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Course Manual
INTERNATIONAL BUSINESS ADMINISTRATION
3rd Year Bachelor 2014/2015
Third trimester: week 14 – week 25 TABLE OF CONTENTS: Summary of important rules and regulations for BScIBA and MSc students 2 General Information 2 Summary of Workshop/Team Registration dates 3 Student Advisers 3 Master Event 4 Third Year Elective Choices 4 Article 3.4 – Fraud 4 Financial Accounting (BAD06) 5 Innovation Management (BAD01) 10 Research Training & Bachelor Thesis (BAD10) 16 Supply Chain Management (BAD13) 25 IBA Curriculum 2014-2016 32 Course Manuals give more detailed information about courses within a trimester. They contain the following information per course: - course title, course code, number of credits; - name of coordinator; - teaching staff; - contact person, secretariat, room numbers, phone numbers, visiting hours; - educational form; - examination form; - examination regulation; - examples for examinations; - aims and objectives of the course; - extended description of the course content; - subjects per lecture/workshop; - required literature: books, syllabus, reader, sheets; - literature and course content to be examined; - recommended further reading. Course Manuals will be available at the beginning of each trimester, for each year of the programme.
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Summary of important rules and regulations for BScIBA and MSc students The following rules and regulations, depending on your situation, may have an effect on your studies. For more information and a detailed explanation of all of these rules please consult the BSc IBA Examination Regulations. RSM rules The Bachelor-before-Master rule Admission to all RSM Master programmes is only possible if students have completed the entire Bachelor programme, without a single course left open. Period of validity of grades Final course grades (published in Osiris) for the bachelor programme are valid for six years. The final course grades (published in Osiris) for the master programmes are valid for 3 years. (Consult Examination Regulations for detailed information) Compensation rule for 1st year courses The compensation rule means you can compensate one insufficient grade (between 4.5 and 5.4) with one rounded 7 or higher, provided that you have passed all your other courses of Bachelor 1. The grade for the compensated course will remain on your grade list and counts in the grade point average for the total bachelor programme. (Consult Examination Regulations for detailed information) Compensation rule for 2nd and 3rd year courses Students (excluding Pre-Master students) may graduate from the BSc IBA programme with a 4.5 or higher for one examination part of the course year B2 or B3 (with the exception of the minor, internship, and the Research Training & Bachelor Thesis), provided that the calculated grade point average for the total bachelor programme (including the course to be compensated) mentioned in Article 6.2 paragraph 2 of the Rules and Guidelines is at least 7.0. This compen-sation rule will only be applied by the Examination Board upon request. The grade for the com-pensated course will remain on your grade list and counts in the grade point average for the total bachelor programme. (Consult Examination Regulations for detailed information) Last-Result Rule Students have a free choice in the number of times that they wish to take a written examination. The result is the last grade obtained. If the material to be studied for an examination has changed, the new material must be studied. General Information You can download the Bachelor 3 Trimester 3 course manual, schedule, and book list via the RSM IBA Current Students page (www.rsm.nl/current-students/iba). Also be sure to subscribe to all of your trimester 3 courses via SIN. If any changes to the schedule, registration dates, etc. should occur, these updates can be found in the respective SIN course channels. Tip: Take the time to peruse the message archive of your courses once a week to make sure you are aware of all relevant registration dates, schedule changes, etc. Registration for the final exams takes place via OSIRIS-Online. The registration dates are always 35 to 7 days before the date of the exam. Mark your calendar! More info: http://www.eur.nl/english/essc/student_administration/written/osiris/ and
http://www.rsm.nl/information-for/current-students/bachelor-iba/examinations-grades/examination-registration/
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An online course evaluation will be mailed to you at the end of each trimester 3 course. This evaluation will remain open until the course’s exam date. The day of the final examination you will receive a separate evaluation about the exam. Please take the time to fill in both of these evaluations; your comments and feedback are greatly appreciated by members of the IBA teaching staff and programme management. We also recommend that you subscribe to the following SIN channels: RSM Bachelor 3 International Business Administration - IBA B3 general information chan-nel with messages from programme management RSM Examination Board - The RSM Examination Board’s own channel Tentamenlocaties (Dutch for Examination Locations) – seating assignments for exams in the M-hall are announced via this channel IBA Notice Board - where all non-programme related messages for IBA students are posted Summary of workshop/team/mid-term registration dates – Register via SIN! Financial Accounting (BAD06) You can register for the FA workshops via SIN the Saturday through Tuesday before each ses-sion. Here are the exact dates: Workshop group Friday 10 April – Plenary (registration not necessary) Workshop groups Wed. 15 April & Friday 17 April --Registration open 11 April – 14 April Workshop groups Wed. 22 April & Friday 24 April – Registration open 18 April – 21 April Workshop groups Wed. 29 April & Friday 1 May -- Registration open 25 April – 28 April Workshop groups Wed. 6 May & Friday 8 May -- Registration open 2 May – 5 May Workshop groups Wed. 13 May & Friday 15 May -- Registration open 9 May – 12 May Workshop groups Wed. 20 May & Friday 22 May -- Registration open 16 May – 19 May Workshop groups Wed. 27 May & Friday 29 May -- Registration open 23 May – 26 May Workshop groups Wed. 3 May & Friday 5 June -- Registration open 30 May – 2 June Innovation Management (BAD01) Workshops in weeks 16, 18, 21, and 23. Registration via SIN occurs the Wednesday through Sunday prior to the sessions. Here are the exact registration dates per workshop:
Workshop 1 registration: Wed. 8 April – Sun. 12 April Workshop 2 registration: Wed. 22 April – Sun. 26 April Workshop 3 registration: Wed. 6 May – Sun. 10 May Workshop 4 registration: Wed. 27 May – Sun. 31 May
Research Training & Bachelor Thesis (BAD10)
Registration for the Bachelor Thesis teams already took place in trimester 2. Supply Chain Management (BAD13) There is no team or workshop registration for this course. Student Advisers The student advisers’ key task is to support students with their IBA studies. Students may con-tact one of the student advisers for information, advice and/or guidance. The student advisers are familiar with all aspects of the course programmes and can assist students in making deci-sions in the fields of study planning, study choices, internships, exchange, a second study, me-diation with regard to examination board issues, etc. Students who are not able to continue their studies or experience delays, for instance because of personal circumstances such as illness, handicap, family circumstances etc., may also turn to the student advisers for personal advice and guidance. For more information and contact details please consult the following site: http://www.rsm.nl/study-advice/bachelor-iba/
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3rd year Elective choices (Exchange or Internship/Minor + 5 ECTS elective) For a complete overview of the electives possible in the IBA curriculum please consult the fol-lowing document: http://www.rsm.nl/fileadmin/home/current_students/BSc_IBA/Elective_over-view_per_September_2014_-BSc_IBA.pdf Additional information can be found here: http://www.rsm.nl/bachelor/current-students/bache-lor-iba/bachelor-3/elective-options/ Article 3.4 – fraud 1. If in the matter of taking an examination, fraud – within the meaning of Article 1.2, paragraph 2 – is detected or suspected, this is set down in writing as soon as possible by the invigilator or the examiner whom he/she must call in. The invigilator or the examiner may ask the student to make available any items of evidence. A refusal to do this is recorded in the written report. The student is given the opportunity to add written comments to the written report of the invigilator or examiner. The written report and any written comments are handed over to the Examination Board as soon as possible. 2. The Examination Board or the examiner may exclude a student who has cheated from further participation in the examination during which the irregularity was detected, and/or take other appropriate measures. The exclusion has the consequence that no result will be established for the examination concerned. Before the Examination Board decides to make the exclusion, it gives the student the opportunity to give his/her account. 3. The other appropriate measures as referred to in paragraph 2 may consist of, among others, the following sanctions: a. reprimand; b. invalidation of the examination concerned; c. exclusion from the examination concerned for at most one year; d. exclusion from one or more rounds of examinations; e. a combination of the above measures with a maximum of one year. In a serious case of fraud the Examination Board may advise the Executive Board to end the enrolment for the programme of the person concerned once and for all.
