SBM-NMIMS: COURSE TEACHING PLAN

Assurance of Learning AOL Specific

Course Code
Course Title Operations & Supply Chain Management

Course Ashu Sharma, Manisha Sharma, Tohid Kachwala, Rose Anthony, Seshadri Viswanath
Instructors
Credit Value 3 Credits ( 100 marks paper )
Programme & FT MBA I Yr. Trimester III
Trimester
Pre-requisite
CLOs – (in bracket state the PLOs to map)

1. CLO1 – To understand Operations & Supply chain management & Global

challenges involved in Operations & Supply Chain Management (PLO1b)
2. CLO2 – To Understand Operations Strategies from Multiple perspectives and
Learning their impact on Competitiveness & Productivity (PLO2a)
Objectives
3. CLO3 – To apply Mathematical Models to reflect criticality of Management
Decision Making (PLO2b)
4. CLO4 – To analyze & connect Functional Areas of Marketing & Finance
with Operations Area (PLO3a)

1. CLO1 – Understanding Operations Management & Supply Chain.

Understanding the Operations Functions & Global Challenges in
Manufacturing & Providing Services.
2. CLO2 – Understanding Organization Strategy and Operations Strategy.
Learning Understanding Strategic, Tactical & Operational Responsibilities.
Outcomes Understanding why Productivity is important to Organization and to the
(Must be
Country.
connected to
Learning 3. CLO3 – Understanding Mathematical Models for Operations Management
Objectives) Decision Making. Understanding Quality Control Charts to monitor Process.
Understanding the EOQ Models. Understanding CPM/PERT.
4. CLO4 – Understanding the three major Functional areas of Organizations.
Understanding the importance of Total Quality Management & JIT.
Understanding the challenges in creating an effective Supply Chain.
Specific 3 AOL CLO CLO CLO CLO
assessment Credit Instruments 1 2 3 4
methods (*)
Quiz 30 Embedded
Questions
Course Group Project 20 Rubric 
Description (20)
Case Problem 10 Rubric 
Analysis Test (10)
Final Exam 40 Embedded   
Questions (10) (15) (15)
Total 100 20 15 20 15

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 *AOL Assessment Instruments:

 Embedded Questions: Quiz, Class Test, Midterm Examination, Final Examination

Evaluation
Pattern  Rubrics: Case & Article Discussion, Individual Assignment, Group Projects &
Viva’s, Case Problem analysis, Oral and written communication presentations,
Role Play, Group Presentation, Group Project etc.

Topics / Sub -topics

Chapter detail
Details of pedagogy adopted
Sessions Learning Outcome if / Article Reference / Case
for class engagement - Class
Studies
provided session wise Exercises etc.

Introduction to Case: Hazel 1. Conceptual understanding

Operations
Management Production of Goods
(Conversion of Inputs in
to Outputs)
Operations Interfaces with
other Functions
Historical Milestones
in Operations
1 Evolution & Process View
Management
of Operations Management
Read Chapter 1 page 3-33
Asynchronous Reading:
Why Manufacturing
Matters (Page 17)
is arrived through the
Hazel Case which enables
the students to perform
the Role of Operations
Manager
2. How do Operations,
Finance & Marketing
Interrelate?
3. Class discussion on
significance of Service
function using “Why
Manufacturing matters”?
LO: Understanding
Operations and Supply
Chain Management & its
significance?

Introduction to Case: Wegman’s Food 1. Wegmans Food Market

Operations Market (Page 33) Operations Tour
Management
Cost Focus in 2. Discussion on key aspects
manufacturing v/s of service operations
Providing Services Revenue focus in management decision
Services. making
2
What are the 3. Key issues for Today’s
Read Chapter 1 page 3-33
differences between Business Operations
Production and
Service operations? LO: Understanding
similarities & differences
between production &
services operations

