SCM MASTER ELECTIVES · patient sees a doctor is 24 minutes, according to data provided to the...

SCM MASTER ELECTIVES

INFO SESSION

NOVEMBER 1, 2016

ELECTIVE REGISTRATION ON SIN-ONLINE

28 November -2 December 2016

Elective Registration: Round 1

Students will be required to choose two programmeelectives only.

12 December -14 December 2016

Elective Registration: Round 2

Students will be able to make programme- and/or free elective choices and/or company-based project elective

2

SUPPLY CHAIN ELECTIVE COURSES

Blo

ck 3

BMME068 Closed-Loop Supply Chains Dr. E.A. van der Laan

BMME069 Supply Chain Simulation Dr. M.E. Schmidt, Dr. I. Bicer

BMME070 Strategic Sourcing Prof. dr. J.Y.F Wynstra, Dr. Ir. E.J. Haag, Drs. F.M.E Nullmeier, Drs. R. Suurmond

BMBPSCM Company Based Project Dr. E.A. van der Laan

BMME111 Governance of Supply Chains Prof. dr. George Hendrikse

Blo

ck 4

BMME105 Behavioural Operations Management Prof. dr. M.C Schippers, Dr. Ir. H.J. de Vries

BMME072 Pricing and Revenue Management Dr. Ir. N.A.H. Agatz

BMME050 Circular Economy Drs. Diana den Held


BMME074 Ports in Global Networks Prof. dr. Rob Zuidwijk, Guest Lecturers

Blo

ck 5

BMME050 Circular Economy Drs. Diana den Held

BMME073 Service Logistics and Operations Dr. M. Pourakbar

BMME109 Legal Aspects of Cross Border Supply Chains

Prof. dr. Rob Zuidwijk

BMME075 Supply Chain Forecasting Dr. R. Kuik, Dr. J. van Dalen, Dr. E.A. van der Laan

BMME094 Healthcare procurement & value chain management

Prof. dr. ir. E.M. van Raaij, Dr. M. Stevens


BMME104 Managing Performance of Manufacturing and Service Systems

Prof. dr. D. Roy

http://rsm.sin-online.nl/staff/index.html?lia=906

http://rsm.sin-online.nl/staff/index.html?lia=906

WANTED: FOCUS GROUP

MASTER STUDY CLUB SCM 2016/2017

Who? The Board The Study Trip Committee

Julius Schönfeld Christian Kaps

Marco Schipper Hadrien Gollarza

Loise Lammerts Alyssa Beitsma

Magruerite Chevignard Julia Peikoff

Christian Kaps Bokyeong Moon

Our goal: Create value through career, academic and social

activities, the study trip and any other SCM related tasks!

WANTED: THE ‘FOCUS GROUP’

What? Evaluation and development of MSc SCM courses

by direct meetings with the professors

Who? ‘Focus Group’ of 5 students representing our class

When? 1-2 meetings with professors halfway through the block

Why? Have a direct impact on our current courses

Please contact me directly or via [email protected]

until this Friday (04.11.2016)

CLOSED LOOP SUPPLY CHAINS

DR ERWIN VAN DER LAAN


8

Materials

production

Product

use

Component

manufacturing

Final product

assembly

Distribution

Marketing

Forward chain

Commercial returnsWarranty returnsEnd-of-use returnsEnd-of-life returns

- Overstocks- Carriers


Materials

production

Product

use

Component

manufacturing

Final product

assembly

Distribution

Marketing

Forward chain

Acquisition

& collection

Grading

& disposition

Reverse logistics

Product

recovery

Component

recovery

Material

recovery

Product

recovery


10

CLSC management is the management of product returns in order to maximize value

Sourcing

value

Environmental

value

Customer

value

Information

value

So, used products represent a value stream (not a waste stream!)


Course Format

Regular & guest lectures

Cases (individual/groups)

Company visit / Practitioner’s

seminar

Individual written exam

Master Thesis Elective recommended

Teaching Faculty Erwin van der Laan

11

Schedule Block 3

2 sessions of 3 hours per week

For More Info: [email protected]

www.rsm.nl/clsc

mailto:[email protected]

http://www.rsm.nl/clsc

MANAGING

PERFORMANCE OF

MANUFACTURING AND

SERVICING SYSTEMS

ELECTIVE INFO SESSION

DEBJIT ROY

NOVEMBER 1, 2016

AS A SUPPLY CHAIN CONSULTANT

• You will often need to design systems and improve system performance

• What is a system?

