online master of science in supply chain operations sco programme v2... · reference model scor,...
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1 01/02/2016
Contents Programme Title ....................................................................................................................................... 2
Award Type ............................................................................................................................................... 2
Rationale ................................................................................................................................................... 2
Learning Outcomes .................................................................................................................................. 2
Structure ................................................................................................................................................... 2
Delivery ..................................................................................................................................................... 3
Entry Requirements .................................................................................................................................. 3
MSc in SUPPLY CHAIN OPERATIONS Structure .................................................................................... 4
Relationship Between Learning Outcomes and Modules ......................................................................... 5
Delivery Schedule ..................................................................................................................................... 6
Module Outline .......................................................................................................................................... 7
PT5001 – Frameworks for Supply Chain Management ............................................................................ 7
MS5431 – Quality Science Statistics 1 ................................................................................................... 10
AU5011 – Strategic Business and Operations Management .................................................................. 11
MF6001 – Operations Management ....................................................................................................... 12
AC6111 – Financial Management and Decision Making......................................................................... 14
AU5032 – Marketing Technology Projects .............................................................................................. 15
PT6024 – Sales and Operations Planning .............................................................................................. 16
MF5001 – Mathematical Modelling in Supply Chain ............................................................................... 17
IE5002 – Simulation Modelling in Supply Chains .................................................................................... 19
MG4181 – Supply Chain Risk Assessment and Forecasting .................................................................. 21
AU5014 – Enterprise, Product Modelling and Simulation ....................................................................... 23
MG6082 / PT6082 – Thesis 1 &2 (Supply Chain Operations) ................................................................. 24
Online Master of Science in
Supply Chain Operations
Programme Information
2 01/02/2016
Programme Title: Master of Science in Supply Chain Operations
Award Type
Masters of Science Degree - Postgraduate award
Rationale
1. The programme acknowledges and develops an individual’s skills and knowledge in supply
chain operations.
2. It enhances their competencies to manage and exploit supply chains processes for
competitive advantage.
3. It equips them with enhanced analytical, modelling and diagnostic capabilities for maximising
operational performance within supply chains.
Learning Outcomes:
After completing this programme, you will be able to:
1. Recognise the strategic contribution of supply chain management to organisational performance.
2. Assess the impact that supply chain management has on the key performance indicators of an
organisation.
3. Evaluate the impact of upstream and downstream entities on supply chain performance.
4. Influence performance of upstream and downstream factors to maximise value within the
organisation’s supply chain.
5. Diagnose the priority improvement opportunities within the supply chain optimising the trade-offs
between quality, cost and delivery.
6. Design supply chains to maximise value for the organisation.
7. Develop as a productive citizen contributing to sustainable supply chains, economically and
environmentally.
Structure The programme will consist of 11 taught modules of supply chain related material and two modules of
company based research.
Each taught module will run for a period of five weeks, during which it will be delivered and assessed.
Participants should expect to engage fully during this time. There will be a one week break between
modules during the semester. In addition to the taught modules participants will undertake an in
company project in the form of a Thesis.
The Thesis module which is based on in company research will run over three semesters for 25
weeks in total. Overall the programme will run over five semesters, each semester being
approximately 17 weeks in length.
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Delivery The programme will be delivered on a blended online learning basis and will incorporate a
combination of self-instructional materials (i.e. On-line lectures, student guide, interactive learning
elements, core texts and recommended readings), and regular tutor led interactions and online
tutorials.
The student will be supported by a web-based, on-line learning tool, which will provide a learning
environment for each module along with course updates, hyperlinks and URLs for further research,
examination and assessment, electronic library and an on-line discussion forum.
Students will have access to materials 24 hours a day, seven days a week through the virtual learning
environment.
Participants should expect to spend 15 to 20 hours a week during the semester working on the
course.
Entry Requirements
Applicants for a Master’s programme must normally have a first or second class Level 8 honours
degree (NFQ or other internationally recognised equivalent) in a relevant or appropriate subject,
Or
Equivalent prior learning that is recognised by the University as meeting this requirement.
And
Normally 3 to 5 years’ experience in a supply chain management role.
Applicants must also satisfy the English Language Requirements of the University.
The University reserves the right to shortlist and interview applicants as deemed necessary.
