OIDD 680 Operations Strategy Practicum Semester in San ... · 6/30/2016 · and Europe and into...
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OIDD‐680
OperationsStrategyPracticum
SemesterinSanFrancisco
(RevisedJune30,2016)Location:WhartonWestCampusandvariouscompanysitesintheUSandMexicoDates:FallSemester2016
‐ Lectures,CaseDiscussions‐ VisitstoUSandMexicanmanufacturingplantsandserviceproviderfacilities‐ Presentationsbyseniormanagers
Credit:1.0CreditUnitCourseInstructorMorrisA.CohenPanasonicProfessorofManufacturingandLogisticsOIDDepartment546JonM.HuntsmanHallTel:215‐898‐6431(office)
E‐mail:cohen@wharton.upenn.eduCourseTAsAndrewGrossmanLucasPaulCourseAdministrationRamonJonesOIDDepartment500JonM.HuntsmanHallTel:215‐573‐0505
E‐mail:[email protected]
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OperationsStrategyPracticum‐SemesterinSanFrancisco OPIM680‐Fall2016
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CourseOverviewandLearningGoalsThiscoursewillfocusonthemanagementofoperationsatmanufacturingandservicefacilitieslocatedwithintheUSandMexico,thatareusedeitherbydomesticcorporationsorbyforeignmultinationalcompaniesthatoperateintheUS.Ouremphasiswillbeontheevolvingpatternsofoperationsstrategiesadoptedbyfirmsforsourcingmanufacturing,distributingproducts,deliveringservicesandmanagingproductdesignaswellasonprogramsforenhancingquality,productivityandflexibility.Wewillfocusontheformulationandexecutionofsuchstrategiesforacollectionoffirmsinthecontextofthecurrentdynamicsofglobalcompetition.Thecoursewillconsistofasetofsitevisitsandin‐classsessionswhichincludelectures,casediscussionsandmanagementspeakerswhowilldescribetheircompany’scurrentstrategy.Ourcourseismotivatedbythefactthatmanymanufacturingandserviceproducingfirmsarere‐examiningthestructureoftheirglobalsupplychains,internalprocessesandsourcingstrategyinresponsetotheuncertaintiesandriskstheyfaceintheseturbulenttimes.Theseadjustmentsareoccurringagainstabackdropoffundamentalchangetotheenvironmentinwhichcompaniesoperate.Fordecadesadominantstrategyinmanufacturinghasbeentooutsourcetolowcostglobalsuppliers.ThishasledtothetransferofmillionsofmanufacturingjobsanddevelopmentactivitiesoutoftheUS,JapanandEuropeandintolowlaborcostcountriessuchasChina,IndiaandVietnam.Todaythistrendisbeingchallengedbyamovementbysomecompaniesto“re‐shore”theirmanufacturingbybringingitbackoratleastmovingitclosertotheirdevelopedcountrymarket,i.e.by“near‐shoring”tolocationssuchasMexicoorEasternEurope.Atthesametimemanyfirmscontinuetoselectoffshorelocationsforoutsourcingofmaterialinputsandservices.Similarargumentsforglobalsourcingandre‐shoringcanalsobemadeforfirmsthatactassuppliersofservicessuchasBusinessProcessOutsourcing,CustomerServiceSupport,ProductDesignandSoftwareDevelopment.Moreover,therehavebeenmajortechnologydevelopmentsaffectingproductionautomationandproductdesignwhicharecontributingtothisre‐structuring.Thiscoursewillconsiderthecurrentstatusofoperationsstrategyandprocessmanagementprimarilyfromtheperspectiveofmajormulti‐nationalfirms,althoughwewillalsointeractwithstartupcompanies.Thegoalistoprovidetheclasswiththeopportunitytointeractwithseniorexecutivesfromthesecompanies,whichareheadquarteredand/oroperatingintheUSandMexico,toexplorecurrentthinkingandstate‐of‐the‐artpracticesconcerningtheirglobaloperations.Learningwillbefacilitatedbyprovidingstudentswiththeopportunitytoobservecompanyoperationsinactionundertheguidanceofcompanymanagement.Theseinteractionswillfacilitateanexchangeofideasthatwillidentifymanagerialchallengesandconcerns.Itwillalsoascertaincurrentpracticesandintentionsofparticipatingcompanies.Moreover,thecoursewillconsidervariousmodelsandframeworksthathavebeendevelopedintheeconomics,publicpolicy,operationsandmanagementliteraturesfordealingwithstrategiesforglobalsupplychainsourcing,technologymanagementandprocessimprovement.Wewill,inparticular,reviewtheunderlyingprinciplesofsomeofthekeyoperationsstrategiesthatarewidelyadoptedinindustry.Wewillalsoconsiderhowtechnologydevelopmentsareimpactingcurrentoperationsstrategy(e.g.automation,E‐commerce,InternetofThings).Finally,we
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OperationsStrategyPracticum‐SemesterinSanFrancisco OPIM680‐Fall2016
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willexplorehowsupplychainsandoperationsprocessesarebeingdesignedandmanagedbystartupcompanies.Ourobjectiveistodevelopanunderstandingofthedriversofoperationsstrategydecisions,atpresentandinthefuture,inordertoidentifyopportunitiesforimprovementandbarrierstoimplementation.
