• Course title: Analytical Methods and Data Science
• Number of ECTS: 7
• Course code: F2_LSCM-24
• Module(s): Core courses
• Language: EN
• Mandatory: Yes

On completion of the course unit successful students will be able to:

clean, transform, and analyse data,

use supervised learning methods to solve regression and classification problems,

perform basic statistical analysis, regression and time series analysis,

use optimisation methods to solve optimisation problems,

use a wide range of analytical methods that are useful for data analysis and problem solving,

apply these methods to real world problems using Python.

The course provides an introduction into analytical methods for supply chain management, such as statistical data analysis, time series analysis, supervised machine learning, as well as numerical methods for constrained and unconstrained optimisation. Students will get a hands-on experience with widely used Python libraries, such as Pandas, Numpy, Scipy, Scikit-Learn, as well as solver libraries for optimisation.

Grading scheme: 20 points (0-20) / min 10/20 for passing grade.

40% Written exam – Comprehensive closed-book exam on theory covered during lectures.

30% Presentation – Each group selects a comprehensive project to solve a real-world problem, for example participation in a Kaggle competition or development of an optimisation model from a case study. Students will hand in a project report and present their results to class.

30% Individual exercises, one for each topic covered during the lecture. While high-level collaboration is encouraged, each student is required to work on the exercises on his/her own.

Literature:

Gareth, Witten, Hastie, Tibshirani, and Taylor. An Introduction to Statistical Learning: With Applications in Python. Springer Nature, 2023.

Bertsimas, Freund. Data, Models, and Decisions. Dynamic Ideas, 2004.

Hastie, Tibishirani, Friedman. Elements of Statistical Learning. 2nd edition, Springer, 2009.

Hillier, Liebermann. Introduction to Operations Research. 10th edition, McGraw-Hill, 2014.

• Course title: Inventory Management
• Number of ECTS: 4
• Course code: F2_LSCM-5
• Module(s): Core courses
• Language: EN
• Mandatory: Yes

 On completion of the course unit successful students will be able to: distinguish different functions of inventory in different supply chain environments, explain how inventories can be used to manage supply chain performance, use models to analyse inventory systems quantitatively and interpret results, determine the right inventory policies to achieve given performance objectives.

Operations and supply chain management is about concepts, models, methods, and strategies that can help companies to better match supply with demand. Ideally, products should be available exactly when, where, and in the amount needed. In reality, various obstacles exist that render this a very challenging task for companies. Inventories can help in this respect. They allow companies to decouple supply and demand so that supply processes can be designed more efficiently. However, inventories come at a cost and analysis is needed to determine how inventory should be used to make supply processes more efficient. This course discusses the different roles inventory plays within the supply chain. It introduces quantitative models that capture the trade-off between inventory holding costs and performance in meeting demand with supply. Core topics of this course include: Lot-sizing: EOQ; Wagner-Whitin, Forecasting and demand fitting, Newsvendor model, Multi-period replenishment decisions (different replenishment policies), VMI Sourcing, Advance demand information.

Grading scheme: 20 points (0-20) / min 10/20 for passing grade.70% Written exam – to assess individual insight in Inventory Management concepts, basic analytical skills.15% Take-home assignment – to assess Computational and Project Skills with Newsvendor and EOQ models.15% Take-home assignment – to assess Computational skills in Forecasting, Lot sizing and Stochastic Inventory Control.

Literature:Course book:Silver, E.A., Pyke, D.F., Thomas, D.J. (2017), Inventory and Production Management in Supply Chains, 4th Edition, CRC Press.Lecture notes to be made available.Recommended further reading:Chopra, S., Meindl, P. (2016), Supply Chain Management – Strategy, Planning, and Operation, 6th edition, Pearson.Axsäter, S. (2006), Inventory Control, 2nd. Ed., Springer.

• Course title: Supply Chain Management
• Number of ECTS: 4
• Course code: F2_LSCM-6
• Module(s): Core courses
• Language: EN
• Mandatory: Yes

On completion of the course unit successful students will be able to:understand and explain how supply chain management contributes to the financial performance of companies across a wide range of industries,identify and assess the potential of coordinated decision-making along the supply chain,understand strategic supply chain decision in correlation with overall company strategy,identify obstacles that complicate supply chain coordination,evaluate risks in supply chain based on product, technology or external factors,present supply chain management challenges to a broad audience, and argue competently about problem solution strategies,understand the application of Lean Manufacturing and Lean concepts as part of Operation Excellence in Supply Chain,show global trends and technology development in Supply Chain.

