The supply chain management minor provides students with the knowledge to assist in developing and implementing efficient supplier systems in order to maximize customer value. Supply chain management is the coordination of the associated processes required both within a business, as well as across businesses and suppliers, to deliver products and services–from raw materials to customer delivery. The minor provides a background in areas commonly needed to support supply chain management, including business strategy, information systems, lean/quality management, customer service, purchasing, negotiations, contracts, forecasting, inventory management, logistics, and project management. Completion of this minor provides students with Lean Six-Sigma Yellow Belt body of knowledge.
This course introduces the basic concepts in supply chain management fundamentals as well as strategies and practice, and examines important managerial issues. Topics covered include forecasting, inventory management, third-party logistics, partnering, contracts, event management and conflict resolution, e-business, and strategy. (Prerequisites: DECS-310 or equivalent course.) Lecture 3 .
Lean Six Sigma Fundamentals
This course presents the philosophy and methods that enable participants to develop quality strategies and drive process improvements. The fundamental elements of Lean Six Sigma are covered along with many problem solving and statistical tools that are valuable in driving process improvements in a broad range of business environments and industries. Successful completion of this course is accompanied by “yellow belt” certification and provides a solid foundation for those who also wish to pursue a “green belt.” (Green belt certification requires completion of an approved project which is beyond the scope of this course). (Prerequisites: STAT-145 or STAT-251 or MATH-251 or CHME-391 or equivalent course and and at least 4th year standing.) Lecture 3 (Fall, Spring, Summer).
Choose three of the following:
Business Law II
Explores the impact of the Uniform Commercial Code and other substantive areas of law on business operations. Emphasis is on topics included on the certified public accounting exam, including provisions of the Uniform Commercial Code dealing with the sale and lease of goods, product warranties, commercial paper, negotiable instruments and secured transactions. Other topics include business entities, creditors' rights, bankruptcy, environmental law, and insurance law. (Prerequisite: BLEG-200 or BLEG-250 or equivalent course.) Lecture 3 (Fall, Spring).
A study of the concepts and applications of project management. This course covers the organization and management of projects, including the role and responsibilities of the project manager, team responsibilities, tools and techniques for project planning, budgeting, and control, work breakdown, risk assessment, and project termination. The learning environment will include lectures and discussion, group exercises, case studies, and examinations. (This class is restricted to undergraduate students with at least 3rd year standing.) Lecture 3 .
Managing Supplier Relations
This course introduces students to the subject of managing supplier relations and purchasing activities. Topics covered include supplier selection, vendor pricing, materials quality control, value analysis, make-or-buy, speculation and hedging, and international sourcing as well as the legal and ethical constraints faced by purchasing practitioners. (This class is restricted to undergraduate students with at least 3rd year standing.) Lecture 3 .
This course explores the key implementation issues facing global businesses and those firms wishing to expand into the global arena. An emphasis is placed on issues related to the topic of culture. The course examines its impact on management, individuals, groups, and how it affects organizational performance. Leadership styles, in the cross-cultural context, will be deconstructed as will communication, decision-making, negotiation, and motivation. (Prerequisites: INTB-225 or equivalent course.) Lecture 3 (Fall, Spring).
Exporting and Global Sourcing
The practice of international business is detailed-oriented and complex as cross-border trade and investment is subject to various market forces and government regulations. In this course students will study the issues of compliance, risk assessment, sources of international information, logistical complexities and intermediaries, and international payments and financing. The course will develop students with the necessary knowledge base and skills to become successful in the practice of cross border transactions. (Prerequisites: INTB-225 or equivalent course.) Lecture 3 (Fall, Spring).
Global Entry and Competition Strategies
This course explores the strategic challenges faced by businesses operating in a global environment. It emphasizes the development of strategies under differing perspectives, globalization or regionalization of competitive marketplace, creating value for the firm globally, entry mode management, global CSR and governance.**Note: Enrollment also possible with departmental approval with completion of two additional INTB courses. (Prerequisites: INTB-225 or equivalent course and 4th year standing.) Lecture 3 (Spring).
Development of the fundamental engineering management principles of industrial enterprise, including an introduction to project management. Emphasis is on project management and the development of the project management plan. At least one term of previous co-op experience is required. (Prerequisite: BIME-499 or MECE-499 or ISEE-499 or CHME-499 or EEEE-499 or CMPE-499 or MCEE-499 or equivalent course.) Lecture 3 (Spring).
