| 1 | Asset Management | EBM024A05 |
Many industrial companies require complex ‘assets’ or ‘capital goods’ in their primary process. Examples can be found in a wide range of industries and include real estate, facilities and infrastructure, manufacturing and production plants and flexible manufacturing systems. The design, proper use, and maintenance of such assets are usually critical for the performance of the company. Complex production assets typically have a long life-span, whereby the total cost of ownership (including e.g. maintenance and renovation costs) may far exceed the initial investment. This course consists of plenary lectures and tutorials related to assignments, during which the stages of the asset-life cycle will be discussed. Investment and design decisions related to manufacturing automation will be discussed. In addition, the following topics will receive attention: quantitative methods in the front-end, the organisation of operations and maintenance, reliability engineering in maintenance and operations, and condition monitoring.
Students are asked to exercise with and reflect on these topics by conducting assignments, and do an intermediate exam. The assignments are all preceded by a tutorial/Q&A session. |
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| 2 | Business Research and Consulting | EBM151A05 |
| Mixed teams of maximum four students (both from bachelor and master programmes in Economics and Business or Industrial Engineering & Management) will examine a real managerial issue. They translate the issue into a problem statement that can be addressed within the time frame of this course. Inherent parts of this course are that mixed teams of students 1) visit the company, 2) carry out desk research and literature search, 3) develop a research design (qualitative and/or quantitative), 4) analyze the results 5) draw conclusions and 6) propose a feasible solution including implementation steps to address the problem of a company. Master students have to reflect on the research process from methodological and theoretical perspectives and their role as master-level consultant and researcher. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | prof. dr. J. Riezebos | | Docent(en) | drs. ing. B.S. Baalmansdr. J.S. Guscdrs. G.F. Haanstradr. T.M. Tran | | Onderwijsvorm | -groepsbegeleiding , -practicum, -werkcollege | | Toetsvorm | -groepsopdracht | | ECTS | 5 | | Entreevoorwaarden | 1. You cannot enroll to this course in Progress, but have to fill out the webform on www.rug.nl/feb/brc no later then two weeks before the enrolment period ends. If more students apply than the available capacity in a block, we do a selection based on the submitted forms. 2. You will hear from us whether you are admitted to the course in time for you to enroll for another elective if needed.
3. You cannot register for this course in Progress: we will take care of that for you. | | Opmerkingen | Enrolment is not through Progress, but through a webform available at www.rug.nl/feb/brc As we cannot guarantee there will be enough positions for all applying students, we will close the enrollment period for this course two weeks earlier than the normal period. You will be informed in time if you are not admitted, which will enable you to register for another elective in Progress. The companies that participate in this course will be arranged by FEB Career Services. This course will be given in English, but in some cases communication (e.g. with companies) might be in Dutch. BR&C will run in every half-semester. Upon completion of the course, master students will receive 5 credits. In some master programmes, the course might not be listed as a recognized elective, in which case you have to contact your programme director in order to find out whether you may list it as an elective course within or on top of your programme. Please do so before you apply through the webform in order to avoid disappointments. |
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| 3 | Data Analysis and Programming for OM | EBM208A05 |
| Quantitative models are powerful and important tools in Operations Management decision making. Examples are inventory models, scheduling heuristics, facility layout design, vehicle routing, and maintenance policies. Organizations collect more and more data through Enterprise Resource Planning systems, Manufacturing Execution Systems, and Internet of Things, giving more opportunities for employing these mathematical models. The descriptions of mathematical models usually presume clear-cut and clean input data. In practice, however, it is difficult to get such data as it is often messy and unclear how to extract data from systems. Consequently, to be useful in mathematical models, manufacturing and demand data need to be extracted, transformed, filtered, linked, analyzed, and visualized. The course Data Analysis and Programming for OM addresses this by combining data science, programming, and mathematical modeling. This involves developing basic mathematical models for OM problems, processing real data, and linking them through programming in Python. The basic skills prepare for and are used in subsequent courses in the TOM program. |
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| 4 | Data-driven Business Processes | EBM211A05 |
