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Review of Operation & Supply Chain Management Course

By Ying (Carrie) Wang, participant of Tongji &Mannheim EMBA 2014



Operation & Supply Chain Management comes as our last course of July module in Mannheim & Tongji EMBA by Prof. Joe Hall.


This course focuses on understanding levers for structuring, managing, and improving a firm’s recurring business processes to achieve competitive advantage in customer responsiveness, cost, quality, and variety of products and services. The fundamental principles underlying state‐of‐the‐art practices are explored so that we learn how operational innovations and improvements can help firms deal with uncertainties in demand and supply. Understand how business and marketing strategies must coordinate with operations strategy as well.


Operation is largely about designing and managing business processes. Therefore defining key process measures, mapping processes,and understanding process performance are the three days learning curve.

Though several interesting case studies of McDonald’s& Burger King and Southwest airline etc., we understand the different production processes discuss managing a portfolio of facilities and develop an understanding of different process types and where each adds the most value.


Factory Physics cover a number of fundamental relationships that govern the performance of business processes. Topics include the role of inventory, Little’s Law, and bottleneck management. And service science particular focus on queuing issues.


Sales and operations planning conduct a simulation exercise to help us understand the importance of sales and operations planning efforts. Which help us understand the sometimes conflicting perspectives of the sales and marketing function and the operations function by a case calculation of B’s Wax Candle company PL analysis.


Last day afternoon Toyota production system case and video complete the topic of used to highlight and solve problems. Service quality, failure and recovery study quality and managing the customer experience in the context of services. Last but not least Lean management’s key philosophies and tools that underlie lean management as a way of wrapping‐up our discussion of quality.


When we were quite enjoying the discovery of the beauty of supply chain management, time came to say bye to everyone in this module. Deeply appreciated Prof. Hall’s lovely course and our seamless teamworking, we are looking forward to the next learning opportunity in both Mannheim and Tongji.