SYSTEM: SCOPE

• Manufacturing

– Discrete manufacturing

• Service

– Healthcare, Restaurants, Logistics, Rental, Port, Terminals (tanshipment,

container)

• We will consider the system details, which matters the most!

CONSIDER A RESTAURANT

What are the measures of customer service?

MULTIPLE TYPES OF CUSTOMERS

• Take-away• Sit and dine

• How many chefs, order takers?• How many dishes on the menu?

WHAT SHOULD BE THE LAYOUT?

How do we design the restaurant system for superior performance?

E-COMMERCE: GUARANTEED 1-DAY DELIVERY

ORDER CUT-OFF TIMES & DELIVERY

• Each order must be credit approved and transmitted to the shipping

warehouse before the cut-off time of that warehouse location.

• Same-day shipping cut-off times vary by warehouse location

and may range from 2:00pm EST to as late as 10:00pm EST

• Orders placed and/or credit approved later than the applicable

warehouse cut-off time will ship the next business day.

FROM AN OPERATIONS PERSPECTIVE

• Automation• Right sizing order pickers• Optimizing the product placement in the racks• Coordinating with shippers• Product availability• …

REVISITING E-COMMERCE PRODUCT DELIVERY

• How does the layout affect the throughput?• Where should I store the products for maximum throughput

capacity?

MANUFACTURING SYSTEM DESIGN

Milling Deburring

MANAGING MANUFACTURING SYSTEM PERFORMANCE

Milling Deburring

• How should we control the work-in-process inventory?• How should we set the buffer space requirements (in front of the

machines)?• What is the optimal lot-size?• What is the optimal material release strategy?

GUARANTEEING A WAIT TIME IN EMERGENCY HOSPITAL ROOMS

• In Pennsylvania, the average emergency room wait time before a

patient sees a doctor is 24 minutes, according to data provided to the

Center for Medicare and Medicaid Services.

• Throughout the region, average wait times can vary. Lancaster General

reports an average wait of 14 minutes; Penn State Hershey’s average

wait is 21 minutes; Holy Spirit in Cumberland County has an average

wait of 53 minutes.

SHOULD WE JUST WORRY ABOUT AVERAGES?

“I went in (to the emergency department). It was kind of early afternoon.

I waited. It was a seven-and-a-half-hour wait,” she recalls. “That first

time was actually the worst time. But, I have waited between four to five

hours on other occasions.”

WHAT IS REQUIRED TO ACHIEVE THE SERVICE LEVELS AT AN ER?

• Rightsizing resources: doctors, beds, nurses, critical equipment

• Resource

• Process re-design

HOW DO WE MEASURE AND MANAGE SYSTEM PERFORMANCE OR

SERVICE LEVELS?

If we consider a manufacturing or a service system, then the performance

measures can be:

• Cost

• Defects, Quality

• Throughput time

• C02 emissions

• Safety/ Accidents

• On-time delivery

FROM A FINANCE PERSPECTIVE

• Always limited resource availability

• Always limited budget

• How to get the biggest bang for the buck?

WHAT FACTORS AFFECT RESPONSE / THROUGHPUT TIME?

Human Resource

• People

• Skills

• Culture

Operations

• Operating policies, Design parameters

- Staffing policies

- Scheduling

• Technology

OUR FOCUS

Measure: which performance measures?

Evaluate: how to evaluate system performance? Tools and techniques

Manage: where should I invest in capacity and grow the business?

COURSE OBJECTIVE

How do we design a system that

• Minimizes congestion/waiting costs

• Maximizes throughput

• Minimizes resources/cost

• Maximizes service levels

Using Quantitative Performance Evaluation Models (both

simulation and analytical)

HOW WILL WE ACCOMPLISH THIS?