Wewillexploretheseissuesthroughthelensofvisitstoaspecificgroupofmultinationalandemergingcompanieslocatedonthewestcoast.Thecompanieswillbechosentocoverarangeofmanufacturingandserviceindustrieswhereglobalsourcing,productivityandcoordinationarekeyissuese.g.aerospaceanddefense,automotive,consumerelectronicsandcomputers,consumerproducts,entertainment,healthcare,logistics,e‐commerceandsemiconductor.ThiscoursewillbuildoffofthelearningbasedonaGlobalModularCourseonthistopicthathasbeenofferedinJapanoverthepastthreeyearsandfrompriorversionsofthecoursethathavebeenofferedtostudentsparticipatingintheWhartonSiSF(SemesterinSanFrancisco)programwithafocusonthewestcoastandtoregularMBAstudentswithafocusonGermanyandeastcoastfirms.CourseOrganizationandRequirementsThecoursewillincludesessionsattheWhartonWestfacilitythatincludelectures,corporatemanagervisitsandcasediscussionsaswellasanumberofroadtripstovariouscompanysitesthatareaccessiblefromtheBayareaorarewithinseveralhourstraveltime(i.e.SeattleandSanDiego/Tijuana).StudentswillberesponsibleforexpensesforthosevisitsrequiringtravelawayfromtheBayarea.Theestimatefortheseexpensesare$1,910(singleoccupancy)and$1,220(doubleoccupancy)forthecourse,notincludingairfarefromSanFranciscotoSeattleandtoSanDiego.Theexpensefeewillcoverhotels,landtravelandsomemeals.
Pre‐requisitesStudentstakingthiscourseshouldhavecompletedeitherthecorecourse,OID611,“ManagingtheProductiveCoreoftheFirm:QualityandProductivity”,orOID615,“ManagingtheProductiveCoreoftheFirm:OperationsStrategy”,oranequivalentcourse.GradingandassignmentsGradesarebasedon(1)classparticipation(20%);(2)analysisanddiscussionofthreeassignedcases.Thecaseswillbediscussedinclasssessionswithcompanymanagersand/oratthecompanieswherethecasestakeplace.A750wordwrittenreportisrequiredfortwoofthecases,(i.e.BoeingandCisco)andashort,(500word)reportisrequiredforthethirdcase,(i.e.Angaza)(allindividualassignments)(25%);(3)analysisofarecentexampleofsupplychainrestructuringinaglobalcompany,selectedfromanindustryinwhichoneourcompaniestobevisitedbelongs(teamassignment)(20%);(4)Abackgroundreportconcerningoneofthecompanies/industriesthatwewillvisitandasitevisitreportforthatcompany(teamassignment)(20%);and(5)afinalpaperofferingreflectionsonwhatyouobservedandlearnedduringthesitevisits(individualassignment)(15%).Seebelowforfurtherdetailsontheseassignments.
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Thefollowingscheduleissubjecttochange.CompanyvisitswilltakeplaceinSeattle,SanDiego/TijuanaandvariouslocationsintheBayArea.Casediscussions,lecturesandguestspeakerswillbescheduledatWhartonWest.
Session Date TopicandReadings1‐A September7
(WhartonWest)
10:00am‐11:30amPacific
CourseIntroduction–OperationsStrategyThissessionwillpresentthegoalsandrequirementsforthecourse.Wewillthenreviewthecourseschedule.Finally,wewillintroduceaframeworkforoperationsstrategythathighlightsthefollowingconceptsthatwillbecoveredinthecourseeitherinclasssessionsorthroughcompanyvisits:
o GlobalManufacturingSourcingo SupplierRelationshipsandCoordinationo LogisticsandDistributiono TechnologyandCapacityPlanningo SupplyChainRiskManagemento Agility,FlexibilityStrategieso EnvironmentandSustainabilityo Leanoperationsandcontinuousimprovement
Readingso M.Fisher,“WhatistheRightSupplyChainforYourProducts”,
HarvardBusinessReview,1997.o H.Lee,“TripleASupplyChain”,HarvardBusinessReview,2004.
1‐B September7
(WhartonWest)
11:30am‐12:00pmPacific
PlantToursandIndustryBackgroundThissessionwillintroducethePlantTourAnalysistoolthatwillbeappliedinoursitevisitsbythestudentteams.Wewillalsodiscusstheindustrybackgroundreportsthateachteamwillprepare.Eachteamwillberequiredtodistributetheirbackgroundreportpriortothesitevisitandasummaryofthesitereportaftereachvisit. Reading
o R. E. Goodson, “Read a Plant – Fast”, HBR, May 2002.2 September8
(WhartonWest)
1:30pm–3:00pmPacific
SupplyChainRiskManagement–CiscoCaseDiscussionGuestSpeaker,JamesSteele,GlobalSupplyChainManager,CiscoThissessionwillintroducetheconceptofsupplychainriskmanagement.WewilldosobydiscussingthecasewhichdescribestheCiscoprocessandhowitreactedtotheTohokuearthquakeinJapan.JamesSteele,whowasdirectorofCisco’sSupplyChainRiskManagementprogramatthetimeofthequake,willbejoiningusinclasstodiscussCisco’sresponse. Readings
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o R.Anupindi,“CiscoSupplyChainRiskManagement(SCRM)inAction:2011TohokuEarthquake”,(U.MichiganCase1‐429‐284,2013)
o R.Anupindi,“SupplyChainRiskManagementatCisco:ResponsetoH1N1(U.ofMichigancase1‐428‐881),–readpages2throughtopofpage9.
o Simchi‐Levi,W.SchmidtandY.Wei,“FromSuperStormstoFactoryFires:UnpredictableSupply‐ChainDisruptions”,HBRJan‐Feb,2014.
o D.Reynolds,“LessonsFromTohoku”,WhartonMagazine,Winter2012.A.PollackandS.Lohr,"AJapanesePlantStrugglestoProduceaCriticalAutoPart",NewYorkTimes,April278,2011.
