MBA 52006 SYLLABUS

Global Supply Chain Management

2022-2023

- Copyright by MSM -
Table of Contents
1. Course Data......................................................................................................................................3
2. Lecturer.............................................................................................................................................3
3. Course Description ...........................................................................................................................3
4. Learning Goals .................................................................................................................................5
5. Didactic Approach ............................................................................................................................6
6. Course Literature ..............................................................................................................................6
6.1 Core course literature .............................................................................................................7
6.2 Recommended/additional literature and material ...................................................................7
7. Sessions ...........................................................................................................................................9
7.1 Description of the sessions.................................................................................................. 10
8. Class attendance ........................................................................................................................... 11
9. Examination ................................................................................................................................... 11
9.1 Overview .............................................................................................................................. 11
9.1.1 Examination components used in this course ........................................................ 11
9.1.2 Weighting of the examination components............................................................. 12
9.2 Submission guidelines for assignments .............................................................................. 12
9.3 Grading ................................................................................................................................ 12
9.4 Examination requirements ................................................................................................... 13
9.5 Individual assignment .......................................................................................................... 13
9.5.1 Description individual assignment .......................................................................... 13
9.5.2 Assessment rubric individual assignment ............................................................... 15
9.6 Case presentation & panel discussion (group).................................................................... 17
9.6.1 Description case presentation & panel discussion ................................................. 17
9.6.2 Assessment rubric case presentation & panel discussion ..................................... 17
9.7 Written analysis (group) ....................................................................................................... 18
9.7.1 Description written analysis .................................................................................... 18
9.7.2 Assessment rubric written analysis ........................................................................ 18

Syllabus Global supply Chain Management – Version July 2022 Page 2

1. Course Data
Course code: MBA52006

ECTS credits: 3

Teaching hours: 24

Consultation hours: 2

Study hours: 58

Total hours: 84

Program: MSM-KUWAIT – INTAKE 15B

2. Lecturer
Name: Ing.David J. Dingli M.Phil.(Maastricht); MBA(Brunel); B.Elec.Eng.(Hons.)

E-mail: david.dingli@maastrichtuniversity.nl

Short profile:

Managing Consultant of Resource Productivity Consulting Services, (R.P.C.S.), Managing Partner

Eureka! Advisor and Senior Lecturer with Maastricht School of Management, Maastricht University,
The Netherlands. His consulting practice specializes in strategic development and productivity
improvement programs. David has consulted & provided training in private manufacturing & service
organizations as well as Government bodies in areas that include Strategic Business Planning,
Efficiency improvement programs, process planning & re-engineering, work measurement, quality
management (He is an ISO9000 internal auditor), and human resource development.
He has consulted in the pharmaceutical, medical products, furniture, metal, bottling, food, clothing,
electronics, fiberglass, printing, postal, accounting, retail, medical, ship repair, recycling, and real
estate industries.
His international experience over the last 22 years reaches out to 29 countries, in Europe, Africa, Asia
and South America lecturing at MBA level on topics like Entrepreneurship & Innovation, Strategy,
Operations Management and Supply Chain Management
Throughout his career he has delivered lectures and corporate training to over 5000 managers from
more than 50 countries. (See full profile on Moodle)

3. Course Description

Having a great strategy is not enough, it needs to be supported by great execution, in order to deliver
consistently on the promises made to customers. In a world that is becoming more and more volatile
and therefore less and less predictable, superior supply chain execution becomes increasingly critical
to sustainable business success.

This course highlights concepts, models and methods that are important for the design, control,
operation, and management of global supply chains in a dynamic world. The course introduces
frameworks and approaches that cannot only be used to describe and analyze supply chain strategies
but that also provide guidelines for the actual business operations. Stress is placed on supply chain
integration. In relation to this cross-functional and cross-business alignment are being dealt with.

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The topical coverage reflects the desire to highlight those aspects of supply chain management that
are critical to the success of a business: customer value proposition is linked to the business
operations. Attention is paid to how related criteria lead to integration, distribution, procurement and
outsourcing strategies. Resilience is highlighted by showing how supply chain flexibility can reduce
risks without compromising efficiency and responsiveness. The course will also discuss the
supporting, enforcing and enabling roles that information technology can successfully play and the
conditions thereof. Finally, sustainability in the context of the responsible supply chain will be
addressed.

Definitions of Supply Chain Management

Different definitions for Supply Chain Management (SCM) exist. Having different definitions for terms
is not uncommon in the field of the management related sciences (as opposed to, for instance, the
field of mathematics): terms like MIS, e-Commerce, i-Government, know some quite different
definitions, launched by different institutions, authors and companies.