Competitiveness, Case: Home Style Cookies 1. Discussion on Home

Strategy and Style Cookies Case
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 Productivity (Page 67)
Operations Strategy
Productivity
Productivity Concepts,
Measures in
Manufacturing single factor, multi-factor
3 and total productivity
Methods of improving
How to Measure & Productivity
Manage Productivity
in Service Sector Read Chapter 2 page 41-
62
Process Selection Case: Morton Salt (Page
242)
Product – Process
Matrix for Introduction to Process
Manufacturing &
Selection
Service
Job Shop, Batch Shop,
Repetitive Process,
4
Comparison of Process Continuous Process
Types
Characteristics of Process
Types.
Read Chapter 6 page 237-
249
Location Planning Need for Location
for Product & Service Decision
Evaluating Location
Location Factors for Alternatives (Locational
5 Manufacturing Plant Cost-Profit-Volume
Analysis, Factor Rating,
Factors relating to The Center of Gravity
Foreign locations Method)
Read Chapter 8 page 337-
357
2. Discussion on several
ways business
organizations compete
3. Discussion on why
productivity is important
for organizations and
countries
4. What are the strategies of
World Class Companies?
5. What are the Implications
of Organization Strategy
for Operations Management?
What are the important
Operations Strategy?
LO: Understanding
Competitiveness, Mission,
Strategies & Tactics.
1. Discussion on Morton salt
Case
2. Discussion on strategic
importance of process
types
3. Three primary questions
that influence process
selection.
4. Hybrid Process Types
LO: Understanding Process
Types for manufacturing &
service sector
1. Discussion on why location
decisions are important
2. Relative importance of
location factors in the Type
of facilities
3. Applying techniques to
problems for evaluating
location alternatives
LO: Understanding Factors
influencing Location
Decisions
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 Case Discussion HBS Case: Intel Leading Questions (HBS
Case):
Product number: 9-713-
406 1. What were the requirements
for the new plant?

2. What were the things Intel

had to think about when
6 considering a new location for
a fab or AT plant?

3. How did the team narrow

the list to four location sites?

LO: Understanding using

Intel Case how to make a
location choice

Facility Layout for Type of Layout: Line or 1. Discuss Layout Problems

Product & Service Product Layout, as fundamental to every
Functional or Process type of Organization
Layout, Fixed Position 2. Why Layout decisions are
Application of these
layouts in services. (Stationery) Layout, important?
Combination Layout,
Cellular Layout (Group 3. Discussion on advantages
Definition of Plant Technology). and disadvantages of
7 Layout. different layouts
Asynchronous Reading:
4. Discuss importance of
Common reasons for A safe Hospital room of
group technology & how it
redesign of layouts. the future is a prerequisite for cellular
layout

Read Chapter 6 page 250- LO: Understanding Facility

Layout is a continuous
279
Process

Inventory Case Problem: 1. Discussion on UPD

Management Manufacturing Case
UPD Manufacturing (Page
Functions of 596) 2. Class Discussion on
Inventory inventory review systems
Meaning of the term
Inventory, Inventory 3. Discuss ABC, VED, FSN,
Effectiveness Control. HML, SDE, XYZ Analysis.
8
Measures of
Inventory LO: Understanding the
Reasons for Holding
Management
Inventory Inventory Ordering Policies

Inventory Classifications

Read Chapter 13 page

547-561

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 Inventory Economic Order Quantity: 1. Concept of Economic
Management 1. Basic Economic Order Order Quantity
Quantity
2. EOQ for Production 2. Numerical Problems on
Categories of Lots EOQ Models
9
Inventory Cost 3. EOQ with Quantity
Discounts 3. Use of Excel Templates

LO: Understanding the

Read Chapter 13 page
561-580 Economic Order Quantity

Project Planning & Project Concept 1. Case problem for new

Scheduling product introduction
Project Planning &
Network Diagram Scheduling 2. Construct and Analyze
Networks
10 Construction of Network
Good Practices of 3. AOA Convention
drawing Network Read Chapter 17 page
Diagram 732-740 LO: Understanding the
importance of project
planning and scheduling

Critical Path Critical Path Method 1. Analyze CPM problems

Method (CPM) with deterministic times

Calculations of Time 2. Forward Pass & Backward

Estimates Pass (Earliest Starting
Review of Project Time & Latest Finishing
Slack (Float) of an Time)
11
Activity
3. Critical Path
Read Chapter 17 page
LO: Understanding
743-751 Deterministic Time Estimates
(CPM) & Probabilistic Time
Estimates (PERT)?