3 September9
(TraceyCA)
8:30am–4:00pmPacific
VisittoAmazonFulfillmentCenter
This session will expose us to the technology and processes used at the San Francisco area (Tracey) distribution center for Amazon. Our agenda at the site is to gain an understanding of how Amazon manages fulfillment and logistics. We will have the opportunity to continue our discussion of Amazon strategies for supply chain, logistics and technology management at their headquarters in Seattle later on in the course.
This will be our first site tour and the team assigned to this facility will have the opportunity to use the plant tour assessment tool.
4 September19
(WhartonWest)
1:30pm–3:30pmPacific
AzagnaCaseDiscussion–LightingupAfrica&ServicizationandProduct‐ServiceSystems
WewilldiscussAzagna,astart‐upthatisprovidinganinnovativebusinessmodelforvaluedeliverythatenablesthedistributionofelectricityinAfricatothosenotconnectedtothepowergrid.
Wewillbegintheclasswithadiscussionofthecase.Wewillconcludetheclasswithabriefover‐viewoftheProduct‐Servicesystemsbusinessmodel.
Readingo N.Agrawal,"Azagna:LightingUpAfrica",SantaClaraUniversity
Case,2014.o J.Guajardo,“Pay‐As‐You‐GoBusinessModelsinDeveloping
Economies:ConsumerBehaviorandRepaymentPerformance”,HaasSchoolofBusiness,2016
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5 September20
(WhartonWest)
1:30pm–3:30pmPacific
SupplyChainStrategyforE‐CommerceJimMiller,VPGlobalCapacityDelivery(GCD),Google
JimwilldiscussthesupplychainoftheextensiveinfrastructureusedbyGoogletodelivercapacitytoitsusers.HewillalsodiscusscurrenttrendsandstrategiesatGoogle.
6 September21
(WhartonWest)
12:00pm‐1:30pmPacific
ToyotaProductionSystem,Lean
WewilldiscusstheToyotaProductionSystemandintroducetheconceptofleanproduction.Wewillalsodiscusssomeapplicationsofleanintheautoandhealthcareindustries.
Inaddition,wewillheartheAmazonvisitteamdelivertheirsitereport.Wewillalsofinalizeindustry/companygroupassignments.
ReadtheToyotacaseandconsiderhowtheAndonprocedureworksandwhatareitscostsandbenefitsanditsimpactonquality.Also,thinkaboutrecenteventsintheautoindustrythatrelatetoqualityproblems.
Readingso K.Mishina,“ToyotaMotorManufacturing,U.S.A.,Inc.”,HBScase
9‐693‐019,1995.o JunichiEndo,“DiscussionpaperofNissan’sGlobalSupplyChain
ManagementRolesofMotherPlantsandtheGlobalProductionEngineeringCenterinJapan,RevisedFebruary16,2015(M.Cohen)
7 October13
Philadelphia
(remoteaccesstoWhartonWest)
12:00pm–2:00pmPacific
CaseDiscussion‐Boeing:TheFightforFasteners
WewilldiscusschallengesassociatedwithsourcingandsuppliercoordinationencounteredbyBoeinginits787supplychain.WewillalsoconsiderquestionsthatyouwillwanttoposetotheBoeingmanagementwhenwevisittheEverettplantanddiscussthecurrentstatusofthe787program.
Readingso M.LeeandR.Anupindi,“Boeing:TheFightforFasteners”,by(U.
ofMichigancase1‐428‐787,2009)o ChrisTang,andJoshZimmerman,“MitigatingNewProduct
DevelopmentRisks–TheCaseoftheBoeing787Dreamliner”,Chapter11inM.S.SodhiandC.S.Tang.ManagingSupplyChainRisk.Springer.2012
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8 October20
Philadelphia
(remoteaccesstoWhartonWest)
1:30pm–3:30pmPacific
GlobalSupplyPlanning–SourcingandLocationDecisions
Wewillreviewthecurrentsituationconcerningglobalmanufacturingsourcing,includingtheresultsofarecentBenchmarkstudy.
Readings
o “WhatItTakestoRe‐ShoreManufacturingSuccessfully”,WillyC.Shih,SloanManagementReview,Fall,2014.
o “ShiftsinCostCompetitivenessReshapeGlobalManufacturing”,SourcingJournal,September05,2014.
o “Yen’sShiftingValueHelpsJapaneseCarmakersMeetNewChallenges”,Knowledge@Wharton,April01,2014.
o “BenchmarkingGlobalProductionSourcingDecisions:WhereandWhyFirmsOffshoreandRe‐shore”,MorrisA.Cohen,ShiliangCui,RicardoErnst,ArndHuchzermeier,PanosKouvelis,HauL.Lee,HirofumiMatsuo,MarcSteuber,AndyA.Tsay,OIDWorkingPaper,2016.
o 9 November3
(remoteaccesstoWhartonWest)
12:00pm–2:00pmPacific
LogisticsSystemsandDistributionStrategyInthefirsthalfofthissessionwewilldiscussthemanagementofdistributionandlogisticswithinaglobalsupplychain.Wewillfocusonissuesassociatedwithriskpooling,coordinationandtechnology.Wealsowillpresentinsightsderivedfromanalyticalmodelsandcurrentpracticesformaterialsmanagement,cross‐docking,andwarehouseautomation.Inthesecondhalfofthesessionthegroupswillpresenttheirindustryreportsforthecompaniesthatwewillbevisiting. Readings
o G.CachonandC.Terwiesch,“Risk‐PoolingStrategiestoReduceandHedgeUncertainty”,Chapter15“MatchingSupplywithDemand:AnIntroductiontoOperationsManagement”,3rdedition,McGrawHill,2011.