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MSc in SUPPLY CHAIN OPERATIONS Structure
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Relationship between Learning Outcomes and Modules
Modules /
Learning Outcome
FRAMEWORKS
FOR SUPPLY
CHAIN
MANAGEMENT
QUALITY
SCIENCE
STATISTICS
STRATEGIC
BUSINESS AND
SERVICES
MANAGEMENT
OPERATIONS
MANAGEMENT
FINANCIAL
MANAGEMENT
AND DECISION
MAKING
MARKETING
TECHNOLOGY
PRODUCTS
SALES AND
OPERATIONS
PLANNING
MATHEMATICAL
MODELLING IN
SUPPLY CHAINS
SIMULATION
MODELLING IN
SUPPLY CHAINS
SUPPLY CHAIN
RISK
ASSESSMENT
ENTERPRISE,
PRODUCT
MODELLING &
SIMULATIOIN
Applied
Research
Project
1. Recognise the strategic contribution of supply
chain management to organisational performance. x x x x x
2. Assess the impact that supply chain management
has on the key performance indicators of an
organisation.x x x x x x x
3. Evaluate the impact of upstream and downstream
entities on supply chain performance. x x x x x x x x x
4. Influence performance of upstream and
downstream factors to maximise value within the
organisation’s supply chain.x x x x x
5. Diagnose the priority improvement opportunities
within the supply chain optimising the trade-offs
between quality, cost and delivery.x x x x x x x x
6. Design supply chains to maximise value for the
organisation. x x x x x x x x x
7. Develop as a productive citizen contributing to
sustainable supply chains, economically and
environmentally.
x x x x x x x x x x x x
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Delivery Schedule
0 N/A ORIENTATION Course Team
1 PT5001 FRAMEWORKS FOR SUPPLY CHAIN MANAGEMENT Ingrid Hunt
2 MS5431 QUALITY SCIENCE Ann Sheahan
3 AU5011 STRATEGIC BUSINESS Maebh Coleman
12 MG6081 THESIS (SUPPLY CHAIN OPERATIONS) Ingrid Hunt
7 PT6024 SALES AND OPERATIONS PLANNING Con Sheahan
5 AC6111 FINANCIAL MANAGEMENT AND DECISION MAKING Gillian O'Keeffe
6 AU5032 MARKETING TECHNOLOGY PRODUCTS Michele O'Dwyer
12 MG6081 THESIS (SUPPLY CHAIN OPERATIONS) Ingrid Hunt
4 MF6001 OPERATIONS MANAGEMENT Con Sheahan
8 MF5001 MATHEMATICAL MODELLING IN SUPPLY CHAINS Pezhman Ghadimi/Cathal Heavey
9 IE5002 SIMULATION MODELLING IN SUPPLY CHAINS Georgios Dagkakis/Cathal Heavey
10 MG4181 SUPPLY CHAIN RISK ASSESSMENT AND FORECASTING Yvonne Delaney
11 AU5014 ENTERPRSE MODELLING AND SIMULATION Con Sheahan
12 PT6082 THESIS (SUPPLY CHAIN OPERATIONS) Ingrid Hunt
12 PT6082 THESIS (SUPPLY CHAIN OPERATIONS) Ingrid Hunt
Year 2SEMESTER 04 AUTUMN
SEMESTER 05 SPRING
SEMESTER 06 SUMMER
MSc in SUPPLY CHAIN OPERATIONS DELIVERY SCHEDULE- August start
Year 1SEMESTER 01 AUTUMN
SEMESTER 02 SPRING
SEMESTER 03 SUMMER
7 01/02/2016
Module Outline
PT5001 – Frameworks for Supply Chain Management
Rationale and Purpose of the Module:
To introduce students to a wide range of frameworks to inform systematic thinking on the
alignment, design, implementation and operation supply chains to promote their agility,
adaptability and growth.
To support the lean pursuit of key strategic performance dimensions delivery, quality, and
economy in the context of a dynamic, uncertain and competitive operating environment.
To consider frameworks appropriate at micro, meso and macro levels of operation.
To promote a quantitative approach to supply chain operations analysis.
To include a strong human context in addressing diagnosis and design questions.