A useful definition of SCM is the following: “the management of a network of interconnected

businesses involved in the ultimate provision of product and services packages required by end
customers (in: Harland, C.M. (1996), “Supply Chain Management: Relationships, Chains and
Networks”, British Journal of Management, March, 7, special issue)”.

A supply chain (SC) is often defined as a system of organizations, people, technology,

processes/activities, information and resources (natural resources, raw materials, components, half-
products, finished goods) involved in moving a product or service from supplier to customer (in:
Harland, C.M. (1996), “Supply Chain Management: Relationships, Chains and Networks”, British
Journal of Management, March, 7, special issue).

David Simchi-Levi in his book “Designing and Managing the Supply Chain” defines Supply Chain
Management as follows (p1) “a set of approaches utilized to effectively and efficiently integrate
suppliers, manufacturers, warehouses, and stores, so that merchandise is produced and distributed at
the right quantities, to the right locations, and at the right time, in order to minimize system wide costs
while satisfying service level requirements”. An important feature of this definition is the combination of
minimizing system wide costs (efficiency) and satisfying service level requirements (effectiveness).
The definition however adopts a buyer’s perspective and rather focuses physical products only.

In this GSCM course we will adopt a more holistic view and include the supplier’s perspective and the
distribution of services, meanwhile stressing the role of information and technology. With those
perspectives, Harland’s definitions, given above, would be more appropriate.

Learning objectives

The first main learning objective of this course is to develop an understanding of the trend towards
integrated management of the flows of goods, information and services across networks from
(suppliers of) suppliers to customers and vice versa and the organizational and inter-organizational
implications.

The second main learning objective of this course is to provide insights to the close linkage between
customer value propositions and operational strategies for manufacturing and distribution, and to
build capabilities of analyzing and formulating supply chain strategies, tackling (conflicting) goals
as higher efficiency and higher responsiveness.

The third main learning objective of this course is to create awareness of the importance of flexibility
in the operations (systems, processes and products) in global supply chains as a way to mitigate
risks in an uncertain, dynamic and changing world.

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The fourth major learning objective of the course is to develop the skills to assess the role of
information technology in global supply chains and the skills to make proposals for improvement.

The fifth major learning objective of this course is to build a deep understanding of the issue of supply
chain compliance with regard to corporate social responsibility criteria.

4. Learning Goals

Dublin Descriptor (DD) MBA program learning Course learning goals

goals
DD1: Knowledge and Participants are able to
understanding recognize and evaluate the
nature, the impact of and
the concepts of
management in a
globalizing, multicultural
context.
DD2: Applying Participants are able to
knowledge and identify and apply the
understanding appropriate methods and
tools to solve contemporary
business challenges.
DD3: Making Participants are able to
judgements evaluate and determine
responsible business
decisions that impact on
both organizational
performance and society.
DD4: Communication Participants are able to
discuss, debate as well as
provide convincing ideas to
a variety of multicultural
stakeholder groups.
DD5: Learning skills Participants are able to
work autonomously and
determine their own
learning needs.
Participants will be able to demonstrate
acquired knowledge and understanding of the
basic concepts and models of global supply
chain management, how these concepts are or
can be adopted by business organizations and
how these models are or can be helpful in
supply chain studies.
Participants will be able to apply this
knowledge and understanding to global supply
chain management issues in new or unfamiliar
environments within a broader context.
Participants will be able to integrate the
knowledge and understanding on global supply
chain management, to handle complexity, to
discuss taking into account different
perspectives, and so to come to adequate
judgments, even in cases with incomplete or
limited information.
Participants will be able to communicate,
clearly and unambiguously, to specialists and
non-specialists, the conclusions with respect to
issues on global supply chain management, as
well as the knowledge and rationale
underpinning these.
Participants will have the learning skills
enabling the autonomous continuation of
studies in the field of global supply chain
management.

A further refinement of the course contents in line with the Dublin descriptor can be given as follows.

Descriptor 1: Knowledge and understanding

In particular the participant will have gained insights to:

 The trend towards integration of flows of goods, information and services across networks
 from (suppliers of) suppliers to customers and vice versa,
 The organizational and inter-organizational implications of this trend,
 The linkage between the customer value proposition and the operations strategy,

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  Supply chain strategies and the dilemma in increasing both efficiency and responsiveness,
 Required supply chain flexibility as a way to mitigate risk in a dynamic world,
 The approaches to adopt and integrate CSR related compliance criteria into the supply chain,
 Analytical models relevant to describe and understand the above.

Descriptor 2: Application of knowledge and understanding

In particular the participant will be able to:

 Identify supply chain issues in different case studies and real world situations,
 Select relevant models for the analysis of supply chain issues,
 Utilize these relevant analytical models.