Contemporary Production Systems
The focus of this course is Lean. Lean is about doing more with less - less human effort, less equipment, less time, less space. In other words, lean is about the application of industrial engineering principles and tools to the entire supply chain or value stream. The focus of this course will be learning and applying the principles and tools of lean such as value, value stream mapping, takt, flow, pull, kaizen, standard work, line design, and others, all in the context of continuous process improvement. By the end of this course, the student will possess the essential tools and skills to apply lean in their production system from either a line (supervisor or manager) or staff role. (This course is restricted to students in the ISEE BS/MS, ISEE BS/ME, ISEE-MS, ISEE-ME, SUSTAIN-MS, SUSTAIN-ME or ENGMGT-ME programs or those with 5th year standing in ISEE-BS or ISEEDU-BS.) Lecture 3 (Fall).
Supply Chain Management
Supply chain management is unique in that it is one of the oldest business activities and yet has been recently discovered as a potentially powerful source of competitive advantage. Supply chain system activities planning production levels, forecasting demand, managing inventory, warehousing, transportation, and locating facilities have been performed since the start of commercial activity. It is difficult to visualize any product that could reach a customer without a consciously designed supply chain. Yet it is only recently that many firms have started focusing on supply chain management. There is a realization that no company can do any better than its supply chain and logistics systems. This becomes even more important given that product life cycles are shrinking and competition is intense. Logistics and supply chain management today represents a great challenge as well as a tremendous opportunity for most firms. (This course is restricted to degree-seeking graduate students or ISE department dual degree students.) Lecture 3 (Spring).
This course discusses several strategic, tactical, and operational concepts used in improving the distribution of goods and services by companies worldwide. The course emphasis is on understanding when and how these concepts are applied, as well as on using mathematical programming and optimization methods for their adequate implementation. (Prerequisites: ISEE-420 or ISEE-720 or equivalent course.) Lecture 3 (Fall).
Production Systems Management
The focus of this course is Lean. Students who take this course should be interested in building on their basic knowledge of (lean) contemporary production systems and developing the breadth and depth of their understanding, with a focus on the managerial, quantitative, and systems aspects. It will also address value streams beyond manufacturing - specifically logistics. This course should enable the student to practice the application of lean concepts in the context of systems design at the enterprise level. (Prerequisites: ISEE-420 or ISEE-626 or equivalent course.) Lecture 3 (Spring).
Database Management Systems
Transforming data into information is critical for making business decisions. This course introduces students to the concepts of data, information and the business database management systems (DBMS) used by modern organizations. Exercises and hands-on projects are used to model the information needs of an organization and implement and query databases using applications such as Microsoft Access and SQL. Lecture 3 (Fall, Spring).
Systems Analysis and Design
Successful organizations utilize a systematic approach to solve real-world business problems through the use of computing resources. Students who complete this course will be able to design and model business processes. They will learn how to conduct requirements analysis, approach the design or redesign of business processes, model system functions, effectively communicate systems designs to various levels of management, work in a project-based environment, and approach the implementation of a new organizational information system. Lecture 3 (Fall, Spring).
The course is intended to provide an integrative foundation in the field of business intelligence at both the operational and strategic levels. Students will experience a variety of contemporary tools to analyze complex business data and arrive at a rational solution. Topic such as data warehousing, visualization and data mining will be covered, along with other topics relevant to the field of business intelligence. The computer will be used extensively throughout the course. (Prerequisites: MGIS-350 and MGIS-320 or equivalent courses.) Lecture 3 (Fall, Spring).
This course explores the role of enterprise resource planning (ERP) systems in organizations. Students analyze cross-functional business processes and ERP systems commonly used to support these processes. Students engage in a hands-on project using a current ERP system, such as SAP R/3, to demonstrate, analyze and design system structures, key data elements and process configurations that support cross-functional business processes, including accounting, sales, material management, production and distribution. Lecture 3 (Fall).
Negotiations and Decision-Making
This course is designed to improve your ability to negotiate by understanding decision-making biases that affect the negotiated outcome. Individual sessions will explore the structure and strategies to mitigate risks and challenges inherent in achieving optimal solutions. (Prerequisites: MGMT-215 or equivalent course.) Lecture 3 (Fall).
Dr. Steven Carnovale, assistant professor of supply chain management is part of the team that created the Logistics Managers’ Index (LMI), used to identify trends and developments in the industry over time. Their work was recently covered in Transport Topics.