Supply Chain Management
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22:799:564 Operations Analysis - FT (3) Covers fundamentals of performance analysis for various operational issues encountered in real-life supply chain processes. The major topics include demand forecasting techniques, sales and operations planning (SOP), mathematical programming applications and spreadsheet solutions, supply chain inventory planning, uncertainty, safety stock management, project resource allocation and risk analysis, network design and facility location selections, and computer simulation and quality management. Uses Harvard Business Cases in  developing cost-effective solutions for continuous improvement of a company's operational efficiency and strategic position in today's highly dynamic and competitive marketplace. The objective of the course is to help  students to develop analytical thinking skills and to build the knowledge of business performance optimization toward operational excellence of supply chains.

22:799:580 Supply Chain Logistics (3) Gives an understanding of the variety and the importance of critical decisions encountered in the practice of supply chains (integrated business processes). Offers important quantitative techniques needed for a continuous improvement of a company's operation efficiency, product/service quality, and strategic position in the global marketplace.

22:799:605 Introduction to Total Quality Management and Control (3)

22:799:607 Supply Chain Management Strategies (3) Provides an understanding of the variety and the importance of critical decisions encountered in the practice of an integrated supply chain. Offers important quantitative techniques needed for continuous improvement of a company's operation efficiency, product/service quality, and strategic position in the global marketplace. Team projects based on real-world supply chain managerial issues will be assigned.

22:799:608 Procurement and Global Sourcing (3) Reviews the demands placed on purchasing from the firm's stakeholders; demonstrates the impact of purchasing and materials management on the competitive success and profitability of the organization; describes ethical, contractual, and legal issues faced by purchasing; and recognizes the expanding strategic nature of purchasing. Topics include purchasing as a functional activity; how purchasing impacts on total quality, cost, delivery, technology, and responsiveness to the needs of a firm's external resources; introduction of the tools, techniques, and approaches for managing the procurement and sourcing process; issues and activities that support the procurement and sourcing; and future directions of purchasing and strategic sourcing.

22:799:647 Pharmaceutical Purchasing and Supply Chain Management (1) Study of cost management, strategic sourcing, negotiation, procurement processes, and supply management strategies for pharmaceutical companies. In today's competitive global pharmaceutical environment, more and more companies are faced with diminishing product pipelines and generic competition due to patent expirations. The traditional cash-rich pharmaceutical companies are now faced with the challenge of tightly managing their operations and supply chains in an effort to reduce spending. At the same time, pharmaceutical companies are constantly faced with challenges of counterfeiting, global logistics, and rising commodity prices. As a result of such changes to the pharmaceutical landscape, companies find themselves focusing on the strategic supply chain, logistics, and operations management areas to effectively impact the bottom line.

22:799:648 New Venture Development in a Supply Chain Environment (3) Exploration of the way the supply chain can be used to foster new demand-driven product innovations and to initiate new ventures. Students form virtual company teams to plan the design, assembly, marketing, and distribution of new innovative products. A business plan will be formed by each team. The plan will include: a marketing plan; financial analysis including income statements and balance sheets, procurement, supplier alliances, logistics, and fulfillment plans for the products to be produced. A design plan for the proposed new product will also be produced. Each project will be directed to develop a business process for launching a specific product and is expected to involve: product identification and description; market analysis and product benchmarking; product design and R&D management; business plan for launching the new product; implementation of the business plan with adaptations as required; documenting the evolution of the project; new product testing, demonstrating, and marketing; financial analysis; supply chain innovations and business process design. The expected outcome of each team project is a marketable new product together with a design of its supply chain that is resilient, profitable, cost-effective, and responsive to the highly dynamic market. A large number of project opportunities will be encountered as the participants work through the introductory material.

 

22:799:650   Supply Chain Management Client Project (3) Achieving true economic growth is the challenge that all business organizations are facing for which supply chain management is the key enabler. To offer our Rutgers master of business administration (M.B.A.) students a thorough understanding, firsthand knowledge, and solid working experience of real-life industry supply chain projects, we introduce this new M.B.A. elective course. The course is particularly important for M.B.A. students who are seeking a major or double major in supply chain management and who are interested in advanced professional career preparation.