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Financial Accounting (BAD06) Course name: Financial Accounting Course code: BAD06 Course load: 5 ECTS Term: 3rd Trimester Coordinator: Miriam Koning Course structure: Plenary lectures and workshops Course schedule: PL Tuesday afternoons (except week 19 on Monday), workshops Fridays Examination: Written closed book examination Contact details
For communication with the lecturers or teaching assistant of this course, only the following e-mail must be used: [email protected]. Miriam Koning (coordinator): office hours Friday afternoons 15.30-16.30 (room T10-43), week 15-23 (except week 16). Teaching assistant: see Blackboard for more information Course Overview Financial information is vital for the functioning of our economies. Financial reports are the principal means of communicating financial information about a corporation to outsiders. The objective of this course is to help you become critical users of finan-cial reports. Achievement of this goal requires an understanding of the basic princi-ples that underlie financial accounting, as well as an appreciation of the amount of judgment required in applying these principles. In addition, you should gain an under-standing of the limitations of financial reporting and the impact of alternative account-ing choices on the financial reports. Topics include: institutional setting and funda-mental concepts, measuring and reporting assets, liabilities and net income, share capital, consolidated accounts, interpretation of financial reports, and business eth-ics. This course continues from the foundations established in the introductory course in Foundations of Finance & Accounting and goes on to explore the theory, concepts and procedures underlying external financial statements and reports for corporate organizations. The course is offered to you by department 7 Accounting & Financial Management. Learning Goals After completion of the course, the student should be able to: x Explain and discuss the role and importance of financial statement information; x Understand and discuss the conceptual framework of the International Ac-
counting Standards Board (IASB) and the institutional context of financial re-porting;
x Describe the main reporting requirements for companies;
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x Understand the main items on a company’s balance sheet, income statement and cash flow statement and their mutual relationships;
x Prepare a balance sheet, income statement and statement of cash flows in ac-cordance with relevant accounting standards;
x Account for the main items of the financial statements and apply the accounting rules;
x Determine the consequences of alternative valuation methods on shareholder equity and earnings;
x Calculate and interpret financial ratios; x Apply the basic rules of consolidation to a group of companies and prepare
consolidated financial statements. Course Information Before starting this course, it is recommended that you complete the introductory course BAP069 Foundations of Finance & Accounting and BAB001 Management Accounting. The course load of this course has been set at 5 ECTS, representing a time budget of 140 hrs. For this course, you will spend most of the time reading and preparing exercises. The teaching adds up to 45 hrs of lectures and workshops. This leaves you with some 95 hrs of studying, implying ten weeks of 9.5 hrs of studying. Beware you will need these 9.5 hrs per week of studying in order to pass with a satisfactory grade. You are strongly encouraged to read the assigned chapters before attending the lec-tures. This will help you reinforce the concepts that are discussed and help you to get the maximum out of the lectures. In addition, you are expected to prepare assigned exercises before the lectures. Attempting the assigned work in advance will make the lecture a more meaningful learning experience. Regular, consistent class attendance is essential for success in this course, however attendance is not mandatory. In ac-counting, your understanding of new topics often depends on your comprehension of prior concepts. The course organization consists of plenary lectures and workshops. These course elements will be briefly explained below.
1. Plenary Lectures The plenary lectures are intended to give you directions and context for your study. Lectures tend to focus on the more challenging subjects. In addition, con-cepts are applied to some cases that are on average more advanced than the end-of-chapter material in the textbook. Understanding the lecture material is necessary in order to pass the exam. Handouts are available on Blackboard in advance.
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2. Workshops To support you with the homework that will be assigned every week, we organize weekly workshops. In these workgroups some of the end-of chapter material is explained and discussed. You are encouraged to ask any questions you may have in relation to the assigned exercises. We expect you to be well prepared and to attempt the assigned exercises before class! During the workshops, you get the opportunity to train with representative exam material, in order to familiarize yourself with the exam format and experience the difficulty of trying to solve an exam question on your own under strict time con-straints The group will be divided into two groups for the workshops. Students can reg-ister for their group of choice in the weekend prior to each session. See the reg-istration dates listed on the next page.
Literature Textbook: Harrison, Horngren, Thomas and Suwardy (HHTS), Financial Accounting, Interna-tional Financial Reporting Standards, 9th global edition (2014). ISBN: 9780273777809. E-book available via http://bookstore.pearsonb2c.nl/financial-accounting-global-edi-tion-9780273777861.html Class materials (lecture slides, notes) and additional readings Examination Final Examination: Tuesday, 16 June 2015, 09:30 - 12:30 Re-sit Examination: Friday, 10 July 2015, 09:30 - 12:30 Registration via Osiris required. You can register from 35 to 7 days before the ex-amination. The written closed book exam consists of 40 multiple choice questions (abcd) plus a bonus question (more information below) concerning all of the topics covered dur-ing the course and the assigned chapters from the book. The use of a graphical calculator is not allowed. The following calculators are al-lowed at the exams: - FX-82SX Plus (Casio), - FX-82MS (Casio), - FX-350MS (Casio), - TI-30Xa (Texas Instruments), - TI-30XS Multiview (Texas Instruments).
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Bonus system For the current academic year, we offer a bonus system through which a maximum of 0.5 bonus point can be obtained. The following conditions apply with regard to the bonus system: x In week 19 a session is organised in which student solve a case individually.
The case is graded and discussed in the final plenary lecture. By passing the case, students can earn the right to answer the bonus question on the final exam (and/or resit exam) in the academic year 2014-2015.
x With this bonus exam question you can earn a maximum of 0.5 bonus point. The bonus exam question is related to the case.
x Any bonus points earned will be added to your exam grade only if you score 4.5 or higher for the exam. Your final grade for the course is capped at 10
Students Retaking the Course Students retaking the course must complete the exams as they are required for the current academic year. The examination for re-takers is thus based on the content and conditions that apply to the current academic year (2014-2015).
