• Number of ECTS: 7
• Course number: 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 analyze data Use supervised learning methods to solve regression and classification problems Perform basic statistical analysis, regression and time series analysis Use optimization methods to solve unconstrained optimization problems Use mixed integer linear programming to solve decision problems

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 optimization. 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 optimization. After completing the course, students will be able to work with a wide range of analytical methods that are useful for data analysis and problem solving, and they will know how to apply these methods to real world problems using Python.

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 optimization model from a case study. Students will hand in a project report and present their results to class. 30% Individual exercises + SC0x – 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: 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.

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

Provide background and fundamental quantitative models to set inventory levels and policies to meet the purposes of supply chains and firms.

The student 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 analyze inventory systems quantitatively and interpret results determine the right inventory levels 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; EPQ, Wagner-WhitinForecasting 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, Lotsizing 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

• Number of ECTS: 0
• Course number: F2_LSCM-31
• Module(s): Core courses
• Language: EN
• Mandatory: Yes

Grading scheme: Pass/Fail 100% Active participation

Course taught by Prof. SHEFFI Yossi (MIT)

• Number of ECTS: 4
• Course number: F2_LSCM-6
• Module(s): Core courses
• Language: EN
• Mandatory: Yes

understand and explain how supply chain management contributes to the financial performance of companies across a wide range of industries see 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 develop mathematical (spreadsheet) models that allow them to support qualitative arguments with solid quantitative analysis 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 show global trends and technology development in Supply 

Supply chains are networks of organizations (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 globalization 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 InventoriesSC ForecastingSC Coordination (information, incentives and supply chain contracts)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 (5 to 6 questions) 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

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

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's program.

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 analyze data shared by the company sponsor 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 poster and in oral presentation.

Introduction to the Master Thesis Poster: Research topics and research questionsPoster: Literature review and methodologyPoster: Results and conclusionsPoster: Introduction: How to motivate your research?Paper presentation Poster preparation

Grading scheme: 20 points (0-20) / min 10/20 for passing grade 30% Paper presentation – To select and present the main ideas of the paper. 50% Poster presentation – To design and present the initial scope, research question, hypotheses and first results of the research project. 10% Active participation – To provide interesting insights about the own and others research process. 10% Assignment – To perform individual and team writing exercises.

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.

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

Characterize 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 chose the right trade-offs between different performance criteria. Assess alternative options for distribution logistics.

Analytical methods for design, planning and operations management Practical assignment classes including the software AIMMS Mathematical modeling

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:selecting the place, type and size of facilities,design the distribution network, choose the transportation means and storage, but also sorting and allocation processes. Depending on these choices, supply chains take on different forms.              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. The course 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 (Center-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 67% Written exam – Solve numerical exercises and answer theory questions 33% 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

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

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., labor, 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 analysisWaiting time problemsOptional topics:    o     Simulation    o     Process control and quality management    o     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. The assignment 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 me and the other students in class, be it via case study discussions, learning activities, or questions that you raise concerning specific topics. I highly encourage you 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: The course textbook will be “Cachon and Terwiesch, Matching Supply with Demand:  An Introduction to Operations Management, 3rd Edition, McGraw-Hill Irwin. In the literature column of the detailed session plan, the textbook is summarized by the initials CT. In one of the sessions we will discuss the following case study: National Cranberry Cooperative (HBS 9-688-122). The case study will be provided by the LCL. 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.

• Number of ECTS: 1
• Course number: F2_LSCM-23
• Module(s): Transferable skill courses
• Language: EN
• Mandatory: Yes

Communicate adequately in a professional context, both verbally and using e-mail or PowerPoint presentations Present themselves and conduct professionally during professional networking events Project professional presence using voice, body language and content, becoming aware of their personal brand/whom they want to be Use basic tools in team communication (e.g., whiteboards, team huddles)

1. Personal Presence and BrandingPresenting selfMastering voice and body language (The Art of Communication)Building your brand (Ferrazzi – P.224)                                                              2.1. Top-down Communication (Barbara Minto – the Pyramid Principle, including mastering the Elevator Pitch)2.2. E-Mail Communication (what to focus on in terms of typography and grammar, one-to-one, one-to-many – opportunities and challenges)2.3. Communicating with Slides (Storylining and Chart Design)3.1. Team Communication and CollaborationTeam huddlesCollaboration tools (whiteboards and performance management)Effective Team Meetings (Lencioni – Death by meeting)Keys to highly performing teams (Lencioni – 5 Dysfunctions of a team/Death by meeting)3.2. Professional NetworkingUnderstanding different Networking EventsUnderstanding the trust equationFirst Impressions, Professional behavior and business conductPreparation, the Art of Small Talk, mastering the Conversation and Following up (Ferrazzi – P.67)

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 40% Collaboration and 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

• Number of ECTS: 1
• Course number: F2_LSCM-26
• Module(s): Transferable skill courses
• Language: EN
• Mandatory: Yes

The LCL regularly hosts informal Industry Seminars throughout the academic year from September to June. This is an essential and mandatory part of the Master program, 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. Moreover, you will be part of the Young Logistics & Maritime Professional Networking Series.