• Concepts, cases, assignments (individual and group), a project, and an

end exam

• Project will provide an opportunity to apply the concepts into a real-

world situation

GRADING SCHEME

• Individual Assignments: 20%

• Project: 40%

• Exam: 40%

COORDINATOR & LECTURER

Debjit Roy

[email protected], [email protected]



HEALTHCARE PURCHASING &

VALUE CHAIN MANAGEMENT

(HPVCM)

BMME094

DR ERIK VAN RAAIJ

DR MERIEKE STEVENS

[email protected]

WWW.RSM.NL/PSM

http://www.rsm.nl/psm

PSM IN CARE = PSM OF CARE + PSM FOR CARE

Healthcare user

Healthcare provider

Healthcare purchaser

Red = Purchasing OF care

Healthcare provider(subcontractor)

Suppliers of medical items

Suppliers of non-medical items

Blue = Purchasing FOR care

© Erik M. van Raaij36

Governmentregulation

AVERAGE HEALTH CARE SPENDING PER CAPITA, 1980–2011ADJUSTED FOR DIFFERENCES IN COST OF LIVING

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

1980 1984 1988 1992 1996 2000 2004 2008

US ($8,508)

NOR ($5,669)

SWIZ ($5,643)

NETH ($5,099)

CAN ($4,522)

DEN ($4,495)*

GER ($4,495)

FR ($4,118)

SWE ($3,925)

AUS ($3,800)*

UK ($3,405)

JPN ($3,213)*

NZ ($3,182)

Source: OECD Health Data 2013.

Dollars ($US)

* 2010

DISTRIBUTION OF CARE COSTS (NL, 2013)

24838

5886

26842792

5556

7033

18228

9355

4091

3325

0

10000

20000

30000

40000

50000

60000

70000

80000

90000

100000

Policy and management

Other care

Youth care

Child care

Disability care

Elderly care

Other cure

Therapeutic devices

Pharmaceuticals

Paramedical care

Dental care

General practitioners

Mental care

Hospitals, medical specialists

Source: CBS, in mio Euro.

The quest for healthcare QUALITY,

which is sufficiently ACCESSIBLE,

at an AFFORDABLE COST.

• pay for structure:

• pay for capacity:

• pay per service:

• pay per treatment:

• pay per capita:

• pay for process

performance:

• pay for outcome

performance:

• pay for health value:

rewards for implementation of structural

improvements (EPD, Quality management, ...)

per professional per minute, per bed per day, …

per consult, per scan, per procedure, ...

per DRG (diagnostic-related group), DBC, DOT

per person per month/year

bonus/malus for process indicators (adhere to

guidelines, responsiveness)

bonus/malus for clinical outcomes/ patient experience/

patient behavior

bonus/malus for (patient perceived) quality of life

PAYMENT STRUCTURES IN HEALTH CARE

© Erik M. van Raaij40

4141

(PERFORMANCE-BASED) HEALTHCARE PROCUREMENTConceptual Model of (Performance-based) Healthcare Procurement

PURCHASING RATIOS OF DUTCH HOSPITALS

42

Source: Goemans, NVZ (2010)

© Erik M. van Raaij

59% 58%65%

28% 31%27%

13% 11% 8%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

general STZ UMC

capital costs

purchasing costs

personnel costs

DIRECT, MEDICAL, PATIENT-RELATED

43 © Erik M. van Raaij

INDIRECT, NON-MEDICAL, NON-PATIENT, CAPEX


PRICE DIFFERENCES BETWEEN CARE PROVIDERS


OVERVIEW OF TOPICS

Topics:

Fundamentals of healthcare procurement (= purchasing of care)

Contracting and incentives

Buyer-supplier relationship management in healthcare

Purchasing and the medical professional

Horizontal purchasing cooperation

Policy impacts on PSM in healthcare

PSM topics covered in this elective:

Service triads, performance-based contracting, best value procurement, public procurement, cooperative purchasing, and negotiation skills.

COURSE ORGANISATION

In Block 5 (i.e., last block before the Summer)

Elective course taken together with students from Healthcare Management (from iBMG)

Mix of lectures (on Fridays) and workshops (Tuesdays or Fridays)

Workshops on e.g., negotiation skills, teaching cases

Guest lectures (e.g., Zilveren Kruis, Erasmus Medical Centre)

Written exam (50%), Individual assignments (20%), Group assignment (30%)

PORTS IN GLOBAL NETWORKS &

LEGAL ASPECTS OF CROSS

BORDER SUPPLY CHAINS

ROB ZUIDWIJK

[email protected]

