Undergraduate Course: Supply Chain Management 4 (MAEE10002)
|School||School of Engineering
||College||College of Science and Engineering
|Credit level (Normal year taken)||SCQF Level 10 (Year 4 Undergraduate)
||Availability||Available to all students
|Summary||This course focuses mainly on supply chain management topics of operations management. Its goal is to help students become effective managers in today's competitive, global environment. This is because many of the students who take this course will progress to become managers in manufacturing (and service) organisations in a variety of functional areas. Students should gain an understanding of what supply chain managers do and realise that supply chain management is a highly complex activity and involves many business functions.
2. OPERATIONS AS A PROCESS:
What is a process?
How can operations be represented as a process?
In designing the operations┐ process what does the triangle of conflicts reveal?
3. OPERATIONS AS A STRATEGIC MANAGEMENT ACTIVITY:
How does an operations strategy differ from
A business strategy?
How can operations be a ┐competitive┐ weapon┐
4. A PLANNING PERSPECTIVE & THE TOOLS (MRP, MRPII, ERP)
What are the different elements that need to be considered in planning for production and how do they relate to each other?
What is the difference between MRP, MRPII, ERP?
How should an ERP system be selected and implemented and why?
5. DEMAND MANAGEMENT
How can demand be represented?
What issues need to be considered when examining demand?
6. AGGREGATE PLANNING (SOP / RCCP)
What are the different manufacturing strategies and how do they differ?
What is the purpose of aggregate planning?
Who needs to be involved and why?
Demonstrate how different scenarios can be modelled.
7. MASTER PRODUCTION SCHEDULING (MPS):
What is MPS?
How is MPS calculated?
Demonstrate how different scenarios can be modelled using MPS.
8. CAPACITY PLANNING:
What is capacity planning?
What issues should be considered for capacity planning?
What is a routing and work centre and what are their significance for capacity planning?
9. MATERIAL REQUIREMENTS PLAN (MRP):
What is MRP?
What issues should be considered for component management
What is a Bill of Materials (BOM) and why is it important?
How is MRP calculated?
Demonstrate how different scenarios can be modelled using MRP.
Why is inventory important, but what are its drawbacks?
What issues are involved in the handling and management of inventory?
Why is inventory record accuracy important and how is this achieved?
How can order quantities and delivery dates be calculated and what are the implications?
11. JIT / LEAN:
What is the problem with traditional operational approaches?
What has been learnt from Japan?
What are the implications of Japanese approaches for materials?
What is ┐lean┐ and how does this relate to Japanese approaches?
How does JIT [kanban] function?
What is the ┐traditional┐ approach to SCM?
What are the implications of the ┐lean┐ / JIT approach for SCM?
What is a sourcing strategy and how should it be established?
What is involved in supplier selection?
What are the benefits / challenges of sourcing globally?
What logistical issues can be considered?
What is global-out-sourcing and how does this relation to SCM?
Entry Requirements (not applicable to Visiting Students)
||Other requirements|| None
Information for Visiting Students
|High Demand Course?
Course Delivery Information
|Academic year 2019/20, Available to all students (SV1)
|Learning and Teaching activities (Further Info)
Lecture Hours 20,
Seminar/Tutorial Hours 10,
Formative Assessment Hours 1,
Summative Assessment Hours 2,
Programme Level Learning and Teaching Hours 2,
Directed Learning and Independent Learning Hours
|Assessment (Further Info)
|Additional Information (Assessment)
||Final Examination (100%) - 3 questions from 4 (2 hours)
||Hours & Minutes
|Main Exam Diet S2 (April/May)||2:00|
|Resit Exam Diet (August)||2:00|
On completion of this course, the student will be able to:
- Understand how different companies operate different strategies (make-to-order, make-to-stock, assemble-to-order, etc.) in the same market and how to link these manufacturing strategy; Distinguish between the different types of inventory and be able to calculate some of the cost and service trade-offs involved in reaching materials management decisions;
- Develop policies for both continuous review and periodic review inventory control systems; Describe how aggregate planning relates to a company's long-term and short-term plans, and be able to calculate different types of reactive and aggressive alternatives and calculate the advantages and limitations of each;
- Distinguish between dependent and independent demand and their differences when planning for the replenishment of materials;; Discuss the importance of the MPS and the nature of the information that can be derived from it, and develop an MPS (for a make-to-stock environment) and compute the ATP and MPS quantities for end items;
- Explain the logic, and perform the necessary calculations, of MRP, identifying the key inputs (and their source) and outputs (and where and how they are used); Identify the characteristics of JIT that enable the realisation of the JIT philosophy, how JIT can facilitate continuous improvement, the strategic advantages of JIT and the issues associated with implementation;
- Explain how to link marketing strategy to operations strategy through the use of competitive priorities;.Explain how operations management (and specifically materials management) can be used as a competitive weapon.
|Graduate Attributes and Skills
|Course organiser||Dr Ashley Lloyd
Tel: (0131 6)50 3817
|Course secretary||Mr James Foster
Tel: (0131 6)51 3562