Grading scheme: Pass/Fail 100% Active participation

• Number of ECTS: 1
• Course number: F2_LSCM-32
• Module(s): Transferable skill courses
• Language: EN
• Mandatory: Yes

The main objective of this course is to provide students with principles and practical tools that help to create competitive projects. We will analyze how successful companies and supply chains have been able to implement successful project management strategies. The students will put hands on experience and learn from managing a project from the beginning to the end, integrating the different concepts and experiencing the main implications of balancing the project trade-offs.

Understand the main concepts, terminology and methodologies when planning, executing and controlling a project in the area of supply chain management. Analyze 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.

The course focuses on project management and will be led by Dr. Maria Jesus Saenz. 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 tradeoffs 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 tradeoffsCritical path method (CPM) and the PERT modelCapacity and resource allocation and levellingProject planning and controllingProject 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. 50% Active participation – 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. 20% 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

• Number of ECTS: 0
• Course number: F2_LSCM-21
• Module(s): Transferable skill courses
• Language: EN
• Mandatory: Yes

Grading scheme: Pass/Fail 100% Active participation

• Number of ECTS: 3
• Course number: F2_LSCM-8
• Module(s): Core courses
• Language: EN
• Mandatory: Yes

On completion of the course unit successful students will be able to: Understand 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 teaching cases and real situations.

This course connects supply chain management and corporate finance. It provides knowledge and tools to analyze, quantify, and communicate the impact of a firm’s supply chain decisions in financial terms. Through a mix of exercises and case studies, students learn how supply chain decisions affect firm financial performance. We highlight how operational and financial decisions across supply chains – so involving suppliers and customers – can be streamlined to create value. Further, situations are emphasized where operational and financial decisions within a supply chain interrelate.This is not a finance course but rather a survey of accounting and finance topics from a supply chain perspective. It builds on knowledge on supply chain operations students have acquired in previous courses (inventory management). Class sessions are a combination of lectures, case discussions from manufacturer, distributor, and retailer perspectives. We will further address research contributions on SCF. Each student is expected to prepare a short input presentation. There are reading assignments in preparation for some classroom sessions. Students are encouraged to take an analytical approach to identify challenges and assess opportunities as they learn to translate between the language of finance and the language of operations.

30% Written exam 30% Presentation + Report 40% 4 Assignments (4×10%)Students submit a short report (500-1000 words) including a mini summary of the case and a reflection on the personal learning from the session.

Literature: Higgins, Robert C. (2019): Analysis for Financial Management, 12th ed., McGraw-Hill International Edition. Brealey, Richard A.; Myers, Stewart C.; Marcus, Alan J. (2018): Fundamentals of Corporate Finance, 9th edition, McGraw-Hill International Edition. Further readings to be communicated in class.

• Number of ECTS: 2
• Course number: F2_LSCM-29
• Module(s): Customized track
• Language: EN
• Mandatory: No

 On completion of the course unit successful students will have a basic understanding how airlinesdecide on their key strategic investment, the fleet, anduse 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 performanceModeling fleet and network optionsInvestment appraisal for aircraft Principles of route and network profitability analysis for cargo and passenger carriersThe course will be assessed through a seminar paper, where students will decide on a fleet and network for their own fictitious airline. The findings of the analyses will have to be presented during the last lecture.

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)

• Number of ECTS: 2
• Course number: F2_LSCM-40
• Module(s): Customized track
• Language: EN
• Mandatory: No

The negotiation programme prepares you to understand both analytical tools and psychological instruments for managing effectively negotiations within different contexts and bargaining styles. In a procurement framework, you learn to maximize value creation and to close deals that might otherwise be deadlocked.

The student will be able to negotiate effectively within groups and organizations by applying tools and methods from the course to real life scenarios.