Descriptor 3: Making judgments

In particular the participant will be able to:

 Assess the appropriateness of an organization’s supply chain strategy,

 Design the alternative supply chain strategic options,
 Evaluate the suitability of such options,
 Judge about the adequacy of an analysis used for the purpose above.

Descriptor 4: Communication

In particular the participant will be able to:

 Communicate and discuss about supply chain related cases in a cross-functional context,
 Give a presentation in front of a group of peers with diverse background,
 Conduct the associated question and answer session and foster discussion,
 Write a well-structured and analytical report.

Descriptor 5: Learning skills

In particular the participant will be able to:

 Select and review literature in the context of a practical supply chain management topic,
 Reflect on the research and writing processes associated with the analytical report.

5. Didactic Approach
Lectures, cases, plenary discussions, presentations

Introductory lectures, group case analyses, plenary discussions, group case presentations followed by
panel discussions will be the learning tools to achieve the required competency level.

Slide presentation material

Lectures are used to introduce the basic concepts and areas of the Supply Chain process. Short
cases are used to illustrate the presentation and encourage class discussion stimulating interactive.
teaching.

Case Study Analysis

Case studies, which should be read in advance, illustrate, and are used in group work where students
are expected to analyse the various supply chain issues of the case, explain decisions and actions
taken by the companies being analysed in the case, and make judgements about possible
alternatives. Students, in teams are expected to make pitches of their analysis of the case in class as
well as hand in a script with the required answers to all cases attempted in class.

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Team Presentation:
Teams are expected to develop their own supply chain analysis of an organisation of their choice. This
presentation project is a vehicle to experience supply chain analysis, judgement, and improvement.
The teams will be expected to deliver a pitch on their analysis.

6. Course Literature

6.1 Core course literature

Simchi-Levi, D (2010). Operations rules: delivering customer value through flexible operations. MIT
Press
Please also be referred to https://mitpress.mit.edu/books/operations-rules for an affordable digital
copy.

Christopher, M (2016). Logistics & Supply Chain Management. 5th edition, FT Publishing International
Excellent textbook conceptually strong and with short case examples

Chopra, S and P Meindl (2013). Supply Chain Management. Strategy, planning and operation. 5th
edition, Pearson.
A somewhat more technical book on supply chain management, one that also addresses strategic and
management issues.

Weenk, E. (2019). Mastering the supply chain. Principles, practice and real-life applications. Publisher:
Kogan Page.
Extensive overview of relevant business, supply chain and leadership concepts, combined with
practical application in the Fresh Connection business game.

Simchi-Levi, Kaminsky, Simchi-Levi, (2008). Designing and managing the Supply Chain. 3d edition,
McGrawHill
Many of the lecture slides have been based on this textbook. Some of the cases originate from this
book as well.

6.2 Recommended/additional literature and material

Weenk, E (2012) The Perfect Pass: what the manager can learn from the football trainer, Libros de
Cabecera.
About the company’s big picture and the need for alignment.

Laudon, K and Laudon, J. (2018), Management Information Systems, Managing the Digital Firm 15th
edition, Publisher: Pearson.
We will use a couple of cases originally described in this book.

Chaffey, D. (2014). Digital Business and e-Commerce Management, Strategy, Implementation and
Practice. 6th edition. Publisher: Pearson.
We will use some of its slides and discussion questions.

Turban, E. (2018). Electronic Commerce, Managerial and Social Networks Perspective. 9th edition.
Publisher: Springer.
Quite complete and detailed guide on E-Commerce – lots of Asian sources.

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Johnston, R. and Clark, G. (2012) Service operations management: improving service delivery,
Pearson Education, Fourth Edition.
Addressing the service supply chain.

Manners-Bell, J. (2017) Supply Chain Ethics: Using CSR and Sustainability to create competitive
advantage. Kogan Page.
Recommended for conceptualization of the sustainability issues.

Ithink software and manuals: ‘Getting started’, ‘Introduction to Systems Thinking and ithink’, ‘Process
Improvement Module’, ‘Business Applications Guide’, High Performance Systems, (2021).
www.iseesystems.com
During class a few supply chain models and small games based on this software can be shown.

Recommended videos and slides sets

SCM beginners are highly recommended to watch a series of videos produced by Arizona State
University, W.P. Carey School of Business. They consist of 12 modules with a total duration of
53m35s. The first video can be found following the link:
https://www.youtube.com/watch?v=Mi1QBxVjZAw

From there, links to the other modules can be found. A link is also available in the introduction section
of the slides.