| Business processes represent the `vehicle' through which an organization delivers its products and/or services in accordance with customers' expectations. Business process management (BPM) involves the (re)configuration of activities within an organization towards achieving the corporate strategy. Business processes and their performance are thus subjected to constant evaluation and scrutiny. The (re)design of business processes, based on the data available, and through the enhancement of supporting ICT and human infrastructures, therefore reflects a core competency for an organization to maintain sustainable competitive advantages in the marketplace. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. L. Maruster | | Docent(en) | Dr. L. Maruster | | Onderwijsvorm | -computer practicum, -gastcollege , -hoorcollege | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (open en mc vragen) | | ECTS | 5 | | Entreevoorwaarden | Students are expected to have a Bachelor's degree in Management, Organization and Economics with specific interest in the data-driven management of business processes within organizations. They should possess basic knowledge of core management disciplines such as strategic management, information systems, logistics, marketing, operations and HRM. They should also be equipped with the necessary analytical and language skills to: (1) diagnose organizational problems; (2) propose workable solutions, (3) perform data analysis and; (4) present ideas in a structured and comprehensible manner. |
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| 5 | Digital Transformation Strategy | EBM212A05 |
| Digital technologies are increasingly playing a major role as enablers or inhibitors for organizations to achieve sustainable competitive advantages in the market. For established organizations, a digital transformation strategy is of vital importance for business model innovation and ultimately for commercial success. New startups also need to devise strategies to compete in digital environments and challenge incumbents. Course participants will learn how businesses can leverage digital technologies and data to create innovations, transform business models, and manage platforms and ecosystems. There are no easy answers to strategic questions in the digital age, and the course is designed to sharpen participants' analytical and reflective skills. Students are trained to develop strategic solutions in a creative, digitally enabled approach. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | M. Hanisch | | Docent(en) | P. Arque-Castells, PhD. M. Hanisch | | Onderwijsvorm | -groepsbegeleiding , -hoorcollege , -werkcollege | | Toetsvorm | -groepspresentatie, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | Students should have basic knowledge about digital technologies and strategic management. | | Opmerkingen | Secretary room: 5411-0434, tel. +31(0)50 363 4111, email: i.b.a.neef@rug.nl |
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| 6 | Energy Transition & Innovation | EBM167A05 |
| The energy industry has changed, is changing, and must continue to change, in order to become more sustainable. The transition, however, presents faces a number of challenges, such as: (1) social challenges, for example, in terms of social resistance to the change; (2) business challenges, for example, as both emergent green technologies and polluter incumbents look for ways in which to become financially sustainable in the new environment; (3) policy challenges, for example, as governments look for ways in which to incentivise the transition; and (4) marketing challenges, for example, as once niche ideas about sustainability and environmental protection, are mainstreamed. In this course we will explore each of these challenges, we will reflect upon the business opportunities that each creates, and will consider the supporting role of competition and markets. In the process, students will gain knowledge about the challenges and opportunities presented by the transition. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. K.J. McCarthy | | Docent(en) | Dr. S. AsadDr. K.J. McCarthyProf. Dr. F. Noseleit | | Onderwijsvorm | -gastcollege , -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (open en mc vragen) | | ECTS | 5 | | Entreevoorwaarden | General requirements for admittance to the MSc | | Opmerkingen | Secretary: room 5411-0434, phone +31(0)50 363 4303 |
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| 7 | Facility Design and Planning | EBM025A05 |
| Facilities are key elements in the creation of products and services in supply chains. Examples include factories, call centres, warehouses and ports. The aim of this course is to learn how to design such facilities from its physical manifestation to its organisation, aiming at objectives such as efficiency, quality, environmental impact, and human factors. We focus on topics like facility layout, material flow design, equipment selection, process planning, job assignment, and worker task composition. Both heuristic and algorithmic solution approaches are treated, as well as qualitative aspects. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | prof. dr. K.J. Roodbergen | | Docent(en) | Dr. A. Rijalprof. dr. K.J. Roodbergen | | Onderwijsvorm | -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Opmerkingen | For students enrolled in the MSc Technology and Operations Management/TOM programme, the courses 'Facility Design and Planning' and 'Technology-enabled Innovation' together form option group A. As part of the core programme of the MSc TOM, these students are required to select one of the courses in option group A. Additionally, three elective courses need to be selected from the elective courses of MSc TOM and/or option group A.