Syllabus:
Supply Chain Context
Positioning, competitive priorities and capabilities. Role of operations and associated
decision areas. Comparison of services versus manufacturing, supply-chain structures,
identification of supply-chains. Operations reference models, Supply-Chain Operations
Reference Model SCOR, Design Chain DCOR, Customer Chain CCOR, performance
framework.
Sourcing: Sub-contracting of production and logistics, outsourcing, off-shoring, in-sourcing,
globalisation.
Product control: New product and service development activities (e.g. Urban-Hauser;
Stage-Gate, spiral models), product life-cycle., underpinning concepts such as
continuous/radical/ disruptive innovation, customer experience, sustainability. Analysis tools
e.g. customer-choice analysis, quality function deployment. Product validation.
Quantity control: micro: process mapping, inventory, job sequencing, push/pull order
release, model of human scheduling, queuing, littles law, and flow factor. meso: forecasting,
aggregate planning, routing and network planning, production-inventory system dynamics.
Macro: capacity decisions, location.
Quality control: micro: controllable/uncontrollable variation, sampling for variables and
attributes, control charts. Meso: specification capture (QFD), fitness for purpose, reliability
and risk analysis, fitness for society. Macro: strategy deployment (Hoshin), quality
frameworks ISO, Baldridge, EFQM.
Production economy: Cost of doing: cost estimation, asset investment cost, capital
recovery, activity based costing, unit costing, rate of return on investment, intangibles.
Cost of not doing: Feigenbaum quality cost model.
Information Systems: Hierarchical planning and control systems. GRAI grid and levels of
decision and analysis. Enterprise Resource Planning. Operations reference models, ARIS
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and enterprise integration views. Interoperability at technical and organisational levels.
Human factors: Micro: planning cycle for individuals - McKay-Wiers planning cycle and
supporting social networks. Meso: interfacing role between organisations, planner-
schedulers mediation role at supply chain interface (Berglund-Guinery). Co-ordination in
enterprise networks, organisational interoperability. Macro: Technology acceptance model
and software implementation. Waefler socio-technical model of planner-scheduler
engagement and structural impact.
Process Improvement: Continuous improvement philosophy, commonalities of Lean and 6-
Sigma, PDSA, forms of waste, problem seeking, focusing tools, design of experiments,
engagement with people, implementation and control, kaizen, DMAIC framework. Capturing
the soft side: Qualitative analysis and mixed methods. Project planning and control, specific
project methodologies e.g. PERA. SCOR implementation framework (SCE).
Semester project work: Reflection on SCOR model and its relation with the framework
above. Application in depth of a focused set drawing on the frameworks listed above to
solving or analysing specific supply-chain questions in a substantial semester project. The
work is to be collaborative, and carried out in project teams using computer mediated
communications. The results are to be presented in written and verbal form.
Qualitative enquiry should inform the project development path, but the work should be
primarily related to quality- and quantity-control processes.
Learning Outcomes:
Cognitive (Knowledge, Understanding, Application, Analysis, Evaluation, Synthesis)
On successful completion of this module students will be able to:
Describe the context for supply-chain design and discuss key consequences.
Describe the nature of sourcing in the context of globalisation
Describe the nature of operations management techniques for quantity and quality
control, and discuss key associated operating characteristics (e.g. curves)
Describe principles of production economy including costing and estimation of
potential benefits from lost opportunities and failure of control, and discuss key
consequences.
Describe important aspects of information-systems architectures in the enterprise
resource planning model, including aspects such as decision hierarchy and
interoperability that are relevant to interfacing between companies, and discuss key
consequences.
Describe important human activity considerations at individual level, at interface
level, and at the level of technology acceptance in relation to computer mediation of
activities at inter-organisational interfaces, and discuss key consequences.
Describe important aspects of process improvement methodology relating to all
aspects of supply-chain structures, processes, and discuss key obstacles they are
designed to overcome.
To describe and discuss the implementation of major supply-chain con/re-
configuration such as SCOR through the SCE project template.
To apply a small number of the above areas to analysing particular supply-chain
questions in greater detail.
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Affective (Attitudes and Values)
On successful completion of this module students will be able to:
To establish a commitment to the value of operations analysis and systems thinking
in thinking about supply-chain structure, process and performance outcomes.
