• 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: Logistics Management
• Number of ECTS: 5
• Course code: F2_LSCM-4
• Module(s): Track in Logistics & Supply Chain Management
• Language: EN
• Mandatory: Yes

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

characterise and differentiate design, planning and operational problems related to distribution logistics, including aspects of transportation and warehousing,

understand and formulate formal models,

select and apply suitable methods to provide solutions,

discuss managerial implications of distribution logistics,

explain and assess trade-offs between planning problems related to distribution logistics,

argue and choose the right trade-offs between different performance criteria,

assess alternative options for distribution logistics.

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 feasible. The distribution logistics function bridges the temporal and geographical gaps between production and consumption. This involves: Design the distribution network, Selecting the place, type and size of facilities, Choose the transportation means and storage, but also sorting and allocation processes. Depending on these choices, supply chains take on different forms and use different transportation strategies. This course: Introduces analytical tools, approaches, and techniques used in the design and management of distribution logistics activities. With the help of these tools, insights into key decisions on a strategic, tactical, and operational levels are gained. Provides an engineering view of logistics and more generally of supply chain networks. The main topic areas covered in this course include: Long-term management decisions (strategic): Distribution network design; Facility location (Centre-of-gravity method, location allocation model). Medium-term (tactical): Transportation planning & Network flow; Transshipment terminals; intermodal transport. Short-term (operational): Shortest paths; Traveling salesman problems & Vehicle routing problems. 

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

100% Written exam – Solve numerical exercises and answer theory questions.

Additionnaly there is some 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.

Bradimante P., Zotteri G., (2008). Introduction to Distribution Logistics. Wiley.

Ahuja R.K., Magnanti T.L., Orlin J.B. (1993) Network Flows. Prentice Hall.

Articles and handouts provided in class.

• Course title: Process Management
• Number of ECTS: 3
• Course code: F2_LSCM-7
• Module(s): Track in Logistics & Supply Chain Management
• Language: EN
• Mandatory: Yes

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

apply (mathematical) concepts, models and strategies that can help companies improve the input-output conversion process in order to better match supply with demand.

An operation or process converts inputs (e.g., labour, material, knowledge) into outputs (desired goods and services) for both a company’s external and internal markets. The first part of this course introduces students to concepts, models and strategies that can help companies improve the input-output conversion process in order to better match supply with demand. By implementing the presented approaches, a company can gain a competitive advantage over its rivals. Topics covered in the first part of this course are, amongst others: Capacity, utilization, and bottleneck analysis, Waiting time problems, Optional topics: Simulation, Process control and quality management, Lean operations.

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

70% Written exam – The exam will primarily feature mathematical problem-solving questions.

20% Take-home assignment – In order to highlight the relevance of process management concepts for everyday situations as well as industry environments, students are asked to transfer the concepts learned in class to real-world settings and applications in the form of an assignment / case study. The assignment / case study will be carried out in teams and handed out by the instructor.

10% Active participation – In many of the sessions there will be the opportunity to interact and share your ideas with your instructor and the other students in class, be it via case study discussions, learning activities, or questions that you raise concerning specific topics. It is highly encouraged to ask questions if anything is unclear to you. It probably is unclear to lots of others in the class as well. Please speak up and do not simply ask others those questions during class, as this disturbs the rest of the class. In order to be able to actively participate in the discussions it is strongly recommended to read the assigned materials before class.

Literature:

Cachon and Terwiesch, Matching Supply with Demand:  An Introduction to Operations Management, 3rd Edition, McGraw-Hill Irwin.

National Cranberry Cooperative (HBS 9-688-122).

Copies of the slides used in each session will be provided online before the session. It is recommended to print them out in the format that works best for you and bring them to each class in order to facilitate your note taking.