Lecture schedule
The preliminary lecture schedule is as follows:
Lecture Week Day Time Room
Plenary Lectures
14-23 (except weeks 16 and 19)
Tuesday 15.00-16.45
CB-1 Except week 14 (room LB-107)
Week 19
Monday 15.00-16.45
LB-107
Case Session
Week 19 Thursday 9:00-10:45
CB-5
Workshops (group 1)
15-23 Friday
10.00-12.45
Check SIN-Online
Workshops (group 2)
15 Friday
10.00-12.45
Check SIN-Online
16-23
Wednesday
9.00-11.45
Check SIN-Online
Please refer to Blackboard for a detailed schedule of the plenary lectures, including topics and assigned book chapters. Always check Sin-online for up-to-date timeta-bles. Changes (other than changes in lecture rooms) are announced on Black-board. A schedule with the assigned exercises and cases per workshop is available on Blackboard.
Please consult the workshop registration dates on the next page.
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Workshop registration dates (via SIN-Online My Registrations): Workshop group Friday 10 April – Plenary (registration not necessary) Workshop groups Wed. 15 April & Friday 17 April -- Registration open 11 April – 14 April Workshop groups Wed. 22 April & Friday 24 April – Registration open 18 April – 21 April Workshop groups Wed. 29 April & Friday 1 May -- Registration open 25 April – 28 April Workshop groups Wed. 6 May & Friday 8 May -- Registration open 2 May – 5 May Workshop groups Wed. 13 May & Friday 15 May -- Registration open 9 May – 12 May Workshop groups Wed. 20 May & Friday 22 May -- Registration open 16 May – 19 May Workshop groups Wed. 27 May & Friday 29 May -- Registration open 23 May – 26 May Workshop groups Wed. 3 May & Friday 5 June -- Registration open 30 May – 2 June
RSM Student Representation If you as a student have any comment about the quality of your courses, be it posi-tive or negative, please send an email to the corresponding representative or ap-proach him or her personally after the lecture. RSM SR email: [email protected]
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Innovation Management (BAD01) Course name: Innovation Management Course code: BAD01 Course load: 4 ECTS Term: 3rd Trimester Coordinator: Dr. S.A. Rijsdijk and S.G.M. Langeveld MSc Teaching staff: Dr. S.A. Rijsdijk
Dr. P. Beije Dr. D. Stam Dr. D. Deichmann V. Sihag MSc B. Szatmari MSc Dr. B. Manders T. van Balen MSc
Course structure: Plenary lectures and workshops Course schedule: Lectures are on Thursdays. Workshops are on Mondays, Tuesdays, Thurs-
days and/or Fridays Examination: Written, closed book exam; multiple choice and/or open questions Assignments Contact Information Dr. S.A. Rijsdijk, coordinator, Room T9-43, [email protected]. Office hours: by appointment through email only. Course Overview What is Innovation Management? Innovation management is turning ideas for new products or services into commercial success. This transformation process is typically multi-disciplinary in nature, which means that in practice people from different backgrounds and with various speciali-zations work together. The innovation process combines creativity, marketing and technology, psychology to understand customers, organizational design to create a proper innovative organization, law in relation to patents and to government regula-tion, and many more fields of expertise. All these different perspectives must be used to select the few good ideas out of hundreds of ideas and to turn those good ideas into commercially successful applications. The Position of Innovation Management in the Curriculum Entrepreneurship, Strategic Management, and Innovation Management all address important elements of strategic and organizational change in order to create compet-itive advantage. Entrepreneurship focuses on new business development and man-agement of small and start-up companies. Strategic Management focuses on strate-gic positioning of (typically) large corporations. In both Entrepreneurship and Strate-gic Management innovation is discussed as an important part of corporate strategy, but innovation management will not be discussed in great detail. The Innovation Man-agement course focuses on all aspects of managing the innovation process, from a strategic perspective as well as from an operational perspective. Innovation Manage-ment analyzes amongst others parallel and serial product development, modular de-
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signs and platforms, portfolio management, multi-disciplinary teams, new organiza-tional structures (like innovation hubs at the corporate level or new ventures at the business unit level) and cooperation with other companies. Innovation Management Literature As innovation processes are multi-disciplinary, the literature also makes use of many disciplines and perspectives. Innovation Management combines the strategic with the operational. The literature analyzes complex and detailed processes of individuals and teams working on new products and services, on business plans, on processes to allocate innovation resources among business units and projects, on innovation focused transformation processes of business units themselves or even whole cor-porations. Goal and End Terms After this course the student is able to:
� Recognize and use the terminology and main concepts from the discipline of Innovation Management;
� Carry out a strategic analysis of the market dynamics and consequently for-mulate the innovation strategy of a particular company and its implications;
� Give a description of the organizational structure of a company with regard to innovation and relate the type of innovation needed with the way to man-age them;
� Explain how a selected innovation strategy relates to the firm’s organiza-tional structure, to the allocation of people and resources to projects, and to the execution of specific projects.
Department The course is given by the section Innovation Management of the Technology & Op-erations Management Department. This section is also responsible for the Master Program in Management of Innovation (MI). More Detailed Information on the Course
Requirements No explicit prior knowledge is demanded from the students participating in this course.
Time budget Contact hours lectures (8 * 2 hrs) 16 hrs Study literature 56 hrs Workshop classes, incl. assignments (4 * 10 hrs) 40 hrs ___ Total 112 hrs
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Format and nature of the class meetings The course is taught in traditional lectures and workshops. There will be eight lectures. In these lectures the content of the book will be ex-plained. Lecture 1 is an introduction to the course and to innovation management in general. Lectures 2-8 will discuss different chapters of the book as well as additional articles from the innovation management literature. It is expected that students study the indicated literature in advance (see Blackboard for an overview of the literature to be prepared for each lecture). During the lectures emphasis is put on explanation and illustration of the concepts and theories from the book. The slides of each lecture can be found on Blackboard (in Power Point “format”) before the lectures. There will be four workshops. In these workshops we discuss a specific case related to innovation management. The workshops will deal with discussions on the case and on the relationships of the case with concepts and theories from the book and other literature. Students should sign in to participate in these workshops via Sin Online. The exact registration dates are listed below the timetable (see last page). In order to be able to participate in the workshops students are required to read the case, to read background literature (in the form of articles) and to hand in the assignments based on the case and the literature. These assignments are posted on Blackboard. The deadline for these assignments is on the Sunday before the case workshops start at 23:59 hours via safe-assignment on Blackboard. The assignments will be assessed (with a grade from 0-10) and form a part of the final grade for the course. Please note that the assignments are individual and that we thoroughly check these assignments for plagiarism.