PORTS IN GLOBAL NETWORKS

Course Topics – to be confirmed

1. Port Operations (port visit)

2. Port Management (port visit)

3. Sustainable ports and networks

4. Innovative concepts in hinterland logistics (serious game)

Lectures by port professors from various schools and guest lectures by representatives port community

Course features

In depth discussion on featured topics

Assessment through assignments on course topics

49


Sample Port Visits

Student comments “The port professors are a strong team with different interests that

complement rather than substitute each other”

“Good overview of port related problems/challenges in the business environment”

50


Course Format Lectures, guest speakers,

company visits, individual assignments, team assignments

Master Thesis Elective recommended for

thesis on port related topic

SmartPort Certificate

Coordinator Rob Zuidwijk

51

Schedule Block 4

12 sessions

Contact: Rob Zuidwijk

[email protected]

T9-18

Background info www.erim.nl/smartport

rzuidwijk.wordpress.com


http://www.erim.nl/smartport

http://rzuidwijk.wordpress.com/

LEGAL ASPECTS OF CROSS-BORDER SUPPLY CHAINS

Course Topics – to be confirmed

1. Customs Vision: Data Pipeline

2. Public Law (FTA, Customs Regulations, Fiscal Law)

3. Contracts (Sales, Transport & Logistics)

4. Counterfeiting

5. Compliance Management

Lectures by port professors from ESL (Walter De Wit and Frank Smeele) and RSM (Rob Zuidwijk and Morteza Pourakbar), and guest lecturers

52


53

“DATA PIPELINE”


Course Format Lectures, guest speakers,

company visits, individual assignments, team assignments

Master Thesis Elective recommended for

thesis on port related topic

SmartPort Certificate

Coordinator Rob Zuidwijk

54

Schedule Block 5

12 sessions

Contact: Rob Zuidwijk

[email protected]

T9-18

Background info www.erim.nl/smartport

rzuidwijk.wordpress.com


http://www.erim.nl/smartport

http://rzuidwijk.wordpress.com/

Circular Economy (CE)

Diana den Held

© 2016 Diana den Held – COPY FOR PERSONAL USE ONLY

At the heart of CE elective is the change from only

“Doing things less bad”

Reduce, Minimise, Avoid the negative externalities


Increase the positive externalities.

To more positive ambitions: “The aim is: more good”

Or in other words:

Not reduce your footprint. But make a positive one.


F.e. paint that cleans the air

Picture source: AkzoNobel.


This is not a building

Picture by Diana.


It’s a materials bank!We just store the materials there for a while ;)


REVALPHA:

thermally releasable adhesive tape (90°C / 130°C / 150°C)

Cleanly removable

Necessary innovation: reversible glue connections


Who I am: Diana den Held

Strategist

Entrepreneur since 1995 (sold my first company L.E.F. in 2002)

Awards like FEDMA “Best of Europe” Award

Lecturer Circular Economy (Master and MBA)

Books like "Inspired by Cradle to Cradle; C2C practice in education“

Member of “Groene Brein” (de Groene Zaak)

Member of Review Committe VolkerWessels


Topics we will cover

• Triple Top Line and Positive Contribution

• Nutrient management (Materials management)

• Vision, Ambitions, Goals and Roadmaps

• The social side of Supply Chains

• What´s the financial part of all this?


Your participation and grading (2 elements)

1. Group consultancy for company

• Presentations for this company in the last lesson

• Large and small organisations

2. Individual assignment

You will write a plan -vision and (sub)roadmap with defined measurable goals- :

• Hand in in parts every week (spreaded workload)

• Topic free of choice for each individual participant

Please note that participation in the lessons is required

• Tuesday afternoon

+

• Wednesday afternoon


This summer one of the group projects hit the news:


What some earlier students said about this elective:

Content is really new for me.

Overall very positive atmosphere and encouraging for our future.

New concept, challenges to

think critically.

I liked the discussions in class, well structured and worked well.

It required creativity and the application

of what we learned in theory.


