 |
|
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. Harvard Business Cases on developing cost-effective solutions for
continuous improvement of a company's operational efficiency and strategic
position in today's highly dynamic and competitive marketplace are used. The
objective of the course is to help our students to develop analytical thinking
skills and to build the knowledge of business performance optimization toward
operational excellence of supply chains.
|
22:799:580
Operations Analysis (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. Harvard Business Cases on developing cost-effective solutions for
continuous improvement of a company's operational efficiency and strategic
position in today's highly dynamic and competitive marketplace are used. The
objective of the course is to help our students to develop analytical thinking
skills and to build the knowledge of business performance optimization toward
operational excellence of supply chains.
|
22:799:585
Supply Chain Analytics (3)
This course showcases real-life applications of data analytics (descriptive, predictive, and prescriptive) in various fields of supply chain management, such as forecasting and inventory management, sales and operations planning, transportation, logistics and fulfillment, purchasing and supply management, supply chain risk management, etc., in manufacturing, trade, and service industries. Students learn to define the right data set, ask the right questions to drive supply chain efficiency and business value, and use the right models and tools to develop data-driven decisions. Topics includes demand forecasting for new products, product/service-line selection and rationalization, transportation analytics, fulfillment diagnostics in logistics systems, sales and operations analytics in production, inventory and resource management, spend analytics and supplier selection, supply chain risk management, and product development analytics. Software packages such as R and Python will be utilized.
|
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
Global Procurement and Supply Management (3)
Supply management is the overarching cross-functional management framework that integrates all activities related to the acquisition and management of resources for the organization. It includes global sourcing, supplier relationship management, procurement, and purchasing. Supply management is now recognized as a key strategic initiative to create value for the corporation. This course reviews the demands placed on today's procurement and supply management from the firm's stakeholders and demonstrates their impact on the competitive success and profitability of the organization. Furthermore it describes ethical, contractual, and legal issues faced by procurement, and recognizes the expanding strategic nature of supply management. The major areas covered are procurement as a functional activity, and how effective supply management impacts on total quality, cost, delivery, technology, and responsiveness to the needs of a firm's external customers (insourcing/outsourcing, supplier evaluation, supplier development, and global sourcing). We introduce the tools, techniques, and approaches for managing the procurement and sourcing process (cost/price analysis, negotiations, and contract management). Case studies and outside speakers will be used to illustrate the issues discussed in lectures.
|
22:799:628
Healthcare Leadership Principles (1)
With fast-changing regulations
and aging population, healthcare delivery systems in the United States and aboard are
facing growing demand, increasing cost, and heightened patient expectations. Healthcare
services providers must find ways to operate efficiently and effectively in
order to reduce costs while improving quality, patient satisfaction, safety,
and leverage the use of timely data analytics to review important outcomes. The five-week course provides a "real-world"
window into the latest trends in healthcare with a focus on hospital
operations, as well pharmaceutical and payer organizations. A critical focus on this course will be on leadership. There is an urgent need for
quality leadership in the industry to enable healthcare organizations to
survive optimally in a highly competitive environment.
|
22:799:629
Healthcare Law and Ethics (1)
This course covers the various ethical frameworks for decision-making, the ethical implications of physician decision-making, and important
legal and regulation issues such as Stark law, anti-kickback, antitrust, and EMTALA, as well as their implications on the operations and management of healthcare services organizations. It provides updates on the last legislation changes. It also discusses physician employment models and work ethics issues in healthcare services organizations.
|
22:799:638
Healthcare Analytics (3)
This course reviews data sources, data processing, and data analytics models and tools with a focus on care provider performance in cost efficiency, revenue, process, clinical outcomes, patient safety, and patient experience. Upon completing the course, students should be able to perform business analysis in above areas. The course will greatly improve the relevance of healthcare analytics curriculum and also allow students to have hands-on and guided practices of analytics with common data in healthcare industry.
