Supply Chain and Retail Management
MBA 2012
Session
No.
TITLE OF CASE
#
READING MATERIAL
LEARNING OBJECTIVES
Session 1
Module: Introduction
Case: Benetton (A)
Developing Partnerships
Role of Information
Postponement
Session
2-3
Session 4
Module: Bullwhip Effect
Case: The RoohAfza Game
Case: Supply-Chain Management at
W’UP Bottlery (A)
Module: Forecasting
Case: Leitax (A)
The Bullwhip Effect in Supply Chains
The Bullwhip Effect
Implementation Issues in controlling the
Bullwhip effect
Session 5
Making Supply Meet Demand in an
Uncertain World
Importance of the Forecasting Process
Minimizing Supply-Demand Mismatch
Session
6-7
Session 8
Case: The Supply Chain Game
Case: Supply Chain Management at
World Co. Ltd.
Rocket Science Retailing Is Almost Here—
Are You Ready?
Forecasting Process, Coordination Across
Chain, S-D Mismatch Costs
Session
No.
TITLE OF CASE
Topic: Matching Supply with Demand
Case: Li & Fung: Beyond "Filling in the
Mosaic," 1995-1998
#
READING MATERIAL
LEARNING OBJECTIVES
Session 9
a) Fast, Global, and Entrepreneurial:
Supply Chain Management, Hong
Kong Style: An Interview with Victor
Fung
b) Leveraged Growth: Expanding Sales
without Sacrificing Profits, Harvard
Business Review, October 2002.
Coordination Across the Chain
Strengths/weaknesses of Small and Medium
Enterprises
Vendor Relationships
Session
10
Session
11
Case: Apparel Exports and the India
Economy
Case: Ford Motor Company: Supply
Chain Strategy
The Power of Virtual Integration: An
Interview with Dell Computer’s Michael Dell
SMEs, Role of Intermediary, and S-D
Mismatch Costs
Virtual Integration, Strengths/weaknesses of
selling Direct
Session
12
Session
13
Session
14
Topic: Distribution and Warehousing
Case: Merloni Elettrodomestici SpA: The
Transit Point Experiment
Case: A Tale of Two Electronic
Components Distributors
Module: Operational Issues in Retail
and Distribution
Case: Exel plc – Supply Chain
Management at Haus Mart
Role of Warehousing
Role of Distribution: Break-Bulk,
Knowledge and Trust
Planning vs Execution, Logistics, and
Inventory Planning
Session
No.
Session
15
Session
16
Session
17
Session
18
Session
19
Session
20
TITLE OF CASE
#
READING MATERIAL
Case: Borders Group, Inc.
Case: RFID at the Metro Group
Case: Operational Execution at Arrow
Electronics
Case: The Home Depot, Inc
Session
21
Session
22
Session
23
Session
24
Session
Case: Salesforce Incentives at Servis
Sales Corporation
Case: Dubbawallas of Mumbai
Module: Retail Strategy and
Merchandizing
Case: Merchandising at Nine West Retail
Stores
Case: Tesco Plc.
Case: Ito Yokado
Case: Aldi: A German Retailing Icon
Aligning Incentives in Supply Chains
Execution: The Missing Link in Retail
Operations
LEARNING OBJECTIVES
Bricks and Clicks, Execution and Inventory
Planning
RFID, In-Store Execution
Inventory Management in Distribution, Data
Accuracy, and In-house Logistics
Retail Customer service, centralized vs. de-
centralized merchandize planning
Sales force Performance Measurement and
Incentives, Detailed Planning and Execution
Role of Attention to Detail and Team
Motivation, in Execution
Role of Merchandizing in Fashion Products
All Strategy is Local
The Hidden Risk in Cutting Payroll Cost
The Old Pillars of New Retailing
Case: Big Bazaar
Customer Satisfaction, Motivating Sales
force and Localization Issues
Role of HR in Merchandizing and
Minimizing S-D Mismatch costs
Focused Retailing, Merchandizing, Frugal
Operations
Retail Operations, Service Customization
Session
No.
25
Session
26
TITLE OF CASE
#
READING MATERIAL
LEARNING OBJECTIVES
Session
27
Session
Case: HKB Express
Module: Integration
Case: Zara: IT for Fast Fashion
Case: NoKalb Genetics (Pakistan) Ltd:
Retail Performance Metrices, Matching
Retail Concept with Customer Segment
Note on the use of Information Technology
in retailing.
Ten Guiding Principles for High-Impact
Role of IT in minimizing S-D mismatch costs
Integration
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