 

22:799:652   Business Process Improvement and Six-Sigma (1) Provide students with hands-on experience using and applying lean, six-sigma, and other improvement tools to solve business problems and improve processes. Through case studies, team exercises, and simulations, students will practice solving business problems and improving processes using these powerful tools. Topics covered will include: six-sigma improvement methodology and tools, lean thinking tools and approaches, process mapping, dashboards, and other business improvement techniques. Students will also gain an understanding of the strategic importance of business improvement, the need for fact-based management, and how to deploy these tools in different parts of the value chain. Since this is a highly interactive, applied course, class size is limited to no more than 25 students.

 

22:799:653   Product Design and Supply Chain Alignment (1)

22:799:655 Contract Management for Supply Chain Management Professionals (1) Focuses on crucial contract management considerations including: a) how sound contracting practices, coupled with strong contract management techniques, are  an important part of being successful in an increasingly competitive global environment; b) how to assess, minimize, and manage risks in supplier contracts by early identification of contractual "red flags"; and c) practical steps for improving and standardizing contracts and contract management techniques in organizations. This course provides supply chain management professionals with skills, strategies, and techniques to avoid the pitfalls associated with poor contract management.  Although supplier contracts have never been simple, today's transactions such as outsourcing contracts or strategic alliances have become significantly more complex, with a myriad of technical, commercial, and other considerations. Supply chain management professionals need to be well versed in the subtleties of how to optimally structure and manage supplier contracts and their associated risks.

 

22:799:658 Manufacturing Outsourcing (1) Provides an understanding of the benefits in manufacturing outsourcing in improved costs, access to new and differentiated innovation, and greater organizational diversity/flexibility. Offers techniques needed to translate the strategic value of manufacturing outsourcing to direct, tangible benefits with significant measurable profit contributions. Key topics to be covered include: organizational readiness and executive sponsorship; best practice benchmarking; differentiating competencies/technologies; defining the optimal third-party profile; establishing clear expectations; collaboration practices and processes; managing knowledge transfers; and sustainable and mutually beneficial relationships.

22:799:659 Supply Chain Solutions with ERP/SAP I (3) Provides a technical overview of enterprise resource planning (ERP) systems and their role within an organization. Introduces key concepts of integrated information systems and explains why such systems are valuable to businesses. SAP ERP Central Component (ECC) is introduced to illustrate the concepts, fundamentals, framework, general information, technology context, technological infrastructure, and integration of enterprisewide business applications. In addition to lectures, students will be guided through several hands-on activities of various business processes in SAP ECC. The objective of this course is to help students: 1) master the basic concepts, architecture, and terminology of an ERP system; 2) understand the need and examine the capabilities of ERP systems; and 3) illustrate how integrated information systems can help a company prosper.

 

22:799:660 660 Supply Chain Solutions with ERP/SAP II (3) This course focuses on SAP's enterprise resource planning (ERP) and Supply Chain Management (SCM) solutions, as well as their major applications in supply chain management, which not only enable the supply chain visibility, but also support the decision making process. The activities that lead to the integration of information and material flows across organizations are discussed. This course will also examine and apply techniques used in SAP ERP Central Component (ECC) and SAP SCM for system configuration and integration with a focus on logistics and finance. The objective of this course is to help students: 1) be able to make reasonable decisions for supply chain management problems using certain decision-support systems; 2) be aware of supply chain practices; and 3) identify the business process view of an organization through the process of configuring SAP ECC and SCM systems. Prerequisite: 22:799:659.