• 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 companyRephrase operational suggestions into financial termsIndicate the financial impact of operational decisions on the company’s cash flow / working capitalDiscuss the importance of financing for supply chain managementIdentify situations where operational and financial decisions within a supply chain interactApply 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, 2020Karen Berman, Joe Knight, and John Case: “Financial Intelligence: A Manager’s Guide to Knowing What the Numbers Really Mean”. Harvard Business School Press, 2006Brealey, Myers and Allen: “Principles of Corporate Finance”. 8th ed. McGraw- Hill Irwin, 2005Northcott D: “Capital Investment Decision-Making”. International Thomson Business Press, 1992Stickney C., Weil R.: “Financial Accounting”, 9th ed. Harcourt, 2000Robert 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 skills courses
• Language: EN
• Mandatory: Yes

On completion of the course unit successful students will be able to: Build a professional business networkArticulate 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 skills 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 participation30% Essay60% 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/JonesThe culture map – Erin Meyer

• 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 paper

20% 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: Food Logistics: Challenges and Perspectives
• Number of ECTS: 3
• Course code: F2_LSCM-46
• Module(s): Customised Track
• Language: EN
• Mandatory: No

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

Distinguish different food supply and distribution schemes

Determine challenges and policies for last mile deliveries

Model problem for food deliveries in last mile contexts

Build different scenarios and assess them to understand the sustainability impact on food supply and distributions operations

Provide managerial insights on scenarios-based analyses

Part A:Short food supply chains: where the food is coming from? Modelling food supply and distribution schemesCase StudyPart B:Context of meals deliveriesModelling meals deliveries operationsCase study 

Two case studies: after the first 4 classes and at the end of the course. The first case study deals with problems arising in the context of food delivery logistics, while the second with problems arising in the last-mile meal delivery. Both case studies can be addressed using tools already used in other courses (e.g. AIMMS, excel solver) and/or materials provided during the course.

Presentations 40%

Written reports 60%

Literature:European policies for food supply and distribution:Kneafsey M, Venn L, Schmutz U, Balasz B, Trenchard L, Eyden-Wood T, Bos E, Sutton G, Blackett M, authors Santini F, Gomez Y Paloma S, editors. Short Food Supply Chains and Local Food Systems in the EU. A State of Play of their Socio-Economic Characteristics.. EUR 25911. Luxembourg (Luxembourg): Publications Office of the European Union; 2013. JRC80420Modelling food supply and distribution schemes:Erdoğan, G. (2017). An open source spreadsheet solver for vehicle routing problems. Computers & operations research, 84, 62-72.Challenges and policies for last mile deliveries:Dablanc, L., Morganti, E., Arvidsson, N., Woxenius, J., Browne, M., & Saidi, N. (2017, October). The rise of on-demand ‘Instant Deliveries’ in European cities. In Supply Chain Forum: An International Journal (Vol. 18, No. 4, pp. 203-217). Taylor & Francis.Aguilera, A., Dablanc, L., Krier, C., & Louvet, N. (2022). Platform-based food delivery in Paris before and during the pandemic: profile, motivations and mobility patterns of couriers. European Transport Research Review, 14(1), 45.Modelling meal delivery distribution systems:Reyes, D., Erera, A., Savelsbergh, M., Sahasrabudhe, S., & O’Neil, R. (2018). The meal delivery routing problem. Optimization-Online.Yildiz, B., & Savelsbergh, M. (2019). Provably high-quality solutions for the meal delivery routing problem. Transportation Science, 53(5), 1372–1388.Steever, Z., Karwan, M., & Murray, C. (2019). Dynamic courier routing for a food delivery service. Computers & Operations Research, [ISSN: 0305-0548] 107, 173–188. Selected papers will be also provided during the classes and in Moodle.

• Course title: Case Studies in Procurement Strategy
• Number of ECTS: 2
• Course code: F2_LSCM-22
• Module(s): Customised Track
• Language: EN
• Mandatory: No

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, 2015

Carlos Mena, Remko Van Hoek, and Martin Christopher, “Leading Procurement Strategy” (3rd Edition), Kogan Page, UK, 2021

David Simchi-Levi, Philip Kaminsky, and Edith Simchi-Levi, “Designing & Managing the Supply Chain: Concepts, Strategies & Case Studies” (3nd Edition), McGraw Hill, USA, 2008

Handouts by the instructor.