Rules of the game We expect that students are present before the class starts and that the selected liter-ature has been studied. Presence at the lectures or workshops is not obligatory. Pres-ence at the lectures and workshops is however strongly recommended, because the materials that are dealt with supersede the reading materials. Literature dealt with in workshop classes is explicitly part of the exam (with the exception of the cases dis-cussed). This is also true for subjects that are addressed during the lectures but that are not addressed in the book. Literature (Study material for the exam)
x Goffin, K. & Mitchell, R., (2010) Innovation Management: Strategy and im-plementation using the pentathlon framework, Palgrave Macmillan, 2nd edi-tion. ISBN: 978-0-230-20582-6
x Articles for the workshops x Class materials (slides, notes)
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Examination Dates Exam: Friday, 12 June 2015, 09:30-12:30 hrs. Resit Exam: Tuesday, 14 July 2015, 13:30-16:30 hrs. Registration via Osiris is required. You can register from 35 to 7 days before the exam. Assessment and Examinations The closed book exam consists of closed multiple-choice questions and an open bonus question. The final grade will be based on the exam grade (60%) and the average grade of all 4 assignments (40%). There is no minimum grade requirement. There is a re-sit for the exam, but not for the assignments. The overall grade for the assignments (but not individual grades of assignments) will be valid for two years (this year and the next year but not subsequent years), but only if it is a 5.5 or higher. The exam grade is also valid for two years (this year and next year but not subsequent years), but only if it is a 5.5 or higher. Bonus Points Bonus points can be earned by participating in ERIM research at the ERIM Behavioral Laboratory (students can earn 0.2 per credit with a maximum of 0.4 points for two cred-its - approximately 1 hour of work). Bonus points for participating in ERIM research are only accredited when the final grade of the course (exam plus assignments) is 5.5 or higher. ERIM bonus points are only valid this year. Students that have participated in at least 2 case workshops have the possibility to answer a bonus question during the exam. This can earn them a maximum of 1.0 added to their exam grade. We note that partial and final grades can never go above 10.0. Students Retaking the Course Students who retake this course must study the materials of the current academic year (2014-2015) for the exam. Furthermore, last year’s ERIM bonus points are no longer valid. Students can use the overall grade for the assignments they made last year (but not individual grades of assignments), but only if it is 5.5 or higher. Students can also use last year’s exam grade, but only if it is 5.5 or higher. Please inform the coordinator before May 1st in case you want to use last year’s exam or overall assignment grade ([email protected]). Always register for the exam (even if you use last year’s exam grade). Examination Perusal Date, place and time of the perusal for the exam will be communicated to you via Black-board or SIN-Online. For the assignments answer models are discussed during work-shop lectures and these are also posted on Blackboard. Requests to reconsider exam or assignment grades must be submitted to the coordinators of this course by email. We note that re-grading may also result in a lower grade. Example examination questions Some example examination questions will be provided during class and published on Blackboard.
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Organisation and Format Please take notice of the announcements on Blackboard or during the lectures con-cerning last minute changes or additional information. Time Table (Please check SIN-Online/My timetable regularly for possible changes!)
Date/Time Room Lecture Teacher Dead-lines
Literature
2 April 11:00-12:45
CB-1 Lecture 1 Serge Rijs-dijk
9 April 11:00-12:45
CB-1 Lecture 2 Serge Rijs-dijk
Goffin & Mit-chell Chap-ter 1,2, en 3
12 April 23:59
Deadline Assign-ment 1
See Black-board
13-14 April Varies Workshop 1
Vikrant Si-hag
16 April 11:00-12:45
CB-1 Lecture 3 Paul Beije Goffin & Mit-chell Chap-ter 4
23 April 11:00-12:45
CB-1 Lecture 4 Daan Stam & Dirk Deich-mann
Goffin & Mit-chell Chap-ter 5
26 April 23:59
Deadline Assign-ment 2
See Black-board
28 April – 1 May
Varies Workshop 2
Balasz Szat-mari
30 April 11:00-12:45
CB-1 Lecture 5 Serge Rijs-dijk
Goffin & Mit-chell Chap-ter 5 & 6
7 May 11:00-12:45
CB-1 Lecture 6 Serge Rijs-dijk
Goffin & Mit-chell Chap-ter 7
17 May 23:59
Deadline Assign-ment 3
See Black-board
18-19 May Varies Workshop 3
Basak Man-ders
21 May 11:00-12:45
CB-1 Lecture 7 Serge Rijs-dijk
Goffin & Mit-chell Chap-ter 8, 9 & 10
28 May 11:00-12:45
CB-1 Lecture 8 Serge Rijs-dijk
31 May 23:59
Deadline Assign-ment 4
See Black-board
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1-2 June Varies Workshop 4
Timo van Balen
12 June 09:30-12:30
M-buil-ding
Exam
14 July 13:30-16:30
M-buil-ding
Re-sit Exam
Workshop Registration Dates (through SIN-Online) Workshop 1 registration: Wed. 8 April – Sun. 12 April Workshop 2 registration: Wed. 22 April – Sun. 26 April Workshop 3 registration: Wed. 6 May – Sun. 10 May Workshop 4 registration: Wed. 27 May – Sun. 31 May
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Research Training & Bachelor Thesis (BAD10) Course name: Research Training & Bachelor Thesis Course code: BAD10 Course load: 12 ECTS Term: Trimesters 2 and 3 Coordinator: S. Langeveld MSc., Robert Suurmond MSc. Course structure: See course schedule and the individual workgroup schedule Course schedule: See SIN-Online Examination: Assignments, Final Report Contact information: [email protected] Introduction The Research Training & Bachelor Thesis course is first of all a methodology course and secondly a research project that results in a final report called the “Bachelor The-sis”. In this course, you will work on a research question in teams of three students under the supervision of an instructor. The instructor is your main contact during this course, whereas the coordinators will primarily aid the instructors. The course will start, besides an organizational kick-off lecture, with a methodology lecture by the course coordinators. The course comprises of seven assignments that together form the final report. As-signments 1-4 together form the Critical Synthesis, assignments 5-6 together form the Research Project. Assignment 7 is a draft final report and includes both the Criti-cal Synthesis and the Research Project. You will work on assignments 1-4 in tri-mester 2 (January-March) and on assignments 5-7 as well as on the final report in trimester 3 (April-June). After each assignment, a feedback session will take place between the student team and the instructor. In this course you work in a team of three students. The team is enrolled in a “Theme”, a research topic offered by an instructor. The instructor has selected a hypothesis, i.e., a claim about the influence of a variable on another variable. Your project in this course is writing a critical evaluation of the empirical evidence regarding that hypoth-esis. The instructor of the Theme will be the instructor who provides you with feed-back on your assignments. General aim The general learning objective of the Research Training & Bachelor Thesis course is that you acquire the skills that are necessary for critically evaluating the results of empirical studies. It is an important part of the responsibilities of a manager to draw conclusions from reports that state that “research has shown” that a variable X (an independent variable) is beneficial or detrimental for a variable Y (a dependent vari-able). The independent variable might be a strategy; an intervention; an activity; an investment; a policy; a condition; or any other variable specified in a study, and the dependent variable might be “performance”; “success”; profits; sales; etcetera. If the empirical claim (that X influences Y) is true, then managers are expected to use this information in their actions and decisions. Because, however, an empirical claim might be wrong (or a correct empirical claim might not be applicable to their own situation), a manager must be able to critically evaluate that claim. Because the ability to critically evaluate empirical claims is crucially dependent on a sound understanding
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of statistical and methodological principles, the Research Training & Bachelor Thesis course is a methodology course. More specifically, after having finished this course you should be able
x To evaluate a report (e.g. an article in an academic journal) of a single re-search project (single study) on a number of crucial methodological ele-ments, such as:
o Research strategy. o Units that are studied. o Measurement. o Quantification of the observed effect.
x To be reluctant to draw conclusions for managerial practice from a single study, but instead to synthesize results from multiple studies.
x To write a critical evaluation of the empirical evidence regarding a claim about the influence of an independent variable on a dependent variable.