I welcome you to work with me on making your footprint

a positive footprint


Contact

Diana den Held

Strategist and Lecturer Circular Economy (CE)

Rotterdam School of Management - Erasmus University

Burgemeester Oudlaan 50

Mandeville (T) Building, Room 9-33

3062 PA Rotterdam, The Netherlands

Mobile: +31 6 19 35 00 11

[email protected]

http://nl.linkedin.com/in/diaan

http://nl.linkedin.com/in/diaan

ELECTIVE BEHAVIORAL

OPERATIONS

MANAGEMENT (BOM)

PROF. DR. MICHAÉLA SCHIPPERS

DR. JELLE DE VRIES

BEHAVIORAL OPERATIONS MANAGEMENT

Prof. dr. Michaéla SchippersBehavior & Performance

Management

Dr. Jelle de VriesBehavioral Operations Management

VU University Amsterdam

WHY BEHAVIORAL OPERATIONS MANAGEMENT?

People (workers, managers, decision makers) are criticalfor operational performance

In most operation management models:People are not a major factor deterministic and predictable independent of other people stationary emotionless

Bourdreau et.al (2003). On the interface between Operations and Human Resource Management Manufacturing & Service Operations Management 5(3), 179-202, 2003

Rapidly growing topic in SCM71

WHY A COURSE IN

BEHAVIORAL OPERATIONS MANAGEMENT?

Every job involving humans involves behavior

“Classic” Operations Management tends to overlook the role of human behavior

Consequences:--> Humans behave differently than the model predicts

--> The model only applies to specific individuals/specific contexts

Why do people not behave like they should (according to my model)?

OR: Why does my model not incorporate how people actually behave?

Knowledge about Behavioral Operations is essential to bridge the gap between theory and practice in operations management!

EXAMPLE THEMES

Individual and team decision making in Operations Management

Biases and errors in OM and SCM, and the role of team reflection in de-biasing

A behavioral perspective on workload and queuing

Business processes from a behavioral perspective

Goal setting and Operations Management

Behavioral factors in supply chain coordination and contracting

Example:

Team decision making and performanceDecision making is often not optimal, because people use heuristics, and are often

biased (bounded rationality).

In class, you will learn how biases and errors play a role in all kinds of decision-making, and how these can be prevented

(see Erasmus Centre of Behavioural Operations Management).

(Schippers, Edmondson & West, 2014)

http://www.erim.nl/ecbom

Example: Individual differences in order pickingThe design of an order picking system involves decisions about numerous factors, such as the size of the warehouse & aisles, zoning, routing, storage policy, etc. However, in most order picking systems human order pickers still have to do the work. Can we assume that every person performs equally well in a given order picking context? (De Vries, De Koster, & Stam 2016a, 2016b).

Different persons can respond differently to identical situations. Taking these individual differences into considerations can boost performance!

Course Behavioral Operations Management

- Individual and team assignments

- Online serious game can enhance team work and team performance: Assignment focused on teamwork

- etc.

• Cool Connection

• https://www.thecoolconnection.org/

https://www.thecoolconnection.org/

ReferencesSchippers, M. C., Rook, L., & van de Velde, S. L. (2011). Crisis performance predictability

in supply chains. RSM Insight, 7(3), 10-11.

De Leeuw, S., Schippers, M. C., & Hoogervorst, S. (2015). The Fresh Connection: Cross-

functional integration in Supply Chain Management. In E. Bendoly, W. VanWezel

& D. G. Bachrach (Eds.), Handbook of Behavioral Operations Management:

Social and psychological dynamics in production and service settings. Oxford:

Oxford Press.

Schippers, M. C., Edmondson, A. E., & West, M. A. (2014). Team reflexivity as an antidote

to information processing failures. Small Group Research, 45(6), 731-769.

doi: 10.1177/1046496414553473

De Vries, J., De Koster, R., & Stam, D. (2016a). Aligning order picking methods, incentive systems, and

regulatory focus to increase performance. Production and Operations Management 25, 1363–

1376. doi:10.1111/poms.12547

De Vries, J., De Koster, R., & Stam, D. (2016b). Exploring the role of picker personality in predicting

picking performance with pick by voice, pick to light and RF-terminal picking. International

Journal of Production Research 54, 2260–2274. doi:10.1080/00207543.2015.1064184

Note: The below paper is work in progress. Available on request.

Schippers, M. C., Rook, L., & Van de Velde, S. L. (2015). Surviving a crisis: The role

of reflexivity and regulatory focus. RSM Erasmus University.

.

PRICING AND REVENUE

MANAGEMENT

BMME072 NIELS AGATZ

PRICING AND REVENUE MANAGEMENT

84

PRICING AND REVENUE MANAGEMENT QUESTIONS

Why is it cheaper to book a flight in advance?

