MIM 544

Integrated Global Supply and Logistics Management

2012
Faculty Instructors: Lee Buddress Ph.D. , C.P.M., & Cliff Allen, Ph.D.
Dr. Buddress Office Phone: 503-725-4769
Home Phone: 503-697-7388
Email: leeb@sba.pdx.edu
Cliff Allen Office Phone: 503-725-5053
Cell Phone: 208-640-8263
Email: cliffa@sba.pdx.edu
Office hours Tuesday by appointment
Class Time: TH Evenings. 5:30-10:00 PM
Class Location: SBA 320
Course Description: The final course in the Supply and Logistics Specialization
integrates all of the concepts contained within the previous three classes. Global Supply
and Logistics planning and strategy development is the primary focus. This is a case
study based course where each week students are expected to analyze and prepare
supply and logistics cases in an international setting. Emphasis is on developing
analytical and problem-solving skills and generating the quantitative and qualitative
information necessary to make superior managerial decisions.
Course Objectives: This class represents the final opportunity for students to
demonstrate and hone the supply and logistics skills acquired during earlier Operations
& SCM courses. The major objective is to examine and evaluate real business
problems. Emphasis is on sorting symptoms from underlying causes and on proposing
solutions that are workable in the specific case setting.
Required Texts:
David Taylor, Global Cases in Logistics and Supply Chain Management, Thompson
Publishing, 1997, ISBN 1-86452-395-5
Harvard Website for cases not in text:

http://cb.hbsp.harvard.edu/cb/access/14451280
Journal Articles available on-line and in the Library

Grading: (See Grading Sheet at the end of the syllabus)

Class participation
Discussion
Leola Case
Case Analyses
Team
Individual
Final (team)

20%
5%
40%
20%
15%

Class Submissions:
- Students will be divided into teams. Each team will have the opportunity to lead the
weekly discussions regarding the case under review. Case analyses are to be submitted
as an individual or as a team in prior to class each week. Analysis is to include a
description of the organization, their current state, and critical thinking about their
business and organizational approach to SLM. Each case summary is to be sufficient in
length to describe the problem and provide a conceptual framework for the analysis and
recommendations (see grading sheet below for reference).
-Please use 12 point font and double space all assignments. APA format or another
approved in advance by the instructor(s) is required. At a minimum, footnotes and
bibliography should always be included where appropriate.
-This course is co-instructed. As such the instructors will emphasize different aspects of
SLM as the cases are reviewed. In addition, each instructor requires the case analysis
be submitted in different formats. Dr. Buddress requires each case be submitted in hard
copy; Cliff Allen requires each submission by e-mail.
Both instructors will return the analysis by their next session with comments and score.
For Cliff Allens content, we will post case questions, videos of lecture content, and other
materials for the course on d2L. Please check the site periodically for updates.
-The final case analysis will be announced in class prior to the last week & posted on
d2L, this case will be graded by both instructors and returned with comments. It will be
left in the 5th floor office in the folder of the first students name listed in the team roster.

Required Journal Articles/ Case Studies outside of text:

Bellisario, A. (2010). FoldRite Furniture Co: Planning to Meet a Surge in Demand. HBC
4555
Borgatti, Stephen & Li, Xun. (2009). On Social Network Analysis in a Supply Chain
Context. Journal of Supply Chain Management. V. 45, No. 2., pp. 5 22.
Chopra, S. (2006). A note on postponement. Kellogg School of Management
Chen, et.al. (2010) Managing Logistics Outsourcing Relationships: An Empirical
Investigation in China. Journal of Business Logistics.