10 November8
(SanDiego)
7:30am–5:00pmPacific
VisitUSNavyWewillhavetheopportunitytoobservelogistics,maintenanceandfleetsupportprocesses.
o AircraftCarrierVisitanddiscussAVCAL(logisticsprocess)o NavalAirStation–Logistics,MaintenanceandRepair
Operations
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11 November9
(SanDiego)
7:30am–3:00pmPacific
VisittoTaylorGuitarCompany
o GlobalSupplyChainStrategyo Sustainment
Reading
o YLinandM.Han,“SustainableWoodSourcingatTaylorGuitars”,UniversityofSanDiego
12 November10
(Tijuana)
7:30am–5:00pmPacific
VisitmaquiladorafactoriesinTijuana
Wewillvisitseveralfactoriesintheareaoveratwo‐dayperiod.Thefollowingcompanieshavebeenscheduled:
WelchAllyn Medtronics
13 November11
(Tijuana)
7:30am–5:00pmPacific
VisitmaquiladorafactoriesinTijuana–continued
TBD–AerospaceandDefensecompany Plantronics
14 November14
WhartonWest
10:00am–12:00pmPacific
SupplyChainStrategy–GarrettvanRyzin,Uber
GarrettvanRyzinisaprofessorattheColumbiaBusinessSchool.HehasbeenworkingwithUberasavisitingscholarforseveralyears.Hewilldiscussissuesthatincludepricingandrevenuemanagement.
15 November16
(Seattle)
7:00am–5:00pmPacific
BoeingEverettPlantVisitOuragendawillinclude:
o VIPplanttouro ProductionIntegrationCenter(suppliermanagementand
coordination)o EverettDeliveryCentero MeetingwithBoeingmanagers,includingmanagerswhowere
involvedtheFastenerscase‐continuethecasediscussiono Overviewofcurrentstrategiesforglobalsourcingandproduct
developmentforinthe787Dreamlinerprogram.
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16 November17
(Seattle)
8:00am–1:00pmPacific
VisitCostco
WewillvisitthemainCostcoDepotinSumnerandobservetheroleofcross‐docking.WewillthenvisitthefirstCostcoWarehousestore.WewillhavetheopportunitytomeetwithCostcomanagersatbothlocationsandlearnabouttheuniqueCostcobusinessmodel.
17 November17
(Seattle)
2:00am–4:30pmPacific
VisitAmazonHeadquarters
WewillmeetwithseniorOperationsmanagerstodiscusssupplychainandlogisticsstrategy
18 December5
(WhartonWest)
10am–12:00pmPacific
Logistics/DistributionStrategy–GuestSpeaker,BrianDoyle,Sr.Director,LeanSixSigma,McKessonCorporationCompanyexecutiveswillpresentanoverviewofMcKesson’sstrategyfordrugandmedicalsupplydistribution.
19 December5
(WhartonWest)
2:00pm–4:30pmPacific
LogisticsSupportSystems–GuestSpeaker,RyanPeterson,CEO,FlexportFounder/CEOwillpresentanoverviewofhowtheirproductandservicessupportglobalsupplychainmaterialmanagement.
20 December6
(WhartonWest)
10am–12:00pmPacific
AnalyticPaper–GroupPresentations
Eachgroupwillhave15minutestopresentanoverviewoftheirAnalyticpaperfindings.
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21 December7
(WhartonWest))
4:00pm–5:00pmPacific
DebriefsessionEachstudentwillhavetheopportunitytocommentonlessonslearnedfromthecourse.
22 December7
(WhartonWest))
5:00pm–6:30pmPacific
FinalsessionandReceptionWewillreviewhighlightsofthecompanyvisitsanddiscusskeylessonslearned.Wewillconcludethecoursewithaninformalreception.
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CaseAssignments(Individualassignments‐25%ofyouroverallgrade)
FirstCaseAssignment‐CiscoOnMarch11,2011amajorearthquakestruckTohokuJapan.Ithadadevastatingimpactonglobalsupplychains.Readthecase,CiscoSCRMinAction:2011TohokuEarthquake,byRaviAnupindi(TauberInstitute,U.ofMichigancase1‐429‐284,2013) andalsoreadSupplyChainRiskManagementatCisco:ResponsetoH1N1(U.ofMichigancase1‐428‐881),–readpages2throughtopofpage9foradescriptionofCisco’sapproachtoriskmanagement.Preparea750wordpaper(plusorminus5%;double‐spaced;putwordcountandyournameatthetop)thataddressesthefollowingquestions:
1. WhatarethemajorchallengesfacingCiscoasresultofsupplychaindisruptionscausedbytheearthquake?
2. HowshouldCiscomanagethecrisis?3. WhatmetricsshouldbeusedbyCiscotosupportSupplyChainRiskManagement?
Whatdatawouldyouneedtoestimatethesemetrics?Atwhatorganizationallevel(plant,product,supplychain,businessunit)woulditbeappropriatetoapplythesemetrics?Whatmaybetypicalusesofthesemetrics?
4. HowshouldCiscomitigatetheimpactofthedisruptiontotheirsupplychain?Whattradeoffsandrisksshouldtheyconsiderandhowaretheserelatedtothemetrics?Inparticular,howcantheTTRmetricbeused?
5. CommentonCisco’sSCRMprocessandhowtheydealtwiththeTohokucrisis.Whatareitsmajorstrengths?Doyouseeanyweaknesses?
Youshouldalsoreadthefollowingarticles(postedonCanvas)asyouprepareyouranswerstothecase:
1. D.Reynolds,“LessonsFromTohoku”,WhartonMagazine,January26th,2012,2. D.SimchiLevi,“FromSuperStormstoFactoryFires:ManagingUnpredictable
Supply‐ChainDisruptions”,HarvardBusinessReview,Jan‐Feb2014.3. A.PollackandS.Lohr,"AJapanesePlantStrugglestoProduceaCriticalAutoPart",
NewYorkTimes,April278,2011.