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

5% AttendanceModule n.1: Understand the logic behind a negotiation in a Procurement context, be able to organize the pre/actual/post negotiation actions (Agenda). Module n.2: Manage situation under different and complex procurement scenario, generate value when there is uncommon ground. Module n.3: Manage situation under different and complex procurement scenario; Generate value when there is uncommon ground, manage different negotiators. Module n.4: Negotiate effectively within groups and organizations, explore the dynamic of relational dimension of negotiation and its related emotions, and apply the moral check. Module 5: Understand AI and Human limits, peculiarities, and tactics. How buyers and suppliers can exploit AI as a negotiation capability for their organization. Learn how to negotiate via emails, chatbot, and other online tools. 5% Active participationInteract with all participants and interpret their idea and thoughts. 45% Written ExamDemonstrate knowledge of the topics developed during the course and to know how to apply them in a real scenario. 45% Group Work (simulated negotiation)First simulation: Manage the exchange of offers based exclusively on price; Second simulation: Managing a complex negotiation by generating value.

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

• Number of ECTS: 2
• Course number: F2_LSCM-16
• Module(s): Customized track
• Language: EN
• Mandatory: No

On completion of the course unit successful students will be able to: Define the competitive priorities and align the operations strategy Define the main elements which constitute an operations strategy and their mutual dependencies Evaluate drivers, risks and opportunities in make-or-buy decisions Understand how the business ecosystem affects the operations strategy

CLASS 1 Introduction to the courseBusiness strategy and operations strategyDefinition and scope of the Operations StrategyHomework : McDonalds’ CLASS 2 Competitive prioritiesOrder winner and qualifiers to shape the Operations StrategyOperational performance and trade-offCLASS 3 Make or Buy DecisionsAdvantages and disadvantages of vertical integrationTransaction cost & resource-based view for make or buy decisionsOperations strategy matrixStrategic areas of decision: capacity, supply network, process technology, organizationHomework: StarbucksCLASS 4 Strategic Decision Area #1: Process Technology Volume-variety matrixIndustry 4.0 as best practice approach for process technology Creating a roadmap for digital operationsStrategic Decision Area #2: Development and Organisation Developing operational capabilities in manufacturing networksAssignment  – Industry 4.0 role-play gameCLASS 5 Assignment  – Industry 4.0 role-play gameCLASS 6Strategic Decision Area #3: CapacityEconomies of scaleBasic capacity strategiesFundamentals of real options evaluation in the context of capacity decisionsStrategic Decision Area #4: Supply NetworkStrategic considerations in Supply Network decisionsHomework: CopanoCLASS 7Data strategy for OperationsHarnessing big data for the Operations StrategyOffensive vs defensive data strategiesHyper-efficient vs hyper-responsive supply chainsOperations Strategy and EcosystemsIntroduction to business ecosystemsOperations Strategy in the context of Digital EcosystemsHomework: DoordashCLASS 8 Operations strategy and sustainabilityRegulatory contextFrom ambition to operationsShort term and long term changesFinal group presentations

30% Written Exam (40 minutes, 10 questions, true or false with explanation) 30% Presentation (20 minutes group presentation on a real case company to be selected by the team showing the main elements of the Operations Strategy of the company. A template will be provided for the presentation.) 10% Individual participation during the classes 30% Group Assignment (Industry 4.0 roadmap: “serious game”)

 Literature:The course will be mainly based on the book:Operations Strategy, N. Slack and Michael Lewis, 5th edition, Prentice HallRecommended 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): 77Copeland, 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.2022.100029Recommended 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 PressWomack, J. P., Jones, D. T. and Roos, D. (2007), The machine that changed the world, Free Press. 

• Number of ECTS: 2
• Course number: F2_LSCM-22
• Module(s): Customized track
• Language: EN
• Mandatory: No

  On completion of the course unit successful students will be able to: Understand the fundamentals of procurement management and themain challenges shaping and driving the performance of a firm’s procurement function.  Understand the key elements of a firm’s procurement strategy and how this should be aligned and 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 supply chain management. In this environment, coordinating the supply chain is complex and difficult. One major difficulty is that each entity in the supply chain is interested in maximizing its 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 associated with the procurement function, such as: supplier scoring, strategic sourcing, total cost of ownership, activity-based pricing, procurement centralization and eProcurement. Class sessions are a combination of lectures, in-class games, and case discussions.

