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Course Syllabus

2021/2022

Global operations of the future: implications of energy transition, green deal and advanced manufacturing

Type: Mago-Lego
Delivered by: Department of Operations Management and Logistics
When: 4 module
Open to: students of all HSE University campuses
Instructors: Mikhail Akim
Language: English
ECTS credits: 3
Contact hours: 40

Course Syllabus

Full Syllabus

Abstract

There are many reasons why companies go global in their operations: growth (finding new, available markets for the company existing products and businesses), efficiency (looking for economies of scale or economies of scope, using lower cost resources, utilizing most modern manufacturing facilities), knowledge (getting skilled labor and talent in other countries, acquiring technologies), competition (grasping first mover advantage in the new markets), etc. The trend towards globalization usually occurs at selected stages of the value chain. Either the company decides to enter a new market in a different country and start by opening a representative office, sales, service branch, project office or a distribution center, or it decides to procure its products and services internationally and sets up a purchasing unit in closer to the new suppliers, or decides to outsource part of the production and services. But if the company is successful in its growth strategy it will likely end up having to strategize on managing operations in a global context. The course will leverage on the fact that it is emerging economies influence new global operations structure. We will explore global operations issues both for Western companies operating in emerging countries and for companies from emerging countries going to Europe or America. You will have the opportunity to learn, based on practical cases, about companies based in those areas. Special focus of the course is dedicated to opportunities, limitations and challenges of linear value and supply chain systems and development of business process and models on transformation toward circular supply chains and regenerative resource management as a basis for sustainability in business.
Learning Objectives

Learning Objectives

  • Understand the key concepts and issues of managing operations in a global context, both for manufacturing and service companies. Explore the global trends, challenges and strategies of different companies based on relevant cases; learn about decisions of their leaders and outcomes after applying some of these strategies. Study about emerging trends and challenges.
Expected Learning Outcomes

Expected Learning Outcomes

  • The students will be familiar with and able to contribute to the management of operating facilities in different cultural environments; to lead the change in integrating operations into global environment
  • The students will understand the changing trends of globalization and de-globalization of operations in companies around the world, having a working knowledge of how to analyze a decision to move globally or stay local, the rate of change, the need to re-localize some operations, etc.
  • The students will understand the environmental, decarbonization, circularity trends and challenges and its impact on the global supply chain
  • The students will be familiar with and able to contribute to the management of operating facilities in different cultural environments; to lead the change in integrating operations into global environment
  • The students will understand the environmental, decarbonization, circularity trends and challenges and its impact on the global supply chain
Course Contents

Course Contents

  • Global supply chains
  • Factory networks
  • Supply chain risks and trends
  • China business trends
  • Global dynamics and key trends
  • Globalization of the Russian companies – trends and challenges
  • Development of business process and models on transformation toward circular supply chain
  • Unique competitive advantage and government approaches in the EU, US, China and Russia in the global operations.
  • Green transformation of industrial sector and its impact on the development of the energy sector
  • Supply chain risks and trends
  • Global supply chains
Assessment Elements

Assessment Elements

  • non-blocking Attendance and activity
  • non-blocking Task 1 (essay and video)
  • non-blocking Task 1 expert assessment
  • non-blocking Task 2 (essay and video)
  • non-blocking Task 2 expert assessment
Interim Assessment

Interim Assessment

  • 2021/2022 4th module
    0.2 * Task 1 (essay and video) + 0.2 * Task 1 expert assessment + 0.2 * Task 2 (essay and video) + 0.2 * Task 2 expert assessment + 0.2 * Attendance and activity
Bibliography

Bibliography

Recommended Core Bibliography

  • Farrell, D. (2006). Smarter Offshoring. Harvard Business Review, 84(6), 84–92.
  • Huei-Ting Tsai, & Eisingerich, A. B. (2010). Internationalization Strategies of Emerging Markets Firms. California Management Review, 53(1), 114–135. https://doi.org/10.1525/cmr.2010.53.1.114
  • Malik, Y., Niemeyer, A., & Ruwadi, B. (2011). Building the supply chain of the future. McKinsey Quarterly, 1, 62–71.
  • Ming-Hui Huang. (2006). Eliminate the Middleman? Harvard Business Review, 84(3), 33–37.
  • Woetzel, J. (2015). Five myths about the Chinese economy. McKinsey Quarterly, 4, 60–65.

Recommended Additional Bibliography

  • DE MEYER, A., & VEREECKE, A. (2009). How to optimize knowledge sharing in a factory network.
  • SIMCHI-LEVI, D., SCHMIDT, W., & YEHUA WEI. (2014). From Superstorms to Factory Fires. Harvard Business Review, 92(1/2), 96–101.
  • Wolfgang Lehmacher. (2017). The Global Supply Chain : How Technology and Circular Thinking Transform Our Future. Springer.