XCPD-510/International Logistics SYLLABUS

[Pages:5]XCPD-510/International Logistics SYLLABUS

Faculty Name: Joe Ciquera Faculty Contact: jaciquera@

Academic Term & Year: Spring 2016 Class Day & Time; Spring (Friday 6;30pm- 9:30pm) (Saturday 9:00am ? 4:00pm),Spring Class Location: 640 Massachusetts Ave. NW , Washington DC 20001

Course Materials Required reading: Global Logistics and Supply Chain Management, Mangan, Lalwani, & Butcher. First Edition,2008,978-0-470-06634-8

Chapters1,2,3 4,5,8,9,10,11and Case Studies.

Supply Chain Strategies, Tony Hines. First edition, 2004,ISBN 07506 5551 8. Chapter 1-7

Case Studies: Medical Equipment Inc. in Saudi Arabia, Ivey Management Services,2008;

Ikea Global Sourcing Challenge: Indian Rugs and Child Labor (A), Harvard Business School,2006; Levi Strauss & Co.: Global Sourcing (A),Harvard Business School,1997. Kent Chemical Organizing for International growth, Harvard Business review 2012. Levendary Caf? : The China Challenge, Harvard Business Review 2011. Meli Marine, Harvard Business Review, 2012.

(All are posted on Blackboard)

Blackboard Blackboard is available at campus.georgetown.edu. Course materials will be posted before and during class. Please check Blackboard regularly.

Course Description Today's business world operates in a global environment; to be successful; companies must develop new strategies that go beyond traditional geographical boundaries. It is no longer uncommon to see a product designed in the United States, manufactured in China, and sold in France. The important role of manufacturing as the key component in a firm's competitive strategy is recognized in all parts of the world. Differentials in wage-rates, expanding markets abroad, improved transportation, and communication have all worked to break down barriers of time and space. All this has led logistics to truly become a global operation. International logistics or Global Supply Chain is the response to the increasing integration of international markets as firms fight to remain competitive.

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Successful supply chain management strategies require cooperation between manufacturers and suppliers. Proper execution of these strategies requires an alignment of incentives. In particular, supplier relationships are critical to the success of a company's profitability. Suppliers can directly impact the financial performance of a company because they influence the costs of purchased goods and services. As a result, companies must decide what and how to outsource in order to maintain control over the key elements of their business. It is always worthwhile to make sure that outsourcing is properly executed such that outsourcing results in a positive impact to product development costs, inventory levels, aftersales servicing, and the fulfillment of customer demand.

Markets serve the customer and the customer constantly demands better services and lower costs. Therefore companies must weigh their options and consider the different outsourcing options such that costs are minimal, profitability is high, and the customer is satisfied. With a growing number of thirdparty logistics providers (3PL), new options are available but companies must continue to define how, when, and whom to outsource with.

Despite the high pressure to outsource at both in-bound and out-bound logistics, the significant risks involved have to be carefully evaluated and measured through properly defined supply chain metrics to achieve sustainable benefits and to evaluate strategic options. Here the use of the Internet and other new technologies as enablers of innovative procurement practices that deliver savings and win-win relationships must be utilized.

Course Learning Objectives The course is designed to provide managerial tools, knowledge, and insights on:

1. New approaches for coordinating and working with suppliers and strategic partners in the company's global supply chain

2. Aligning the incentives of the different players throughout the supply chain to develop successful collaboration relationships

3. The scope of the procurement function: purchasing, supplier selection, evaluation and management, and supply chain coordination

4. The role of logistics operators and 3PLs in the business and supply chain management: justification of outsourcing projects in logistics, advantages and risks involved, required steps for a successful transition to a logistics operator

5. Financial evaluation and supply chain metrics for management of the overall supply chain

6. Customer Centered Supply chain strategies will be discussed and reviewed

Course Structure

Session 1: Friday, 6;30pm- 9;30pm: Emphasize the recent trends in globalization of the logistics function and explore the scope and character of international competition. Look at the differences between logistics and supply chain. Identify the three flows of business logistics. An overview of an innovative framework that characterizes the winning and qualifying criteria for allocation resources in light of the challenges faced in Global Logistics and Supply Chain Management. More than the traditional vertical approach ("silo mentality"), the right business processes require a horizontal ("cross functions") perspective.