90% Group assignment Objectives:Students should use the knowledge created in the course to develop solutions and recommend specific courses of action on real business problems the form of Case Studies (made available to them through a Harvard Business Publishing course pack).    Assessment rules:Specific questions will be provided as a guide, while the students’ analysis should not exceed 1,000 words in text (per assignment). Quality of their work rather than quantity will be evaluated for grading. Assessment criteria:The following criteria will be used in evaluating group assignments: (1) Do the authors address and analyze the major case issues? (2) Does the analysis incorporate the relevant concepts/tools from course notes and assigned readings properly? (3) Are assumptions made in the analysis stated explicitly? (4) Are the criteria for choosing alternative recommendations clearly stated? Are the criteria appropriate? (5) Is the plan of action, when called for, integrated in a logical way and linked to the analysis? Is the action plan specific, complete and practical? (6) Do the exhibits support and add to the text on key points? (7) Is the presentation of professional quality? (8) Is the paper logically consistent and effectively structured? How convincing is the analysis? Is it likely that the recommendations will achieve their intended results? 10% Active participation Objectives:Being a case-based course, students’ active participation is crucial to achieving the course’s objectives and enhancing learning. The case method of teaching is based on the idea that the students, as a group, will discover the issues and learn from the ideas of others in the class.  Assessment rules:It is essential that students come to class prepared to share their insights and analysis with others. Assessment criteria:The criteria used to judge effective participation include: (1) Is the participant a good listener and open to evaluating opposing perspectives in a constructive manner? (2) Are the points made relevant to the current discussion? Are they linked to others’ comments? (3) Do the comments demonstrate appropriate and insightful analysis of case data? Do they clarify earlier ideas and present a clearer statement of the select concepts and issues? (4) Does the participant integrate concepts from prior classes, assigned readings and professional experience into current discussion where possible?

Literature: David Simchi-Levi, Philip Kaminsky, and Edith Simchi-Levi, “Designing & Managing the Supply Chain: Concepts, Strategies & Case Studies” (2nd Edition), 2002 Sunil Chopra and Peter Meindl, “Supply Chain Management: Strategy, Planning, and Operation” (5th Edition), 2011 Handouts by the instructor

• Number of ECTS: 2
• Course number: MP_LSCM_DP-5
• Module(s): Customized track
• Language: EN
• Mandatory: No

The course aims at equipping students with tangible skills to apply machine learning methods to solve business problems that arise in supply chain management.

After completion of the course students will be able to select and apply suitable machine learning methods to solve prediction problems that often arise in supply chain management. Students will be able to use modern supervised learning methods for pattern recognition and forecasting and understand how to deploy these methods in operation.

The course provides an in-depth treatment of how modern digital supply chains can leverage data and modern machine learning methods to to improve forecast accuracy, minimize risks, and improve process efficiency. The course introduces machine learning topics in both theory and application. Machine learning topics include model fitting, tuning and prediction, end-to-end problem solving, feature engineering and feature selection, imputation, overfitting, generalization, classification, regression, neural networks, and clustering. Learned techniques are applied to extensive case studies from supply chain management.

Take-home assignment – 50%MC Quiz – 50%

• Number of ECTS: 2
• Course number: F2_LSCM-17
• Module(s): Customized 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 optimize 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.

  By the end of the course, the student must be able to: Recognize 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). 

60% Group work 40% Written exam

Literature:All lecture slides, case studies and exercises will be available at https://moodle.uni.lu/.Recommended textbooks:1.Gallego and Topaloglu (2019) Revenue Management and Pricing Analytics, Springer2.Phillips (2005). Pricing and Revenue Optimization, Stanford. 3.Bodea and Ferguson (2014). Segmentation, Revenue Management and Pricing Analytics. Routledge.4.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:1.Shumsky. 2009. BlueSky Airlines. INFORMS Transactions on Education, 9(3): 140–147.2.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   3.Talebian and van Ryzin. 2014. Markdown Management at Sports Unlimited. INFORMS Transactions on Education, 14(2): 100–104. (optional if time allows)4.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:1.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  

• Number of ECTS: 2
• Course number: F2_LSCM-38
• Module(s): Customized track
• Language: EN
• Mandatory: No

This course aims to introduce tools and concepts of optimization 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.

By the end of the course, the student must be able to: Recognize the power of using optimization methods and models in their careers Formulate managerial decision problems as optimization models Solve the resulting models with off-the-shelf optimization 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 optimization problems that can be solved with existing software tools. We will also cover some fundamental theory of optimization 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% Take-home assignment

Literature: All lecture slides and exercises will be available at https://moodle.uni.lu/. Other Resources: 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.

• Number of ECTS: 2
• Course number: F2_LSCM-43
• Module(s): Customized track
• Language: EN
• Mandatory: No

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.

At the end of the module, the student 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.

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. 

40% Take-home assignment Individual exercises (analysis, assessment, answers to questions…) for some topics covered during the lectures. 60% Group work Group report and presentation of a case study covering the content of the lectures. Report 50%, presentation 50%.

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.

• Number of ECTS: 2
• Course number: F2_ECOFIN_ECON-69
• Module(s): Customized track
• Language: EN
• Mandatory: No

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.