What is the rationale behind student discounts?

How many seats to reserve for higher-paying customers?

When and how much to discount skis in early spring?

How does revenue management interact with Supply Chain Management?

demand

PRICING AND REVENUE MANAGEMENT

Course Format Group assignment, individual

assignments, quizzes, games, guest lecture(s)

Master Thesis Elective recommended for thesis

around Inventory Management, Forecasting and Revenue Management

Teaching Faculty Dr. ir. Niels Agatz

Alp Arslan

86

Schedule Block 4

One or two 3-hours sessions per week

For More Info: Niels Agatz

[email protected]

T9-19


SUPPLY CHAIN

SIMULATION

MARIE SCHMIDT

SUPPLY CHAIN SIMULATION

Lecturers and Coordinators: Marie Schmidt and Isik Bicer

Topics:

Supply chain decision making in the face of

uncertain,

complex,

dynamic environments

Competent use of simulation tools:

Discrete, event driven simulation (ARENA)

Monte Carlo simulation (EXCEL macro Monte Carlito)

System Dynamics (EXCEL)

88

APPROACH: PROBLEM-ORIENTED

89

METHOD: THEORY AND PRACTICE

Teaching Methods:

Five theory lectures to introduce concepts

Five practice workshops to practice new concepts

Five case workshops to independently work on cases (student evaluation is based on cases)

90

Interesting course.

Practical in a positive way.

Practical tools for

working life.

Assignment workload is very high. There are

sometimes ambiguities in

the assignment questions

SUMMARY: SUPPLY CHAIN SIMULATION

Course Format Theory lectures

Practice workshops

Lab workshops

Grading based on cases

Master Thesis Tool for a variety of questions,

for example:

Process optimization (services / manufacturing)

Teaching Faculty Marie Schmidt

Isik Bicer

91

Schedule Block 3

3 sessions of 3 hours per week (whereof 2 sessions are mandatory)

For More Info: [email protected]


http://www.google.nl/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://www.erim.eur.nl/people/marie-schmidt/&ei=-kFXVKyaI8LuPIyBgfgB&bvm=bv.78677474,d.ZWU&psig=AFQjCNF-gJsQfSoQ-YD1K4ZS3Zx46ewaZw&ust=1415091058003469

http://www.google.nl/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://www.erim.eur.nl/people/marie-schmidt/&ei=-kFXVKyaI8LuPIyBgfgB&bvm=bv.78677474,d.ZWU&psig=AFQjCNF-gJsQfSoQ-YD1K4ZS3Zx46ewaZw&ust=1415091058003469

SERVICE LOGISTICS AND

OPERATIONS BMME073MORTEZA POURAKBAR

WHAT IS SERVICE?

• A service is an activity or a series of activities of more or less intangible nature that normally, but not necessarily,take place in interactions between customer and service employees and/or physical resources or goods and/orsystems of the service provider which are provided as solution to customer problems (Chrisitian Gronroos, 1990).

• Services are deeds, processes, and performances (Valarie Zeithaml & Mary Jo Bitner, 2005)

• A service is a time-perishable, intangible experience performed for a customer acting in the role of a co-producer(James Fitzsimmons, 2013)

93

PART I: BASICS OF SERVICE OPERATIONS MANAGEMENT

Sessions 1-3

Principals of service operations management What makes services different and difficult?

How to measure quality of services?

• Performance Evaluation and DEA

• Service quality measurement

• Service facility location

• Demand and capacity management in service system

• Yield management in service systems

94

PART II: AFTER-SALE SERVICES

6 Nov. 2013SCM Elective Info Session95

PART II: AFTER-SALE SERVICES

Sessions 4-6

After-sale services

Service characteristics

Relevant Industries

Capital intensive products including Aircrafts, Trucks, Hi-Tech. medical and military equipment

Logistic service providers

Consumer electronics

Operational aspects in after-sale services

Business context of aftersales services

Strategic, tactical and operational decisions in aftersales services

Optimization of an aftersales service system

Revenue management and customer differentiation

Service lifecycle analysis and End-of-Life Inventory management

Internship Opportunities

RET, Refineries in Rotterdam, Imtech Marine, etc

96

PART III: HEALTH SERVICES

AND THE WINNER IS…..