Readthecaseandthinkabouttheassignmentquestions.WewilldiscussthiscaseinclassatWhartonWestonSept.8.JamesSteele,whowasdirectorofCisco’sSCRMprogramatthetimeofthequake,willbejoiningusinclassonSept.8.YourpaperisdueonSept.15,postedonCanvas.SecondCaseAssignment‐AzagnaReadtheAzagnacasestudyandbepreparedtoofferyourrecommendationstotheminourclassdiscussionofthecase.Preparea500wordpaper(plusorminus5%;double‐spaced;putwordcountandyournameatthetop)thataddressesthefollowingquestions:
1. WhatshorttermrecommendationswouldyoumaketoLesley?
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2. WhatlongtermrecommendationswouldyoumaketoAzagnatobettercompeteinthemarketforlightingsolutionsinAfrica?Thinkcomprehensivelyaboutyourrecommendations.
WewilldiscussthecaseinclassonSept.19atWhartonWest.YourreportisdueonSept.26postedonCanvas.
ThirdCaseAssignment‐BoeingBoeingencounteredanunusualsupplychainproblemduringits787Dreamlinerproductdevelopmentandmanufacturingprocess,relatedtoasmallandunlikelysourceofdifficulty,namelyshortagesanddelaysinthesupplyoffastenersneededtoholdtheairframetogether.Readthecase,Boeing:TheFightforFasteners,byMosesLeeandRaviAnupindi(TauberInstitute,U.ofMichigancase1‐428‐787,2009)andpreparea750wordpaper(plusorminus5%;double‐spaced;putwordcountandyournameatthetop)thataddressesthefollowingquestions:
1. WhatwerethecausesofthefastenercrisisatBoeing?Howwastheproblemignoredforsolong?Whateffectdidthe787Dreamlinerprojecthaveonfastenersupply?
2. WhatarethekeyelementsoftheFastenerProcurementModel(FPM)?3. Describethematerial,information,andfinancialflowsbetweenBoeing,fastener
manufacturers(suppliers)andTier‐1partnersunderFPM.4. EvaluateFPMfromtheperspectiveofBoeing,fastenermanufacturers,Tier‐1partners,
andotherstakeholders.5. CritiquetheapproachtakenbyBoeinginimplementingFPM.Whatproblemshas
BoeingencounteredinrollingouttheFPM?6. Whataresomeofthecosts,benefitsandrisksassociatedwitha“customermanaged
inventory”strategysuchasFPM.
YoushouldalsoreadthearticlebyChrisTang,andJoshZimmerman,MitigatingNewProductDevelopmentRisks–TheCaseoftheBoeing787Dreamliner,Chapter11inM.S.SodhiandC.S.Tang.ManagingSupplyChainRisk.Springer.2012,asyouprepareyouranswerstothecase.Readthecaseandthinkaboutthefirst4assignmentquestions.Wewilldiscussthiscaseinclass,(remotesession)atWhartonWestonOct.13,andalsoduringourvisittoBoeing’sheadquartersinSeattleonNov.16,wherewewillhavetheopportunitytodiscussthecasewithBoeingmanagers.Yourpaper,whichincludesanswerstoall5questions,isdueonNov.25,postedonCanvas.IndustryBackgroundandSiteVisitReport(Teamassignment‐20%ofyouroverallgrade)Eachteamwillbeassignedtoacompanythatwewillbevisitingduringthesemester.Priortothevisit,theteamwillprepareandpresentordistributeareportthatprovidesbackgroundinformationconcerningtheindustryandthecompanythatwewillbevisiting.Topicsthatcouldbeincludedinthisreportinclude:currentcompetitivetrends,technology
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developmentsaffectingboththeproductandprocesses,theregulatoryenvironment,etc.Theteamwillthenusetheplanttourassessmenttool(i.e.“ReadaPlantFast”byGoodson)toprepareareportbasedonthevisit.Thereportswillbepresentedand/orsharedwiththefullclassafterthevisits.GroupformationsaredueonSept.7,(andonegroupwillbeassignedtodotheSept.9Applevisitreport).Thesamegroupswillbeusedfortheanalyticpaper.Eachgroupwillpresenttheirindustry/companybackgroundreporttotheclassonNov.3.Analyticpaper(Teamassignment‐20%ofyouroverallgrade)Prepareananalyticalpaperthatidentifiesacompanythathasrecentlyadjustedormodifieditsoperationsstrategyconcerningissuessuchassupplychaindesignandmanagement,globalsourcing,useoftechnology,productdesign,etc.andaddressesthequestionslistedbelow.Youwillproposeyourchoiceoffocalfirmtothefacultyforapproval;wewilltrytoavoidduplicationsincethesepaperswillbearesourcefortheentireclassoncecompleted.Papersshouldbewrittenbyagroupconsistingof3or4students,therequiredlengthis2,250words(plusorminus5%;double‐spaced;putwordcountandyournameatthetop).Youranalysisshouldaddressthefollowingquestions:
1. Whatisthecurrentdesignandmanagementofthecompany’ssupplychainandhowhasthisdesignandmanagementbeenaffectedbytherecentstrategychange?
2. Whatarethereasonsthatthecompanyhasofferedformakingthechangestoitsoperationsstrategy?
3. Whatisyourassessmentofthereasonsthatthesechangeshavebeenmade?4. Whatistheexpected(orobserved)impactofthestrategychangeoncompetitive
position,financialperformanceandoperationperformance?5. Compareandcontrasttowhatothercompaniesinthesameindustryaredoing,i.e.
haveothercompaniesintheindustrymadeoperationsstrategychanges?Arethedecisionsoftheothercompaniesthesameordifferent?Why?Aretheretrendsfortheindustry?