To value both technical and human dimensions in design, implementation and
operation.
To anticipate and respond to the need for change in supply-chain structure and
processes and outcomes.
To adopt a stance on the philosophy of continuous improvement.
Psychomotor (Physical Skills)
On successful completion of this module students will be able to:
Use of computers to mediate project communications.
To act in project teams.
Indicative Texts:
Boyer, K and Verma, R. (2009) Operations and Supply Chain Management for the
21st Century. , Cengage
Simchi-Levi D, Kaminsky D and Simchi-Levi (2007) Designing and Managing the
Supply Chain, Mcgraw-Hill.
Bolstorff P and Rosenbaum. () Supply-Chain Excellence ,
Chopra S and Meindl P. (2008) Supply Chain Management , Prentice-Hall/Pearson
Education
Module Leader: [email protected]
10 01/02/2016
MS5431 – Quality Science Statistics 1
Rationale and Purpose of the Module:
The module is currently offered on 3 distance learning programmes. They have different
delivery mechanisms, lecturers and assessments. A recoding of the module to be offered on
the MSc in Strategic Quality Management - Lean Sigma Systems and the Specialist Diploma
Six Sigma would simplify module registration and grade submission.
Syllabus:
Delivery to include a practical application of software tools to undertake statistical analysis
i.e. use of Minitab or similar application. History and development of traditional quality control
techniques; Statistical quality control, inspection and detection methods, Taguchi and the
design of metrics Fundamental Statistics, Basic distribution theory, Graphs, histograms,
location, spread, Box-plots.
Statistical Process Control, Various types of control charts for both variable and attribute
data. Basic Six Sigma Statistics, T-tests, Regression, Decision making under uncertainty,
hypothesis testing and analysis of variance
Introduction to Design of Experiments
Learning Outcomes:
Cognitive (Knowledge, Understanding, Application, Analysis, Evaluation, Synthesis)
Describe Quality Science and its evolution
Describe the key elements and tools used in Quality Science
Affective (Attitudes and Values)
Explain the role of Quality Science in the design, manufacture, and supply of a
product or service
Indicative Texts:
() MSc Module Distance Education Material Course notes ,
Breyfogle III, F. W (2003) Implementing Six Sigma , Hoboken, New Jersey., John
Wiley & Sons
Evans, J. R. and W. M. Lindsay (2005) An Introduction to Six Sigma & Process
Improvement, Mason, Ohio, Thomson South-Western.
11 01/02/2016
Module Leader: Ann Sheahan
AU5011 – Strategic Business and Operations Management
Rationale and Purpose of the Module:
To provide candidates from Manufacturing and Service Sectors (including healthcare) with
an overview of the strategy process and of operations management from concept to
deployment.
Syllabus:
The basic framework and concepts of strategic management in different organisational and
environmental contexts. Introduction to strategy, strategic management in practice, strategic
analysis, resource competence and strategic capability, stakeholder expectations and
organisational purposes, bases of strategic choices and options, strategy evaluation and
selection, organisational structure and design, resource allocation and control and managing
strategic change e-strategy, policy deployment, metric development.
Learning Outcomes:
Cognitive (Knowledge, Understanding, Application, Analysis, Evaluation, Synthesis)
To introduce candidates to the concepts, theories and techniques of strategic and
operations management;
To provide the skills and approach necessary to design, deploy and maintain
effective strategic management and operations systems;
To enable candidates to realistically evaluate strategic management and operations
systems;
To equip candidates to contribute effectively to the strategy process and operations
function from a direct line or staff position.
There should be a definite progression, from identifying the strategic objectives to
implementation and deployment.
Indicative Texts:
AUA (2007) Module Study Notes , AUA
Johnson, J. and Scholes, K. (2005) Exploring Corporate Strategy, (7th edition) ,
London Prentice Hall
Kreitner, R. and Kinicki, A. (1995) Organisational Behaviour, 3rd ed , Chicago, IL:
Irwin
Gerry Johnson, Kevan Scholes, Richard Whittington () Exploring Corporate Strategy,
Text and Cases Seventh Edition ,
Gerry Johnson, Kevan Scholes, Richard Whittington () Exploring Corporate Strategy,
Text and Cases Seventh Edition (Enhanced Media Edition) ,
Module Leader: Regina McNally
12 01/02/2016
MF6001 – Operations Management
Rationale and Purpose of the Module:
The purpose of this module will be to provide an integrated and comprehensive
understanding of the merits, limitations and applicability of the diverse operations
management approaches currently available for manufacturing and service enterprises.
