A formative assessed group presentation aiming to test all module LO's (10%) at the end of a workshop - completed under timed conditions.

An individual 3,000 word assignment to test all module LO's in management style reporting format (90%) based on contemporary operations and supply chain management issues experienced by an organisation in the form of a detailed case study.

The assignment will include a 500 word minimum element reflecting critically on the relevant underpinning organisational agility & drive for results management & leadership competencies as they relate to this module.

Learning

The module will cover a variety of operations and supply chain management concepts, theories, principles and models.


Practice
Evaluating the outcome of effective operations & good supply chain management utilising contemporary problem/practice based case examples.

Identifying & developing individual organisational agility and drive for results competencies in management & leadership roles.
The following specific topics will be included:

• The basics of operations and the process perspective of organisations
• Process choice and Typologies of operations
• The myth of the product/service divide
• The genealogy of operations from 'Mass Production' to 'Flexible Specialisation'
• Views of operations and operations strategy: 'Bottom up',
• 'Top down', 'market requirements', 'capabilities and operations resources'.
• Service delivery and culture in large and small organisations.
• Content versus Process in Operations and Operations Strategy.
• The Hill perspective of Operations, business strategy and marketing.
• Structural and infrastructural decision areas - 'order winners' and 'qualifiers'.
• 'Operational effectiveness' versus 'Strategy'
TQM,
• 'Lean', 'Agile' and other aspects of best practice.
• Value innovation' in operations.
• Planning and control and the role of information systems in the field of operations management and strategy.
• Evolution of supply chain terminology and concepts
• The supply challenge

• Strategic drivers and approaches to supply chain strategy
• Evaluation of the external supply chain environment
• Supply chain configurations
• Effective supplier selection; managing effective supplier relationships
• Managing on-going supply chain performance
• Evolution of supply chain management and continuous improvement principles
• Legal aspects of purchasing
• Principles of corporate social responsibility (CSR) and ethics in the supply chain
• Future challenges in supply chain management

1. Critically analyse the nature & role of operations & supply chain management in both large and small organisations.
Analysis

2. Demonstrate an understanding and implication of effective operations and supply chain management.
Learning

3. Apply operations & supply chain management concepts & theory, principles & models to contemporary organisations .
Application

4. Reflect on and demonstrate development of associated underpinning organisational agility and drive for results competencies to enhance employability and/or career advancement in positions of management & leadership.
Reflection

The direct content hours (36) will consist of a combination of conventional lectures (approximately 40%) and participant-led tutorials (approximately 60%).

All participants will be provided with a module handbook, which introduces the 'agenda' for lectures and tutorials and provides detailed briefs, including additional 'stimulus' material and directed readings.

Whilst the tutor will input some essential ideas on the main issues, students will be expected to carry out research and take part in tutorial discussions to develop these ideas.

Learning strategies will include: tutor-led lectures, learning through participant led tutorials, self-directed learning and reflection through readings.

This module can also be undertaken as part of the Blended Learning (BL) delivery pattern. BL is defined as the thoughtful integration of each of the following in order to maximise student flexibility:
- Independent study (student reading/research and assessment preparation);
- Guided independent study (homework, group tasks and e-support in Blackboard);
- Online scheduled contact time (at least 10% of total contact time is online lessons where the tutor is ‘present’) and
- Classroom contact time.
Learning activities may include (this list is not exclusive):
- Presentation activities;
- Structured discussion activities;
- Group work activities;
- Reflection activities;
- Formative and summative assessment activities;
- Problem-based learning activities.

• A range of resources, including, University library and IT facilities, the Internet, journals and databases.
• Selected problem/practice based case examples

FOR INTERNATIONAL COLLABORATIVE PARTNERS ONLY

Slack, N. and Lewis, M. (2002) Operations Strategy, Financial Times Prentice Hall
Slack, N., Chambers, S. and Johnston, R. (2007) Operations Management, (5th edition), Prentice Hall.

Axelsson, B. & Wynstra, F. (2002), Buying Business Services, Wiley. ISBN 978-0470843024

Chopra, S. & Meindl, P. (2010),
Supply Chain Management: Strategy, Planning and Operation, 4th Edition, Pearson.

Cousins, P., Lamming, R., Lawson, B. & Squire, B. (2008),
Strategic Supply Management: Principles, Theories and Practice, Financial Times/Prentice Hall.

Lysons, K. & Farrington, B. (2005),
Purchasing and Supply Chain Management, 7th edition Financial Times/ Prentice Hall.

Quayle, M. (2006),
Purchasing and Supply Chain Management: Strategies and Realities, IDEA Group Publishing.