Defee, G. C., Esper, T., & Mollenkopf D. (2009). Leveraging closed-loop orientation and
leadership for environmental sustainability. Supply Chain Management, 14(November
2nd), 87-98.
Demurger, Sylvie. (2001) Infrastructure Development and Economic Growth: An
Explanation for Regional Disparities in China. Journal of Comparative Economics, Vol.
29, pp. 95-117.
Freeland, J. R. & Landel, R. D. (2009) Managing inventories: Fundamentals. Darden
UV3576
Genchev, S. E. (2009). Reverse logistics program design: A comparative study. Business
Horizons 52(2009), 139-148.
Goldberg, R. A. & Yagan, J. D. (2007). McDonalds corporation: Managing a sustainable
supply chain. HBC 9-907-414
Gray, A. E. (1995) Manzana Insurance: Fruitvale Branch. HBC 5-696-043
Holt, R., & Barnes, C. (2010). Towards an integrated approach to Design for X: An
agenda for decision-based DFX research. Engineering Design, 21(123), 123-136
Kaplan, R. S. (N/A) Resource capacity planning in the strategy execution system.
Palladium
Kropf, W. C. & Russell, P. L. (N.D.). Hewlett-Packard's Packaging Supplier Evaluation
Process and Criteria. Retrieved May 24, 2009 from:
http://www.hp.com/packaging/Procurement/paper.doc
Lee, D. & Bony, L. (2009). Cradle-to-cradle design at Herman Miller: Moving toward
environmental sustainability. HBC 9-607-003
Martinez-Jerez, F. A. & Narayanan, V. G. (2005). Henkel Iberica. HBC 9-105-023
Shapiro, B. P., Rangan, V. K., & Sviolka, J. J. (2004) Staple yourself to an order. Harvard
Business Review R0407N
Simchi-Levi, D. (2011). Seven myths to beat before they beat you. Harvard Business
Review IIr048
Smith, Michael. (2010). Island Biogeography as a Model for Regional Economic
Development. Working Paper, Western Carolina University

Websites for information:

General
MITs Profit Project: web.mit.edu/outsourcing
ZDNet Outsourcing Cases: itpapers.zdnet.com/search.aspx?&scid=99&dtid=3
InformationWeek: www.informationweek.com/
CIO Magazine: www.cio.com/sourcing/outsourcing/
ComputerWorld: www.computerworld.com/managementtopics/outsourcing/
NeoIT: www.neoIt.com
Gartner: www.Gartner.com
Forrester: www.forrester.com
AT Kearney: www.atkearney.com
McKinsey Quarterly: www.mckinseyquarterly.com/
Nasscom: www.nasscom.org India Website
Russoft: www.russoft.org Russia Website
TPI: www.tpi.net
World Investment Report, United Nations Conference on Trade and Development,
Geneva, 2005. (http://www.unctad.org).
US International Trade Commission (http://www.usitc.gov)
CIA World Factbook (https://www.cia.gov/library/publications/the-world-factbook)
Carbon footprint of different commodities (http://www.sourcemap.org/)
Associations
Institute for Supply Management http://www.ism.ws/
Council of Supply Chain Management Professionals http://cscmp.org/
APICS: The American Production and Inventory Control Society
http://www.apics.org/default.htm
Chartered Institute of Purchasing & Supply http://www.cips.org/
Northwest Procurement Institute http://www.npi-training.com/
Supply Excellence Blog http://www.supplyexcellence.com/blog/
CPP (http://www.american-purchasing) Certification in Purchasing Management
Reference
APA (http://owl.english.purdue.edu/owl/resource/560/01/) Shortcuts for APA

FYI: ADDITIONAL READINGS: These are not required!