6. Whatarethekeychallengesfacingtheindustrywithrespecttosupplychainsourcing,technologyandcompetition?
Werecommendthatyouconsideracompanyfromoneoftheindustries,whichwewillbeinteractingwiththroughcompanyvisitsandguestspeakersessions,(butnotoneofthecompanieswevisitorfromwhomwehostaspeaker).Pleaseindicateyourfirstandsecondchoicesforacompany/industryinadvance,(dueSept.20),sothatwecaninsurethatawiderangeofissuesandsettingsiscovered.Totheextentpossible,theindustrybackgroundandsitevisitreportgroupassignmentswillbemadetocomplementtheanalyticpapercompanytopicselected.Groupassignmentsfortheanalyticpaperandindustry/visitreportwillbefinalizedonSept.21.
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RecommendedIndustries:AerospaceandDefense;Apparel;Appliances;Automobiles;Computers/InformationandCommunicationTechnologies(ICT);ConsumerElectronics;Entertainment;Gaming;LogisticsandDistribution;HealthCare;Retail;SemiconductorManufacturingandSemiconductorEquipment;Toys.
ThispaperisdueonDec.2,postedonCanvas,andwillbediscussedonDec.6atWhartonWest.Eachteamwillberequiredtopresentabrief(10minute)presentationdescribingthefindingsoftheiranalyticpaper.Finalreflectionpaper(Individualassignment‐15%ofyouroverallgrade)Thisindividualassignmentisanopportunitytoreflectonwhatyouhavelearnedinthecourseandthroughthesitevisits.Itisworth30%ofyourgradeandisdueonDec.15,postedonCanvas.Youshouldgiveyourthoughtson1)thecurrentstatus,2)futuretrendsand3)keydriversofoperationsstrategyandsourcingdecisionsintheindustrieswevisited.Ourguidelineforlengthis750words,roughlythreepages,althoughthisisarecommended,butnotrequired,length;yourpapercanbeeithershorterorlonger,aslongasitcapturesyourthoughtfulreflectionsonyourexperienceinthecourse.
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DetailedSchedule
Dates Session Location Assignment8/15 ‐‐‐ ‐‐‐ Courseapplicationdue
8/26 ‐‐‐ ‐‐‐ Coursetravelexpensepaymentdue
9/07/201610:00am‐11:30pm
1‐A:OpeningclassandOperationsStrategylecture
WhartonWest ReadtheFisherandLeearticles.Thinkofsomecurrentexamplesofthevariousoperationsstrategyconcepts.
9/07/201611:30am‐12:00pm
1‐B:PlantTours&IndustryReports
WhartonWest Formgroupsforgroupassignments
9/08/20161:30pm‐3:00pm
2:SupplyChainRiskManagementVisitor:JamesSteele,GlobalSupplyChainManager,Cisco
WhartonWest ReadtheTohukucaseandthefirst9pagesoftheHIN!Case.Thinkabouttheassignmentquestionsandpreparequestionsforourvisitor,JamesSteeleofCisco.Otherreadingsareforbackground.
9/09/2016‐8:30am‐4:00pm
3:CorporateVisittoAmazonFulfillmentCenter,inTracey,CA.
BoardbusatWhartonWestTraveltoTraceyCA.ReturntoWhartonWest
ReviewtheplanttourarticlebyGoodson.Noteinparticularhowmaterial,peopleandtechnologyaremanaged.
9/15 ‐‐‐ ‐‐‐ Ciscocasereportisdue
9/19/20161:30pm‐3:30pm
4:AzaganaCaseDiscussionVisitor:Tobeintroducedinclass
WhartonWest Readthecaseandbepreparedtodiscusstheassignmentquestions.Guajardopaperisforbackground.
9/20/20161:30pm‐3:30pm
5.SupplyChainStrategyforE‐CommerceVisitor:JimMiller,VPGlobalCapacityDelivery,Google
WhartonWest ComepreparedwithquestionsconcerningcurrentstrategydevelopmentsatGoogle.
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9/21/201612:00pm‐1:30pm
6.ToyotaProductionsSystem,Lean
WhartonWest ReadtheToyotacaseandtheNissanpaperbyEndo.ConsiderhowtheAndonprocedureworksandwhatareitscostsandbenefitsanditsimpactonquality.Also,thinkaboutrecenteventsintheautoindustrythatrelatetoqualityproblems.Thereisnoreportrequiredforthiscase.TheAmazonFulfillmentCentergrouptourreportwillbepresented.Wewillalsofinalizeothergroupcompany/industryassignments.
9/26 ‐‐‐ ‐‐‐ Azagnacasereportdue.
10/13/201612:00pm‐2:00pm
7:BoeingFastenersCaseDiscussion
RemoteClassroom(WhartonWestandWhartonPHL)
Readthecaseandpreparethefirst4assignmentquestionsfordiscussion.
10/20/20161:30pm‐3:30pm
8:GlobalSupplyPlanning–Sourcing&LocationDecisions
RemoteClassroom(WhartonWestandWhartonPHL)
ReadthearticlesbyShihandbyCohenetal.Theotherarticlesareforbackground.
11/03/201612:00pm‐2:00pm
9:LogisticsSystemsandDistributionStrategy
RemoteClassroom(WhartonWestandWhartonPHL)
ReadthetextchapterbyCachonandTerwiesch.GroupswillpresenttheirindustryreportsforourSeattleandSanDiego/Tijuanavisits.
11/08/2016‐7:30am‐5:00pm
10:VisittoUSNavy SanDiegoCA Wewilltheopportunitytoobserverecenttechnologydevelopments,visitaship(carrierwehope)andvisittheSealstrainingfacilitytolearnabouttheirsupplychainmanagementchallenges.