The Research Training & Bachelor Thesis course is a hands-on course. You will acquire critical reading skills by practicing them in a structured setting (“training”) and by getting feedback on your practice reports. In the practical, you complete a set of tasks (an “assignment”) and report about it; an instructor gives you feedback; and you apply the feedback by revising your text. In this course you will not only practice critical reading skills but you will also get some experience with conducting an empir-ical study. The aim of that part of this course is not that you learn to design and conduct an empirical study yourself. Its aim is to help you in acquiring a better under-standing of methodological principles and, in this way, to contribute to your critical reading skills. In this course it is assumed that you have not previously learned to critically evaluate an empirical claim. The aim of this course is that you acquire this reading skill, which is crucial for managerial practice. It is also assumed that you have not previously designed and conducted an empirical study. Because this is not a common part of managerial practice, it is not an aim of this course that you acquire the skills for de-signing and conducting such a study. You will design and conduct an empirical study in this course in order to become a better reader of research reports. How you will learn Being designed as a “practical”, the learning method in this course consists mainly of “learning by doing”, i.e., by doing something (probably for the first time and probably imperfectly) and, then, understanding and applying an instructor’s feedback on that work. You will study a course book that explains core methodological and statistical principles but you will learn what these principles mean by applying them in your own project. Your project in this course consists of writing a critical evaluation of the em-pirical evidence regarding a “hypothesis”, i.e., regarding a general (“theoretical”) claim about the influence of an independent variable on a dependent variable. You will do this in teams of three students.
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Organization Course coordination The course has a coordination team comprising of four people: Sandra Langeveld, Robert Suurmond, Jan Dul and Finn Wynstra. Sandra and Robert are responsible for the daily coordination of the course. You can contact them all via email:[email protected]. All content related matters can be discussed with your instructor. Assignments The course is designed as a ladder with seven steps. Each of these steps consists of an assignment and a feedback session. Each assignment must be handed in be-fore the published deadline. The feedback sessions are scheduled two days after each deadline. Each of these seven steps consists itself of three consecutive elements. 1. The starting point for each assignment is a deliverable which is specified in the
course book. The deliverable is always accompanied with a set of instructions. Step 1 of each assignment is, thus, practicing as instructed by the course book.
2. You must hand in a report of how you have practiced and what you have achieved in that practice. Hence step 2 of each assignment is writing a report.
3. Instructors will give you customized feedback from which you will learn how to evaluate and, if necessary, to improve your skills. Step 3 of each assignment, thus, is receiving feedback and learning from it.
One function of each assignment, thus, is that skills are practiced and that this prac-tice is reported and evaluated. From this perspective, assignments could be seen as stand-alone teaching and learning occasions. However, the results of the assign-ments are also cumulative. (That’s why the term ladder is used above.) Taken to-gether the assignments constitute one single project about which one single report is written. This implies that two more functions of the assignments can be specified: 1. In each assignment you will produce something (e.g., a literature review, a re-
search proposal, a data matrix, an estimate of an effect, a discussion) that directly and cumulatively contributes to the progress in your project. These outputs are inputs in next assignments: a research proposal is applied; data are analysed; results are discussed; etc.
2. In each assignment you will produce text that will be used (in a revised form) in the final report.
Feedback Feedback from the instructor, therefore, is not only useful as a means of evaluating what has been practiced and what has been learned in an assignment but also as: (a) An instruction for how to improve a result in such a way that it can be used in the next step of the project, and as (b) An instruction for how to revise your text before it can be used in the final report.
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You must revise your work according to the feedback that you receive and you must integrate this in later assignments. During the feedback session you will receive feed-back on the current assignment only. You can expect feedback on the entire report after assignments 4 and 7. Course Materials
o A digital course book that will be provided on Blackboard. This course book is the main reference in this course regarding the principles of research methodology. It also contains the seven assignments that you must com-plete in this course.
o Selected articles and book chapters will be provided on Blackboard. They will serve as an additional source to the course book.
Your instructor is entitled to set additional texts as mandatory reading. Workload The workload of this course is 12 ECTS. The time equivalent of 12 ECTS is 336 hours (42 days of 8 hours each), or an average of about 6 full working days per student per assignment. The size of the assignments is based on this calculation. Evaluation of your assignments is based on the assumption that this effort was available to the team and that it should have been spent if needed. Mandatory participation Deadlines for submission of the assignments are strict and attendance at the feed-back sessions is mandatory. Only personal circumstances that are clearly beyond your control (such as illness, urgent family circumstances, etc.) are legitimate reasons for absence, for insufficient participation in team work, or for not adhering to a dead-line for submission of an assignment. Students who fail to comply with these require-ments (e.g., students who do not sufficiently contribute to the work of their team; those who submit an assignment late; or do not participate in a feedback session) will not get a grade for this course (and hence fail the course). The primary responsibility for noting and dealing with absence lies with the instructor. You may (occasionally) try to reschedule the feedback session to an earlier date (never to a later date) on the explicit agreement of both parties (student team and instructor). In case agreement cannot be arrived at, the feedback session has to take place as scheduled and attendance is mandatory.
Grading The course will be concluded with a report for grading (“Bachelor Thesis”). Instructors will fill out an Assessment Protocol for each thesis, will formulate a grade proposal, and will forward this to the course coordinators. The course coordinators award the grades for this course after consulting the instructor. You will pass the course if your grade is 5.5 or higher. Note that the assignments will not be individually graded; only the final report will receive one single grade. Furthermore, a student team will, in principle, receive one single grade for their report.
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General instructions Submit each assignment on the Assignments page of the blackboard site of your Theme.
x Submit each assignment as a Word or PDF document. x Title each assignment according to group number and assignment number
using the following format: team1_assignment1.doc or team1_assign-ment1.pdf.
x Add to each assignment a separate front page with the following information: o Assignment number o Your team number o The names of all team members and the hours spent per person on
the assignment o Date of submission o The following disclaimer: “This document is written by [name 1],
[name 2], and [name 3], who declare that each individual takes responsibility for the full contents of the whole document. We de-clare that the text and the work presented in this document is orig-inal and that no sources other than mentioned in the text and its references have been used in creating it. RSM is only responsible for supervision of completion of the work but not for the con-tents.”
x Always number the pages Enrolment in Themes The enrolment procedure is explained on the SIN-channel of this course. IBA: BAD10 Research Training + Bachelor Thesis A kick-off session will take place on Thursday, 13 November, 2014 (for BA students); on Tuesday 18 November, 2014 (for IBA students); and on Monday, 6 January, 2015 (for exchange students, both BA and IBA). Attendance at this session is mandatory as during this session all necessary up-to-date information that students enrolling in this course should know will be presented. By enrolling in this course you declare that you are aware of all information that was presented during this meeting. Schedule There are two plenary lectures:
x Monday, 18 November, 2014, 13.00-14.45 hrs, LB-107. Kick-off lecture The kick-off lecture will introduce organisational matters of the course, such as enrolment, assignments, team work. For exchange students, a kick-off lecture is scheduled on Monday, 5 Janu-ary, 2015, 15:00-16:45hrs, CB-5.
