Mentzer, J. T. (Ed) (2001), 'Supply Chain Management', Sage Publications.
Wang, W. Y. C., Heng, M. S. H., and Chau, P. Y. K. (2007), 'Supply Chain Management: Issues in the new era of collaboration and competition', Idea Group Publishing, London.
Akkermans, H., Bogerd, P. and Vos, B. (1999) Virtuous and Vicious Circles on the Road to International Supply Chain Management. International Journal of Operations and Production Management, Vol. 19, No. 5/6, pp 565-581.
Dawar, N. and Frost, T. (1999) Competing with Giants: Survival Strategies for local Companies in Emerging Markets. Harvard Business Review, March-April, pp119-129
Ghemawat, P. (2001) Distance still matters: The Hard Reality of Global Expansion. Harvard Business Review, September.
Lindsay, V., Chadee, D. Mattson, J., Johnston, R. and Millet, B. (2003) Relationships: The role of Individuals and Knowledge Flows in the Internationalisation of Service Firms. International Journal of Service Management. Vol. 14 No 1 pp7-35.
Nohria, N., Joyce, W. and Robertson, B. (2003) What Really Works. The Harvard Business Review, July, pp 42-52
Palmer, M., (2005), Retail multinational learning: a case study of Tesco, International Journal of Retail and Distribution Management, Vol. 33, No. 1, pp 23-48

Use of the internet for electronic journals. The module tutor will provide you with a complete list of journal papers, as you will be expected to undertake secondary research beyond the essential texts.

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, candidates 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.

'Internationalisation' and ''Globalisation' may appear to be terms which are contemporary. However internationalisation has been a key issue in international business research for many years. Internationalisation by implication means a changing state and, therefore, dynamic change. This module aims to provide a comprehensive analysis of more recent, and emerging, concepts and developments in international supply chains and the role of e-commerce, the supplier, producer and customer, ethics and culture in the process. The following issues may be addressed during the course of module delivery:

- The emergence and development of supply chain concepts; from logistics/distribution to value chains/value streams and the strategy/technology/organisation of supply chains.
- `Globalisation and its discontents'.
- Evaluation of integrated supply chain models and the internationalisation process, including physical and informational developments of the international supply chain and the emergence of the extended enterprise.
- `Knowledge management' in International supply chains.
- Ownership and control: from vertical integration to vertical co-ordination to virtual integration.
- Global co-ordination, service and local management - an analysis of roles and measures of supply chain performance in relation to: network structuring; IS development and control; sourcing and inventory positioning, trade off analyses and risk management.
- The quick response movement/lean chain approach and its critics - strategic lead time management and customer order cycles; process innovation and the supply chain.
- Analysis of leverage and power and power blocs in the international supply chain.
- Managing services, products and supply chains across cultures.
- Emerging markets in a service and supply chain context.

One Group Presentation, weighted at 25% - Assesses Learning Outcomes 1, 3 and 4.
One 2 hour Examination, weighted at 75% - Assesses Learning Outcomes 1, 2, 3 and 4.

The examination for the module will be divided into 2 parts: part A) 10 `short questions' to test knowledge and understanding; each question will have a maximum value of 5% points and all questions ought to be attempted. The maximum assessment value for part A will be 50% points. Part B) Analysis; this will comprise of `seen stimulus material' (e.g. case study, academic paper) and `unseen questions' which require in - depth analysis. Candidates will be required to answer one question from a choice of four or five. The maximum grade for this section of the paper will be 50% points.

The main rubrics for the examination component of the assessment will be as follows:

2 hour closed book examination (see above)

Students may bring notes into the examination room not exceeding one side of A4 paper or 600 words. This is not an `open book' examination.

If a case study or academic publication is used in part b of the examination; students will be supplied with a new copy of the `stimulus material'. They may not bring annotated versions of the `stimulus material' into the examination room.