Syllabus:
Introduction to Operations Management (OM): Definitions, History and motivation of
this subject area; Role of OM in a Competitive Business Environment.
Resource Allocation: Theory of Constraints (TOC), Resource Scheduling; Enterprise
Modelling & Simulation. Capacity Planning.
Business Processes : Functional Vs Process view of Enterprises, Activity Based
Management;
Time Competition: The response speed needed for e-commerce and its implications
for all activities in the value chain.
Market Demand Modelling, Sales Order Acquisition: Real Time Order promising.
Giving the customer a reliable and accurate commitment.
Benchmarking: EFQM, Benchmarking, The Value Chain;
Quality: TQM, JIT, WCM, Set-up Time Reduction, Problem Solving; KAIZEN,
Continuous and Sustained Improvement. Vendors
Infrastructure: Factory Management Systems, MRP & MRP II, ERP; Computer
Integrated Manufacturing. Real time knowledge exploitation. Business Intelligence
Applications and the use of Predictive Analytics in Enterprise Performance
maximisation.
Facility Planning: Cellular Manufacturing, Total Productive Maintenance.
Logistics: The inbound and outbound challenge of the global market.
New Products: Concurrent Engineering, Rapid Development Techniques. Strategic
Imperatives and E-Commerce Implications for OM
Learning Outcomes:
Cognitive (Knowledge, Understanding, Application, Analysis, Evaluation, Synthesis)
On successful completion of this module students will (be able to):
1. Underline and justify the need for operations management in maximising the
economic performance of enterprises
2. To derive various market forecasting techniques and apply the same correctly to
industrial examples
3. To apply capacity planning techniques to solve decision theory problems for facility
design and resource allocation
4. To compare and contrast location planning and analysis techniques and apply
them location decision problems
5. Appraise the need for quality systems in modern facilities and apply sample
evaluation techniques to evaluation problems.
6. To apply MRP and ERP techniques to improve supply chain management
problems.
7. To apply scheduling techniques in high and low volume systems and test solutions
for effectiveness
13 01/02/2016
8. To construct network diagrams for new product project management problems and
use probability estimates to determine confidence intervals for project duration.
Indicative Texts:
Nigel Slack, Stuart Chambers, Robert Johnston (2010) Operations Management, 6th
Edition, ISBN: 978-0-273-73160-3 , Harlow, UK: FT Prentice Hall
Module Leader: Con Sheahan
14 01/02/2016
AC6111 – Financial Management and Decision Making
Rationale and Purpose of the Module:
This module introduces non-business students to the fundamental concepts and practices of
management accounting and finance. It provides students with the skills and knowledge
necessary to identify the relevant financial information required to manage the financial and
operating resources of a business.
Syllabus:
This module introduces non-business student to the fundamental concepts and practices of
financial management and managerial accounting. Financial management is concerned with
evaluating financial performance and the way in which funds for a business are raised and
invested. Managerial accounting provides information for product/service costing and profit
determination in addition to information for planning, control and decision-making. The topics
covered include the relationship between financial accounting, management accounting, and
financial management; the analysis and interpretation of financial statements; costing;
budgeting; short-term decision making; strategic management accounting; sources of
finance; investment appraisal and the management of working capital.
Learning Outcomes:
Cognitive (Knowledge, Understanding, Application, Analysis, Evaluation, Synthesis)
On successful completion of this module students should be able to:
Identify and quantify the costs and revenues that are relevant to a particular decision
and help in promoting the organizations strategic objectives.
Compute and evaluate cost-volume-profit relationships in single and multiple product
situations.
Calculate the full (absorption) cost of a unit of output using the traditional approach
and discuss its usefulness to management.
Assess how management techniques such as activity-based costing, life-cycle
costing, target costing, pricing and the balanced scorecard can be used by
organizations in a competitive environment.
Discuss the budgeting and management control framework and construct a master-
budget.
Identify, discuss and apply the four main capital investment appraisal methods.