Secretary office: room 5411-0631, phone: +31(0)50 3637020, e-mail: secr.operations.feb@rug.nl |
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| 8 | Healthcare Operations | EBM034A05 |
| Healthcare operations refer to a wide range of health related services provided by various parties, for example, general practitioners, hospitals, clinics, emergency medical services, nursing homes, and home care. Depending on their care needs patients traverse the network made up by respective parties. The performance of healthcare systems can be measured by different aspects like patient centeredness, patient safety, effectiveness, efficiency, timeliness, and equity. Healthcare systems have distinct characteristics because of high clinical, flow and professional variability. Students will learn how healthcare providers cope with these kinds of variability in improving performance by adjusting their staff and resources, and their planning and control. It will be shown how decisions made differ for elective patients, for whom service provision can be planned beforehand, acute patients, for whom no a-priori planning of services is possible, and chronic patients, who make a recurring appeal to health care systems. Relevant approaches, methods and techniques for operations management decision making will be discussed in this course. The main focus is on secondary care, in particular the phases of diagnostics tests and the treatment processes within hospitals. So far, research on healthcare operations has been dominated mainly by unit (departmental) approaches. We will explore how chain and network approaches may help in delivering integrated care. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. ir. D.J. van der Zee | | Docent(en) | dr. A.C. Noortprof. dr. J.T. van der Vaartdr. ir. D.J. van der Zee | | Onderwijsvorm | -computer practicum, -gastcollege , -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | A basic level of knowledge regarding healthcare management and excel skills is required. | | Opmerkingen | Secretary: room 5411-0631, phone +31(0)503637020, e-mail secr.operations.feb@rug.nl |
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| 9 | Innovation & Entrepreneurship | EBM621A05 |
The general objective of this course is to provide students with a full understanding of the process of successfully engaging in innovation/entrepreneurial activities.
Upon completion of the course the student is able to:
1. Define the concepts of innovation and entrepreneurship and explain their interrelationships.
2. List a number of criteria to determine the success of innovation and entrepreneurial activities and to determine which ones are most relevant in a specific context.
3. Describe the different stages in innovation management processes and entrepreneurial processes and how different factors during these stages may influence the success of innovations and entrepreneurial activities.
4. Develop a theoretical framework distinguishing factors that influence the success of an innovation/entrepreneurial activity.
5. Assess the validity of the theoretical framework in a real business setting by analyzing secondary data on a specific case (i.e. a specific innovation/entrepreneurial activity).
6. Logically, clearly, carefully express his/her own activities, opinions and research findings to the lecturer and fellow students.
The course consists of two parts that run parallel. The first is the theoretical part in which existing theories on innovation and entrepreneurship are discussed. In the second part, the students will apply these theories to concrete organizational settings by studying particular practical cases. Guest lectures provide the students with first hand insights on how processes of innovation and entrepreneurship take place in practice. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | P. Arque-Castells, PhD. | | Docent(en) | student-assistent P. Arque-Castells, PhD. I.A.I. Karn A. Nakamura, PhD. | | Onderwijsvorm | -gastcollege , -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | Students should meet the general requirements for admittance to MSc BA. | | Opmerkingen | Secretary: Tineke Beuker, room 5411-0434, phone +31(0)50 363 7147, email t.j.beuker@rug.nl |
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| 10 | Inventory Management | EBM026A05 |
| The course provides the students with the necessary knowledge and skills to analyze, improve, design, and manage inventory systems. The topics that are discussed include inventory systems, performance measures, demand forecasting, inventory control policies, and policy improvement. In particular, there is an emphasis on applying inventory control models to improve performance. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. O.A. Kilic | | Docent(en) | Dr. O.A. Kilic J.A. Lopez Alvarez, PhD. | | Onderwijsvorm | -computer practicum, -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -individuele opdracht, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | The students are expected to be familiar with basic inventory control concepts (e.g. economic order quantity, re-order point, order-up-to level, lead time demand, and safety stocks) that are covered in undergraduate and graduate courses in the fields of supply chain management and technology and operations management, building and solving (mixed-integer) linear optimization problems, basic statistics and stochastics, and spreadsheet modeling | | Opmerkingen | Secretary: room 5411-0631, phone +31(0)50 3637020, email secr.operations.feb@rug.nl |
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| 11 | Master's Thesis TOM | EBM766B20 |
With the Master thesis you give proof of your academic ability. This last phase of the study offers you the opportunity to produce an academic piece of work in the area of Technology and Operations Management and to explore this area in depth. In your thesis, you demonstrate and report in a systematic, objective and verifiable way, on the knowledge you have acquired and contributions you made in line with academic research.