Supply chains are networks of organisations (suppliers, manufacturers, distributors, retailers) that jointly supply and transform materials, and distribute products and services to consumers. All parties involved have their own objectives but are also dependent on each other to serve the final customer. Supply chain management addresses the interplay between individual objectives and overall supply chain performance. If designed and managed properly, these networks are a crucial source of competitive advantage for both manufacturing and service enterprises. In this course, a framework of supply chain drivers is developed that helps understand and predict the financial performance of a firm’s supply chain strategy. A key insight is that supply chain coordination can generate a win-win situation that benefits all supply chain members. We will also look at the impact of the globalisation of Supply Chain as well as the elements to take into account in designing global supply chain. The main topic areas covered are:SC Performance: Achieving a strategic fit, SC Design (Network, distribution, and transportation), SC Inventories, SC Forecasting, SC Coordination (information and incentives), SC Operation Excellence – Lean, SC Global network and new technologies.

Grading scheme: 20 points (0-20) / min 10/20 for passing grade.50% Written exam – Validate the understanding of key supply chain concept presented in the course and the capability to extrapolate analysis from them.50% Presentation – Evaluate the application of the theoretical concept in a used cash and capability to extend research of data beyond the course.

Literature:Large parts of the course are based on the following textbook:Chopra, S., Meindl, P. (2016) Supply Chain Management: Strategy, Planning, and Operation, 6th edition, McGrawHill.Edward Frazelle (2002), Supply Chain Strategy, The Logistics of Supply Chain Management, McGrawHill.

• Course title: Personal Presence, Communication and Networking
• Number of ECTS: 1
• Course code: F2_LSCM-23
• Module(s): Transferable skill courses
• Language: EN
• Mandatory: Yes

On completion of the course unit successful students will be able to:

effectively communicate in a professional setting, both verbally and through email and PowerPoint presentations,

present themselves with professionalism and confidence during networking events,

project a strong professional presence by mastering voice, body language, and content, while developing awareness of their personal brand and identity,

utilise essential tools for team communication, such as whiteboards and team huddles.

Personal Presence and Branding: Presenting Yourself, Mastering Voice and Body Language (The Art of Communication), Building Your Personal Brand (Reference: Ferrazzi, p. 224). Top-Down Communication: Mastering the Pyramid Principle (Barbara Minto) and the Elevator Pitch. Email Communication: Focus Areas: Typography and Grammar, One-to-One and One-to-Many Communication: Opportunities and Challenges. Communicating with Slides: Storylining, Chart Design. Team Communication and Collaboration: Team Huddles, Collaboration Tools: Whiteboards and Performance Management, Effective Team Meetings (Reference: Lencioni, Death by Meeting), Keys to High-Performing Teams (Reference: Lencioni, The Five Dysfunctions of a Team and Death by Meeting). Professional Networking: Understanding Different Networking Events, The Trust Equation, First Impressions, Professional Behavior, and Business Conduct, Preparation, The Art of Small Talk, Mastering Conversations, and Follow-Up (Reference: Ferrazzi, p. 67). Interview Practice: Best practices for successfully navigating interviews as a candidate.

Grading scheme: 20 points (0-20) / min 10/20 for passing grade.

60% Presentation – Final presentation is an opportunity to bring all class elements together. What is expected from students is to showcase their personal brand (40% – key element of the presentation), explaining how they build on this brand in a professional networking event (10%), have a robust storyline and a solid quality in their slides that they present (25%), project personal presence (25% – voice, body language) throughout their presentation.

30% Written exam – Multiple Choice exam of 16 Questions.

10% Active participation.

Literature:

Never eat alone – Keith Ferrazzi,

Speak like Churchill, stand like Lincoln (21 powerful secrets of history’s greatest speakers) – James C. Humes,

5 Dysfunctions of a team – Patrick Lencioni.

• Course title: Selected Seminars and Site Visits
• Number of ECTS: 1
• Course code: F2_LSCM-26
• Module(s): Transferable skill courses
• Language: EN
• Mandatory: Yes

On completion of the course unit successful students will be able to:

build a professional business network,

articulate and understand real-life supply chain problems.

The LCL regularly hosts informal seminars throughout the academic year from September to June. This is an essential and mandatory part of the Master programme, as it is a prime opportunity for our students to learn from logistics and supply chain experts about their daily challenges, and solutions that have been applied. These insights complement the content taught in the LSCM (Logistics & Supply Chain Management) curriculum. Moreover, it allows students to build their network in Luxembourg, the Greater Region, and beyond, by interacting directly with corporate speakers. For the speakers and their HR colleagues, the Industry Seminars are a great opportunity to present their company to the LSCM students and to enhance their potential talent pool generally – independently of the company’s prevailing recruitment context. The seminars may include companies such as CFL (Luxembourgish National Railway Company), Cargolux Airlines, POST (largest postal and telecommunications services in Luxembourg), Ferrero, Amazon, PwC, Grosbusch and many more. Students also attend events organised by the Cluster for Logistics (C4L).

Grading scheme: 20 points (0-20) / min 10/20 for passing grade.