Describe and evaluate the main sources of finance available to a business.
Explain the main elements of working capital and summarise the key factors that
need to be taken into account when managing each element.
Indicative Texts:
McLaney, E. and Atrill, P. (2008) Accounting and Finance, 4th ed., An Introduction ,
Pearson Education
Gowthorpe, C. (2005) Business Accounting and Finance for Non-Specialists, 2nd ed.
, Thomson Learning
Power, T., Walsh, S. and O`Meara, P. (2005) Financial Management, An Irish Text,
2nd ed. , Gill and Macmillan
Module Leader: Gillian O'Keeffe
15 01/02/2016
AU5032 – Marketing Technology Projects
Rationale and Purpose of the Module:
1. To develop the key marketing concepts in business generally and technology markets in
particular.
2. To develop the student capability to analyse markets for technology products and/or
services.
3. To assist the student to analyse and develop a marketing plan for a technology company.
Syllabus:
Market analysis for high technology companies, setting up, managing and changing
distribution channels, what differentiates high-tech from more traditional markets? Product
life cycles in a high technology environment, Acquiring and processing information from the
sales force, Information as a strategic weapon for high technology companies, Developing
long term customer partnerships and strategic alliances, Integrating customers into the
marketing process through involvement in new product development, Telesales and tele
support, Identifying and communicating value in high technology market environments,
Strategic platform marketing, Branding technology products, Forming strategic alliances for
marketing, Industrial marketing
Learning Outcomes:
Cognitive (Knowledge, Understanding, Application, Analysis, Evaluation, Synthesis)
1. Understand the key marketing concepts in business generally and technology in
particular
2. Be capable of analysing markets for technology products/services
3. Have produced a marketing plan for a technology company (their own or another
actual company)
Affective (Attitudes and Values)
Understand the strategic role of the subject matter in the organisational
competitiveness and success
Indicative Texts:
Mohr, J. (2001) Marketing of High Technology Products and Innovations,
Module Leader: Michele O’ Dwyer
16 01/02/2016
PT6024 – Sales and Operations Planning
Rationale and Purpose of the Module:
Integrated Business Planning has evolved over the last 20 years from its beginnings of Sales
& Operations Planning (S&OP), where it was a purely operations process, focusing on
balancing demand and supply, to today, where it sits at the heart of the business, enabling
key decisions to be made that influence the future direction of the Enterprise Supply Chain
and the realisation of the firms Operational and Strategic objectives. These techniques will
be applied to their own or case study firms in order to identify both the short term benefits of
and effective S&OP implementation and the challenge of sustaining these improvements
within the firm for the long term. Where possible the challenge of S&OP deployment will be
examined for both industry and service type organisations.
Syllabus:
Learning Outcomes:
Cognitive (Knowledge, Understanding, Application, Analysis, Evaluation, Synthesis)
Affective (Attitudes and Values)
Indicative Texts:
Other Relevant Texts:
Module Leader: Con Sheahan
17 01/02/2016
MF5001 – Mathematical Modelling in Supply Chain
Rationale and Purpose of the Module:
To provide students with knowledge on mathematical models applicable to supply chains.
To provide students with modelling and software capabilities to apply mathematical models
to supply chains.
Syllabus:
Introduction to Operations Research: Origins of operations research, example applications of
mathematical modelling in supply chains, process of applying mathematical models,
overview of mathematical model types, overview of software used in mathematical
modelling.
Mathematical Modelling - Software: Introduce and provide students with base skills to use
software to solve mathematical models. The focus is primary on introducing the student to
spread sheet modelling, but brief introductions to other modelling and optimization software
will be given. Students will apply software modelling skills obtained here to subsequent
topics.
Linear programming: Basic definition of linear programming, demonstrate method via
graphical method, model formulation applications in supply chains.
Linear programming solution: Simplex method, artificial starting solution method,
interpretation of simplex tableau, sensitivity analysis.
Network models: Transport model, Assignment model, Shortest Route model, Network
Minimisation model, Maximum Flow Model, Transhipment model
Integer programming: Binary and integer applications in supply chains, solution methods,
branch-and-bound, heuristics solution methods, genetic algorithms and simulated annealing.
Dynamic Programming: Applications in supply chain planning.