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x Wednesday, 7 January, 2015, 12.00-13.45 hrs, CB-1.
Critical evaluation of a research report This lecture covers the basics for successfully evaluating a research report critically as expected in assignments 1-4. Topics covered include research hypothesis, research strategy, sampling and measurement. One additional consulting hour is provided for help with meta-analysis:
x Wednesday, 25 February, 2015, 10.00-11.45hrs, PC lab 2A/2B (T3-49/T3-45). Consulting hour meta-analysis This consulting hour is for students who are conducting a meta-analysis and need help.
Schedule deadlines and feedback sessions
Assignment Week Deadline Feedback session
Pre-assignment 3 12 January, 8AM -
Assignment 1 4 19 January, 8AM 21 January
Assignment 2 6 2 February, 8AM 4 February
Assignment 3 8 16 February, 8AM 18 February
Assignment 4 10 2 March, 8AM 4 March
Assignment 5 16 13 April, 8AM 15 April
Assignment 6 20 11 May, 8AM 13 May
Assignment 7 22 25 May, 8AM 27 May
Final report 23 5 June, 8AM -
Deadline final report: 5 June, 8AM. Team work The learning objectives of the Research Training course are individual, but you will design and conduct your research and write your report in a team of three students. Your success will depend to a large extent on the qualities (both in terms of academic and social skills as well as in terms of personality) of your teammates. This is why we strongly advise you
x To compose your three-person team before enrolment! x To spend considerable time, from the outset of this course, on discussing
o Each team member’s level of ambition and potential differences be-tween team members in this respect.
o Whether there are circumstances which might hinder a team member to fully participate in the team’s work.
o How you will organize your work.
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x To meet frequently as a team. x To keep records of your discussions and decisions. x To openly discuss difficulties and to spend sufficient effort to find remedies. x To report unresolved difficulties in team-work immediately to your instructor.
Pre-assignment on team-work The aim of this pre-assignment is for you as a team to lay a foundation for good team-work during the course. Your working arrangements must be adequate to achieve your ambitions and must be made explicit to your instructor. The deliverable of this assignment is a document in which you specify your working arrangements as a team, see the instructions below. You must specify in this docu-ment any activity by any team member during the course that might hinder full partic-ipation in the team’s work (i.e., any activity that might hinder a team member to con-tribute about 6 full days of work to the completion of an assignment in this course and/or to attend a team meeting and/or to attend a meeting with an instructor) and how this is solved. Attach the schedule of team meetings that has been agreed. Note 1: Note that you are enrolled in a full-time day program and that it is possible to do all work that is required for this course in office hours on times in which no other lectures or activities are scheduled. Only personal circumstances are legitimate rea-sons for absence, for limited availability for team-work, or for not adhering to the deadline for submission of an assignment. Note 2: By handing in this pre- assignment, you declare as a team that you know the contents of Note 1 and that you have verified that you can meet these requirements as a team (of which your schedule of team meetings is evidence). Deadline: Pre-assignment, 12 January, 2015 (IBA) Instructions for the pre-assignment on teamwork
x Meet as a team and discuss your individual interests and experience, if any, in the area of the Theme.
x Discuss your ambitions, both individually and as a team. Do you want to “just pass” this course, or do you want to achieve a high grade? Compare ambitions between team members and discuss implications of differences.
x Discuss the schedule of this course and its two-week cycle. One cycle con-sists of 10 workdays. You must submit your assignment not later than 8 AM on Day 8 of this cycle and you will get feedback on Day 10 of this cycle, after which you will work on the next assignment in the next two weeks. Each of you must be able to spend about 6 full days per cycle on this course. You must schedule both your individual work (reading, writing, etc.) and team meetings in such a way that your team functions adequately. Explore any potential obstacle to your team’s work, such as structural obligations (e.g., paid work, voluntary work, membership of associations, family duties, etc.) and foreseeable absences. You are enrolled in a full-time day program in which none of these potential reasons for absence or for limited availability for teamwork are legitimate. That is why you must arrange team work in
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such a way that no one (team mates or instructor) experiences any hinder of such activities.
x Decide about details such as: o How frequently you will meet in one cycle. (We advise you to have at
least two meetings, one in which the assignment is discussed and a work plan is agreed on, and one in which team consensus is achieved on the texts that you will hand in to your instructor. Very likely you will need more meetings.)
o How team meetings will be scheduled. Decide on fixed dates and times such as a meeting on Day 1 (or on Day 10, i.e., directly after the meet-ing with your instructor) to discuss the next assignment and to agree on a work plan, and on Day 7 to discuss the text you are going to sub-mit by Day 8.
o Where you will meet, e.g. in the university or at a team member’s home.
o How you will keep in touch with each other. Exchange mobile tele-phone numbers, email addresses, times that should or should not be used when contacting each other (e.g., a time in the evening after which no telephone contact must be made; a time in the morning be-fore which no such contact should be made; a similar arrangement about weekends).
o Whether one of you will be in charge of arranging meetings or changing times and places.
o Etc. x Write a report of this meeting, in which you explicitly formulate each decision
that you have made (i.e., regarding the team’s ambition, schedules for meet-ings, etc.) and their implications for individual team members in such a way that you can use it as a reference for the duration of the course.
Plagiarism In this course you will use ideas and other contents from a diverse set of sources (such as scientific articles, papers, books, news media, etc.). If you make use of such ideas and contents, you must always mention your source, regardless of whether your source is in a library, on the Internet, or elsewhere. If you literally copy text (either electronically by ‘cutting and pasting’ from documents or manually) without using quo-tation marks and mentioning the source is plagiarism. Also taking ideas from work by others by paraphrasing them without referring to the source is considered plagia-rism and will be treated as cheating. Tips for quoting and referencing Follow these rules:
x Always place a literal quotation between quotation marks and provide an adequate reference to the source.
x Do not edit or paraphrase other people’s words and present them as your own. If you are paraphrasing, say where the paraphrasing begins and where it ends and give the source.
x Never present other people’s ideas as your own, even if you are present-ing them in your own words.