|
22:799:640
Supply Chain Finance (3)
Supply chain management is an interdisciplinary field in which knowledge of techniques of financial analysis as they relate to the supply chain context is one valuable aspect of a manager's toolkit. This course is not an overall introduction to financial management. Rather, it is a focused examination of supply chain in the finance context in general and the financial services and operations context in particular, with an emphasis on cash management strategies, working capital management strategies, and financial management software applications. While some quantification is important, it is not a predominantly quantitative course.
|
22:799:645
Supply Chain Risk and Disruption Management for Fashion (3)
This course is designed to provide students with an understanding of the strategic and tactical elements of how to manage supply chains in the apparel industry in normal and abnormal situations. Integrative tools will be introduced and used to analyze and evaluate alternative courses of action regarding a firm's supply chain. As related to supply chain strategy, this course will address the relationships between supply chain entities and behavioral management issues that influence the management of those relationships. Focus beyond rudimentary will be placed on outsourcing and contract management related to the fashion industry. As related to supply chain disruptions, this course explores the area of business continuity and risk management in a comprehensive manner to provide for organizational resilience. Particular emphasis is placed on assessing threats that may lead to disastrous events, evaluating control alternatives, and implementing strategies. The focus of this class is on both theoretical and practical issues. At the end of the class, it is expected that the student will have a clearer understanding of how supply chains function and how they may malfunction. This course will be taught as a combination of case analysis, lecture, and class discussion.
|
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 graduate students a thorough
understanding, firsthand knowledge, and solid working experience of real-life
industry supply chain projects, we introduce this elective course. The course
is particularly important for graduate
students who are seeking a major or double-major in supply chain management and
who are interested in advanced professional career preparation.
|
22:799:651
Healthcare Innovation and Technology Management (1)
The course examines, from a managerial perspective, the critical issues in planning and implementation of healthcare technologies such as electronic health record (EHR), Radio Frequency Identification (RFID), telemedicine, social media and mobile devices, personal health records, and other emerging technologies. It examines salient issues such as benefits from, selection of, and user support of EHR. It also addresses emerging concepts of Regional Health Information Exchanges and provides an overview of Practice Management Systems.
|
22:799:653
Product Design and Supply Chain Alignment (1)
In this course we will explore the need to use customer-driven market data to drive product/services design and the integration of those processes with the supply chain delivery process. We will also explore the use of third-party partners in delivering market innovation and various relationship models that leverage those competencies in providing unique, differentiated competitive value. The course will also cover the integration of the product life cycle with various supply chain strategies that optimize both customer and shareholder return. Practical examples of global core product harmonization practices with regional customization and advanced supply chain processes such as "postponement" manufacturing will be presented for discussion and analysis.
|
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"; 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.
|
22:799:657
Fashion Law and Supply Chain Compliance (3)
Law pervades almost every aspect of the fashion business. To succeed as a global fashion manager, one needs the tools to strategically engage with a diverse range of legal issues at various stages of business. This course will trace the life cycle of garments and examine the legal issues at each point. At the early design stage, there are questions of trademark and copyright laws and the risks of international piracy. We then turn our attention to building a business to market, sell, and manufacture those designs. This will require an engagement with topics such as corporate and partnership law, contracts and sales, real estate, and labor and employment laws, including how to navigate relationships with independent contractors such as models. At the manufacturing stage, managers need to have a deep knowledge of trade and tariff regulations, import/export law, international arbitration, and labor and environmental compliance in the supply chain. We will pay particular attention to law and compliance in the global supply chain, where "private" forms of lawmaking and enforcement often have to substitute for ineffective public law enforcement. Finally, the course will turn to the consumer, examining consumer protection laws, as well as civil rights and cultural issues. The latter include questions related to what are the proper boundaries of the law to regulate what we can or cannot wear in public spaces or at work, and how much the law should protect our rights to express our identity.
|
22:799:658
Manufacturing Outsourcing (1)
This course provides an
overview and understanding of the benefits in manufacturing outsourcing such as
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 are
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 Systems and their role within an
organization. It introduces key concepts of integrated information systems and
explains why such systems are valuable to businesses. SAP ECC is introduced to
illustrate the concepts, fundamentals, framework, general information,
technology context, technological infrastructure, and integration of
enterprise-wide 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
Supply Chain Solutions with ERP/SAP II (3)
This course focuses on
SAP's ERP and 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. 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 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: Supply Chain Solutions with ERP/SAP I (22:799:659).