Highly recommended for all is Ed Weenk's YouTube Channel, mastering the supply chain
https://www.youtube.com/channel/UCBKPR11juIUyt19k4SRemtw

 Video 0: Mastering the Supply Chain: Introduction to the Integrated Learning Approach
 Video 1: Mastering the Supply Chain: What Side 1 - Segments And Value Propositions
 Video 2: Mastering the Supply Chain: What Side 2 - Demand Characteristics
 Video 3: Mastering the Supply Chain: What Side 3 - Bullwhip Effect
 Video 4: Mastering the Supply Chain: How Side 1 - Supply Chain Strategy
 Video 5: Mastering the Supply Chain: How Side 2 - Physical Infrastructure
 Video 6: Mastering the Supply Chain: How Side 3-1 - Make Buy
 Video 7: Mastering the Supply Chain: How Side 3-2 - Supplier Collaboration

Participants finally are also encouraged to listen to three video lectures covering www.scdigest.com
under VIDEOCASTS, by David Simchi-Levi. Search for the names “Operations Rules – Delivering
Customer Value through Flexible Operations”, Part 1, Part 2 and Part 3. One has to subscribe to
SCDigest first, but that is an easy process and for free. PPTs PDFs are available through SCDigest.

Industry associations and web-based resources

http://www.apics.org/ or http://www.supply-chain.org/

https://cscmp.org/

https://ciltuk.org.uk/

http://elalog.eu/ and http://elalog.eu/members

http://www.inddist.com/

http://www.logisticsworld.com/

https://www.gartner.com/en/supply-chain

http://www.scdigest.com/

http://www.supplychain247.com/

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Academic journals

Most journals can be accessed through EBSCO at the MSM library. A review of SC periodicals and
how they relate to research, education and consultancy has been placed in Moodle.

 Journal of Supply Chain Management (JSCM),

http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)1745-493X
 International Journal of Supply Chain Management (IJSCM),
http://ojs.excelingtech.co.uk/index.php/IJSCM
 Supply Chain Management: an international journal,
https://www.emerald.com/insight/publication/issn/1359-8546
 Operations and Supply Chain: an International Journal (OSCM)
http://journal.oscm-forum.org/
 International Journal of Logistics Management (IJLM),
https://www.emerald.com/insight/publication/issn/0957-4093
 International Journal of Management (IJM)
http://www.theijm.com/
 International Journal of Logistics: Research and Applications,
https://www.tandfonline.com/toc/cjol20/current

7. Sessions

Day Date Session Time Topics Required

reading
1 Saturday 27th 1 Overview of Case 1: Levis
May 2023 1730 - 2130 SCM
SCOR Model
2 Sunday 28th 2 Inventory Case 2:
May 2023 1730 - 2130 Management Kellogg’s
3 Monday 29th 3 Bullwhip effect Case 3
May 2023 1730 - 2130 Push-Pull McDonalds
Warehousing
4 Wednesday 4 Alliances Case 4
31st May 2023 1730 - 2130 3PL Nestle’
Outsourcing
5 Thursday 1st 5 Design for Case 5 Nike
June 2023 1730 - 2130 manufacture /
logistics
6 Saturday 3rd 6 Networks/ Class
June 2023 1730 - 2130 ERP/ SCM Presentations
Software
AI in SCM

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7.1 Description of the sessions
Note: The below outline serves as a guideline to students on the topics to be covered
throughout the course. The lecturer reserves the right to alter the schedule, topics, exercise &
cases as necessary during the delivery of the course.

The participant is strongly recommended to read the relevant book chapters / slides before the
corresponding classes, according to the schedule. Thorough preparation of the indicated cases before
their discussion in class is essential for the successful completion of the course. To maximise benefit
from attending this course, active participation in class discussion and teamwork is required.

Session 1: Day 1 – Saturday 27th May 2023 (1730- 2130)

This session will introduce the course and the topic of GSCM.
Defining the Supply Chain
Global Supply Chain Management: Overview and Introduction
Modes of transport
The SCOR methodology / Risks in Supply Chains

Case study 1: Levis SCM

Session 2: Day 2 – Sunday 28th May 2023 (1730- 2130)

This session deals with the concepts of inventory management and the application of those in the
business.
Inventory and the supply chain; Costs associated with inventory and Risk Pooling.
Demand Forecasting in Supply Chain
Economic order quantity models; Reorder points and service levels

Case Study 2: Kellogg’s SCM

Session 3: Day 3 – Monday 29th May 2023 (1730- 2130)

This session highlights integration in supply chains through the value of information, the bullwhip effect
and how storage is to be organized in a warehouse system. This session further elaborates on the
integration of supply chains and introduces major supply chain strategies, such as push and pull.
Bullwhip effect
Effects of Information on Supply Chain Design and Operations,
Cross Docking & Distribution Strategy.
Warehouse Management System
Supply Chain Integration: Push, Pull and Push-Pull systems

