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International Operational and Supply Chain Management

Учебный год
Обучение ведется на английском языке
Кто читает:
Магистерская программа "Международный бизнес", направление подготовки "Менеджмент"
Курс по выбору
Когда читается:
2-й курс, 1, 2 модуль


Гаврилюк Юрий Сергеевич

Course Syllabus


The course syllabus sets minimal requirements for student’s knowledge and skills and determines the content and forms of study and performance evaluation. The course syllabus is designed and suitable for faculty teaching this course, teaching assistants and students studying at the Master of International Business Program, Degree code 38.04.02 "Management". The syllabus is developed according to: • the standard educational requirements of «National Research University «Higher School of Economics» (HSE) for the Degree code 38.04.02 in Management; • the Master of International Business program curriculum.
Learning Objectives

Learning Objectives

  • to provide students with the basic understanding of contemporary supply chain organization on local and international levels
  • to introduce students to existing operational management practices and supply chain strategies
  • to train students to identify operations optimization opportunities within one or multiple supply chains
  • to support students in development of practical operational management solutions targeted on supply chain optimization
  • to develop modelling and analysis tools and approaches to be implemented further on by students in their practical managerial activities
Expected Learning Outcomes

Expected Learning Outcomes

  • be able to define optimal supply chain setup in variety of surrounding environmental conditions
  • be able to develop warehousing solutions to support specific logistics flows
  • be able to manage the creation and maintenance of operational information system
  • obtain skills in stock management
Course Contents

Course Contents

  • Supply chain organization and logistics flows
    Differentiation between Supply chain and traditional logistics. Role of Supply chain function in organization. Vertically integrated and international supply chains. Supply chain nodes connectivity. Multi-modal logistics and supply chains. Logistic flows: central stock and cross-docking. Break-bulk cross-docking. Role and function of specific logistic flow in a supply chain. Optimal selection of logistics flow depending on supply chain.
  • Stock management
    Modern stock management concepts. Role of stock management strategy for the organization. Just-in-time stock management policies. Risks and opportunities connected with stock management strategy. Automated stock management and stock replenishment systems. Stock behavior in supply chains. Bullwhip effect and imperfect supply environments. Stock management and supply\demand forecasting within the organization. Stock management in international environment & supply chain internationalization risks for efficient stock management.
  • Warehousing and transport logistics solutions
    Deep insight into modern warehousing solutions. Standard warehouse building practices. Real estate market in logistics. Warehouse operational layout design. Build-to-suit practices in modern warehousing. Racking and storage solutions. Warehouse equipment and automation. Warehouse IT infrastructure. Planning warehouse layout and resources based on selected logistics flow. Organization of Transport management function within the organization. Modern transport management systems. International and multi-modal transportation. Role of regulations and limitations in transport. Logistics service providers (3PL and 4PL) and their role in modern supply chains. Linking warehouse and transport solutions with supply chain goals and strategy
  • Standard operational procedures
    Role of Standard operational procedure in supply chain operations and operational management. Adoption standard operational procedure for shop-floor. Training for shop-floor personnel. Revision and validation of procedures. Informational system for operational management. Complex risk management systems and operational standards (i.e. HACCP quality management standard).
  • Productivity analysis and operational KPIs
    Supply chain and operational management key performance indicators. Supply chain scorecards in inter-company communication. Shared KPI systems in modern supply chains. Definition of operational KPIs for efficient supply chain organization. Conflict of interest between supply chain actors. Balancing operational KPIs. Usage of KPI system for personnel motivation and bonus schemes. KPI monitoring function in organizations. Reporting system creation. Tracking KPIs through warehouse management systems. Taking managerial decisions based on reporting and KPI data.
  • Added value services and 3rd parties integration in supply chains
    Added value services in supply chains. Selection of optimal nodes for added value services. Copacking and labelling as a basic examples of added value service. Added value service importance for internationalized supply chains. Outsourcing in modern supply chains and operational management. Common practices of activities outsourcing. Outsourcing of services. Outsourcing of core operations. Risks and opportunities of outsourcing. Efficient control over outsourced activities. Integration of outsourced activities into managerial and operational procedures.
  • Supplier-customer collaboration
    Building efficient supplier-customer collaboration within supply chains. Exploitation vs. collaboration. Building long-term supply chain collaboration with counterparts. Synergies of collaboration between different supply chain nodes. Joint stock planning and vendor managed inventory practices. Counterparts as supply chain service providers. Supply chain management by dominant market supplier. International collaboration within the supply chain.
  • Integral supply chain solutions development and implementation
    Designing balanced supply chain solution. Decision trees modeling and measures total effect estimation throughout supply chain. Design feasibility and integrity checks. Supply chain solution implementation aspects in national and international environment.
Assessment Elements

Assessment Elements

  • non-blocking Final business solution presentation
  • non-blocking Classroom participation
  • non-blocking Individual and group tasks fulfillment
  • non-blocking Analysis of another team’s group task
Interim Assessment

Interim Assessment

  • Interim assessment (2 module)
    0.2 * Analysis of another team’s group task + 0.1 * Classroom participation + 0.2 * Final business solution presentation + 0.5 * Individual and group tasks fulfillment


Recommended Core Bibliography

  • Agustina, D., Lee, C. K. M., & Piplani, R. (2014). Vehicle scheduling and routing at a cross docking center for food supply chains. International Journal of Production Economics, (C), 29. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.proeco.v152y2014icp29.41
  • Cardos, M., & Garcia-Sabater, J. P. (2006). Designing a consumer products retail chain inventory replenishment policy with the consideration of transportation costs. International Journal of Production Economics, (2), 525. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.proeco.v104y2006i2p525.535
  • Disney, S. M., Farasyn, I., Lambrecht, M., Towill, D. R., & de Velde, W. V. (2006). Taming the bullwhip effect whilst watching customer service in a single supply chain echelon. European Journal of Operational Research, (1), 151. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.ejores.v173y2006i1p151.172
  • Steven Nahmias, & Stephen A. Smith. (1994). Optimizing Inventory Levels in a Two-Echelon Retailer System with Partial Lost Sales. Management Science, (5), 582. https://doi.org/10.1287/mnsc.40.5.582
  • Tang, S.-L., & Yan, H. (2010). Pre-distribution vs. post-distribution for cross-docking with transshipments. Omega, (3–4), 192. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.jomega.v38y2010i3.4p192.202
  • Van Belle, J., Valckenaers, P., & Cattrysse, D. (2012). Cross-docking: State of the art. Omega, (6), 827. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.jomega.v40y2012i6p827.846
  • Wright, D., & Yuan, X. (2008). Mitigating the bullwhip effect by ordering policies and forecasting methods. International Journal of Production Economics, (2), 587. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.proeco.v113y2008i2p587.597
  • Yu, W., & Egbelu, P. J. (2008). Scheduling of inbound and outbound trucks in cross docking systems with temporary storage. European Journal of Operational Research, (1), 377. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.ejores.v184y2008i1p377.396

Recommended Additional Bibliography

  • Agustina, D., Nanyang Technological University, S., Lee, C. K. M., & Piplani, R. (2010). A Review: Mathematical Modles for Cross Docking Planning. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.B3AB58CC
  • Beutel, A.-L., & Minner, S. (2012). Safety stock planning under causal demand forecasting. International Journal of Production Economics, (2), 637. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.proeco.v140y2012i2p637.645
  • Carlsson, C., & Fuller, R. (2000). Reducing the Bullwhip Effect by Means of Intelligent Soft Computing Methods. Working Papers. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.p.amr.wpaper.106