90% Quizzes – A couple of days after a visit, seminar, or conference, the students will be administered a quiz on Moodle with 4 questions relevant to the event they participated in.

10% Active participation.

Course materials on Moodle.

• Course title: Project Management in Supply Chains
• Number of ECTS: 1
• Course code: F2_LSCM-32
• Module(s): Transferable skill courses
• Language: EN
• Mandatory: Yes

On completion of the course unit successful students will be able to:understand the main concepts, terminology and methodologies when planning, executing and controlling a project in the area of supply chain management,analyse the role of a variety of stakeholders that are involved in a project and their interconnection,practice with the relevant trade-offs when dealing with projects, especially in time-based competition and how to focus on value for the customer,experiment the overall evolution of a project, in an interactive environment in which project management skills will be developed without the risk of failure.

Project management is becoming increasingly important as companies are challenged with the requirements of dynamic business environment where organizations constantly need to introduce new products, processes, or programs to survive. In this course, the fundamental concepts of project management, with an emphasis on the trade-offs involved, will be presented. Several case studies, relevant in the supply chain domain, will be discussed. Moreover, students will be introduced to the concepts, tools and methodologies developed to assist project managers. Specifically, the course will focus on Project Management in Practice with PROSIGA, a project simulation game, in which the overall evolution of a project will be faced. In this way, we recreate a “real”, interactive environment in which management skills can be developed without the risk of failure. Topics covered in the second part of this course are, amongst others: Time-Cost–Quality trade-offs, Critical path method (CPM) and the PERT model, Capacity and resource allocation and levelling, Project planning and controlling, Project execution and monitoring.

Grading scheme: 20 points (0-20) / min 10/20 for passing grade.30% Case study – Novo Nordisk case study report (1) is to be submitted individually, by email just before the class discussion. The students will be evaluated on the quality (not the quantity) of their contributions.60% Reports – Assignment reports of the simulation PROSIGA (reports 2 and 3) must be submitted by groups at the end of the simulation session. The students will be evaluated on the quality (not the quantity) of their contributions.10% Active participation – Participation in cases discussion is expected and evaluation will be based on the quality of the participation and value added to the construction of collective knowledge/abilities.

Literature:Ayers, J.B. Supply Chain Project Management. CRC Press, Taylor & Francis Group, 2010.Cano, J.L., Rebollar, R. and Sáenz, M.J. Curso de Gestión de Proyectos. Asociación Española de Ingeniería de Proyectos, 2003.Klastorin, T. Project Management: Tools and Trade-offs, John Wiley & Sons, Inc., Somerset, NJ, 2004.Meredith, J.R. and Mantel, S.J. Project management, a Managerial Approach. Ed. Wiley Publishing Inc., 2006.Case: Novo Nordisk Engineering: running for fast-track project execution, IMD-6-0285.

• Course title: Selected Topics in Digital Procurement
• Number of ECTS: 3
• Course code: MP_LSCM_DP-1
• Module(s): Track in Digital Procurement
• Language: EN
• Mandatory: Yes

Students will take a deep dive into a number of technology trends in procurement and learn how modern procurement organizations use and benefit from data, digital processes, and supply chain automation.

Ferrero – Pierluigi d’Alessio, Luis Diaz Lemus, Layla Zaidi- Overview of the tools in the Market supporting the S2P Process- Supplier Onboarding Process @ Ferrero- Tender on Ariba- Other tools of Supplier collaboration: Supplier Portal- POS Material Catalogues on AribaThe course aims to build / improve knowledge on the main topics and challenges around the definition and implementation of a best-in-class solution to manage S2P processes.Moneyball CPH – Jacob Gorm LarsenThe objective of the course is to introduce the students to a model and process for how to run a digital transformation of a procurement function and how to develop and apply digital negotiation strategies. The students will be familiar with specific concepts which can be applied in future procurement roles. The course will use mostly power point in combination selected articles and video material as well as application demos.WTP Buynamics – Jeroen Maas, Auke Kooij- Intro to should cost analysis- Data for should costing and prediction models- Case study using Buynamics “What’s-the-Price”Prof Gilbert Fridgen, Dr Alexander Rieger, Dr Tamara Roth, Dr Johannes SedlmeirIntroduction to blockchain, technical misconceptions about blockchain, examples for blockchain applications in supply chain management.

Grading scheme: 20 points (0-20) / min 10/20 for passing grade

Ferrero – Pierluigi d’Alessio, Luis Diaz Lemus, Layla Zaidi

21% Take-home assignment – 9 Questions quiz to test the level of understanding of a list of learning videos proposed.

9% Take-home assignment – Test the level of understanding of S2P digital processes, systems and roles

Moneyball CPH – Jacob Gorm Larsen

30% Take-home assignment – Couple of questions relating to Digital Transformation of a Procurement Function & Digital Negotiation Skills.