Writing a clear research proposal is the first essential step in this course. Guidance is offered related to all components of a successful scientific proposal, such as defining the problem definition and research questions, stating the significance of the research, critically discuss the literature, selecting and motivating the appropriate research design to answer the research questions, and planning of the project. The next step is to actually undertake the research (collect, analyse, and interpret quantitative and/or qualitative data with appropriate techniques) and draw conclusions, make recommendations, generalise findings and identify limitations. You will report on all aspects mentioned by means of a master thesis and presentations. In the Master Technology and Operations Management, research themes will be formulated. Groups of students with a similar theme will be supervised by a lecturer in group meetings in a structured way following deadlines set by the faculty. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. J. Veldman | | Docent(en) | dr. J.A.C. Bokhorst Individual supervisordr. J. Veldmandrs. M.E. Westerbrink, MSc. | | Onderwijsvorm | gecombineerde hoor-/werkcolleges, -groepsbegeleiding , -individuele begeleiding | | Toetsvorm | -individuele opdracht | | ECTS | 20 | | Entreevoorwaarden | 20 ECTS of the TOM Master programme courses and completed CITI modules. Students need to apply for a master thesis theme. Students are allocated to a theme of their preference as much as possible. | | Opmerkingen | Secretary office: 5411-0631
Phone: 050-3637020
E-mail: secr.operations.feb@rug.nl |
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| 12 | Operations Management and Control | EBM041A05 |
| Within the area of OM&C, typically three components are to be distinguished. First of all, any organization is aiming to achieve operational excellence, i.e., to ensure that the various resources (people, machines, technology, etc.) are used to create the organization's products and services as efficiently and effectively as possible. However, different organizations have different (operational) goals and/or want to attract different types of customers. What exactly the organization wants to achieve (its goals as measured by a certain set of performance indicators) is determined by the first component in OM&C: the Operations strategy (and its link to the Business strategy). In essence the Operations function in an organization wants to achieve multiple goals and the Operations strategy is to determine the priority and trade-offs between such goals. The second component within OM&C is formed by available technologies in the field. Choice of technologies is frequently of a strategic nature, i.e. address OM&C issues from a long-term perspective. Technologies will also have an impact on concepts such as TQM, Lean, Push Vs. Pull, Customer Order Decoupling Point, TOC, Re-engineering, SCM, and so on. The third component in OM&C is the collection of (quantitative) models, e.g. queueing theory and inventory models, and rules, e.g., order release rules and material requirements planning, to analyze production and service systems, and propose and evaluate solutions. To improve situations in OM&C these three components need to work together. The strategy and the need for operational excellence is determining the objectives, the technologies determine the environment in which the Operations work, and the quantitative models can be used to evaluate and suggest solutions within the given context. In this course all three components will be addressed so that towards the end of the course, students are able to use the three components in interaction and thereby create value for the OM&C function of organizations. The focus of the course will be on understanding the dynamics of a production or service system. Only once these dynamics are well-understood, it is possible to choose OM&C technologies suitable for the business and develop a consistent business strategy. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. X. Zhu | | Docent(en) | Dr. A. RijalDr. X. Zhu | | Onderwijsvorm | -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -individuele opdracht, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Opmerkingen | Secretariaat: 5411-0631
Telefoon: 0503637020
E-mail: secr.operations.feb@rug.nl |
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| 13 | Operations Modelling and Simulation | EBM029A05 |
| Models are commonly used vehicles to describe, analyse and (re)design industrial and service operations. This course focuses on the development and use of conceptual models and coded models within simulation studies. Conceptual models capture the relevant model objectives, scope, and level of detail, starting from a defined problem and set of project objectives. Essentially, they offer an explicit, documented representation of a real-world, or proposed real-world system. Next, coded simulation models build on conceptual models and serve as a tool for quantitative analysis. A sound setup and analysis of experiments links the use of the coded model to decision support for operations (re)design. The first part of the course familiarises students with coding and experimentation by exploring and applying a simulation tool. The second part of the course relates simulation use to industrial practice, assuming a simulation study to be part of a project. Key issues addressed concern the definition of a conceptual model, data collection, input and output analysis, model coding, verification and validation, and decision support, i.e. reporting study findings. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. J.A.C. Bokhorst | | Docent(en) | dr. J.A.C. Bokhorstdr. J.E. Fokkemadr. ir. D.J. van der Zee | | Onderwijsvorm | -computer practicum, -hoorcollege | | Toetsvorm | -groepsopdracht, -individuele opdracht | | ECTS | 5 | | Entreevoorwaarden | Content Data Analysis and Programming for OM is assumed to be known | | Opmerkingen | This course can also be taken in period IIb.