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11/09/2016‐7:30am‐3:00pm
11:VisittoTaylorGuitarCompany
SanDiegoCA Readthebackgroundreadingsandwatchthevideo.
11/10/2016‐7:30am‐5:00pm
12:Visittotwomaquiladorafactories.PlanistovisitWelchAllynandMedtronics
Tijuana,Mexico Thiswillgiveusanopportunitytoseehow“near‐shoring”worksinpractice.
11/11/2016‐7:30am‐5:00pm
13:Visittotwomaquiladorafactories.PlanistovisitandA&DcompanyandPlantronics
Tijuana,Mexico Thiswillgiveusanopportunitytoseehow“near‐shoring”worksinpractice.
11/14/2016‐10:00am‐12:00pm
14:SupplyChainStrategyatUberVisitor:GarrettvanRyzin
WhartonWest ProfessorRyzinisavisitingscholaratUber.Hewilldiscusstheirpricingandrevenuemanagementstrategies
11/16/2016‐7:00am‐5:00pm
15:VisittoBoeingEverettWaplant
Seattle,Wa OurvisitwillincludeaVIPtourofthe787factory,theDeliveryCenter(wherecustomerstakedeliveryoftheiraircraft)andtheProductionIntegrationCenter(whichhandlessupplychainriskandcoordination).
11/17/2016‐8:00am‐1:00pm
16:VisitCostcodepotandwarehousestore
Seattle,Wa WewilllearnabouttheCostcobusinessmodelandhowitissupportedbytheirlogisticsandsupplychainpolicies.
11/17/2016‐2:00pm‐4:30pm
17:AmazonHeadquarters Seattle,Wa Wewillmeetwithmanagerstodiscusssupplychainandlogisticsstrategydevelopments.
11/25 ‐‐‐ ‐‐‐ Boeingcasereportdue
12/2 ‐‐‐ ‐‐‐ Analyticpaperdue
12/05/2016‐10:00am‐12:00pm
18:LogisticsandDistributionstrategyinthePharmaindustryVisitor:BrianDoyle,Sr.Director,6Sigman,Mckesson
WhartonWest Wewilllearnaboutthedistributionstrategyatoneoftheleadingdistributorsofdrugsandmedicalproducts.
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12/05/2016‐2:00pm‐4:30pm
19:LogisticsSupportTechnologySystemsVisitor:RyanPeterson,CEO,Flexport
WhartonWest Wewillhearabouttechnologytosupportglobalshipping.
12/05/2016‐10:00am‐12:00pm
20:AnalyticPaper–GroupPresentations
WhartonWest Eachgroupwillpresentasummaryoftheiranalyticpaper
12/05/2016‐4:00pm‐5:00pm
21:DebriefSession WhartonWest Individualcommentsonthecourse
12/05/2016‐5:00pm–6:30pm
21:FinalSession&Reception
WhartonWest Reviewhighlightsofthecourse.Informalreception.
12/15 ‐‐‐ ‐‐‐ Reflectionpaperdue
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OptionalReadingList
Note:Requiredreadingsareassignedforthelectureclassesandthewrittenassignments.AllrequiredreadingswillbepostedonthecourseCanvassite.AsubsetoftheoptionalreadingswillalsobepostedontheCanvassiteandwillbeupdatedthroughoutthesemester.Studentsareencouragedtosuggestcurrentreadingstobesharedwiththeclass.
Optionalreadingsprovide:1)recentexamplesofreshoring/nearshoringandinsourcing,ascounter‐trendstooffshoringandoutsourcing,inavarietyoffirms,industries,andcountries,fromthebusinesspress;2)comprehensivereportsbythink‐tanks,consultingfirms,andgovernmentagenciesontheeconomicandpolicyissuessurroundingmanufacturinginadvancedeconomycountriessuchastheU.S.andJapan;3)examplesofresearcharticlesbyfacultythatconveytheirinterestsandprovidecontextforthiscourse.Suggestedbooksarelistedaswell.
1) Recentexamplesofreshoring/nearshoringandinsourcingfromthebusinesspressa) “Mexico’smaquiladoras:Bigmaqattack”,TheEconomist,Oct26th,2013.b) “Yen’sShiftingValueHelpsJapaneseCarmakersMeetNewChallenges”,
Knowledge@Wharton,April01,2014.c) “ReshoringCouldCreate200,000jobsovernextdecade”,FinancialTimes,March
11,2014.d) “UKReshoringFacesBattleIndustrialistsWar”,FinancialTimes,January24,
2014.e) “FewUSReshoringsGoAhead,StudyFinds”,FinancialTimes,September7,
2014.f) “ReshoringDrivenbyQuality,NotCosts,SayUKManufacturers”,Financial
Times,March3,2014.g) "TheTopSupplyChainDisastersofAllTime",SupplyChainDigest,D.Gilmore,
May7,2009h) “RebalancingYourSourcingStrategy”,McKinsey&Co.,July2014.i) A.PollackandS.Lohr,"AJapanesePlantStrugglestoProduceaCriticalAuto
Part",NewYorkTimes,April278,2011.j) “JapanRe‐EmergesintheAerospaceArenaWithaNewJet”,H.Tabuchi,New
YorkTimes,April9,2013.k) “RequiemforaDreamliner,”JamesSurowiecki,TheNewYorker,Feb.4,2013.l) “NewProblemswithBoeing787,”C.DrewandJ.Mouawad,NYTimes,Dec.10,
2012.m) “DoesAmericaReallyNeedManufacturing?”GaryP.PisanoandWillyC.Shih.
HarvardBusinessReview,March2012.n) “MakingItinAmerica.”AdamDavidson.TheAtlantic,Jan‐Feb.2012.