Case Study 3: McDonald’s – Inventory

Session 4: Day 4 – Wednesday 31st May 2023 (1730- 2130)

This session highlights the importance of integration through strategic alliances with suppliers.
It further covers outsourcing as a means of managing a business supply chain.
Collaborative Planning Forecasting and Replenishment (CPFR)
Strategic Alliances
3PL
Outsourcing Strategies

Case Study 4: Nestle - Coffee

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Session 5: Day 5 – Thursday 1st June 2023 (1730- 2130)
This session introduces the importance of planning a business with Supply Chain criteria in mind.
At the highest strategic level, networks need to be designed for efficient supply chain action.
Risk & uncertainty vs Commitment level
Design for Manufacture
Design for logistics
Network Design

Case Study 5 - Nike

Session 6: Day 6 – Saturday 3rd June 2023 (1730- 2130)

The session also highlights the importance of technology in the management of the Supply Chain.
Supply Chain management Software
Artificial Intelligence in Supply Chain

Class presentations

Consultation Sessions (By appointment): daily from 1630-1730 (or as per schedule on office
door)

8. Class attendance
Class attendance is compulsory for this course and any absence from class (also if classes are
delivered online) should be reported to the lecturer and program administrator before the start of the
class.

A participant attending less than 75% of the classes of the course, will be required to submit a course
assignment1.

Class attendance is recorded by means of a pass/fail examination component.

9. Examination

9.1 Overview
9.1.1 Examination components used in this course
Examination components Deadline
Presentation (Group) Presented on the 3rd June 2023 – Uploaded by
Sunday 11th June 2023 @23.59
Case-Study Written analysis (group) Daily in Class - Uploaded by Sunday 11th June
2023 @23.59
Individual assignment Uploaded by Monday 19th June 2023 @23.59
Class attendance n/a

1
A course assignment is a written assignment where participants are asked to provide a summary of the core
literature covered in a course. This summary will ensure that participants have a complete overview of the
course content. Course instructors must provide participants with a list of key articles covering the essential
concepts of the course. The course assignment must be between 2.000 and 3.000 words in length. Participants
will only receive a “Pass” or “Fail” grade for the course assignment.

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9.1.2 Weighting of the examination components
Examination components Weighting of total grade
Presentation (Group) 10%
Case-Study Written analysis (group) 20%
Individual assignment 70%
Class attendance 0%

9.2 Submission guidelines for assignments

Participants must submit all assignments in Moodle. If assignments are submitted after the deadline,
they will be considered as a No Grade. In this event, participants will be asked to submit a new
assignment which will be considered as a resit.

Ensure that your assignment clearly indicates the course abbreviation, your name, and student
number when uploading to Moodle. Do not send your assignment by e-mail to the lecturer directly
unless you experience problems uploading to Moodle. In this case, please copy in the program
administrator.

For all submitted assignment papers, the writing and referencing style prescribed by the American
Psychological Association (APA) must be used, including the bibliographic reference system of APA.
Except for the line spacing which should be Single (1.0).

9.3 Grading
The final grade of the course is given as a whole Grade Description
or a half grade on a scale from 0.0 to 10.0. A Pass 10.0 Outstanding
grade as from a 5.5 is considered sufficient. A (sufficient) 9.0; 9.5 Very Good
grade below 5.5 is considered as an insufficient
8.0; 8.5 Good
grade.
7.0; 7.5 More than
In case it is not possible to determine a result, satisfactory
for instance if a student is registered for the 6.0; 6.5 Satisfactory
examination but has not actually taken the 5.5 Pass
examination or part thereof, the examination will
Fail 5.0 Almost satisfactory
be graded with a No Grade (NG). (insufficient) 4.0; 4.5 Unsatisfactory
The grading scale should be interpreted as in 3.0; 3.5 Very unsatisfactory
the table on the right. 2.0; 2.5 Poor
It is important to understand that this scale is 1.0; 1.5 Very Poor
based on the Dutch grading system. You can 0.0 Use is at the
read more about it here: discretion of the
Board of Examiners
https://www.studyinholland.nl/dutch-
education/dutch-grading-system. No Grade (NG) Inability to determine result

Please note that at least a 5.5 grade and/or a pass must be obtained for each examination component
of the course in order to secure a pass in the course.

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9.4 Examination requirements
Please make sure that you check the MSM-MBA and MSM-MM Education and Examination
Regulations (MSM-MBA/MM-EER) for your specific program. The MSM-MBA/MM-EER provides clear
regulations related to examinations, grading and general program requirements. It is the participant’s
responsibility to understand and follow the regulations of the MSM-MBA/MM-EER.