For further information on this course, please contact j.a.c.bokhorst@rug.nl
Your presence at the first tutorial is mandatory (see the course schedule for the date, time and location).
Secretary office: room 5411-0631, phone: +3150 3637020, email: secr.operations.feb@rug.nl |
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| 14 | Purchasing | EBM037A05 |
| This course will bring the importance of modern strategic Purchasing to the forefront of doing business in the 21st century. Strategic Purchasing is key in almost any organization and is responsible for acquisitions ranging from technical equipment to production input, marketing material or personnel. Still often seen as a support function, purchasing can contribute beyond cost savings to the value creation of a company by managing internal and external relationship, ensuring sustainability and quality or by ensuring that new product development is feasible in terms of supply. |
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| 15 | Research Methods for TOM | EBM031A05 |
| The course focuses on research methods used in the field of technology and operations management. Students have to do two modules, these modules provide in-depth knowledge and skills, first in the design science research method (DSRM), and second in the analytical quantitative research (AQR) method. Both modules are mandatory. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. X. Zhu | | Docent(en) | Dr. N.B. SzirbikDr. X. Zhu | | Onderwijsvorm | -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -individuele opdracht | | ECTS | 5 | | Opmerkingen | This course can also be taken in period IIb.
Secretary office: 5411-0631
Phone: +31(0)50 3637020
E-mail: secr.operations.feb@rug.nl |
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| 16 | Sales and Operations Planning | EBM222A05 |
| Sales and Operations Planning (S&OP) is a much applied approach to align demand and supply in manufacturing companies. As a main tool for tactical planning it is often assumed to be rather fixed in its processes, organisation and decision-making processes. Moreover, as being oriented at the tactical level of decisions, it relates to decisions on inventory, maintenance planning, capacity allocation, and usually, within S&OP in case of risks and uncertainties scenario planning. will be conducted Increasingly, it is realized that the often promoted uniform design of S&OP is not fitting real life situations and that a contextual approach is best. This course provides contemporary knowledge and coverage of S&OP literature, which offers insights into how S&OP can be employed in supply chains. |
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| 17 | Service Operations | EBM634A05 |
| Services, such as food services, banking and insurance, non-profit services (education, (public) health), touch the lives of people around the world every day. Nowadays, digitalization and changing perspectives on consumer roles has changed the delivery and supply of service enormously, just think of multi-sided platforms and omni-channel delivery. This has also changed the relationship with suppliers, e.g. suppliers directly deliver their services to buyer’s end-customers. In the course Service Operations, first, we look at a few cases to identify together the most relevant management issues in this field. We will continue discussing management issues at both a strategic and operational levels, as, for instance managing service supply chains and triads, measuring performance of service systems, design issues as designing a service experience and modular design, managing waiting lines, revenue management, and capacity and demand management in services. The second module of the course, that is provided parallel to the first module, focuses on the application of the learned knowledge and skills in a small research project. The project consists of developing a research project to describe and explain how (descriptive) and why (explanation) a service system is designed and managed in a specific way. The research project needs to be executed in small groups. The research has to be reported on in different ways of reporting, e.g. a written report and/or a video. |
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| 18 | Smart Industry Operations | EBM223A05 |
| Industry 4.0 technologies have a transformative impact on the design and management of operations in industry. Operational performance for example can directly benefit from increased connectivity among different actors, but also through the application of machine learning and artificial intelligence on the data generated by such connected systems. Typically, the role of the human is changing within smart industrial environments, requiring renewed attention to the design and management of socio-technical systems. This course provides introductory knowledge and coverage of Industry 4.0 technologies and their interrelation with humans, with a specific focus on technologies such as internet of things, and machine learning / artificial intelligence, to provide working knowledge and necessary skills for managing smart industry operations. |
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| 19 | Supply Chain Dynamics | EBM147A05 |