|
22:799:661
Introduction to Project Management (3)
Project management is
one of the most critical elements in the competitiveness and growth of
organizations. Projects are the drivers of innovation and change and no
organization can survive today without projects. Effective leaders in today's
leading companies must be effective project managers. Furthermore, almost every
M.B.A. graduate may sooner or later be asked to manage a project. This course
presents the classical foundations of project management and introduces
students to the world of real-life project problems. Upon completion of this
course, students will understand the basic concepts and critical factors of initiating,
planning, organizing, controlling, and running a project. They will be able to
develop a project plan, build a project team, and adapt their project management
style to the unique project characteristics. Course topics will include:
project initiation, project success dimensions, integration, scope, planning,
controlling and monitoring, time, cost and risk management, project
organization, project teamwork, and project adaptation. The course will also
advise students how they could prepare themselves for the PMP Exam of the
Project Management Institute in order to become Professional Project Managers.
|
22:799:662
Global Supply Chain Law (3)
Supply chain managers
must be cognizant of the way that law structures their business decisions.
International and domestic law impacts the a) costs and risks of entering into
transactions, and b) decisions on sourcing from a given country or supplier.
This course will examine a wide variety of legal subjects, primarily
international, that shape and impact domestic and global sourcing
decision-making. These topics include but are not limited to: contracts, trade
law, transportation, tort, dispute settlement, international investment law,
international marketing law, and labor and environmental supply chain
regulation.
Students will be able to apply the credits earned in this class toward their supply chain or marketing concentration.
|
22:799:663
Demand Management for Value Chains (3)
This course focuses on
the applications of forecasting models and methodologies throughout supply
chains, for use in business related activities, including operations, sales,
marketing, and finance. The course aims to help students understand the
significance of matching supply and demand and the development of managerial
insights aimed at improving that balance. Several relevant techniques for
forecasting, inventory management, and production planning are developed and
illustrated. The students are asked to build forecasting and inventory models
in Microsoft Excel. The course will focus on by combining theory, examples,
practical applications, and case studies and consist of a combination of
lectures, case presentations, and class discussion.
Prerequisite: Operations Analysis (22:799:564 (FT)/22:799:580 (PT)).
|
22:799:664
Service Outsourcing (1)
Service outsourcing is
about moving a process or task to an outside company that is specialized in
that activity. Examples include customer service call-centers, information
technology services, or back-office support functions. The decision is often
made in the interest of lowering the firm's costs, redirecting internal
resources to the firm's core competencies, or to improve overall efficiencies
of the business. This course will cover the reasons for service outsourcing,
decision criteria, evaluating supplier proposals, supplier competition,
negotiations, contract terms and conditions, change management, and risks
associated with service outsourcing. With the increasing globalization and the
firm's desire to drive out nonvalue costs, service outsourcing continues to
expand and evolve.
|
22:799:665
Managing Global Supply Chains (1)
Managing a global supply chain is complex, but it also is a requirement to compete in today's international markets for most corporations. This course examines the strategies for effectively managing global supply chains, such as balancing conflicting objectives, optimizing the global network, and leveraging global procurement. We will review the processes and systems information requirements to maximize customer service at the lowest possible costs. In addition, the benefits and challenges of regional vs. global sourcing are highlighted. The students will work on how to synchronize processes across the globe and what strategies can be adopted for global supply chain management.
|
22:799:667
Growing New Ventures in a Supply Chain Environment (3)
This
course will provide students with the real-world skills and business
acumen to screen, analyze, and invest in early-stage technology and
life-sciences start-up companies. By the end of the semester, students
will conduct technical and financial due diligence around a Rutgers
invention. They will in turn create a full-blown business plan that they
will pitch to the BEST institute for funding. The goal is to turn these
real-world business plans into viable real-world businesses.