WTP Buynamics – Jeroen Maas, Auke Kooij

3% Active participation

7% Presentation – Group business case

Prof Gilbert Fridgen, Dr Alexander Rieger, Dr Tamara Roth, Dr Johannes Sedlmeir

30% Presentation – Present a selected topic on blockchain and its potential relevance for digital supply chain management.

 

Literature List:Jacob Gorm Larsen part:Part of the course is based on the book “A Practical Guide to E-auctions for Procurement: How to Maximize Impact with e-Sourcing and e-Negotiation” by Jacob Gorm Larsen

• Course title: Fundamentals of Procurement
• Number of ECTS: 3
• Course code: MP_LSCM_DP-4
• Module(s): Track in Digital Procurement
• Language: EN
• Mandatory: Yes

The course aims to help student build and develop a thorough comprehensive understanding on contemporary procurement practice, procurement strategies, and problem-solving tactics. Study area covers the following area: procurement cycle, cost analysis & management, financial risk management, procurement risk management, procurement project management, contracting, crisis management, resiliency, supplier relationship management, professional ethics, sustainability, compliance and future trends in procurement. 

The course aim to provide students with the following learning outcomes:

Understand and master vocabulary / lexicon that made up core working knowledge for procurement practitioner;

Understand a comprehensive overview of a career in procurement;

Obtain a holistic set of thinking models that influences contemporary procurement;

Develop a pragmatic skillsets to resolve common problems that procurement practitioner solve on a daily basis;

Develop understanding on the 2020-2023 global supply chain crisis and how procurement had been reshaped;

Provide industry insights on the future of procurement practice

The course content is divided into six in-person sessions, with the following sequences: Context of Contemporary Procurement; Procurement in 10x Essential Thinking Models; Management of Cost; Management of Risk; Supplier Relationship Management, Ethics & Communication; The Future of Procurement

33% Take-home assignment – Conduct a due diligence report on procurement profile of a target company prior acquisition (pre M&A procurement due diligence)

33% Presentation – Conduct and present an analysis of cost and recommendation for procurement cost management for a volatile commodity

33% Presentation – Conduct and present a strategy for building a resilient procurement practice

• Course title: Supply Network Design
• Number of ECTS: 2
• Course code: MP_LSCM_DP-6
• Module(s): Track in Digital Procurement
• Language: EN
• Mandatory: Yes

Characterize and differentiate design, planning and operational problems related to distribution logistics

Get an overview of Network Design principles and relate them to real supply chains

Learn how to design networks, locate facilities and assign facilities to markets from analytical and software-based approaches

Analytical methods for design and planning of distribution networks

Practical assignment classes including the software AIMMS

In order to best match supply with demand, companies strive to produce goods exactly when, where and in the amount, customers demand them. In general, however, this is not economically and/or technically easy to determine. Network Design is meant to define strategic, long-term decisions aiming at locating facilities and storage spaces for goods flow. This involves:selecting the place, type and size of facilities, design the distribution network, choose the transportation means and storage. This is complemented with sorting and allocation processes before taking care of short-term operational decisions (distribution logistics). Depending on these choices, supply chains take on different forms. This course introduces analytical tools, approaches, and techniques used in the design of distribution logistics activities. With the help of these tools, insights into key decisions on a strategic and tactical, levels are gained. The course provides an engineering view of logistics and more generally of supply chain networks.

Grading scheme: 20 points (0-20) / min 10/20 for passing grade

100% Group work – Work on a project involving facility location and distribution flow assignment

Literature: Main textbook

Ghiani G., Laporte G., Musmanno R. (2013). Introduction to Logistics Systems Management. Wiley

Complementary textbooks

Chopra, S., Meindl, P. (2016), Supply Chain Management – Strategy, Planning, and Operation, Pearson

Articles and handouts provided in class

• Course title: Thesis preparation
• Number of ECTS: 4
• Course code: F2_LSCM-25
• Module(s): Master Thesis
• Language: EN
• Mandatory: Yes

On completion of the course unit successful students will be able to:develop a research plan including the description of the research topic, the formulation of the research questions, definition of the objectives and explanation of the methodology adopted to answer them,collect, process and analyse data shared by the company sponsor using the methodology defined in the research plan,propose solutions for a given problem scope that are supported by research outcomes,report the research process and outcomes in poster and in oral presentation.

Introduction to the Master Thesis, Poster: research topics and research questions, Poster: literature review and methodology, Poster: results and discussion, Poster: introduction and conclusion: How to motivate your research findings?, Paper presentation, Poster preparation.