Additionally, please ensure that you do not commit plagiarism or any other academic misconduct.
Rules and regulations regarding academic misconduct can be found in the MSM-MBA/MM-EER and
on the MSM website.

Tips for academic writing and information on how to prevent plagiarism can be found here.

9.5 Individual assignment

9.5.1 Description individual assignment
Write a paper about a global supply chain management issue in or around your organization, or an
organization that you are familiar with (for instance because you worked with that organization before
or because it is or was your client). It is preferable that you discuss an issue that has not yet been
resolved so that you present creative ideas as part of your solution. Note that you may also address a
company producing services, so it’s not restricted to physical products. You are also allowed to
concentrate on one organizational unit or on one product/service, as long as there is enough scope
and depth to focus on the single unit. However, if you do so ensure that you also link it and incorporate
it to the broader perspective. You can focus on an issue that has your special interest. In any case
make sure that there is enough scope for discussion, analysis and meaningful conclusions.

For the structure of the paper: select an organization that you are familiar with, give a brief
background, and describe in as much detail as possible the present Operations & Supply Chain
Management system being used. This part of the assignment must identify the critical strengths and
weaknesses of the system. Flow diagrams illustrating the flow of goods / services and information
between the various players is also expected. Select a method and/or framework for analysis, deeply
analyze and discuss, generate conclusions and recommendations.

Suggested areas - depending on applicability and relevance in the light of the issues, hence not all
have to be covered – in random order are as follows:

 Inventory management
 Procurement strategies and systems
 Information flows
 Manufacturing processes
 Supplier relations
 Technology to support, enforce and/or enable Supply Chain improvement
 Warehousing
 Distribution
 Transportation
 Planning of sales and operations, of supplies
 Customer service

Recommend improvements to the Operations & Supply Chain Management system that the company
could potentially and realistically implement.

Access to actual data from the organization would be considered an asset.

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The requirements are: minimum size 1500 words, target size 2500 words, maximum size 3500 words.
The size excludes the references – which by the way are expected. No other general format
requirements exist. The paper should be well presented and easily readable. Appropriate academic
practices are to be adopted: please write using own words, “copy and paste” is not allowed as this
may constitute plagiarism. Please do refer to all other sources used in an appropriate way and adopt
APA-6 or APA-7 style. For evaluation criteria and their weightings please see the following table.

Syllabus Global supply Chain Management – Version July 2022 Page 14

9.5.2 Assessment rubric individual assignment

DD Weigh- Assessment Criteria Expected performance standards

ting
1 point (very poor) 2 points (unsatisfactory) 3 points (satisfactory) 4 points (good) 5 points (outstanding)
PART 1: INTRODUCTION (15%)
DD1 5% Have title, author, context Title, author, context or Title, author, context or Title, author, context and Title, author, context and Title, author, context and
and purpose of the paper purpose of the paper purpose of the paper have purpose of the paper purpose of the paper have purpose of the paper
been defined appropriately? have been defined been defined insufficiently. have been defined been defined well. have been defined
poorly. sufficiently. excellently.
DD1 5% Have the case of interest The case of interest and The case of interest and The case of interest and The case of interest and its The case of interest and
and its context been its context have been its context have been its context have been context have been its context have been
summarized? summarized poorly. summarized insufficiently. summarized sufficiently. summarized well. summarized excellently.
DD3 5% Have the SCM related The SCM related issues The SCM related issues The SCM related issues The SCM related issues the The SCM related issues
issues the company is the company is facing the company is facing the company is facing company is facing have the company is facing
facing been recognized? have not been have been recognized have been recognized been recognized well. have been recognized
recognized. insufficiently. sufficiently. excellently.
PART 2: PROBLEM STATEMENT AND METHODOLOGY (15%)
DD2 5% Have the core SCM problem Core SCM problem and Core SCM problem and Core SCM problem and Core SCM problem and the Core SCM problem and
and the major questions the major questions the major questions have the major questions major questions have been the major questions
been formulated? have not been been formulated have been formulated formulated well. have been formulated
formulated. insufficiently. sufficiently. excellently.
DD2 5% Has the methodology for the The methodology for the The design of the The design of the The design of the The design of the
corresponding research corresponding research methodology for the methodology for the methodology for the methodology for the
been designed? has not been provided. corresponding research is corresponding research corresponding research is corresponding research
insufficient. is sufficient. good. is excellent.
DD2 5% Have concepts, theories, No concepts, theories or The selection of concepts, The selection of The selection of concepts, The selection of
models covered from the models covered have theories and models is concepts, theories and theories and models is concepts, theories and
course been selected? been selected. insufficient. models is sufficient. good. models is excellent.
PART 3: ANALYSIS AND DISCUSSION (20%)
DD2 5% Have relevant facts and The work does not The work incorporates The work incorporates The work incorporates facts The work incorporates
reading been incorporated? incorporate facts or insufficient facts and sufficient facts and and readings well. facts and reading.
reading. readings. readings.
DD2 5% Have concepts, theories and No concepts, theories or Insufficient concepts, Sufficient concepts, Concepts, theories or Concepts, theories or
models covered in the models covered in the theories or models theories or models models covered in the models covered in the
course been applied? course have been covered in the course covered in the course course have been applied course have been
applied. have been applied. have been applied. well. applied excellently.