Learning Outcomes:
Cognitive (Knowledge, Understanding, Application, Analysis, Evaluation, Synthesis)
On successful completion of this module students will be able to:
Identify the difference between linear and non-linear models and understand where
they can be applied.
Given a problem description, develop a linear or integer programming models.
Apply solution methods for linear, network, dynamic programming and integer-
programming models.
Psychomotor (Physical Skills)
Use of computers.
Indicative Texts:
Hillier, F. S. and Lieberman, G. J. (2005) Introduction to Operations Research (8th
18 01/02/2016
edition), McGraw-Hill.
Ragsdale, C. (2007) Spreadsheet Modelling and Decision Analysis: A Practical
Introduction to Management Science, South-Western College Pub.
Module Leader: Cathal Heavey / Pezhman Ghadimi
19 01/02/2016
IE5002 – Simulation Modelling in Supply Chains
Rationale and Purpose of the Module:
To provide students with knowledge on discrete event simulation modelling and its
application to supply chains.
To provide students with modelling and software capabilities to apply simulation to supply
chains
Syllabus:
Introduction to simulation: Overview of simulation modelling, introduction to the basic
concepts of discrete event simulation. The simulation process steps involved in carrying out
a simulation project.
Computer simulation packages: Overview of available computer packages, description of
representative packages, computer implementation issues. Development of programming
skills to apply simulation to supply chains using a generic simulation package. Introduction to
dedicated supply chain simulation software.
Statistical aspects of simulation: Input analysis, random number generation, output analysis,
experimental design.
Queuing Models: Provide comparison of simulation with stochastic mathematical models
through the introduction of basic queuing models.
Application of simulation: Development of simulation case study models for supply chain
analysis and design.
Learning Outcomes:
Cognitive (Knowledge, Understanding, Application, Analysis, Evaluation, Synthesis)
On successful completion of this module students will be able to:
Understand discrete event simulation.
Understand the role of simulation modelling in supply chain design and analysis.
Understand the steps in applying simulation.
Be able to develop simulation models of supply chains.
Be able to analysis statistically input data, output data basic experimental design
methods used in simulation analysis.
Understand basic queuing theory and its advantages/disadvantages when compared
to discrete event simulation.
Psychomotor (Physical Skills)
Use of computers.
Indicative Texts:
Law, A. (2006) Simulation modelling and analysis (4nd edition) , McGraw-Hill
Concannon, K., Elder, M., Hunter, K., Tremble, J. and Tse, S. (2007) Simulation
Modeling with SIMUL8, Visual Thinking International Ltd.
20 01/02/2016
Other Relevant Texts:
Pidd, M. (2010) Tools for Thinking: Modelling in Management Science , Wiley
Robinson, S. (2004) Simulation: The Practice of Model Development and Use , Wiley
Module Leader: Cathal Heavey / Georgios Dagkakis
21 01/02/2016
MG4181 – Supply Chain Risk Assessment and Forecasting
Rationale and Purpose of the Module:
Supply chain and manufacturing methodologies such as lean, Just-in-time and outsourced
supplier networks have provided major benefit in the value chain but are causing serious
concerns too. Organisations are experiencing rapid supply chain expansion with a
decentralised supplier base. Although the expanded supplier based supply chain has helped
organisations in gaining major cost advantage and market share, it has resulted in a more
unstable supply chain. This module aims to provide the supply chain manager with the
competencies to cope in this type of environment as follows:
• To provide supply chain managers with the tools to cope with the types of disruptions
caused by uncertain economic cycles, consumer demands, natural and man-made disasters
with in the supply chain process
• To explore the nature and risk within an unstable supply chain process.
• To understand the impact that supply chain risk has on conducting business operations
and the concerns on continuity of manufacturing or service delivery operations
• To comprehend the main factors facing both internal and external supply chain risk
management
• To adopt best practices in supply chain risk management with a focus to minimise the
impact on financial strategy and profitability.