Grading scheme: 20 points (0-20) / min 10/20 for passing grade.30% Paper presentation – The paper presentation consists in the presentation by the student of a paper selected that is relevant for the master thesis followed by a discussion aimed to demonstrate his/her sound competence in the research topic and methodological field of the paper selected.50% Poster design and presentation – The student will present his/her thesis project during the IAP at MIT in January by a poster presentation. The poster design and presentation will be evaluated followed by a discussion aimed to demonstrate his/her sound competence in the initial scope, research question, hypotheses and first results that have been generated.10% Active participation – The students will perform individual writing exercises, one for each topic covered during the lecture. As collaborative research is encouraged, each student will discuss and offer feedback to other students’ exercises.10% Take-home assignment – The students will perform individual and team writing exercises aiming to discuss in class the questions and feedback for other students.

Literature:Cargill, M., & O’Connor, P. (2021). Writing scientific research articles: Strategy and steps. John Wiley & Sons.Glasman-Deal, H. (2020). Science research writing: for native and non-native speakers of English. World Scientific.Booth, W. C., Booth, W. C., Colomb, G. G., Colomb, G. G., Williams, J. M., & Williams, J. M. (2016). The craft of research. University of Chicago press.All students will have access to a Moodle with additional information on the topics covered in class.

• Course title: Finance for Supply Chain Managers
• Number of ECTS: 3
• Course code: F2_LSCM-8
• Module(s): Core courses
• Language: EN
• Mandatory: Yes

On completion of the course unit successful students will be able to: 

Describe and communicate how operational decisions in a supply chain impact on the financial situation of a company

Rephrase operational suggestions into financial terms

Indicate the financial impact of operational decisions on the company’s cash flow / working capital

Discuss the importance of financing for supply chain management

Identify situations where operational and financial decisions within a supply chain interact

Apply your knowledge on financial supply chain management to tackle real business problems 

This course links supply chain management to the financial systems and objectives of the corporation. It is aimed to provide supply chain professionals with the basic language and tools to assess and communicate the impact of the supply chain on a company’s financial and societal performance.Themes include: Basics of Accounting, Supply Chain and Financial Performance, Financial Planning and Management of Operating Working Capital, Discounted Cash Flow Techniques for Project Valuation, Managerial (Cost) Accounting.

The final grade is made of three parts: homework (50%), class participation (10%), case writeups (40%).

Literature:

Serrano, Alejandro and Lekkakos, Spyros D.: “Practical Finance for Operations and Supply Chain Management”. MIT Press, 2020

Karen Berman, Joe Knight, and John Case: “Financial Intelligence: A Manager’s Guide to Knowing What the Numbers Really Mean”. Harvard Business School Press, 2006

Brealey, Myers and Allen: “Principles of Corporate Finance”. 8th ed. McGraw- Hill Irwin, 2005

Northcott D: “Capital Investment Decision-Making”. International Thomson Business Press, 1992

Stickney C., Weil R.: “Financial Accounting”, 9th ed. Harcourt, 2000

Robert C. Higgins: “Analysis for Financial Management”, 10th Ed. McGraw-Hill Education, 2011

• Course title: Selected Seminars and Site Visits
• Number of ECTS: 1
• Course code: F2_LSCM-36
• Module(s): Transferable skill courses
• Language: EN
• Mandatory: Yes

On completion of the course unit successful students will be able to: 

Build a professional business network

Articulate and understand real-life supply chain problems

The LCL regularly hosts informal seminars throughout the academic year from September to June. This is an essential and mandatory part of the Master programme, as it is a prime opportunity for our students to learn from logistics and supply chain experts about their daily challenges, and solutions that have been applied. These insights complement the content taught in the LSCM (Logistics & Supply Chain Management) curriculum. Moreover, it allows students to build their network in Luxembourg, the Greater Region, and beyond, by interacting directly with corporate speakers. For the speakers and their HR colleagues, the Industry Seminars are a great opportunity to present their company to the LSCM students and to enhance their potential talent pool generally – independently of the company’s prevailing recruitment context. The seminars may include companies such as CFL (Luxembourgish National Railway Company), Cargolux Airlines, POST (largest postal and telecommunications services in Luxembourg), Ferrero, Amazon, PwC, Grosbusch and many more.Students also attend events organised by the Cluster for Logistics (C4L).

90% Quizzes – A couple of days after a visit, seminar, or conference, the students will be administered a quiz on Moodle with 4-5 questions relevant to the event they participated in.

10% Active participation

Attendance is compulsory and any absence must be justified (medical certificate).

• Course title: Introduction to Supply Chain Leadership
• Number of ECTS: 2
• Course code: F2_LSCM-44
• Module(s): Transferable skill courses
• Language: EN
• Mandatory: Yes

On completion of the course unit successful students will be able to: 

Draw from a diverse pool of leadership theories,

Channel stress into productive team relationships and successful projects,

Use all four communication styles (V.E.L.D.) in their persuasion of others.