PART III: HEALTH CARE SERVICE OPERATIONS

Sessions 7-9 Health Services Management = maximizing health outcomes & experiences

Understanding the relationship between health service operations and outcomes & experiences

Models for health service operations: the care delivery value chain by Michael Porter

Service blue printing/ value stream mapping /activity maps

Improvement of Health Services

Evidence based management in health services

Designing health services improvement using simulation models

Internship Opportunities Hospitals (ErasmusMC, Oogziekenhuis Rotterdam)

Elderly care, home care (Laurens, Buurtzorg NL)

Insurance companies (Achmea, CZ,….)

Technology suppliers (Philips HealthCare, Linet Group)

Pharma, NGO’s99

SERVICE LOGISTICS & OPERATIONS

Course Format Lectures

Case studies

Guest lecturers

Individual and group assignments

Master Thesis After sale services

Service operations

Teaching Faculty Dr. Morteza Pourakbar

Prof. Rommert Dekker (ESE)

Prof. Joris van de Klundert(IBMG)

100

Schedule Block 5

2 sessions of 3 hours per week

For More Info: Morteza Pourakbar

[email protected]

T9-12

FORECASTING

JAN VAN DALEN

FORECASTING IN THE SUPPLY CHAIN

Lecturers: Roelof Kuik, Erwin van der Laan, Jan van Dalen (coordinator)

Topics: Smoothing methods

Modeling methods

Intermittent demand forecasting

Promotions forecasting

Collaborative forecasting

Cross sectional and temporal aggregation

Organizational effects on forecasting

Other: forecasting in closed loops; forecasting and revenue management; Bayesian forecasting

102

FORECASTING IN THE SUPPLY CHAIN

Teaching Methods: Classes (explain subject material) and workshops (practice)

Assessment: small individual exam; two group assignments

Challenge (case competition like; in progress)

Use will be made of Harvard/Ivy cases, recent master theses, forecasting competition.

Overall aim: learn students how to understand and use a variety of forecasting methods in supply chain relevant contexts, like S&OP

103

BLOCK 3:

STRATEGIC SOURCING

BMME070

Builds upon Purchasing & Supply Management core course

Extends your knowledge about the most prominent developments in purchasing

Applies theory to practice through Real Life Case project

105

STRATEGIC SOURCING

CORE STRATEGIC SOURCING TEAM

106

Fabian Nullmeier

Finn Wynstra

Robert Suurmond

Erick Haag

COURSE COMPONENTS

Introduction week

Content lectures

Real life case project

107

CONTENT LECTURES

Robert Suurmond:

Involving suppliers in innovation

Finn Wynstra:

Socially responsible purchasing

Fabian Nullmeier:

Performance-based contracting

Erick Haag:

Risk Management

2-day seminar

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“RLC is a great opportunity to get first insights into practice and how companies deal with business problems”

“The link with practice is in my opinion the added value of this course”

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REAL LIFE CASE PROJECT

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Logistics sourcing

Sourcing strategy

Commodity risk management

Contracting large capital projects

Contract management

Sourcing strategy (Nitrogen)

Supply risk management

Supplier performance measurement

Supply Chain finance

Supplier management

Total cost of ownership

PREVIOUS REAL LIFE CASE COMPANIES

GOVERNANCE OF SUPPLY

CHAINS

A GAME THEORETIC APPROACH

GEORGE HENDRIKSE

GOVERNANCE OF SUPPLY CHAINS

Challenges in a supply chain:

Conflicting interests

Joint interests

Cognition

Governance of a supply chain:

Ownership rights

Decision rights

Income rights

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Upstream power <100%> <50%> <0%>


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A supply chainas a system of attributes

x1

x3x2


Overview of topics:

Week 1 Interactive supply chain decisions

Week 2 Compensation: Contract design in supply chains when actions are hidden

Week 3 Hiring the right chain partner: Contract design in supply chains when characteristics are hidden

Week 4 Make-or-Buy: Ownership and decision rights in supply chains

Week 5 Strategic investments

Week 6 Business is war, and business is peace

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Course Organization:

Classes: Mo & We, 14:00-17:00 (except Feb 8: 16:00-19:00);

Grades: team assignments (50%) and Written exam (50%).

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Prof. dr. George HendrikseProfessor of Economics of Organization

[email protected]

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