• To develop an understanding of how to plan and implement a number of broad strategies’s
for supply chain risk management
• To apply Risk Management techniques to a variety of organisations
Syllabus:
Supply Chain & Process Mapping, Geographic Risk Mapping & Country Risk Exposure,
Scenario Planning, Risk-Monitoring Dashboard, Root Cause Analysis, International Supply
Chains, Forces toward Globalization, The efficient supply chain and the risky supply chain,
Anatomy of a supply chain disruption - Thailand floods, Japanese tsunami, Volcanic Ash
Cloud, Supply Chain Risk quantification and business continuity planning, Manufacturing
example, Healthcare example, Business continuity planning, Best practices in supply chain
risks management, What is Supply Chain Risk Management? Evolution of Supplier
Development, Review of Research, Publication and Experience in Supply Risk. Key
elements of supply chain disruption management.
Disruption, Discovery and Recovery. Redundancy, Supply Risk Model, Supply Chain Risk
Perspectives, Structuring the Relationships of Supply Risk, Supply Risk Management Road
Map
Learning Outcomes:
Cognitive (Knowledge, Understanding, Application, Analysis, Evaluation, Synthesis)
Appreciate the nature and importance of the supply chain within organisations -
Comprehend the key theories associated with supply chain management within
modern organisations and integrate the basic steps of a risk management strategy -
Develop and implement a broad strategy for introducing a risk management strategy
with in the supply chain - Analyse supply chain risk management in organisations
and its impact upon strategies within an organisation - Critically evaluate key models
22 01/02/2016
and theories relating to the supply chain risk management
Affective (Attitudes and Values)
Embrace the supply chain risk management process and synthesise the values of
risk within the organisation.
Indicative Texts:
Khan, Omera & Zsidisin, George (Editors) (2011) Handbook for Supply Chain Risk
Management , J Ross Publishing
Wu, Teresa and Blackhurst Jennifer, Vincent (2009) Managing Supply Chain Risk
and Vulnerability: Tools and Methods for Supply Chain Decision Makers , Springer
Module Leader: Yvonne Delaney
23 01/02/2016
AU5014 – Enterprise, Product Modelling and Simulation
Rationale and Purpose of the Module:
1. The aim of this module is to develop an awareness of tools and methods available for
enterprise and product modelling.
2. To develop an appreciation for the important role that modelling plays in the design and
development of integrated business and manufacturing systems.
3. To enable the student to be able to apply modelling tools and techniques in analysing
business processes within their organisation.
4. Finally this module should aid and enable a student to pursue independent research in the
development and/or application of enterprise and product modelling tools and methods.
Syllabus:
1. Why Model?
2. Business Process Reengineering
3. Product modelling
4. Overview of business modelling methods and tools
5. Enterprise modelling Techniques
6. Enterprise modelling with CIMOSA
7. Enterprise modelling for business process improvement
8. Product Data Management
9. Simulation
10. Two case studies on Simulation and Modelling; Animal Feed Industry and the Food
Industry
Learning Outcomes:
Cognitive (Knowledge, Understanding, Application, Analysis, Evaluation, Synthesis)
Upon completion of this module the student should:
1. Have an awareness of the tools and methods available for process and product
modelling
2. Appreciate the important role modelling plays in the design and development of
integrated business and manufacturing systems.
3. Be able to apply modelling tools and techniques in analysing business processes
within their organisation. 4. Be enabled to pursue independent research in the
development and/or application of enterprise and modelling tools and methods
Indicative Texts:
AUA (2007) Module Study Notes , AUA
Les Oakshott () Business Modelling and Simulatio Book ,
Module Leader: Con Sheahan
24 01/02/2016
MG6082 / PT6082 – Thesis 1 &2 (Supply Chain Operations)
Rationale and Purpose of the Module:
This single body of work over 4 semesters of the MSc is designed to develop conceptual,
methodological and analytical skills among candidates. Developing from research proposal,
candidates are assigned to a research supervisor who will mentor them in the development,
execution and completion of their research paper. The paper will be a 15,000-20,000 word
submission comprising: A secondary review of the field, culminating in the identification of
the research gap and the research propositions to be explored by the candidate; The
methodology employed in the empirical component of the work; The findings unearthed and
a discussion of these findings in the context of the enfolding literature limitations and
direction for future research will also be set down in the thesis.
Syllabus:
Learning Outcomes:
Cognitive (Knowledge, Understanding, Application, Analysis, Evaluation, Synthesis)
Affective (Attitudes and Values)
Indicative Texts:
Module Leader: Ingrid Hunt