The student who followed this course: Can use decomposition results to analyse supply chains with many stages (Clark-Scarf and Rosling decomposition, nested newsvendor characterization of optimal policies) Can use Phase-type distributions to analyse computationally multi-echelon inventory systems. Can apply mean value analysis and generating functions to analyse simple queueing situations. Can use insensitive systems to models various common mechanism such as transportation systems and base-stock inventory policies

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 systems (Divergent systems and the balance assumption, Convergent systems and Rosling decomposition)Markovian 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)If time permits, we may also study applications in maintenance modeling and optimization including application of Markov decision processes, renewal theory, deterioration processes.

3 Take-home assignments (33.33% each)

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 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 Ross, S.M. (1996) Stochastic Processes, Wiley Series in Probability and Mathematical Statistics Arts, J.J. (2017) Maintenance modeling and optimization, Lecture notes

• Number of ECTS: 2
• Course number: F2_ECOFIN_ECON-39
• Module(s): Customized track
• Language: EN
• Mandatory: No

This course is designed to provide students with a comprehensive understanding of stochastic-dynamic programming and its application for decision-making under uncertainty. Students will learn how to formulate and solve complex decision problems using approximate dynamic programming and multistage stochastic programming frameworks. Students will learn how to model states, variables, constraints, and objectives in stochastic-dynamic decision problems, and they will be able to numerically solve stochastic programming problems using a wide range of techniques, including sample average approximation, scenario reduction techniques, Benders decomposition, and stochastic dual dynamic programming.

By the end of this course, students will be able to:- Formulate stochastic-dynamic decision problems correctly and identify decision variables, constraints, objectives, and state variables.- Express uncertainty in model parameters as stochastic processes and generate sample trajectories.- Apply backwards dynamic programming techniques on approximate value functions.- Implement sample average approximation and Benders decomposition to numerically solve stochastic programming problems.- Understand the principles of scenario reduction, coherent risk measures, and value function approximation.- Solve multistage decision problems under uncertainty using techniques such as least squares Monte Carlo and stochastic dual dynamic programming.- Identify the proper method to use in solving different types of stochastic-dynamic problems and effectively solve them using software tools.

This course covers a wide range of topics related to stochastic-dynamic programming, including the mathematical frameworks used to model and solve complex decision problems under uncertainty. Topics such as approximate dynamic programming, multistage stochastic programming, sample average approximation, Benders decomposition and L-shaped method, dynamic programming with approximate value functions, nested Benders and stochastic dual dynamic programming and scenario reduction techniques will be covered in detail. Additionally, the course will discuss the applications of stochastic-dynamic programming in different fields, such as supply chain management, portfolio management, or natural resource management. Through a combination of lectures, case studies, and hands-on exercises, students will gain a deep understanding of the theoretical concepts as well as the practical skills needed to model and solve real-world decision problems.

50% Take-home assignment 50% Presentation

• Number of ECTS: 4
• Course number: F2_LSCM-34
• Module(s): Customized track
• Language: EN
• Mandatory: No

Students will be able to Critically read scientific literature in the LSCM domain and reflect on it State clear research questions and methodology to answer these questions Pursue an adequately-scoped research project Document their findings in an academic report

Students can choose to pursue an individual research project with a supervisor. The responsibility to find a topic and identify a supervisor lies with the student. Students are encouraged to reach out to potential supervisors and initiate finding a topic.The individual research project aims to give students an exposure to academic work. The expected outcome is a report that may potentially be developed into a working paper. The report should already consist of the main sections of a working paper, including introduction, literature review, methodology, analysis, results and discussion.The student defines and explores a research question with the supervisor. The student will pursue the research and write the report. The supervisor gives guidance on methodology and conducting the analysis.Topics are not limited per se, but should come from the field of expertise of potential supervisors. Students are well advised to review course content as a starting point to identify potentially interesting questions to explore.  

100% Report, Project execution, Student initiative

Literature:Initial readings will be provided by the supervisor.

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

Students will be able to-Critically read scientific literature in the LSCM/DP 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

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

• Number of ECTS: 1
• Course number: F2_LSCM-36
• Module(s): Transferable skill courses
• Language: EN
• Mandatory: Yes

The LCL regularly hosts informal Industry Seminars throughout the academic year from September to June. This is an essential and mandatory part of the Master program, 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. Moreover, you will be part of the Young Logistics & Maritime Professional Networking Series.

100% Active participation to the activities (pass/fail)

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

• Number of ECTS: 2
• Course number: F2_LSCM-44
• Module(s): Transferable skill courses
• Language: EN
• Mandatory: Yes