|
22:799:668
Sales Operations and Planning (1)
The rise in importance
of the supply chain at leading companies has created a higher level of
expectations regarding this function. While cost-focused supply chain
improvements have helped to improve the bottom line, the next challenge is to
achieve full alignment with the strategic intent of the business and
effectively execute growth objectives. The efficient alignment of supply
capabilities and demand recognition is critical for the effectiveness of all
supply chain management initiatives. The sales and operations planning (S&OP) process
is implemented to ensure that the proper planning and execution is in place to
deliver revenue, profit, and customer service expectations. This course will
focus on the fundamentals of S&OP and how it establishes strategic and
organizational alignment, enhances operational excellence and competitive
advantage, and most importantly, improves planning and execution.
|
22:799:669
Supply Chain Risk and Disruption Management (3)
Properly addressing
risks and facing possible disruptions are of primary importance to supply chain
management. With the wake of high consequence disruptive events, risk
identification and disruption response activities have become ever more
critical. The objective of the course is to provide an overview of key supply
chain risk areas, particularly with the proliferation of outsourcing, use of
information technology, and global logistics. Equally important is how companies
are managing the preparation, mitigation, and response strategies to major
disruptive events. Topics covered include science of catastrophes,
vulnerability and threat assessments, resources and capabilities
identification/integration, basic crisis management, contingency planning,
disaster recovery, and business continuity in supply chain settings. Scenario-based experiments (tabletop exercises) will provide mock situations where
students will make decisions on how to handle supply chain disruption.
Case-based studies will be used to provide hands-on learning to illustrate the
issues discussed in lectures.
|
22:799:670
Supply Chain Business Intelligence (3)
Business intelligence (BI) is a set of technologies and processes that allow people at all levels of an organization to access, interact with, and analyze data. In a data-rich business environment, BI can help a management team to operate efficiently, discover new market opportunities, and improve business performance. This course focuses on data science and analytical techniques, programming languages (e.g., R or Python), and business applications in supply chain and marketing management. Students are expected to finish multiple data analytical business projects.
|
22:799:672
Supply Chain Sustainability (3)
There are global experiences and examples that
show sustainability criteria in the "upstream" supply chain management and procurement process. Corporations can both improve environmental performance, while addressing ethics, social regeneration, and economic concerns (e.g., the
"triple bottom-line"). This course will allow students to participate in applied research to explore the application of environmentally responsible supply chain principles, which include designing supply chain management and
procurement schemes that address environmental, social, and ethical considerations in organizational policy development as well as the procurement process. Research themes may include: the public and private supply chain
management and procurement process; green purchasing process; contract design; procurement, which promotes low-carbon emission considerations and zero waste
(avoidance and minimization); social and economic regeneration; civic
infrastructure policy; e-procurement applications; and cost-cutting measures
derived from life cycling costing modeling. The goal is to provide students
with different experiences to examine environmental management from a supply
chain management perspective.
|
22:799:676
Lean Six Sigma (3)
Lean six sigma is an application of the quantitative six sigma quality management techniques within a lean enterprise. The goal is to create an efficient organization that continuously reduces waste and operates at the most efficient levels possible. In addition to covering the fundamentals of lean and six sigma, this course will equip students with other important tools and strategies to improve the performance of business processes. Students will practice solving business problems and improving processes through case studies, team exercises and simulations, self-assessments, and guest lectures. Topics covered will include: six sigma improvement methodology and tools, lean manufacturing tools and approaches, 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, the significance of change management, and how to deploy these tools in different parts of the value chain.
|
22:799:696
Health Care Services Management (3)
This course provides strategies, techniques, and best practices to improve unit, organizational, and integrated delivery system performance by applying key concepts from operations and supply chain management to the health care context. Topics include the operational implications of current regulatory and reimbursement trends; organizational design and referral patterns; vertical integration and professional services outsourcing; health care policies and legal issues related to aligning physicians and hospitals; clinical integration via information technologies (e.g., electronic health records and regional health information exchanges); service process design; quality assurance; managing population health; and project management for health care organizations. The objective is to effectively manage information, material, and financial exchanges for health care provider organizations to improve the quality of services and efficiency.
|
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.
|
|
Course List and Descriptions 