• Course title: Capital Budgeting and Sourcing
• Number of ECTS: 2
• Course code: F2_LSCM-47
• Module(s): Customised Track
• Language: EN
• Mandatory: No

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

Appreciate the time value of money in making financial decisions

Evaluate the financial feasibility of a project

Recognise various sources of capital and the financing mix for a project/firm

Acknowledge the use of financial derivatives for procurement decisions

Session 1: Time value of MoneySession 2: Financial Evaluation of Projects and AlternativesSession 3: Financial Evaluation of Projects and AlternativesSession 4: Sourcing of Capital and WACCSession 5: Sourcing of Capital and WACCSession 6: Presentation and DiscussionSession 7: Understanding Forwards and Futures

Written exam 50%Presentation 50%

Literature 

Principles of Corporate Finance (14th Edition): Richard Brealey, Stewart Myers, Franklin Allen and Alex Edmans, ISBN10: 1264080948 | ISBN13: 9781264080946

Financial Management: Theory and Practice (17th Edition): Eugene F. Brigham and Michael C. Ehrhardt, ISBN 10: 0357714482 | ISBN-13: 978-0357714485

Case Studies

Murphy Stores: Capital Projects (NA0520-PDF-ENG)

Hola-Kola-The Capital Budgeting Decision (TB0343-PDF-ENG)

H. J. Heinz: Estimating the Cost of Capital in Uncertain Times (UV5147-PDF-ENG)

• Course title: Negotiation in Procurement
• Number of ECTS: 2
• Course code: F2_LSCM-40
• Module(s): Customised Track
• Language: EN
• Mandatory: No

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% Attendance5% Active participation45% Written Exam45% 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, 2017About 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: Pricing and Revenue Management
• Number of ECTS: 3
• 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 models

Solve the resulting models and translate the results for PRM actions

Understand 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 studies

20% Assignments

50% Written exam

Literature:Recommended textbooks:

Gallego and Topaloglu (2019) Revenue Management and Pricing Analytics, Springer

Phillips (2005). Pricing and Revenue Optimization, Stanford

Bodea and Ferguson (2014). Segmentation, Revenue Management and Pricing Analytics. Routledge

Talluri 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): 140–147

Ferguson 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.1090.0032cs

Talebian 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: 3
• 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 careersFormulate managerial decision problems as optimisation modelsSolve the resulting models with off-the-shelf optimisation software and interpret the resultsModel 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 exam50% Group work

Literature:Dimitris Bertsimas and John Tsitsiklis, Introduction to Linear Optimization, Dynamic Ideas & Athena Scientific, 2008Stephen Boyd and Lieven Vandenberghe, Convex Optimization, Cambridge University Press, 2004

• Course title: Operations Strategy
• Number of ECTS: 2
• Course code: F2_LSCM-16
• Module(s): Customised Track
• Language: EN
• Mandatory: No

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

Introduction and Tools:Explain the relationship between business strategy and operations strategy.Identify key concepts and tools used to define business strategy (mission, vision, business ecosystems, SWOT analysis).Utilize Mural, a collaborative visual tool, for learning and communication.

Operations Strategy Explorer (OSE):Apply the Operations Strategy Explorer (OSE) as a tool to analyze and define a company’s operations strategy.

Competitive Priorities:Distinguish between order winners and qualifiers in a competitive landscape.Analyze trade-offs between different competitive priorities.

Operations Strategy Matrix:Identify the four key strategic areas of decision within operations strategy: capacity, supply network, process technology & data, and organization.Describe key concepts related to each strategic area.

Operations Strategy Roadmap and Plan:Develop a roadmap and plan for an operations strategy.Prioritize initiatives within an operations strategy.Present an operations strategy plan to stakeholders.