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o) “WinningtheRacewithEver‐SmarterMachines.”EricBrynjolfssonandAndrewMcAfee.SloanManagementReview,Winter2012.
p) “Offshoring,Onshoring,andtheRebirthofAmericanManufacturing.”MichaelDolega.TDEconomics,October2012.
q) “InShiftofJobs,AppleWillMakeSomeMacsinU.S.,”C.RampallandN.Wingfield,NYTimes,Dec.6,2012.
r) “FlextronicsCEOSeesHopeforU.S.TechProduction,”J.Hagerty,WallStreetJournal,January4,2013.
s) “HondaBolstersItsProductioninNorthAmerica,”M.Ramsey,WallStreetJournal,Aug.12,2012.
t) “ToyotaSaysNoFullProductionUntilYear’sEnd,”H.Tabuchi,NYTimes,April22,2011.
u) “JapaneseManufacturersHelpSaveChipMakerRenesas,”H.Tabuchi,NYTimes,December10,2012.
v) “NissantoInvest$358millioninThaiPlant,”YahooNews,Nov.9,2012.w) “ToshibaTurnsOverseastoReduceProcurementCosts,”J.Osawa,WallStreet
Journal,Aug.16,2010.x) “Hitachi’sRevivalIsn’tSoGoodfortheCityofHitachi,”NYTimes,Dec.28,2012.y) “ChinaLosesEdgeAsWorld’sFactoryFloor,”WallStreetJournal,Jan.17,2013.z) “HedgingChinaRisks,JapanFirmsTurntoBoomingSoutheastAsia,”S.
Grudgings,Reuters,Nov.5,2012.aa) “TheInsourcingBoom,”CharlesFishman,TheAtlantic,Dec.2012.bb) “Mr.ChinaComestoAmerica,”JamesFallows,TheAtlantic,Dec.2012.cc) “ShouldManufacturingJobsBe‘Reshored’totheU.S.?”Knowledge@Wharton,
Sept.26,2012.dd) “AmericanIndustryIsOntheMove,”S.Mallaby,FinancialTimes,Jan.8,2013.
2) In‐depthreportsfromthink‐tanks,consultingfirms,governments
a) “ManufacturingFootprints:GettingtoPlantX”,K.O’MarahandH.Lee,SCMWorld,2013.
b) “U.S.ManufacturinginInternationalPerspective.”MarcLevinson.CongressionalResearchService,Feb.2013.
c) “U.S.ManufacturingNearsaTippingPoint,”BostonConsultingGroup,2012.d) “LocatingAmericanManufacturing:TrendsintheGeographyofProduction,”
BrookingsInstitute,April2012.e) “Tradingmyths:AddressingMisconceptionsaboutTrade,Jobs,and
Competitiveness,”McKinseyGlobalInstitute,May2012.f) “ManufacturingtheFuture:TheNextEraofGlobalGrowthandInnovation,”
McKinseyGlobalInstitute,November2012.
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g) “Manufacturing’sNewEra:AConversationwithTimkenCEOJamesGriffith,”McKinseyandCompany,December2012.
h) “Offshoring(OffshoreOutsourcing)andJobLossamongU.S.Workers,”CongressionalResearchService,December2012.
i) “RebalancingyoursourcingstrategyOffshoringisaliveandwell,butit’snolongertheonlyanswer,”byConradinMerk,JonathanSilver,andFabioD.Torrisi,McKinseyandCompany,July2014.
3) Faculty‐authoredarticlesa) “WinningintheAftermarket,”MorrisA.Cohen,NarendraAgrawal,andVipul
Agrawal,HarvardBusinessReview,May2006.b) “ValuingOperationalFlexibilityunderExchangeRateRisk,”ArndHuchzermeier
andMorrisA.Cohen,OperationsResearch,Vol.44,No.1,Jan.‐Feb.1996.c) “LessonsfromProductArchitectureInitiativesintheGlobalAutomotive
Industry,”JohnPaulMacDuffie,GlobalStrategyJournal,Vol.3,No.1,2013.d) “GetReadyfortheComplexityRevolution,”JohnPaulMacDuffieandTakahiro
Fujimoto,HarvardBusinessReview,June2010.e) “CollaborationinSupplyChains:WithandWithoutTrust,”JohnPaulMacDuffie
andSusanHelper,chapter10inTheCorporationasaCollaborativeCommunity,PaulAdlerandCharlesHeckscher(editors),OxfordUniversityPress,2007.
f) “SupplyChainCompetitivenessandRobustness:ALessonfromthe2011TohokuEarthquake,”TakahiroFujimoto,DiscussionPaper#362,ManufacturingManagementResearchCenter,UniversityofTokyo,September2011.
g) H.Matsuo,“ImplicationsoftheTohokuEarthquakeforToyota’sCoordinationMechanism:SupplyChaindisruptionofAutomotiveSemiconductors”,2014.
h) “CreatingtheNewGlobalEnterprise:TransportationPanel”,summaryfromWhartonconferenceonUS‐JapaneseManufacturingAlliances,April7‐8,1993.
4)SuggestedBooksa) ProducingProsperity:WhyAmericaNeedsaManufacturingRenaissance.GaryP.
PisanoandWillyC.Shih.Boston,MA:HarvardBusinessSchoolPress.b) RaceAgainsttheMachine:HowtheDigitalRevolutionisAcceleratingInnovation,
DrivingProductivity,andIrreversiblyTransformingEmploymentandtheEconomy.EricBrynjolfssonandAndrewMcAfee.Lexington:DigitalFrontierPress,2011.
c) TheNewIndustrialRevolution:Consumers,GlobalizationandtheEndofMassProduction.PeterMarch.NewHaven:YaleUniversityPress,2012.