| 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. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. J. Veldman | | Docent(en) | dr. B. de Jongedr. J. Veldman | | Onderwijsvorm | -computer practicum, -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -individuele opdracht, -tussentijds tentamen (open vragen) | | ECTS | 5 | | Opmerkingen | Secretary Room: Dui-631, Phone: +31(0)50 3637020, E-mail: secr.operations.feb@rug.nl |
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| 2 | Behavioural Operations Management | EBM032A05 |
| Quantitative decision models, heuristics, and algorithms in Operations Management can increase speed and quality of decision making. Examples are scheduling algorithms, forecasting models, and inventory models. These algorithms and models usually do not consider behavioral factors that play a role in decision making such as motivation, trust, cognitive limitations, and psychological ownership. This limits usability, usefulness, and acceptance of models in practice. In the course we analyze these factors and how their effects can be mitigated by incorporating behavioral factors in the design of quantitative models and algorithms. During the course, students develop research questions regarding the effects of behavioural variables on an Operations Management decision problem. Subsequently, students will, in multidisciplinary teams, setup and execute a scientific study to answer their research questions. Steps in this project include formulating hypotheses, collecting data (e.g., experiments, cognitive task analyses, or vignette based surveys), analysing the results, and drawing conclusions. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. W.M.C. van Wezel | | Docent(en) | dr. E.I. Mettingdr. ir. N.J. Pullesdr. W.M.C. van Wezel | | Onderwijsvorm | -groepsbegeleiding , -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -tussentijds tentamen (open vragen) | | ECTS | 5 | | Opmerkingen | Experience through previous courses with the design and/or use of quantative Operations Management models is highly recommended to participate in the course.
Secretary office: room: 5411.0631, phone: +31(0)50 3637020, e-mail: secr.operations.feb@rug.nl |
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| 3 | Business Research and Consulting | EBM151A05 |
| Mixed teams of maximum four students (both from bachelor and master programmes in Economics and Business) 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. L. Marusterdrs. D.P. Tavenier | | Onderwijsvorm | -groepsbegeleiding , -practicum | | Toetsvorm | -groepsopdracht | | ECTS | 5 | | Entreevoorwaarden | 1. Please first fill out the webform on www.rug.nl/feb/brc no later than two weeks before the enrolment period ends. In this form we ask you to fill out your personal details and to briefly state your motivation to take part in this course and your availability. Only if more students apply than we have capacity for in one block, we will have to do a selection based on the web 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 don't have to 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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| 4 | 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 Phyton. The basic skills prepare for and are used in subsequent courses in the TOM program. |
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| 5 | Developing from Technologies | EBM063A05 |
| This course aims to explain the role of technology in innovation management. Students are taught to explain the role of technology from the perspectives of resource management, technology acquisition, technology development and technology adoption. The resource management perspective explains how companies can evaluate their competencies to determine the development of new (key) technologies. The technology acquisition stage explains how companies can evaluate the decision to make or buy the technology. The technology development perspective deals with how companies can develop technologies. Technology adoption is about the adoption, use and acceptance of technology by organizations. Simultaneously, students learn to analyze and improve business situations from the aforementioned perspectives and theories. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. J.D. van der Bij | | Docent(en) | prof. dr. ir. D.J. Langleydr. J.D. van der Bij | | Onderwijsvorm | -interactief hoorcollege | | Toetsvorm | -groepsopdracht, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | General requirements for admittance to the MSc BA | | Opmerkingen | Contact person: Dr. J.D. van der Bij, phone +31(0)50 363 7347, e-mail j.d.van.der.bij@rug.nl
Secretary: room Dui 434, phone (0)50 363 6543, e-mail j.m.wiersema@rug.nl |
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| 6 | Energy Transition & Innovation | EBM167A05 |
The shift towards renewable energy requires innovation in technologies and social behavior. The energy industry has changed and is changing dramatically. Once an oligopolistic structure, the industry is rapidly changing and incumbent businesses face threats from disruptive innovation. Similarly, newcomers face high levels of uncertainty about future demand, technological trajectories, and governmental policies. What does this mean for the established players and new start-ups? And what is the role of renewable energy innovation to be competitive in this industry? The purpose of this course is to give students an advanced understanding of these topics, using current academic research on strategy and innovation, to understand how collaboration and innovation can be used in this industry to adjust to change. We consider the complex transition towards sustainable energy, and will focus on the role of government-industry and industry-industry collaborations. In the process, students gain knowledge about how to realize and align partnerships in the transition of traditional (fossil fuels) to more sustainable sources of energy (wind, solar, biomass, tidal power).