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Session 2: Saturday, 9am-4pm: Examine alternative strategies for competing in the global marketplace. Look at the role logistics play in the product, information and financial flows of business. Discuss the idea of a local or a global approach to markets and raises considerations of scale economies in international capacity expansion strategies. Discuss the role of the Internet within the brick and mortar companies and explore in detail what is the role of customer support and logistics in a technology-intermediated service business. Examine the structure of the outsourcing function for outbound logistics.

Session 3: Friday, 6:30pm ? 9:30pm: Discuss global purchasing and procurement policies where problems and opportunities derived from outsourcing exist. Different location and distribution trade-offs are examined. Look into the complex relationships between buyers and sellers in business-to-business settings and the role of the purchasing function within the organization. Explore information-oriented logistics to facilitate customer-focused business transformation and the development of innovative strategic alliances to leverage a company's core competence. Third Party Logistics and Strategic Alliances are also analyzed.

Session 4: Saturday, 9am-4pm: Explore the advantages of developing manufacturing/distribution facilities abroad, as well as what products should be allocated to off-shore facilities. It examines the importance of coordinating the different functional areas involved in a reactive Supply Chain. Learn to evaluate options available for improving logistics network performance, the importance of performance/evaluation metrics, achieving inter-functional collaboration, and the potential major role of product design in improving supply chain performance. The main message is that local optimization does not guarantee global optimization. The traditional view of logistics as a mere "transportation and warehousing function" is challenged to incorporate a more global view of the function that starts with the customer service promise and ends with the actual payment.

Assignments

Assignment #1 Due? Logistics team simulation- Case will be posted on BB.

Assignment #1a Due - Logistics Mode simulation- Case will be posted on BB

Assignment #2 Due Who has the best Logistic solution?- Case will be posted on BB

Case will be posted on Blackboard each team will come up their own logistic solution .At the end class we will evaluate and choose the best solution. 5 slides ( in Power point)maximum.

Assignment #3 Group presentation- Case Study Team Due.

Preparation of a case should proceed as follows: (1) Read the case and consult appropriate readings (2) Meet with your group to discuss major aspects of the case (3) After the group meeting, formulate your own analysis and bring it to class in order to participate in the discussion

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(4) After the class, reflect on what you have learned from the specific case situation (this is the most significant step). Thus, learning through the case method occurs at three levels: on your own, from the members of your group, and from the members of your class.

Case studies will be presented to class here are a few:

? Levi Strauss: Global sourcing

? Ikea: Global Sourcing Challenge: Indian Rugs and Child Labor

? Medical Equipment Inc. In Saudi Arabia

? Kent Chemical Organizing for International growth

? Levendary Caf? : The China Challenge

? Meli Marine

Present to class in Power point format 10 slides

Assessment Through the various classroom activities, students are expected to demonstrate, both in written and oral form, that they have achieved an understanding of the course objectives and are able to apply these objectives accordingly in real-life situations.

Grades will be broken as follows: ? Participation: 25% ? Assignment 1 and 1a: 25% ? Assignment 2: 25% ? Group Presentation Assignment 3: 25%

Grading/Course Expectations To successfully complete this course and receive the corresponding Continuing Education Units (CEUs), students must attend all class sessions as well as complete any required coursework. The instructor will determine if students have successfully completed the course requirements. 100% attendance is required.

Non-Credit Grading Schema (SC) Successfully Completed Successful completion requires completion of all course requirements and satisfactory attendance as defined by Georgetown University. Participants must meet three criteria to receive a grade of SC: ? Attendance: The participant must be in attendance for all contact hours of the course.

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? Course work: The participant must complete all required course work assigned during the course, including but not limited to case studies, problem sets, presentations, exams, quizzes, reports, papers, group projects, etc.

? Learning Objectives: The participants must satisfactorily meet all learning objectives outlined in the course syllabus or course description.

(AT) Attendance Verified A grade of (AT) indicates that a student was in attendance for a majority of the course, but did not satisfactorily complete all course requirements or meet learning objectives. (RE) Registered but Never Attended A grade of (RE) indicates that a student was enrolled in a course, but failed to physically attend. (W) Withdrawal A grade of (W) indicates that a student formally withdrew from a course prior to the start of the course. (I) Incomplete A grade of (I) incomplete indicates that a student has made arrangements with the faculty member to complete the course work within two semesters. Once the course work has been completed, submitted and evaluated by the faculty member, the grade will be changed accordingly.

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