22:799:661 Project Management (3) 

22:799:662 Supply Chain Legal Issues (3)

22:799:663 Demand Forecasting and Fulfillment (3)

22:799:664 Service Outsourcing (1)

22:799:665   Managing Global Operations (1)

22:799:667 Growing Supply Chain New Ventures (3)

22:799:668 Sales Operations and Planning (1)

22:799:669 Supply Chain Security and Risk Management (3)

22:799:670 Supply Chain Business Intelligence (3)

22:799:671 Microsoft Office Project (3)

26:799:660 Supply Chain Modeling and Algorithms (3) This course focuses on the application of management science techniques to model the newest emerging supply chain planning problems (such as reverse logistics, integrated production, inventory and distribution problems, multi-partner pricing analysis, supply chain distribution network design, location analysis, and transportation capacity planning, etc.) to meet the changing needs of new generations of our Ph.D. students. The course also focuses on the processes of developing new search algorithms and error bound analysis to effectively solve such practical business decision and optimization problems. Academic researchers and selected industry executives will be invited to the classroom to present the pipeline research results and new challenges encountered in supply chain management practices.

26:799:661 Stochastic Methods in Supply Chain Management (3) Covers economic models in supply chain management under uncertainty. Key management concepts such as contract design, competition, and information asymmetry are studied.

26:799:685 Special Topics in Supply Chain and Marketing Science (3)

Marketing Sciences

22:630:550 Marketing Design and Strategy (3) This course focuses on marketing planning, product portfolio decisions, and marketing strategy and tactics. Particular attention is paid to market segmentation analysis and to the design of marketing policies that target different segments. Attention is also paid to the design and evaluation of new products, the marketing mix, and measurements of the effectiveness of different marketing instruments.

22:630:586 Marketing for Decision Making (3) Develops an understanding of the nature and role of marketing in the firm and in society. Topics include: basic marketing orientations, operational meanings of quality and value, analysis of marketing opportunities, and marketing planning, organization, and control. Special emphasis is given to management decision making in terms of product design, channels of distribution, pricing, and advertising and promotion. Text, outside readings, and team case analyses are studied.

22:630:601 Advertising and Promotion (3) Examines the advertising process with particular emphasis on the advertising agency and its clients. Reviews other forms of commercial communication such as public relations, sales promotion, and personal selling. Subjects covered: advertising and promotion planning and management, methods for setting promotional budgets, copy evaluation, media selection and planning, measurement of promotional effectiveness, and models of the communication process. Prerequisite: 22:630:550 or 586.      

22:630:602 Product Innovation (3) Introduces concepts and methods used for coordinating strategy formulation and the identification and evaluation of new product opportunities; planning and organizing the process of development; testing new products and new markets; and commercialization. Special emphasis is given to issues related to supply chain, marketing, and R&D. Text, cases, guest speakers. Please note that you may not take this course and 22:630:618. Prerequisite: 22:630:550 (FT)/22:630:586 (PT).

22:630:603 Retail Management (3) Analyzes the retailing process, the environment in which it operates, and retail institutions and functions. Examines trends in retailing and uses a strategic profit model to scrutinize retailing strategy variables. Covers historical perspective, retailing structure and institutions, trends, strategic profit models, consumer behavior and the retail sector, franchising, retail pricing, location strategy, and retailing productivity. Prerequisite: 22:630:550 (FT)/22:630:586 (PT).

22:630:604 Marketing Research (3) Provides insight into the nature and assumptions of marketing research conducted by corporations and commercial research companies. Provides practical experience in planning and implementing marketing research. Covers the sale of marketing research in business management; survey research and questionnaire design; scientific marketing research design and planning; data collection; application of statistical analysis such as multidimensional scaling, cluster analysis, and conjoint analysis; report writing and communication of research results; and types of research purchase behavior. Prerequisite: 22:630:550 (FT)/22:630:586 (PT).

22:630:606 Business-to-Business Marketing (3) Introduces business-to-business marketing from the perspective of both the seller and the buyer. Covers marketing strategy and product/market planning systems; selling and management of the sales force; marketing research and competitive intelligence; pricing and promotion; management of auxiliary services; and industrial buying behavior. Prerequisite: 22:630:550 or 586.     