Compressing Project Normal Time, Crash 1. Solving activity crashing

Completion Time Time, Normal Cost, Crash problems
Cost & Cost Slope
2. Significance of Cost
12 Read Chapter 17 page
Cost-Time Trade Off 757-760 Slope

LO: Understanding Crashing

of Activities in Network

Project Evaluation Ivey Case: Project Leading Questions (Ivey

& Review management Case):
Technique
Product number: W12041 1. What is the estimated
completion time for this
project? What is the

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13 estimated project
PERT budget? What is the
Probabilistic Estimation of probability that the
Project Completion project can be
(Normal Distribution), completed in 35 weeks?
2. What is the minimum
Read Chapter 17 page expected time in which
this project can be
751-756
completed? What is the
probability of
completing the project
in this time?
3. What is the additional
cost for reducing the
project time to the
required 35 weeks?
Which specific tasks do
you recommend
crashing in order to
achieve this milestone?
4. What is the impact on
the crashing solution if
the expected time for
task B is increased from
seven to nine weeks?

Management of Case: Chick – N – Gravy 1. Case discussion on Dinner

Quality for Product Dinner Line (Page 405) line
& Services
Definition of Quality, 2. Discussion on Total
Defect, Inspection, Quality Management
Quality Control, Quality LO: Understanding Quality
14 Product Quality
Assurance, Service as it relates to product and
Quality services

Service Quality Introduction to SQC

Costs of Quality Read Chapter 9 page 368-

399

Just in Time HBS Case: Toyota Leading Questions (HBS

Case)
Product Number:9-693-
019 1. What would you do to
address the seat problem?
15 Where would you focus your
attention and solution
efforts?

2. What options exist? What

would you recommend?

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 Why?

3. Where, if at all, does the

current routine for handling
defective seats deviate from
the principles of the Toyota
Production System?

4. What is the real problem

facing Doug Friesen?

Just in Time JIT Overview 1. Discussion on JIT

Concepts
JIT a Comprehensive
Lean Operation Philosophy 2. Is JIT Flow practical

JIT Flow 3. How is JIT in Services

16 implemented
Elements that
support JIT Flow JIT in Services
LO: Understanding the
Read Chapter 14 page Seven Manufacturing Waste
605-633 for any industry & how to
eliminate them

Scheduling Operations Scheduling 1. Discussion on scheduling

needs in high volume
Sequencing systems

Priority Rules Read Chapter 16, page 2. High volume systems

17 involves line balancing
690-706

LO: Understanding Job

Sequencing

Scheduling Johnson’s Rule for n jobs 1. Use and interpretation of

2 & 3 machines Gantt chart
18 Low-volume Systems
(Job Shops) Read Chapter 16, page LO: Understanding
707-709 Scheduling problems

Supply Chain Asynchronous Reading: 1. Class discussion on need

Management At 3M, a long road to manage supply chain.
became a shorter road
Supply Chain – 2. Discussion on At 3M, a
Flow, Facilities, Introduction to Supply long road became a
19 Functions and Chain shorter road.
Activities.
Trends in Supply Chain 3. Re-evaluating Outsourcing
(Decision to Near
Basics of Logistics & Sourcing)
Warehouse (Layout)
LO: Understanding the need

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 Read Chapter 15 page to manage the Global Supply
649-656 Chains

Supply Chain Asynchronous Reading: 1. Discussion on Reverse

Management Clicks or Bricks, or Both Logistics
(Page 681)
2. Discussion on Delayed
Procurement Management Differentiation,
Supplier Disintermediation.
Management The Bull-Whip effect in
20 SCM and its effect on 3. Discussion on challenges
Operations Management. in creating an effective
Creating an supply chain
Push – Pull processes in
Effective Supply Supply Chain. LO: Understanding the
Chain importance of Third-party
Read Chapter 15 page logistics (3-PL)
670-683

Reading List Text book

and Operations Management, 12/e @ 2015 by William J. Stevenson, McGraw Hill
References Education.
(along with
details of References
year of 1. Operations Management: Processes and Supply Chains, 10/E by Lee J.
Publication)
Krajewski, Larry P. Ritzman, Manoj K. Malhotra, ISBN-10: 0132807394 , ISBN-
13: 9780132807395, ©2013, Prentice Hall, USA
2. Operations & supply chain Management / 15th Ed. Chase, Jacobs and Shankar,
McGraw Hill @ 2018
3. Operations Management by Nigel Slack, Stuart Chambers, and Robert Johnston,
ISBN 978-0-273-73046-0, Sixth Edition @ 2019, Pearson Education Limited,
Essex CM20 2JE, England

Prepared by Faculty Team Area & Program chairpersons

Faculty Chair AOL Approved by Dean SBM

Approved by Associate Deans

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