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Tip 1: Take the online course on “References and citations” offered by the University Library (UB). You can find it on the website of the UB under “E-learning” (http://www.eur.nl/ub_informatievaardigheden/e_learning/verwijzen_en_citeren/). You have free access and you can do the course whenever you like. Tip 2: Take other Information literacy courses offered on the UB website. They help you to acquire practical and useful strategies and techniques for the searching and processing of scientific information, digital or otherwise. Tip 3: While searching and writing, keep a record of all the steps you take. Also save the results of your literature searches and all relevant bibliographic information in a document or database program. Software such as RefWorks (see www.ref-works.com) can be helpful in this process. Cheating Plagiarism is only one form of cheating. Obviously other types of cheating such as making up data or manipulating data are not allowed either. All cases of cheating will be reported to the Examination Board. The sanction for students caught cheating is generally that your participation in this course will be declared invalid and that you will thus fail the course. Be aware that each individual student is responsible for all of the team’s work (as-signments and Bachelor Thesis), not only for their “own” part. Therefore, it is your task as a team member to check each piece of information and each argument men-tioned in the team’s documents with the team member that first produced (calculated, wrote, etc.) it. Or, in other words, it is recommended to establish an “audit trail”.
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Supply Chain Management (BAD13) Course name: Supply Chain Management Course code: BAD13 Course load: 5 ECTS Term: Trimester 3 Coordinator: Dr. E. Oldenkamp Lecturers: Dr. E. Oldenkamp Assistant: S. Langeveld Course structure: Plenary lectures, Exercise lectures, Case assignments (individ-
ual), Simulation game, Final exam (multiple choice and open questions)
Course schedule: Plenary lectures on Tuesdays from 13:00-14:45 (week 14-18, week 20-23) and Monday May 4 (week 19) from 11:00-12:45 Exercise lectures on Thursday April 9 (week 15) 13:00-15:45, and Thursday May 7 (week 19) from 14:00-16:45 Case feedback sessions on Wednesday May 6 (week 19) and on Wednesday June 3 (week 23) from 12:00-12:45
Email: [email protected] Course Overview Subject and relevance Companies have over time specialized in a very limited number of business activities which they consider to be their core business. By doing so, they have been able to greatly increase their expertise, innovative capabilities and process efficiency. Com-panies have subsequently located their operations in regions that are most suitable in terms of natural resources, labour (either cheap or high grade), sales markets etc. As a consequence, a long chain of companies is involved in the manufacturing of products. These companies have limited insight into each other’s operations, and are often dispersed around the world. Such a situation requires that the chain of compa-nies is effectively managed otherwise processes would falter, customers would have to be disappointed, and costs would surge. Therefore, supply chain management is vital to companies that operate in such chains. Proper planning and managing of the supply chain can make the difference between a successful business and an outright failure. Progress in information technology has contributed to both the increasing need and opportunities for improved supply chain management. With IT, companies in a supply chain can be connected in real-time, which allows for efficient and effective sharing of information. The course program presents cases of real-world situations calling for appropriate state-of-the-art models and solution methods for the design, planning, control and improvement of supply chain operations. The course Supply Chain Management builds on the knowledge obtained in the course Operations Management offered in Bachelor 1.
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Learning Goals In this course students are not only encouraged to acquire the necessary knowledge, but also to develop a critical attitude to the position of firms in relation to various strategic and operational choices related to the supply chain. The course attempts to: � make you conversant in the language of supply chain management; � allow you to see the role of supply chain management in the overall strategy and
performance of the firm by providing a conceptual, strategic view of supply chain design and operations;
� enhance your critical thinking, not only in the area supply chain management but also as a future general manager;
� provide you with qualitative and quantitative tools to identify, analyze, and man-age basic supply chain management issues.
At the end of the course the student should be able to: � identify and use the main concepts and terminology in the domain of supply chain
management; � select and use the appropriate instruments and tools to construct a supply chain
management solution for a given situation; � identify and describe the needed design features of the supply chain; � recognize and use the different inventory replenishment strategies to control in-
ventory levels; � clarify and leverage the value of information sharing as assisted by information
technology for the integrated supply chain; � describe and choose the correct purchasing and sourcing strategy dependent on
the features of a supply chain; � design the physical distribution in a supply chain and adopt the transportation
accordingly; � identify the different (strategic) constructs for parties of the supply chain to col-
laborate, and to discuss and mitigate the accompanying risks; � analyze cases of real world situations and develop suitable supply chain man-
agement solutions. Course Information Pre-requisites Before taking this course it is strongly recommended that you have a firm grasp on the following concepts: � The fundamentals of Operations Management; � Quantitative Methods & Techniques: Statistics � Setting up a strategic business plan; � Some knowledge of Marketing, Information and Organizational management.
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Course Workload Contact hours for 11 plenary lectures, including the TFC game introduction and debriefing 22 hours Contact hours for 2 exercise lectures 4 hours Contact hours for the case feedback sessions 2 hours Case assignments (6 and 12 hours, respectively) 18 hours The Fresh Connection game (playing and assignments) 14 hours Self-study 80 hours Total course load 140 hours Teaching Methods The course consists of 11 two-hour plenary sessions for lectures, 1 one-hour and 1 three-hour sessions to practice numerical exercises, and 2 one-hour sessions for feedback on the case assignments. The main objective of the lectures is to give you directions, guidelines and context for preparation and study. This objective will be achieved by explaining concepts, giving you industry examples, and in-class practice questions. The material covered in these sessions will also be tested on the exam. Two Written Case Assignments There are two written case based assignments. For both cases you will need to gain access by purchasing an access code either by Credit Card or by PayPal (no credit card needed). Each case will cost approximately EUR 4. A link and detailed expla-nation will be placed in due time onto Blackboard. The average grade over the two case assignments counts for 25% of the course grade. For the grading of these cases and the exact weights of the case grades, please refer to the section “Assessment and Examinations” below. For each case assignment you need to answer a number of questions regarding the corresponding case and possibly some additional readings. Each assignment needs to be submitted electronically before its deadline, which is announced in the schedule below. Although you are encouraged to work with a study group in discussing and complet-ing the assignments, the reports need to be submitted individually. Duplicated and/or group work will be considered as a case of fraud and/or plagiarism, and it will be reported to the Examination Board. According to article 1.2 of the Rules and Guide-lines 2014-2015, fraud is defined as: “the action or negligence of a student as a result of which it is impossible, entirely or in part, to form a correct judgment concerning his/her knowledge, insight and skills”. This implies also that the (digital) providing of a document to a fellow student can be labelled as fraud, if this fellow student copies the entire document or parts thereof. In other words, students who distribute infor-mation can be punished as well. The Fresh Connection game TFC game (www.freshconnection.nl) is a supply chain learning experience. You can experience the effect of the supply chain strategies as if in real life, through simula-tion, building a bridge between theory and practice. The game will be presented by Stefan Hoogervorst (Education Director at Involvation Interactive, the game develop-ers) followed by individual gaming experience. The game is played in three rounds,