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 DD2 5% Do facts, analysis and
The arguments are not The arguments are The arguments are The arguments are well The arguments are
consistency support eh
supported by facts, insufficiently supported by sufficiently supported by supported by facts, analysis excellently supported by
arguments? analysis and facts, analysis or facts, analysis or or consistency. facts, analysis or
consistency. consistency. consistency. consistency.
DD3 5% Have findings been Findings have not been Findings have been Findings have been Findings have been Findings have been
discussed, compared and discussed, compared or discussed, compared or discussed, compared or discussed, compared or discussed, compared or
contrasted? contrasted. contrasted insufficiently. contrasted sufficiently. contrasted well. contrasted excellently.
PART 4: CONCLUSIONS, RECOMMENDATIONS AND ACTION PLAN (20%)
DD3 5% Have proper conclusions No conclusions or Conclusions or Conclusions and Conclusions and Conclusions and
and recommendations been recommendations have recommendations have recommendations have recommendations have recommendations have
formulated? been formulated. been formulated weakly. been formulated been formulated well. been formulated very
appropriately. well.
DD3 5% Do findings support the Conclusions or Conclusions or Conclusions or Conclusions or Conclusions or
conclusions and recommendations are recommendations are recommendations are recommendations are well recommendations are
recommendations? not supported by insufficiently supported by sufficiently supported by supported by findings. excellently supported by
findings. findings. findings. findings.
DD3 5% Have research limitations No research limitations Insufficient research Sufficient research Research limitations or Research limitations or
and topics for further or topics for further limitations or topics for limitations or topics for topics for further research topics for further
research been identified? research have been further research have further research have have been identified well. research have been
identified. been identified. been identified. identified excellently.
DD3 5% Have a plan of action and its No plan of action or The developed plan of The developed plan of The developed plan of The developed plan of
organizational organizational action or organizational action or organizational action or organizational action or organizational
consequences been consequences have consequences are consequences are consequences are good. consequences are
developed? been developed. insufficient. sufficient. excellent.
COMMUNICATION AND LEARNING SKILLS (30%)
DD4 5% Have a clear structure, The work has a poor The work has an The work has an The work has a good The work has an
layout and format been structure, layout or inadequate structure, adequate structure, structure, layout or format. excellent structure,
adopted? format. layout or format. layout or format. layout or format.
DD4 5% Does an adequate The writing style is poor, The writing style is The writing style is The writing style is The writing style is very
professional writing style strongly reducing the moderate, reducing the sufficient, supporting the professional, enhancing the professional, strongly
enhance readability of the readability of the paper. readability of the paper. readability of the paper. readability of the paper. enhancing the readability
paper? of the paper.
DD4 5% Have proper grammar and Grammar of spelling are Grammar or spelling are Grammar or spelling are Grammar or spelling are Grammar or spelling are
spelling been adopted? poor. insufficient. sufficient. good. excellent.
DD4 5% Is the referencing complete Referencing is poor. Referencing is insufficient. Referencing is sufficient. Referencing is good. Referencing is excellent.
and in correct APA style?
DD5 10% Does the quality and The quality or quantity of The quality or quantity of The quality or quantity of The quality or quantity of the The quality or quantity of
quantity of literature used the literature used is the literature used is the literature used is literature used is good. the literature used is
meet an adequate level? poor. insufficient. sufficient. excellent.

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9.6 Case presentation & panel discussion (group)
Please note that failure to participate in group work (absence to class or lack of effort) may result in a
0.0 grade. Cases of free riding, lack of effort, no show, etc. by any group member should be promptly
reported to the lecturer who can take disciplinary actions.

9.6.1 Description case presentation & panel discussion

Course participants will be divided into groups. They will work together on the analysis of a Supply
Chain Management problem to develop a guideline for solving the highlighted problem(s) in a
company of their choice. The task is to deliver a 10-minute PowerPoint presentation (+ 5 minutes for
Q&A) in front of the “Senior Management” of the company (a panel, another group actually). The
presentation will cover:

 Describe the selected organisation (industry – size – supply chain structure).

 Describe the problem being experienced by the organisation.
 What is the impact of this problem on the supply chain structure / organisation & customers?
 How do you propose to solve this problem?
 How will it be implemented?

