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Informatie over MSc Supply Chain Management/SCM
Hieronder staan het programma en de vakomschrijvingen van MSc Supply Chain Management/SCM Klik op de naam van een vak in een schema om naar de omschrijving te gaan.
| » Jaar 1 (basisprogramma MSc SCM) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
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| hele jaar | verplicht | keuzevak(ken) MSc SCM | Engels | 10 | |||
| semester I a | verplicht | EBM035A05 | Logistics and Supply Chain Operations | Engels | 5 | 6 | |
| verplicht | EBM040A05 | Supply Chain Network Design | Engels | 5 | 6 | ||
| keuzegroep A | EBM634A05 | Service Operations | Engels | 5 | 4 | ||
| semester I b | verplicht | EBM038A05 | Research Methods for SCM | Engels | 5 | 6 | |
| verplicht | EBM039A05 | Strategic Supply Chain Management | Engels | 5 | 3 | ||
| semester II | verplicht | EBM720B20 | Master's Thesis SCM | Engels | 20 | variabel | |
| semester II a | verplicht | EBM036B05 | Process Improvement and Change | Engels | 5 | 3 | |
| keuzegroep A | EBM201A05 | Global Supply Chain Man & Sustainability | Engels | 5 | 4 | ||
| keuzegroep A | EBM034A05 | Healthcare Operations | Engels | 5 | 4 | ||
| keuzegroep A | EBM037A05 | Purchasing | Engels | 5 | 4 | ||
| keuzegroep A | EBM147A05 | Supply Chain Dynamics | Engels | 5 | 6 | ||
| semester II b | keuzegroep A | EBM222A05 | Sales and Operations Planning | Engels | 5 | 4 | |
| Opmerkingen | Studenten kiezen 5 EC uit de keuzegroep. | ||||||
| » Jaar 1 (keuzevakken MSc SCM) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester I a | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM025A05 | Facility Design and Planning | Engels | 5 | 4 | ||
| keuze | EBM168A05 | Financial Reporting and Risk Management | Engels | 5 | 3 | ||
| keuze | EBM210A05 | Sustainability: Strat., Innov. & Change | Engels | 5 | 2 | ||
| semester I b | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM211A05 | Data-driven Business Processes | Engels | 5 | 3 | ||
| keuze | EBM193B05 | Healthcare Purchasing And Supply Chains | Engels | 5 | 3 | ||
| keuze | EBM202A05 | Sustainable Energy Supply | Engels | 5 | 4 | ||
| semester II a | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM167A05 | Energy Transition & Innovation | Engels | 5 | 3 | ||
| semester II b | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM621A05 | Innovation & Entrepreneurship | Engels | 5 | 1 | ||
| keuze | EBM026A05 | Inventory Management | Engels | 5 | 4 | ||
| 1 | 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. | |||||||||||||||||||||||||||||
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| 2 | 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. | |||||||||||||||||||||||||||||
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| 3 | 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. | |||||||||||||||||||||||||||||
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| 4 | 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. | |||||||||||||||||||||||||||||
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| 5 | Financial Reporting and Risk Management | EBM168A05 | |||||||||||||||||||||||||||
| Every organisation faces a variety of risks. Unexpected events in its external or internal environment may affect the probability of achievement of the organisation's goals. Some of the risks are related to compliance with laws and regulation, and more specifically to reliable financial reporting. To assess the financial reporting risks, the adequacy of how an organization has applied the accounting principles and valuation methods should be determined. The first step in understanding financial reporting issues is a thorough understanding of journal entries. The second step is the evaluation of choices and risks that a manager faces when financial statements are compiled. In addition to financial reporting risks, organizations are also exposed to risks related to their core activities. For instance, changes in market circumstances may threaten the organisation's ability to achieve its strategic objectives, or some of the organisation's assets may disappear due to fraud by employees. Ignoring risks can endanger the organisation's survival. Therefore, organisations often rely on systems which enable them to identify and assess risks, and to develop and monitor control activities. However, using such systems also has its drawbacks. In this course, a textbook will be used to refresh students' understanding of business transactions, valuation and accounting principles. Cases and academic papers will provide the basis for a critical thinking regarding risk management issues including an organisation's risk culture and ethical considerations. | |||||||||||||||||||||||||||||
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| 6 | Global Supply Chain Man & Sustainability | EBM201A05 | |||||||||||||||||||||||||||
| Globalization has changed the world and has certainly changed supply chain management. Collaboration and coordination across multiple tiers of manufacturers, suppliers, and service providers located in different countries constitute substantial challenges. Geographical distances, cultural discrepancies, institutional differences, laws and tax issues, among others, add to the complexity of global supply chain management. Additionally, the emergence of sustainability as a competitive priority poses an important additional challenge for the management of supply chains. On the one hand because substantial tensions might exist between sustainability and traditional supply chain targets like costs, delivery, quality, and flexibility. On the other hand, growing concerns about the environment might well lead to another period of drastic changes in many globalized supply chains (e.g. distributed manufacturing). This course aims to enable our students to understand, analyze, and develop strategies to cope with the challenges in designing and managing global supply chains. The course covers the following five main topics: 1. A (historical/economical) perspective on the emergence, the nature and the future of global supply chains 2. Global supply chains: drivers and trends including Offshoring and Reshoring 3. Management of global supply chains (e.g. retail distribution in emerging megacities, relationship with international suppliers) 4. Managing sustainability in multi-tier supply chains 5. Paradoxes and tensions in sustainable supply chain management | |||||||||||||||||||||||||||||
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| 7 | 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. | |||||||||||||||||||||||||||||
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| 8 | Healthcare Purchasing And Supply Chains | EBM193B05 | |||||||||||||||||||||||||||