Operations Strategy and Sustainability:Discuss the impact of sustainability on operations strategy.Explain key regulations (CSRD, CSDD) and trends related to sustainable operations (sustainable sourcing, energy efficiency, circular economy).Analyze climate risk and supply chain resilience within operations strategy.

Sustainability Frameworks and Implementation:Apply the Double Materiality Assessment (DMA) framework to identify sustainability impacts, risks, and opportunities within a value chain.Measure carbon footprint in operations (Scope 1, 2, and 3).Develop decarbonization plans using Science Based Targets.

Class 1 – Introduction to the course; Key concepts of Business Strategy and the link with Operations StrategyClass 2 – The Operations Strategy Explorer (OSE); Competitive prioritiesClass 3 – Operations strategy matrixClass 4 – Creation of a Operations Strategy Roadmap and Plan; Serious Game: Industry 4.0 caseClass 5 – Group presentations of the Industry 4.0 serious game; Operations strategy and sustainabilityClass 6 – Double materiality assessment; Group work: Mapping sustainability in the value chainClass 7 – Carbon footprint in the operations; Group work: mapping emissions and decarbonisation actionsClass 8 – Final group presentations

30% Written exam

30% Presentation

10% Active participation

30% Group assignment

Literature:

The course will be mainly based on the book:

Operations Strategy, N. Slack and Michael Lewis, 5th edition, Prentice Hall

Recommended articles:

Williamson, O. E. (2008), “Outsourcing: Transaction Cost Economics and Supply Chain Management”, Journal of supply chain management, Vol. 44, No. 2, pp. 5-16.

Ferdows, K. (1997), “Making the most of foreign factories”, Harvard Business Review, Vol. 75, pp. 73-91.

Skinner, W. (1969), “Manufacturing–missing link in corporate strategy”, Harvard Business Review, Vol. 47, No. 3, pp. 136-145.

Hayes R.H., Wheelwright S.C., 1984, Restoring our Competitive Edge: Competing through Manufacturing, John Wiley & Sons, New York.

Roth, A. V., “Competitive Progression Theory: Explanation and Empirical Evidence,” in Manufacturing Strategy: Operations Strategy in Global Context, (C. Voss, Ed.), London: London Business School, 1996, 309-314.

Moore, James F. “Predators and prey: a new ecology of competition.” Harvard business review 71.3 (1993): 77

Copeland, T., Tufano, P. (2004), A Real-World Way to Manage Real Options, Harvard Business Review (https://hbr.org/2004/03/a-real-world-way-to-manage-real-options)

Legenvre, H., Hameri, A.-P., & Golini, R. (2022). Ecosystems and supply chains: How do they differ and relate. Digital Business, 2(2), 100029. https://doi.org/10.1016/j.digbus.2022.100029

Recommended books:

Hill, T. (1993), Manufacturing strategy: the strategic management of the manufacturing function, Macmillan, London (UK).

Charles H. Fine, Clockspeed: Winning Industry Control In The Age Of Temporary Advantage, Sloan Press

Womack, J. P., Jones, D. T. and Roos, D. (2007), The machine that changed the world, Free Press.

• Course title: Sustainability in Logistics Operations
• Number of ECTS: 2
• Course code: F2_LSCM-43
• Module(s): Customised Track
• Language: EN
• Mandatory: No

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

assess logistics and supply chain operations from an environmental and social point of view, 

analyse how warehouses can adapt to meet sustainability goals, 

consider sustainability aspects in route optimization, 

design last-mile distribution networks considering sustainability aspects,

select sustainable delivery methods for urban logistics.

