate: Arrives at the right model but
fails to make further advancements regarding
the solution
Advanced: Performs the tasks satisfactorily
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Standardized Outline for Courses

Session Plan*

Chapters from Course Textbook Pedagogy (Case Studies/in-class

Session and Reading Material other exercise/questionnaire/presentations)
Session Topic Learning Objectives
No(s) than Case Studies

An Overview, definition of
logistics and the concept of
Chapter 1: Understanding the
logistics and supply chain
Supply Chain
management,
Chapter 2: Achieving Strategic
Logistics system's relations
Fit in a Supply Chain
to its environment and to
Chapter 3: Supply Chain Drivers
other functions in the
and Metrics from the Supply
organization and to other
Chain Management: Strategy,
organizations
Planning and Operation by
Elements of logistics and
Introduction to Supply Chain Sunil Chopra, Dharam Vir Kalra Class-room lectures, case analysis,
1-3 different approaches
Management and Logistics Seventh Edition. presentations and discussions
Different views of Supply
Chapter 1: Business
Chain Management
Logistics/Supply Chain- A vital
Process View of a Supply
subject
chain
Chapter 2: Logistics/Supply
Typical supply chain
Chain Strategy and Planning from
problems
Business Logistics/Supply Chain
Key driving forces
Management by Ronald H.Ballou,
Efficiency and
Samir K.Srivasatava.
Responsiveness and
achieving strategic fit
4-6 Network Design Role of Transportation in a Chapter 14: Transportation in a Class-room lectures, case analysis,
Supply chain Supply Chain from the Supply presentations and discussions
Factors affecting Transport Chain Management: Strategy,
Decisions Planning and
Modes of Transportation Operation by Sunil Chopra,
and their Performance Dharam Vir Kalra Seventh
characteristics Edition
Design options for as

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Standardized Outline for Courses

Transportation Network
Chapter 6: Transport
Trade-Offs in
Fundamentals
transportation,
Chapter 7: Transport Decisions
Transportation pricing
from Business Logistics/Supply
issues,
Chain Management by Ronald
Transportation strategy
H.Ballou, Samir K.Srivasatava
3PL and 4PL alternatives
Role of Sourcing and Chapter 15: Sourcing Decisions
Purchasing in a supply chain
Supplier Selection and Chapter 16: Pricing and Revenue
Contracts Management in a Supply Chain
Supplier Relationship from the Supply Chain
Management Management: Strategy, Planning
Purchasing and sourcing Procurement Process and Operation by Sunil Chopra, Class-room lectures, case analysis,
7-8
strategy Pricing and Revenue Dharam Vir Kalra Seventh presentations and discussions
Management in a supply Edition
chain Chapter 10: Purchasing and
Kraljic’s Purchasing Supply Scheduling Decisions
Portfolio Matrix from Business Logistics/Supply
Theoretical Perspective of Chain Management by Ronald
Purchasing H.Ballou, Samir K.Srivasatava
9-11 Inventory management Role of Cycle Inventory Chapter 11: Managing Class-room lectures, case analysis,
Economies of Scale to Economies of Scale in a Suply presentations and discussions
exploit Fixed costs Chain
Economies of Scale to Chapter 12: Managing
exploit Quantity Discounts Uncertainty in a Supply Chain
Estimation of Inventory Safety Inventory
costs Chapter 13: Linking Product
Safety Inventory, its levels Availability to Profits from the
and Risk Pooling Supply Chain Management:
Impact of aggregation Stretegy, Planning and
Bullwhip Effect and Order Operation by Sunil Chopra,
Variability Dharam Vir Kalra Seventh
JIT , MRP and multi- Edition
echelons in a Supply chain

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Standardized Outline for Courses

Chapter 9: Inventory Policy

Network
Decisions from Business
Replenishment Policies
Logistics/Supply Chain
under various Pull and Push
Management by Ronald
Systems
H.Ballou, Samir K.Srivasatava
Optimal Levels of Product
Case: Just Baked Inventory
availability
Management
Chapter 5: Network Design in
the Supply chain from the Supply
Chain Management: Stretegy,
Planning and Operation by Sunil
Chopra, Dharam Vir Kalra
Seventh Edition
Nature and importance of
warehousing Chapter 11: The Storage and
Warehousing Decisions and
Warehousing location Handling System Class-room lectures, case analysis,
12-13 Facilities location in a Supply
decisions and operations Chapter 12: Storage and presentations and discussions
Chain Network
Layout and Space decisions Handling Decisions
in warehousing Chapter 13: Facility Location
Decisions from Business
Logistics/Supply Chain
Management by Ronald
H.Ballou, Samir K.Srivasatava

14-15 Supply chain contracts and Wholesale Price Contract Chapter 10: Coordination in a Class-room lectures, case analysis,
coordination Revenue Sharing Supply Chain from the Supply presentations and discussions
Contract Chain Management: Stretegy,
Buy-Back Contract Planning and Operation by Sunil
Chopra, Dharam Vir Kalra
Supply Chain
Seventh Edition
Coordination
Introduction to Supply Case: Supply Chain Coordination
Chain Coordination and Contracts
Joint Economic Lot

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16-17 Value of information
18 Retail supply chain
Industry 4.0 and Logistics and
19-20
Supply Chain Management
Note: - The course instructor may modify the sequence of topics or coverage based on initial experience and the mid-course review.
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Standardized Outline for Courses
Sizing Model
Quantity Discount Model
Vendor Managed
Inventory Model under
Penalty
Chapter 5: The value of
information from Designing and
Class-room lectures, case analysis,
Bullwhip Effect managing the supply chain by
presentations and discussions
Simchi-Levi, Kaminsky, and Ravi
Shankar
Understand the competitive
strategies of an online retail
company
Evaluate the extent to
which a company can
Case: Walmart China - Supply
diversify, given its resource Class-room lectures, case analysis,
Chain Transformation
and capability constraints. presentations and discussions
Assess the use of
standardization and
localization strategy in a
new international market
entry.
Importance of Industry 4.0
in supply chain
Class-room lectures, case analysis,
ROI analysis before and Case: Bossard AG: Enabling
presentations and discussions
after Industry 4.0 Industry 4.0 Logistics, Worldwide
implementation
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Standardized Outline for Courses

Details of Evaluation Components

Evaluation Module Yes/No No. of Components in each Evaluation Weightage for the Number of Hours of Work
Module1 Evaluation Component2 Outside Classroom3
Non-Exam Oriented Study None

Mid-Term No

End-Term Yes 1 30%

Quizzes Yes 2 20%

Assignments/Project Yes 1 20%

Class Participation Yes 1 10%

Presentation Yes 1 20%

Note for Faculty (Not a part of the course outline format):

1
It is strongly recommended that the total number of components across all evaluation modules and faculty members teaching a course should not exceed the
following - 3 evaluation components for a 1 credit course, 5 evaluation components for 1.5 credit courses, 6 evaluation components for 2 credit courses, 9
evaluation components for a 3 credit course, and 12 evaluation components for a 4 credit course.
2
As per the policies of the institute, the maximum weightage for any evaluation module shall not exceed 40%. Further, the end-term shall have a minimum
weightage of 30%.
3
As per the policies of the institute, the total contact hours per course for a student is in the ratio 30:70 (classroom contact hours: outside of classroom
contact hours). You are requested to ensure that your course evaluation retains the same proportion.

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