| Healthcare purchasers play an important role in the task division and coordination of supply chains by applying their purchasing practices. In this course students develop a better understanding of the perspective of healthcare purchasers in different health systems by applying different theories (e.g. agency theory). How can the buyer/supplier relationship between healthcare purchasers (e.g. health insurers, municipalities) and healthcare providers be governed by contractual and relational governance? How can knowledge and information sharing affect the collaboration between healthcare purchaser and healthcare provider and between healthcare providers? What is the role of payment systems (e.g. fee-for-service, pay for performance and population-based payment) and their financial incentives in delivering the right care at the right place? In this course we will discuss the role of contract characteristics and the negotiation process on the performance of healthcare providers. This course explains advantages and disadvantages of purchasing based on price and contracts versus purchasing based on quality, long-term relationships and trust. By comparing cases within and outside the Netherlands, explanations will be given of how and why different purchasing strategies develop and how this relates to differences in healthcare systems. The main focus of the course is on the procurement of healthcare by insurers and municipalities. However, we also pay attention to the procurement of strategic items (e.g. expensive medicines, capital goods like MRI) by healthcare providers. | |||||||||||||||||||||||||||||
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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. | |||||||||||||||||||||||||||||
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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. | |||||||||||||||||||||||||||||
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| 11 | Logistics and Supply Chain Operations | EBM035A05 | |||||||||||||||||||||||||||
| The aim of this course is to provide students with the knowledge and skills to improve logistic performance (e.g. short lead times, high productivity and high delivery reliability) by taking the right tactical and operational decisions. The lectures of this course will help students to master the core operations principles and mechanisms that determine logistic performance. This forms the starting point for an assessment of the operations and supply chain management approaches, such as lean, that make use of these mechanisms. Mechanisms discussed relate to e.g. capacity utilisation, variability, batching, buffering, inventories and pooling synergy. The course focuses on approaches and decisions performed at the tactical and operational level of supply chain management. Tactical decisions can, for example, relate to capacity adjustments, whether to buy a new machine or truck, or investing in the skills of employees. Operational decisions may relate to, for example, which delivery times can be promised or when inventories should be replenished. Tutorials and practicals, generally driven by company data, will help the students in developing a better understanding of the discussed mechanisms. Besides, the tutorials will provide students with the skills to diagnose performance problems related to each mechanism. | |||||||||||||||||||||||||||||
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| 12 | Master's Thesis SCM | EBM720B20 | |||||||||||||||||||||||||||
| The student has to complete an individual scientific research project in the field of Supply Chain Management. The project can be executed either within a company or as a subproject of a university project. Details will be discussed in a special meeting on the Master's thesis SCM. 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 Supply Chain 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 by means of lectures, 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 methods 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 Supply Chain 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. | |||||||||||||||||||||||||||||
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| 13 | Process Improvement and Change | EBM036B05 | |||||||||||||||||||||||||||
| Today's business environment requires organizations to undergo improvement and changes almost constantly if they are to remain competitive. The course Process Improvement & Change (PI&C) provides a framework for critically discussing change and improvement approaches in the field of Operations and Supply Chains Management. It distinguish two main aspects, proper of every improvement or change situation: (1) WHAT needs to change (content) and (2) HOW to bring about that change (process). In the course, we will discuss how a diagnosis of the change content and context can be made (WHAT), and what this diagnosis implies for an improvement plan (HOW). Students need to apply the framework to a real-case improvement project; representatives of companies will introduce their case. The framework will also be used to critically analyze the dominant improvement approaches in Operations and Supply Chains Management (e.g., lean management). | |||||||||||||||||||||||||||||
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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 SCM | EBM038A05 | |||||||||||||||||||||||||||
| The course focuses on research methods used in the field of supply chain management. Students have to pass two modules, these modules provide in-depth knowledge and skills in the case study and survey methods. | |||||||||||||||||||||||||||||
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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 | Strategic Supply Chain Management | EBM039A05 | |||||||||||||||||||||||||||
| Almost all companies face an increased complexity in their supply chains caused by global competition, more demanding customers, worldwide outsourcing and sustainability requirements. This course introduces students to strategic and global aspects of manufacturing and supply chain management. The course offers an overview of contemporary theoretical findings in the field through a book and lectures, complemented with research papers, which are assessed in a literature examination. Specifically, the course focuses on buyer-supplier relationships, the use of ICT in those relations, the role of outsourcing, and the importance of sustainability and corporate social responsibility in shaping supply chains. Students have to complete several practical oriented cases and are trained in using and evaluating literature through writing reviews of relevant scientific papers. The final part of the course is a group based project that aims at playing a supply chain game and theoretically interpreting and evaluating the results. | |||||||||||||||||||||||||||||
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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. | |||||||||||||||||||||||||||||
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| 20 | Supply Chain Network Design | EBM040A05 | |||||||||||||||||||||||||||
| The aim of this course is to provide students with knowledge and skills to design supply chain networks. A supply chain network can be described as geographically dispersed facilities connected by transportation links. The course introduces students to typical decisions that arise in designing supply chain networks (e.g., locating facilities and transportation planning) and addresses techniques to tackle each of these decisions. The course also covers recent innovations in logistics and ICT that are relevant when designing supply chain networks. | |||||||||||||||||||||||||||||
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| 21 | 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. | |||||||||||||||||||||||||||||
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| 22 | 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. | |||||||||||||||||||||||||||||
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