Defining inspirational leadership and managing the employee life cycleIntroductions of the course concept and student expectationsPresenting yourself and your leadership experience (setting the stage)Why do we need leadership (cf. VUCA) and defining leadership (difference between management and leadership)Theory on leadership (from 1900 until today)Understanding individual performance (motivation and competencies)Managing performance: from monitoring time spent in the office to measuring to managing outputUnderstanding the importance of delegation and learning to put delegation in actionSourcing and recruiting – from employer branding to mastering the recruitment processTeam satisfaction vs. engagement: the impact of an engaged workforce on productivityEmployee retention: understanding the cost of staff rotation and developing retention strategiesEmployee development: from career paths and evaluations to succession planning and mentorshipManaging self – what it takes to be an inspirational leader Inspirational leadership and the art of leading (Goffee/Jones) – why should anyone be led by you?Emotional intelligence and neuroscience of leadershipRole models: who they are for us and how we can be those for othersPersonal values: understanding what drives us and setting reminders to stick to what mattersPersonal balance: about the diversity of our traits and the importance to manage our energyUnderstanding the 5 key elements of wellbeing (Rath)The career trap: the fast-paced ride on the highway that led into nowhere – about making conscious choices in both professional and personal lifeDeveloping a leader mindset and Strengths based leadership Part 1:Stages of adult developmentDiscovering our reactive tendenciesLearning about creative competenciesPutting the creative competencies into actionSolving leadership challenges – from the reactive space and from the creative spacePersonal commitment Part 2: What is a strength (distinction between capabilities, strength and talent)Sharing the strength equation, introducing numbers behind the Gallup StrengthsFinder AssessmentPositioning yourself on the strength-utilization scaleSharing your top strength with the team (definition, what does it mean)Plotting your top 5 strengths within the class and discussing implications for the classUnderstanding what makes a great teamGroup activity: reflecting on your former teams and conduct ‘strength guessing’ exercisePaired discussion on how to leverage strengths in identifying future professional roleNavigating cultural differencesLeaders with an inclusive mindset appreciate and draw upon the rich tapestry of diverse backgrounds and experiences within their teams. Insights from Erin Meyer’s research on cross-cultural communication can be instrumental in understanding and navigating these differences effectively. Coupled with a neuroscientific understanding of unconscious biases and decision-making processes, leaders are better equipped to build a more inclusive, equitable, and high-performing organization.Understanding unconscious biasesLearning about cultural differencesUnderstanding how to navigate these cultural differencesAdditional sources of leadership theory and applicationSetting the stage for the final presentationsStudent presentations and discussionSynthesis of learningsClosing of the course

10% Active participation

30% Essay

60% Presentation

Litterature:

MANDATORY READING: Strengths Based Leadership – Great Leaders, Teams, and Why People Follow (Gallup– Rath)

Why should anybody be led by you? HBR Article by Goffee/Jones

The culture map – Erin Meyer

• Course title: Case Studies in Procurement Strategy
• Number of ECTS: 2
• Course code: F2_LSCM-22
• Module(s): Track in Digital Procurement
• Language: EN
• Mandatory: Yes

On completion of the course unit successful students will be able to: Describe the fundamentals of procurement management and the main challenges shaping and driving the performance of a firm’s procurement function.Explain the key elements of a firm’s procurement strategy and determine how this should be aligned to serve the firm’s overall strategy and competitive position.

Supply chains for most products today are complex networks with many tiers and levels of decision-making. This course studies issues that arise in multi-party value networks, where coordinating the interests of all parties involved is challenging. One major difficulty is that each entity in the supply chain is interested in maximizing their own performance but not necessarily the utility of the entire supply chain. To ensure coordination, contracting arrangements and different modes of supply chain partnerships, as well as their key success factors are considered. In addition to coordination through contracting, this course covers several key concepts in procurement such as: supplier scoring, strategic sourcing, total cost of ownership, procurement centralization, e-sourcing, sustainable sourcing, supply chain resilience, and negotiations. 

Evaluation of your performance will be based on class participation, analysis of case studies and homework assignments, weighted as follows: Class participation 10%Case studies in-class analysis 20%Group assignments (case write-up) 70%

Literature:David Farmer, Peter Baily, Barry Crocker, David Jessop, and David Jones, “Procurement, Principles & Management” (11th Edition), Pearson Education Limited, UK, 2015Carlos Mena, Remko Van Hoek, and Martin Christopher, “Leading Procurement Strategy” (3rd Edition), Kogan Page, UK, 2021David Simchi-Levi, Philip Kaminsky, and Edith Simchi-Levi, “Designing & Managing the Supply Chain: Concepts, Strategies & Case Studies” (3nd Edition), McGraw Hill, USA, 2008Handouts by the instructor.