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in teams of four students; the teams are formed by the game developers, not by your own choice. You will each need to purchase a licence (EUR 15, paid by PayPal) to enter the game through internet and will be required to summarize your learning ex-perience through a supply chain mapping exercise before the first round and after each round a short “strategy into action” exercise. The exercises will be marked and will consist, together with the performance in the game 15% of your final grade, di-vided in the following manner: a max of 0.6 points for the supply chain mapping ex-ercise, a max of 0.6 points for the three “strategy into action” exercises and a max of 0.3 points for game performance. Game performance will be measured by the devi-ation from the ideal return/investment ratio. Lecture Schedule All plenary lectures will be delivered on Tuesdays from 13:00-14:45 (week 14-18, week 20-23) with exceptions in week 15, when TFC game will be introduced on Thursday April 9, between 13:00-14:45, and in week 19 during which the lecture is scheduled on Monday May 4 from 11:00-12:45. The exercise lectures will be taught on Thursday April 9 (week 15) from 15:00-15:45 and Thursday May 7 (week 19) from 14:00-16:45. The case feedback sessions will be delivered on Wednesday May 6 (week 19) and on Wednesday June 3 (week 23) from 12:00-12:45. The PowerPoint slides of the lectures will be published on the Blackboard site of this course. This is a tentative course schedule. Any changes will be announced on Blackboard. Week Lecturers Topic Literature
Chapters of book
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Oldenkamp Course information Introduction to SCM Supply chain integration
Course manual Ch 1 Ch 6
15 Apr. 7
Oldenkamp Inventory management and risk pooling Ch 2
15 Apr. 9
Hoogervorst Oldenkamp
The Fresh Connection kick-off (13:00-14:45) Exercise Lecture (15:00-15:45)
Supply Chain Mapping Exercise in The Fresh Connection game Deadline: Wednesday, April 15, 16:00 pm
Assignment I: Case 1 – consult Blackboard for details Deadline: Monday April 20 (week 17) at 8:00 am
16 De Koster Network planning Facility logistics
Ch 3
Opening of the 1st round of the TFC game Monday April 20, 10:00 Deadline finishing first round and filling in the “Strategy into Action” plan:
Friday April 24, 16:00 pm 17 Oldenkamp The value of information Ch 5
Opening of the 2nd round of the TFC game Monday April 27, 10:00 (feedback 1st round)
Deadline finishing 2nd round and filling in the “Strategy into Action” plan: Friday May 8, 16:00 pm
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18 Oldenkamp Supply contracts Strategic alliances
Ch 4 Ch 8
19 May 4
Oldenkamp Distribution strategies Ch 7
19 May 6
Oldenkamp Feedback on Case 1
19 May 7
Oldenkamp Exercise Lecture
Assignment II: Case 2 – consult Blackboard for details Deadline: Monday May 18 (week 21) at 8:00 am
20 Hoogervorst Oldenkamp
Feedback on the 2nd round of TFC (13:00-13:45) Procurement and outsourcing strategies Global logistics and risk management (14:00-14:45)
Ch 9 Ch 10
Opening of the 3d round of the TFC game Tuesday May 20, 11:00 Deadline finishing 3d round and filling in the “Strategy into Action” plan:
Friday May 22, 16:00 pm 21 Oldenkamp Coordinated product & supply chain design Ch 11 22 Hoogervorst
Oldenkamp
Debrief TFC game(13:00-13:45) Customer value Smart pricing (14:00-14:45)
Ch 12 Ch 13
23 Oldenkamp IT and business processes Technology standards
Ch 14 Ch 15
23 Oldenkamp Feedback on Case 2 Required Literature � Simchi-Levi, D., Kaminsky, P. and Simchi-Levi, E. (2009), Designing and man-
aging the supply chain, 3rd ed., McGraw-Hill Irwin, ISBN 978-007-127097-7 � Additional literature as indicated on Blackboard � Class materials (slides, notes, etc.) Office Hours
� Dr. E. Oldenkamp: office T09-37, email: [email protected] o weeks 14 – 17: Thursdays 09:00-09:45 o weeks 19 & 20: Mondays 10:00-10:45 o weeks 21 – 23: Thursdays 13:00-13:45
� Secretariat: Mrs. C. Meesters, office T10-25, Phone: 010-4081719, e-mail: [email protected]
Course E-mail Address For questions regarding the course organization or course content, any of the assign-ments or the final exam, you can also send an email to: [email protected].
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Examination Dates Final Examination: Tuesday, June 8, 2015 from 13:30-16:30 in the Van der Goot (M) building. Re-sit Examination: Tuesday, July 17, 2015 from 18:30-21:30 in the Van der Goot (M) building. Registration via Osiris required. You can register from 35 to 7 days before the ex-amination. Assessment and Examinations Grading Your course grade will be determined by an assessment of your performance on: 1. A written, closed-book exam which counts for 60% of the final grade; 2. Two written case assignments which the average counts for 25% of the final
grade; 3. The fresh connection game: assignments and performance in the game will ac-
count for 15% of the final grade (for the exact grading see the paragraph about TFC).
1. The written exam will consist of 30 multiple choice questions, each with four alter-native answers, and some open-ended questions. All questions that require any cal-culations will appear in the open-ended questions. The multiple choice questions make up 70% of the exam grade, while the open-ended questions will constitute 30% of the exam grade. During the exam, you may only use a non-programmable alpha-numerical calculator. You need to score at least a 4.5 for your written exam to receive a grade for this course. 2. For each of the case-based assignments you will receive a separate grade. The average over the two cases counts for 25% of your final grade. When failing to hand in (on time) one or both of the cases, your maximum grade for this course will be reduced to 8.8 or 7.5 respectively. 4. Failing to send in any of TFC exercises before the deadline, or failing to finish
the rounds before their deadline will result in loss of the respective points. There will be no opportunity for a re-sit for the case assignments or the game assign-ments. The cases and the game cannot compensate exam grades which are lower than 4.5. Minimum grade requirement According to article 5.2, paragraph 4 of the Rules and Guidelines 2013-2014: “If the examination part is assessed on the basis of more than one examination, no final grade for the examination part will be calculated if one of the examination grades is lower than a 4.5. Examinations that can be taken only once per academic year, most likely practicals such as case reports and team assignments, are exempted from this
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rule.” This means that you do not need to receive a 4.5 or higher on the cases nor on the fresh connection game assignments in order to receive a grade for this course, unlike the exam. Validity of Partial Grades In accordance with the Teaching and Examination regulations 2014-2015 (article 4.2, paragraph 3): “If an examination component should be tested by more than one ex-amination, the term of validity of the partial result shall be limited to the academic year in which the partial examinations are taken, unless the examiner determines otherwise”. In other words, all partial grades of this course are only valid for the cur-rent academic year 2014-2015, and previous results for the case assignments and written examinations are no longer valid. Students Retaking the Course Students retaking the course must complete the assignments and exams as they are required for the current academic year. The examination for re-takers is thus based on the content and conditions that apply to the current academic year (2014-2015). Examination Perusal The date, time and place of the perusal will be announced when the grades are pub-lished. RSM Student Representation If you as a student have any comment about the quality of your courses, be it positive or negative, please send an email to the corresponding representative or approach him or her personally after the lecture. RSM SR email: [email protected]
