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Tuesday, August 30, 2011

The Sustainable Supply Chain - Harvard Business Review

The Sustainable Supply Chain - Harvard Business Review: "The Sustainable Supply Chain"

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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