22:630:608 Sales Management (3) Provides the conceptual basis for addressing strategic and tactical problems of sales force management; develops ability to apply these concepts to actual situations. Topics include sales program formulation; sales force deployment and organization; field sales management; and the recruitment, selection, and training of the sales force. Prerequisite: 22:630:550 (FT)/22:630:586 (PT).

22:630:609 Marketing Strategy (3) Provides tools and methods essential to analyzing market-based threats and opportunities, and developing, implementing, and evaluating alternative marketing strategies. Special emphasis is given to the role of marketing activities in the business enterprise and their utilization to achieve a sustainable competitive advantage. Prerequisite: 22:630:550 (FT)/22:630:586 (PT).

22:630:610 Consumer Behavior (3) Understanding the behavior of consumers and the factors that influence their behavior. Topics covered include: consumer decision models, psychological processes, and social and environmental forces that shape consumer behavior. Explores historical development of consumer behavior and current societal issues. Sources include texts, readings, and case studies. Prerequisite: 22:630:550 or 586.        

22:630:611 Marketing and the Arts (3) Explores the use of marketing research methods (including consumer behavior models) to identify arts markets. Examines the use of various marketing tools by nonprofit arts organizations to develop potential customer bases. Illustrates the use of newer technologies such as database use and interactive marketing. Prerequisite: 22:630:550 or 586.      

22:630:613 Brand Management (3) Today more and more corporations are realizing that some of their most valuable assets are their brands. This course explores the role of the brand management function in building strong brands, measuring their equity or value, and in maintaining the strength of the brand over time. The primary objectives of this course are: to increase understanding of the important issues in planning and evaluating brand strategies and to provide the appropriate theories, models, and other tools to make better branding decisions. An additional area of emphasis will be brand management's interaction with other functional disciplines within the corporate structure, including customer marketing and field sales. Classes will be a combination of lectures, cases, class discussion, and guest speakers.

22:630:615 Electronic Marketing (3) This course is designed to provide the appropriate theories, models, and other tools to make better branding decisions. An additional area of emphasis will be brand management's interaction with other functional disciplines within the corporate structure, including customer marketing and field sales. Classes will be a combination of lectures, cases, class discussion, and guest speakers. Prerequisite: 22:630:550 or 586.      

22:630:616 Etailing (3) Analysis of various internet retailing business models from a marketing strategy perspective. Case studies on selective etailing companies based on market segmentation, targeting, positioning, and marketing mix. Issues on first mover advantages and price competition in distribution channels. Business formats include, but not limited to, pure internet retailing, click and mortar retailing, internet auction and reverse auction, stock brokerages, and information services. Prerequisite: 22:630:550 or 586.      

22:630:617 Pharmaceutical Marketing Research (3) Focuses on the marketing research process and steps involved in a marketing research study. Topics include secondary and syndicated research studies, qualitative techniques like focus groups, and quantitative techniques like surveys and experimental design. Data collection and statistical analysis of quantitative data will also be emphasized. Specific pharmaceutical marketing research issues like pricing, promotional effectiveness, patient and physician satisfaction, brand loyalty, pharmacoeconomics, and outcomes research will also be covered. This course will use an industry-specific consulting project model with opportunity to mine industry data. Prerequisites: All M.B.A. core courses.

22:630:618 Pharmaceutical Product Management (3) Focuses on marketing issues in the pharmaceutical industry. Areas explored in the course include market analysis, market planning, new product launches, and commercialization of pharmaceutical products. Marketing of a prescription drug is examined including managing the transition from Rx to OTC switch. Marketing of both patent-protected and generic drugs and management of generic competition is studied. The interface between R&D, marketing and sales, product and brand management, pricing, distribution and retailing, and promotional issues within the pharmaceutical industry are covered. Relationship of product management with other functions is examined. Regulatory issues including labeling and advertising claims are studied. The impact of the health care environment wherein marketing takes place is also covered. Please note that you may not take this course and 22:630:602. Prerequisites: All M.B.A. core courses.