This module presents an overview of the intersections between sustainability, transportation, and logistics, focusing on analyzing the environmental and social implications of supply chain and logistics. Amongst other topics, and through real-cases, we will study new trends in green warehousing and sustainable logistics, the impact of e-commerce and growing urbanization on supply chain operations, and the ways we can optimize CO2 emissions in last-mile deliveries.Lectures:Introduction to the environmental and social impacts of logistics and supply chain.Green warehousing.Green transportation in the middle mile: air, road, rail and sea.Routing optimization considering environmental and social costs.Sustainability issues in urban logistics: economic, social and environmental impacts.Towards sustainable modes of delivery: electric vehicles, tricycles, robots, and drones.  The future of green logistics.Key aspects to plan for green logistics. Making the final decision.

40% Take-home assignment

60% Group Work

Literature:

McKinnon et al. (2016): Green Logistics: Improving the Environmental Sustainability of Logistics.

Faulin, J. et al. (2019): Sustainable Transportation and Smart Logistics: Decision Making Models and Solutions. Elsevier

Psaraftis, H.N.(ed) (2016): Green Transportation Logistics. The Quest for Win-Win Solutions. Springer. London. UK.

Fahimnia, B., Bell, M.G.H., Hensher, D.A., Sarkis, J. (2015): Green Logistics and Transportation. A Sustainable Supply Chain Perspective. Springer. New York. NY.

• Course title: Stochastic Models of Supply Chain Operations
• Number of ECTS: 3
• Course code: F2_ECOFIN_ECON-69
• Module(s): Customised Track
• Language: EN
• Mandatory: No

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

Use decomposition results to analyse supply chains with many stages (Clark-Scarf decomposition, nested newsvendor characterization of optimal policies).

Use Phase-type distributions to analyse computationally multi-echelon inventory systems.

Apply mean value analysis and generating functions to analyse simple queueing situations.

Use insensitive systems to models various common mechanism such as transportation systems and base-stock inventory policies.

This course introduces students to advanced stochastic models and computational techniques in operations research. We will especially study how these models and techniques are applied in supply chain management. These techniques are essential to our understanding of the role of uncertainty in many supply chain issues. We will give special attention to demand uncertainty and to the role of finite capacity in production systems with uncertain arrivals and processing times.Single location inventory theory (simple newsvendor)Phase-type and mixed-Erlang distributions (closure, algorithmic tractability, moment matching)Two-echelon inventory systems (Clark-Scarf decomposition, Newsvendor equations, Computational approaches)Multi-echelon inventory systemsMarkovian and (quasi) birth-death queues (M/M/1, M/M/c, M/Er/1, G/M/1)Mean value analysis for M/G/1 queues (Priorities, Unreliable machines, Setup times, batch arrivals)Insensitive systems (Erlang loss queue, Palm’s Theorem)Renewal theory

33.3% Take-home assignment 1

33.3% Take-home assignment 2

33.3% Take-home assignment 3

Literature:

The content of the course will be mostly based on:

Adan, I. and Resing, J. (2015). Queueing Systems, Eindhoven University of Technology Lecture notes

Houtum, van, G. J. J. A. N. (2006). Multi-echelon production/inventory systems: optimal policies, heuristics, and algorithms. In M. P. Johnson, B. Norman, & N. Secomandi (Eds.), Tutorials in operations research: models, methods, and applications for innovative decision making (pp. 163-199). (INFORMS Tutorials in Operations Research Series). Hanover, MD, USA: INFORMS.

Van Houtum, G.J. and Kranenburg, B. (2015) Spare parts inventory control under system availability constraints, Springer, International Series in Operations Research and Management Science

Ross, S.M. (1996) Stochastic Processes, Wiley Series in Probability and Mathematical Statistics

Additional reading material:

Zipkin, P. (2000) Foundations of Inventory Management, McGraw-Hill

Porteus, E.L. (2002) Foundations of Stochastic Inventory Theory, Stanford Business Books

Kulkarni, V.G. (1999) Modeling Analysis Design and Control of Stochastic Systems, Springer-Arts, J.J. (2017) Maintenance modeling and optimization, Lecture notes

• 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 supervisorsLiterature reviewResearch proposalThesis write-upOral 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 1

25% Presentation

50% Thesis Write-Up

Literature:

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