Each group should apply relevant GSCM concepts and models from the course.

Each group is to use two or three presenters so that others can answer questions or ask questions as
a member of the panel. After each presentation a discussion will follow. 3 questions will be asked by
the panel formed by another group, representing the “Senior Management” of the company. The rest
of the audience is supposedly formed by representatives from the sector.

9.6.2 Assessment rubric case presentation & panel discussion

Each criterion is assessed on a five-point scale from very poor (1 point) to outstanding (5 points).

DD Weighting Case presentation and panel discussion (group)

Part 1: DD1 10% The case of interest and its context have been
INTRODUCTION summarized ….
Part 2: PROBLEM DD2 10% The core SCM problem and major questions the
STATEMENT paper deals are stated ….
Part 3: ANALYSIS DD2 20% Concepts, theories and models covered in the
course have been applied ….
Part 4: DD3 10% Valid conclusions and recommendations have been
CONCLUSIONS, formulated ….
RECOMMENDATIONS
Part 5: DD4 10% Structure, layout and format of presentation have
COMMUNICATION been organized ….
DD4 10% Adequate audio-visual and oral contents have been
adopted ….
DD4 10% Pace and time management have been managed
….
DD4 10% Answering questions from the audience has been
handled ….
Part 6: LEARNING DD5 10% Asking relevant questions as a panel group has
SKILLS been performed…

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9.7 Written analysis (group)
Please note that failure to participate in group work (absence to class or lack of effort) may result in a
0.0 grade. Cases of free riding, lack of effort, no show, etc. by any group member should be promptly
reported to the lecturer who can take disciplinary actions.

9.7.1 Description written analysis

Case studies are presented in class through group discussions (no need for slides).

Several case studies will be analysed during the class sessions. Groups will be asked to make pitches
on the analysis of the case questions. Feedback is given to each group. This enables the lecturer to
make sure all important learning points are covered. The groups of participants are expected to write
out their responses to each case question. Each group is expected to refer to the theory and should
apply relevant GSCM concepts and models from the course. any additional readings for insights to
enhance their responses and to ensure adequate detail is covered in the response. Where possible,
supply chain diagrams should be drawn to illustrate the material and/ or information flow within the
chain as explained in the case. Some of the questions expect generic answers too, which depend on
the group’s broader understanding of the subject matter. Hence this is more than merely answering
the questions. The case questions serve as a guideline only – deeper insights are expected. Minimum
requirement: is a two-page answer per case. If references are used, they should also be stated. No
other general format requirements exist. The responses should be well presented and easily readable.
Appropriate academic practices are to be adopted: please write using own words, “copy and paste” is
not allowed as this may constitute plagiarism. Please do refer to all other sources used in an
appropriate way and adopt APA-6 or APA-7 style. For evaluation criteria and their weight please see
below.

9.7.2 Assessment rubric written analysis

Each criterion is assessed on a five-point scale from very poor (1 point) to outstanding (5 points).

Written analysis DD Weighting

(group)
Part 1: DD1 5% Title, author, context and purpose of the paper have
INTRODUCTION been defined ….
DD1 5% The case of interest and its context have been
summarized ….
DD3 5% The SCM related issues the company is facing have
been recognized ….
Part 2: PROBLEM DD2 5% The core SCM problem and major questions the
STATEMENT AND paper deals are stated …
METHODOLOGY DD2 5% The methodology for the corresponding research has
been designed ….
DD2 5% Concepts, theories, models covered from the course
have been selected ….
Part 3: ANALYSIS DD2 5% Relevant facts and readings have been incorporated
AND DISCUSSION ….
DD2 5% Concepts, theories and models covered in the course
have been applied ….
DD2 5% Facts, analysis and consistency support the
arguments ….
DD3 5% Findings have been discussed, compared and
contrasted ….

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 Part 4: DD3 5% The conclusions and recommendations have been
CONCLUSIONS, formulated ….
RECOMMENDATIONS DD3 5% The findings support the conclusions and
AND ACTION PLAN recommendations ….
DD3 5% Research limitations and topics for further research
have been identified ….
DD3 5% A plan of action and its organizational consequences
has been developed ….
Part 5: DD4 5% Clear structure, layout and format have been adopted
COMMUNICATION ….
AND LEARNING DD4 5% Adequate professional writing style enhances
SKILLS readability of the paper ….
DD4 5% Proper grammar and spelling have been adopted ….
DD4 5% Correct referencing in APA-6 or APA-7 has been
adopted ….
DD5 5% Quality and quantity of selected literature meets
adequate level ….
DD5 5% The research, writing process and the paper itself
have been reflected upon ….

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