22:630:619 Managing The Pharmaceutical Sales Organization (3) This course provides an overview of the role of the sales function within the pharmaceutical industry. It covers the sales detailing process, selection, recruitment, and training of pharmaceutical sales representatives. Sales management issues including building and structuring the sales force, sales territory allocation, determining sales targets and quotas, forming and deploying special sales forces, compensation, motivation, supervision, and evaluation of the sales force. Role of contract sales organizations, pharmacy-benefit managers (PBMs), managed-care organizations, governments (including government regulation), and major account management is also covered. Critical issues like data-based selling and its impact on physician segmentation, selling to primary care physicians versus specialists, and competitive intelligence will be examined. The role of technology, legal issues, and ecommerce in shaping the sales function will be studied and the supporting needs of the sales force will be examined. The class will also include field sales call sessions.

22:630:621 Services Marketing (3) Addresses the challenge of marketing services and managing the service component of product/services combinations. Issues covered include service design, quality definition, satisfaction measurement, performance guarantees, and internal and external marketing planning and execution. Covers business-to-business and consumer markets in fields ranging from banking and professional services to travel/hospitality, health care, and telecommunications. Classes will include lectures, cases, videos, and guest speakers. Emphasis on case studies. Prerequisite: 22:630:550 or 586.        

22:630:622 Direct and Database Marketing

22:630:640 Marketing Through Multi-channels in Hybrid Companies (3) Explores the success strategies of today's new breed of hybrid companies, defined as businesses that reach customers through multiple channels of clicks, bricks, and catalogs in a seamless integrated entity. Examines the business, financial, economic, and marketing implications of selling via multichannels in a hybrid company structure. Students will prepare a business plan for a real hybrid company of their choice.

22:630:641 International Marketing (3) Designed for those who have already acquired an introductory understanding of the international business environment. Examines the social, cultural, political, institutional, behavioral, economic, and competitive conditions that differentiate the conduct of foreign and international marketing from domestic marketing. Examines a series of specific marketing problems, tasks, and tools to prepare for approaching international marketing activity. Topics covered include: international information systems and marketing research, multinational product offerings and services, promotional strategies in international marketing, exporting and importing, and detailed analysis of marketing in several nations.

22:630:644 Marketing for Arts/Nonprofits

22:630:645 Pharmaceutical Marketing (3) Provides an overview of the pharmaceutical industry with special emphasis on challenges and issues unique to the pharmaceutical field. Topics covered include a comparison of U.S. and global pharmaceutical industries; regulatory structures and procedures; ethical issues; pharmaceutical promotion; and trends. Prerequisite: 22:630:550 or 586.     

22:630:653 Special Topic: Marketing High-Tech Products and Services (1) Explores current marketing techniques and specific applications for marketing high-tech products and services. Examples of strategies and tactics will be drawn form a variety of industries.

Please contact the department to obtain more information on this course.

22:630:654 Special Topic: Public Relations and Promotion Please contact the department to obtain more information on this course.

22:630:655 Special Topic: Customer Relationship Management Please contact the department to obtain more information on this course.

22:630:656 Direct and Database Marketing (1) Gives students an overview of the most important decisions that direct marketing managers make and the tools that they use in the process. These decisions include choosing target segments or lists, direct marketing offers, creative content, and marketing channels (or media). The course will explain the most important ways direct marketers use databases, statistics, and mathematics to make these decisions and measure their results.

22:630:663 Special Topic: Advertising on the Internet Please contact the department to obtain more information on this course.

26:630:670 Multivariate Analysis (3) Multivariate normal distributions, principal components, factor analysis, canonical correlation, discrimination, and classification. Prerequisite: 26:960:577.

26:630:672 Advanced Multivariate Analysis (3) Topics include canonical correlation analysis, discriminant analysis, confirmatory factor analysis, structural equation modelling, logit choice models, overlapping clustering techniques, general three-way and multiway models, and parametric mapping.  Prerequisite: Basic knowledge of matrix algebra and regression is required.