| Transportation systems are dynamic in nature and they need to be changed and adapted to new market situations or, for example, new technology advances. Typical strategic, tactical and operational decisions for this framework are introduced. Then, the attention is put on under-performing logistic systems and on the way to improve them by means of strategic and tactical decisions. The student is provided with different tools (graphical modeling, simulation tools) that he/she can use to analyze the current system and to assess new alternatives: tweaking some parameters of the system or evaluate new configurations in order to reach a certain performance target. Finally, mathematical modeling techniques and classical models are used to describe operational decisions. The possible applications of the models are shown by means of an industrial solver. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. E. Ursavas | | Docent(en) | Dr. I. BakirDr. E. Ursavas | | Onderwijsvorm | -computer practicum, -hoorcollege | | Toetsvorm | -groepsopdracht, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Opmerkingen | Secretary office 5411-0634
Phone: 050-3637491
E-mail: secr.operations.feb@rug.nl |
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| 20 | Sustainability: Strat., Innov. & Change | EBM210A05 |
Firms are increasingly expected to take more responsibility for their social and environmental impacts, while continuing to turn a profit. Sustainability starts to become an important differentiator for more discerning customers and financial investors. New industry entrants compete on the premise of combining environmental, social, and economic rent generation. Social activists command increasing attention of the public when surfacing corporate sustainability scandals. All this necessitates businesses to make a success of integrating sustainability into their activities for continued public approval and competitive performance.
This course will teach students how to critically assess corporate sustainability initiatives, to analyze the need for sustainability strategies, to manage change for sustainability, and to support sustainability focused innovation. It trains students to apply classic management theory as well as the newest research insights to business sustainability issues. To do so, it uses an interactive flipped-classroom design, with online lecture modules and application focused tutorials. It combines case method teaching and authentic assessment techniques to ensure students develop the practical skills required for successful sustainability management. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. B.C. Mitzinneck | | Docent(en) | Dr. B.C. Mitzinneck M.K. Pit, MSc. | | Onderwijsvorm | -hoorcollege , -practicum, -werkcollege | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (open en mc vragen), actieve deelname | | ECTS | 5 | | Entreevoorwaarden | General requirements for admittance to the MSc BA | | Opmerkingen | Secretary room: 5411-0434, tel. +31(0)50 363 4303, email: c.valdez@rug.nl |
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| 21 | Sustainable Energy Supply | EBM202A05 |
The energy transition creates many challenges in the supply of renewable energy sources:
- The supply network has to be redesigned
- Unbalanced supply of wind and solar energy requires storage solutions such as hydrogen with implications for transport
- Offshore wind farms and other new solutions raise needs in terms of service logistics and asset management
In the first half of the course an introduction into the main issues raised by sustainable energy supply is provided. In the second half of the course students will work on real-life projects in a specific domain. Quantitative energy data will be used. Projects for different levels of quantitative skills will be provided. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. J.E. Fokkema | | Docent(en) | dr. J.E. Fokkema J.A. Lopez Alvarez, PhD.prof. dr. R.H. Teunter | | Onderwijsvorm | -werkcollege, computer practica, -gastcollege , -hoorcollege | | Toetsvorm | -groepsopdracht, -schriftelijk tentamen (open en mc vragen) | | ECTS | 5 | | Opmerkingen | Secretariat: 5411-0631, phone: +31(0)50 3637020, email: secr.operations.feb@rug.nl |
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| 22 | Technology-enabled Innovation | EBM760D05 |
| This course combines academic knowledge of innovation processes with a team effort under pressure in which a concept for new products, services or systems is developed, in conjunction with a company. Teams are coached on their progress by the lecturers. The course follows the phases of an innovation process as provided by the course book, extended with selected subjects in service innovations and technological developments. Understanding will be tested in an individual exam. Teams will apply their knowledge and understanding in an actual product, service or system development activity, covering relevant business, technical and organizational aspects. Toll-gate reports and pitches are the deliverables of this team effort. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. J.A.C. Bokhorst | | Docent(en) | dr. J.A.C. BokhorstProf. Dr. C. Emmanouilidisprof. dr. G.B. Huitema | | Onderwijsvorm | -groepsbegeleiding , -hoorcollege | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | General knowledge of Innovation Management (Bachelor course Management of Product Innovation (EBB652B05) or similar) | | Opmerkingen | Secretary: room 5411-0631, phone +31(0)50 3637020, e-mail: secr.operations.feb@rug.nl |
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