This course is part of the focus area 'Energy'. When you focus your MSc on energy subjects you will be awarded an official acknowledgement on your diploma, improving and broadening your career opportunities in the energy sector. Prerequisites are mentioned in the Teaching and Examiniation Regulations: 'Focus areas in the master programmes'. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. K.J. McCarthy | | Docent(en) | dr. K.J. McCarthydr. B.C. Mitzinneckdr. F. Noseleit | | Onderwijsvorm | -gastcollege , -interactief hoorcollege , hoor- en werkcolleges | | Toetsvorm | -groepsopdracht, -schriftelijk tentamen (open 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, timeliness 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) | prof. 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 Dui-631, 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) | prof. dr. J.T. van der Vaartdr. ir. D.J. van der Zee | | Onderwijsvorm | -hoorcollege , -werkcollege, -computer practicum, -gastcollege | | 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 | S. Murtinu | | Docent(en) | prof. dr. J.D.R. Oehmichen | | Onderwijsvorm | -groepsbegeleiding , -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | Students should meet the general requirements for admittance to MSc BA. | | Opmerkingen | Coordinator: Dr S. Murtinu, phone +31(0)50 363 3453, email s.murtinu@rug.nl
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, applying inventory control models to improve company performance is important. Throughout the course, modeling skills are essential. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. O.A. Kilic | | Docent(en) | dr. O.A. Kilicdr. N.D. van Foreest | | Onderwijsvorm | -computer practicum, -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -individuele opdracht, -schriftelijk tentamen (open en mc vragen) | | ECTS | 5 | | Entreevoorwaarden | Students are expected to be familiar with basic inventory control concepts, such as, economic order quantity, reorder point, order-up-to level, lead time demand, and safety stock---which have already been covered in undergraduate courses as well as other master courses in the field of supply chain and technology and operations management, basic statistics and stochastics, and 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. Bokhorstdr. ir. S. Fazi Individual supervisordr. J. Veldman | | Onderwijsvorm | -groepsbegeleiding , -individuele begeleiding, -interactief hoorcollege | | 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. ir. N.J. Pullesdr. X. Zhu | | Onderwijsvorm | -hoorcollege , -werkcollege | | Toetsvorm | -computer test/wekelijkse quiz, -groepsopdracht, -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 Management in Proc. Industry | EBM725C05 |
| The course presents an introduction to operations management in process industries, and provides the students with concepts and tools to analyze and improve operational capabilities of process-oriented organizations. It includes lectures, guest lectures, individual and group assignments, and a day long plant visit which all together provide a considerable amount of experience on process industries. The content of the course is closely related to past and current research in the Department of Operations. The course gives an overview of the characteristics of process industries. It provides the knowledge and skills to adapt planning and scheduling to deal with industry-specific aspects such as sequence dependent setups, limited intermediate storage, perishability of materials, and tracking and tracing. It also places an emphasis on how seemingly general applicable concepts such as lean manufacturing can be made suitable for process industries. The course has a research oriented approach with a strong focus on scientific writing and appropriate use of the literature in individual and group assignments. It offers an excellent start for students that aim for a master project and/or career in the process industries. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | prof. dr. D.P. van Donk | | Docent(en) | dr. O.A. Kilicprof. dr. D.P. van Donk | | Onderwijsvorm | -computer practicum, -hoorcollege , -werkcollege | | Toetsvorm | -individuele opdracht, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | Recommended priors: Production Planning and Control, Production Organization and Control, Product Development or equivalent Bachelor's level modules. | | Opmerkingen | Target audience: The course is optional and is meant for master students of Supply Chain Management, Technology Operations Management, and other masters who wish to gain an understanding of operations management in process industries.