• Course title: Negotiation in Procurement
• Number of ECTS: 2
• Course code: F2_LSCM-40
• Module(s): Track in Digital Procurement
• Language: EN
• Mandatory: Yes

On completion of the course unit successful students will be able to: 

Understand both analytical tools and psychological instruments for managing effectively negotiations within different contexts and bargaining styles;

Learn to maximise value creation and to close deals that might otherwise be deadlocked;

Negotiate effectively within groups and organisations by applying tools and methods from the course to real life scenarios.

Module 1: Fundamentals and main negotiation concepts, analytics (game theory); BATNA, walkaway, ZOPA, negotiation managementModule 2:(1st Simulated negotiation) Module 3: Factors and context in negotiation, the content of negotiation, barriers to value creation, bargaining styles Module 4: Advanced negotiation analysis, weighting trade-offs, tactics and strategies, (2nd simulated negotiation) Module 5: (2nd Simulated negotiation)Module 6: Emotional self-assessment, the negotiator mindset, Bias and irrational negotiations, cultural issues, ethics in negotiationsModule 7: Negotiating with Artificial Intelligence and Online Negotiations. Negotiation Capability at organisational level. How to deal with negotiation conducted via emails, Web conferencing platform, AI chatbot. (3rd simulated negotiation with an AI agent)

5% Attendance

5% Active participation

45% Written Exam

45% Group work: simulated negotiation

Literature:

About the Negotiation fundamentals:- Fisher, Roger, William L. Ury, and Bruce Patton. Getting to yes: Negotiating agreement without giving in Penguin, 2011.- Korobkin, Russell. Negotiation: Theory and strategy. Wolters Kluwer, 2014.

About the Human biases and heuristics:- Cialdini, Robert B. Influence. Vol. 3. Port Harcourt: A. Michel, 1987.- Sierra, Erlend. Cognitive Biases in Business Negotiations for Entrepreneurs. MS thesis. NTNU, 2017

About the negotiation capability for organisations:- Ertel, Danny. “Turning negotiation into a corporate capability.” Harvard Business Review 77 (1999):55-71.- Borbély, Adrian, and Andrea Caputo. “Approaching negotiation at the organizational level.”Negotiation and Conflict Management Research 10.4 (2017): 306-323.

About the negotiation and Artificial Intelligence:- Baarslag, Tim, et al. “Self-sufficient, Self-directed, and Interdependent Negotiation Systems: ARoadmap Toward Autonomous Negotiation Agents.” Bargaining. Palgrave Macmillan, Cham,2022. 387-406.- Monahan, Shannon, et al. “Autonomous agent that provides automated feedback improvesnegotiation skills.” International Conference on Artificial Intelligence in Education. Springer, Cham, 2018

• Course title: Airline Fleet and Network Planning
• Number of ECTS: 2
• Course code: F2_LSCM-29
• Module(s): Customised Track
• Language: EN
• Mandatory: No

On completion of the course unit successful students will be able to: understand how airlines decide on their key strategic investment, the fleet, and use their aircraft on their networks, and how they decide which routes to fly

Fleet selection criteria: the right aircraft for a given network or the right network for a given fleet? Introduction to aircraft performanceModelling fleet and network optionsInvestment appraisal for aircraftPrinciples of route and network profitability analysis for cargo and passenger carriers

80% Seminar paper20% Presentation

Literature:Clark, Paul: Buying the Big Jets: Fleet Planning for Airlines, Routledge, 3rd edition (2017)Morrell, Peter and Klein, Thomas: Moving Boxes by Air: The Economics of International Air Cargo, Routledge, 2nd edition (2018)

• Course title: Pricing and Revenue Management
• Number of ECTS: 2
• Course code: F2_LSCM-17
• Module(s): Customised Track
• Language: EN
• Mandatory: No

Setting prices is a critical decision in B2B and B2C environments as it directly impacts consumers’ and buyers’ choices. This course aims to introduce students to the theory and practice of pricing analytics and revenue management (PRM) by learning and applying the analytical methods necessary for estimating demand and modelling different pricing environments so as to optimise prices and product offerings over time. Real decision problems will be covered in the course and, to the degree possible, will engage practitioners. Lastly, contemporary issues in pricing will be discussed.

On completion of the course unit successful students will be able to: Recognise the benefit and value of pricing analytics and revenue management Formulate PRM decision problems and develop demand estimation modelsSolve the resulting models and translate the results for PRM actionsUnderstand the impact and relevance of contemporary PRM considerations to support managerial decisions

The course aims to cover the following topics: pricing strategies, markdown pricing and dynamic pricing, single resource and network revenue management, overbooking, bid pricing, choice modelling, assortment optimization, as well as other aspects of pricing (legal, behavioural) and new approaches to pricing (such as machine learning).