Secretary office: Dui-631 Phone: +31(0)50 3637020 E-mail: secr.operations.feb@rug.nl |
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| 14 | 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 model building, experimentation, and output analysis 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 and input 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. ir. D.J. van der Zee | | Onderwijsvorm | -computer practicum, -hoorcollege | | Toetsvorm | -groepsopdracht, -individuele opdracht | | ECTS | 5 | | Opmerkingen | 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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| 15 | Purchasing | EBM037A05 |
| During the course students will get hands on experience of project management, resulting in a jointly developed e-book on the State of the Art in Purchasing 2020. The main goal of this project is to link theoretical notions on purchasing to research and practice. While the structure and content of the book should reflect current practices, research and theoretical ideas such as purchasing in relation to the global SCM field, trends, internal and external integration or sustainability its specific contents are decided jointly by the lecturers and the students. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. K. Scholten | | Docent(en) | Guest lecturerdr. K. Scholten A.P. Seepma, MSc. | | Onderwijsvorm | -gastcollege , -groepsbegeleiding , -interactief hoorcollege | | Toetsvorm | -groepsopdracht, -groepspresentatie, -individuele opdracht | | ECTS | 5 | | Opmerkingen | Secretary: room 5411-0631, phone +31(0)50 3637020,
email: secr.operations.feb@rug.nl |
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| 16 | 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. Tongdr. X. Zhu | | Onderwijsvorm | -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, schriftelijk tentamen met open vragen | | ECTS | 5 | | Opmerkingen | This course can also be taken in period IIb.
Secretary office: Dui-631
Phone: 505-3637020
E-mail: secr.operations.feb@rug.nl |
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| 17 | Strategic Management of Inf. Technology | EBM051B05 |
| Information technology increasingly plays a principle role as the enabler or inhibitor for organizations to achieve strategic objectives in the digital age. Strategic management of information technology has paramount importance for innovation and business success. The alignment between strategic innovation management and information technology management is the focus of this course. Students will learn how to identify and solve business problems by strategically using information technology for innovation. There are no simple, right answers. Students are trained on how to develop innovative solutions in a creative, digitally enabled approach. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. Q. Dong | | Docent(en) | dr. Q. Dong M. Hanisch | | Onderwijsvorm | -werkcollege | | Toetsvorm | -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | Basic knowledge about innovation | | Opmerkingen | This course covers cutting-edge knowledge about the role of information technology in strategic management. Attendance is not enforced by grade. Yet, preparation for, attendance at, and participation in lectures is required for students. Students need to read a series of academic articles before each lecture, and do a group assignment by conducting an in-depth case study at a real company. |
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| 18 | 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. ir. S. Fazidr. E. Ursavas | | Onderwijsvorm | -computer practicum, -hoorcollege | | Toetsvorm | -groepsopdracht, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Opmerkingen | Secretary office Dui-634
Phone: 050-3637491
E-mail: secr.operations.feb@rug.nl |
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| 19 | 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. E. Ursavas | | Docent(en) | dr. M.J. Landprof. dr. R.H. Teunterdr. E. Ursavasdr. J. Veldman | | Onderwijsvorm | -gastcollege , -hoorcollege , -werkcollege, computer practica | | Toetsvorm | -groepsopdracht, -schriftelijk tentamen (open en mc vragen) | | ECTS | 5 | | Opmerkingen | Contact information: Dr. E. Ursavas, e.ursavas@rug.nl, Secretariat: DUI 631, phone: +31(0)50 3637020, email: secr.operations.feb@rug.nl |
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| 20 | Technology-enabled Innovation | EBM760D05 |
This course combines regular lectures 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.
Lectures follow the course book, extended with selected subjects in service innovations and technological developments. Understanding will be tested in an individual written exam.
Teams will apply this 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. G.B. Huitema | | Onderwijsvorm | -hoorcollege , -groepsbegeleiding | | 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 | Students who start the MSc TOM in February should note that 'Technology-enabled Innovation' is the most logical choice for the elective group if they want to finish their programme in one year.
Secretary: room 5411-0631, phone +31(0)50 3637020, e-mail: secr.operations.feb@rug.nl |
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