30% Case studies20% Assignments50% Written exam

Literature:Recommended textbooks:Gallego and Topaloglu (2019) Revenue Management and Pricing Analytics, SpringerPhillips (2005). Pricing and Revenue Optimization, StanfordBodea and Ferguson (2014). Segmentation, Revenue Management and Pricing Analytics. RoutledgeTalluri and van Ryzin (2004). The Theory and Practice of Revenue Management. Springer. Available in a condensed form at: https://www0.gsb.columbia.edu/mygsb/faculty/research/pubfiles/3958/Tutorials2005-chapter06.pdf Cases:Shumsky. 2009. BlueSky Airlines. INFORMS Transactions on Education, 9(3): 140–147Ferguson and Queenan. 2009. Starting with Good Inputs: Unconstraining Demand Data in Revenue Management. INFORMS Transactions on Education, 9(3):182-183. https://pubsonline.informs.org/doi/pdf/10.1287/ited.1090.0032csTalebian and van Ryzin. 2014. Markdown Management at Sports Unlimited. INFORMS Transactions on Education, 14(2): 100–104. (optional if time allows)Agrawal, Cohen, and Gans. 2009. Revenue Management at Harrah’s Entertainment, Inc. INFORMS Transactions on Education, 9(3):160-168. (optional if time allows)Game:Metters, Vargas, and Weaver, (2009) Case-MotherLand Air: Using Experiential Learning to Teach Revenue Management Concepts. INFORMS Transactions on Education 9(3):127-129. http://dx.doi.org/10.1287/ited.1090.0028cs  

• Course title: Optimal Decision Making
• Number of ECTS: 2
• Course code: F2_LSCM-38
• Module(s): Customised Track
• Language: EN
• Mandatory: No

This course aims to introduce tools and concepts of optimisation and mathematical programming and to showcase how they can be used to formulate, solve and analyse real decision problems in order to enhance decision-making skills. Examples are used to illustrate the practical use of modelling tools to improve management practice.

On completion of the course unit successful students will be able to: 

Recognise the power of using optimisation methods and models in their careers

Formulate managerial decision problems as optimisation models

Solve the resulting models with off-the-shelf optimisation software and interpret the results

Model and solve decision problems affected by uncertainty

The course primarily focuses on techniques for formulating decision problems as linear, stochastic and discrete optimisation problems that can be solved with existing software tools. We will also cover some fundamental theory of optimisation including duality theory.The fundamental techniques are motivated through examples across several application areas such as project management, production planning, revenue management, transportation, etc. We will use PYTHON to model and solve practical decision problems.

50% Written exam

50% Group work

Literature:

Dimitris Bertsimas and John Tsitsiklis, Introduction to Linear Optimization, Dynamic Ideas & Athena Scientific, 2008

Stephen Boyd and Lieven Vandenberghe, Convex Optimization, Cambridge University Press, 2004

• Course title: Master Thesis
• Number of ECTS: 11
• Course code: F2_LSCM-45
• Module(s): Master Thesis
• Language: EN
• Mandatory: Yes

Students will be able to-Critically read scientific literature in the Logistics and Supply Chain Management domain and reflect on it-Articulate the contributions of others and cite these contributions properly-State clear research questions and methodology to answer these questions

As part of the master thesis project, each student team will prepare a literature review and a research proposal regarding the master thesis project. The study of literature and write-up of the proposal and review will be supervised by the thesis advisor.

Participation to company meeting, respecting deadlines  and meeting with supervisors

Literature review

Research proposal

Thesis write-up

Oral defense

• Course title: Thesis preparation
• Number of ECTS: 3
• Course code: F2_LSCM-9
• Module(s): Master Thesis
• Language: EN
• Mandatory: Yes

The goals of the course unit are:To familiarize the students with the Master thesis procedures including supervision, research and writing process, as well as the assessment procedure.To provide students with the necessary tools to be able to put into practice the knowledge and skills acquired during the implementation of a research project within the framework of the Master programme.

On completion of the course unit successful students will be able to:Develop a research plan including the description of the research topic, the formulation of the research questions, definition of the objectives and explanation of the methodology adopted to answer them.Collect, process and analyse data shared by the company sponsor or academic partner using the methodology defined in the research plan.Propose solutions that contributed to the problem stablished and supported by the research outcomes.Report the research process and outcomes in writing and in oral presentation.

Introduction to the Master Thesis: What is the master Thesis, Latex and Word templatesResearch questions and objectivesLiterature research and theoretical background for the master thesisMethodology: Qualitative and quantitative methodsAcademic Writing: How to write the thesis, explain the results and provide a discussion section.Conclusions of the master thesis projectThesis defence-presentation skills

25% Take-home assignment 125% Presentation50% Thesis Write-Up

Literature:Thomas, C. G. (2021). Research methodology and scientific writing. Thrissur: Springer.