The following readings are intended to give you some good sampling in the world of
globalization, quality, operations, and trade that may affect your business. A few are
classics and the rest are recent viewpoints. Again these are NOT required.
Auer, P., Besse, G., & Meda D. (2006). Offshoring and internationalization of
employment. Geneva, SW: International Institute for Labour Studies.ISBN92-014-9783-0
Brown, D., & Wilson, S. (2005). The black book of outsourcing: How to manage the
changes, challenges, and opportunities. Hoboken, New Jersey: Wiley & Sons. ISBN13: 978-0-471-71889-5
Bongiorni, S. (2007). A year without made in China: One familys true life adventure in
the global economy. Hoboken, NJ: Wiley and Sons. ISBN 978-0-470-11613-5
Deming, W. E. (1982). Out of the crisis. Cambridge, MA: Massachusetts Institute of
Technology Center for Advanced Engineering Study. ISBN: 0-911379-01-0
Friedman, T. (2005). The world is flat: A brief history of the twenty-first century. New
York: Farrar, Straus and Giroux. ISBN: 13-978-0-374-29279-9
Gordon, S. R. (2008). Supplier evaluation and performance excellence: A guide to
meaningful metrics and successful results. Fort Lauderdale, FL: J. Ross Publishing.
Granovetter, M. (1985). Economic action and social structure: The problem of
embeddedness. The American Journal of Sociology, 91(3), 481-510.
Grossman, E. (2007). High tech trash: Digital devices, hidden toxics, and human
health.Washington D.C.: Island Press.
Hinkelman, E. G. (2008). Dictionary of international trade: Handbook of the global
trade community. Petaluma, CA: World Trade Press.
Rivoli, P. (2009). The travels of a t-shirt in the global economy (2nd Eds). Hoboken, NJ:
Wiley and Sons. ISBN 978-0-470-28716-3
Schonberger, R. J. (1996). World class manufacturing: The next decade. New York: The
Free Press. ISBN:0-684-82303-09
Williamson, P. J. & Zeng, M. (2007). Dragons at your door: How Chinese innovation is
disrupting global competition. Boston, MA: Harvard Business School Publishing
Corporation. ISBN: 978-142210-208-4
Womack, J. P., & Jones, D. T. (2003). Lean thinking: Banish waste and create wealth in
your corporation. New York: Free Press. ISBN-0-7432-4927-5

Plagiarism of any kind in term papers or examinations or any other violation of

academic honesty will be grounds for failure of this course.
The Student Conduct Code, which applies to all students, prohibits all forms of academic
cheating, fraud, and dishonesty. These acts include, but are not limited to, plagiarism, buying and
selling of course assignments and research papers, performing academic assignments (including
cases and discussions) for other persons, unauthorized disclosure and receipt of academic
information, and other practices commonly understood to academically dishonor. The code of
conduct also describes standards of behavior for all student members of the campus community.
Violation of the SCC may lead to disciplinary action. Students may obtain copies of the Student
Conduct Code by contacting the campus judicial officer at (503) 725-4422, or by visiting her
office in room 433 Smith Memorial Center

MIM 544
Integrated Global Supply and Logistics Management
2012
Schedule
Date /

Topic

Case / Reading

Pg/location

Leola Milling Case

1-18
Handout

Instructor
9-27
Both

Case Analysis Process

Forecasting

10-4
LB

Distribution Strategy

+Frisbee Frozen Food

+Nike Europe

Handout
61

10-11
CA

Process Improvement
Lean & Capacity process
Read for Discussion

+Manzana Insurance
+Foldrite Furniture
7 myths
Staple yourself
Decision based DFX

HBC
HBC
HBR
HBR
Library

10-18
LB

Manufacturing
Market Entry Strategy
Read for Discussion

+Kalon Paints
Hershey
All Trico

118
342
129

10-25
CA

Sales & Operations Plan

NPI & Sustainability
Read for Discussion

+Henkel Iberica
Herman Miller
Resource capacity plan
TQRDCE

HBC
HBC
Palladium
Library

11-1
CA

Inventory Management
+McDonalds
Postponement
Chopra
Sustainability CLSC
Closed Loop SCM
Managing Inventories

HBC
Kellogg
Library

11-8
LB

Transportation
Integrated Supply Mgmt
Review

Woolworth
+Eastman Kodak

372
313

11-15
Both

Final Case Evaluation

+TBD

Designates all participate, no write-up required

Designates Individual Write-up
+Designates Team Write-up

MIM 544 Global Supply Chain Management

Grading Sheet for Written Case Analysis
Content
Possible Actual
Does the written analysis contain all of the elements:
1.Concise statement of the overall issues in the case
2. Analysis of the issues. Does the analysis incorporate
the relevant SCM tools and models? Does the analysis
isolate the fundamental causes of problems in the case?
3. Alternative Action plans. Are alternative action plans
considered, both quantitative and qualitative?
4. Select the best action plan and defend your decision;
does the action plan include what is to be done, who is
responsible, schedules, follow-up actions, and
contingencies?
Is the written analysis convincing and compelling?
1. Is the action plan specific, complete, and practical?
2. Is it likely that the recommendations will achieve their
intended results?
3. Is the paper logically consistent and effectively
structured to sell its recommendations?
Writing:
?Is the document of professional & academic quality .1
?Are there spelling or grammar errors .2
Total Grade
Comments:
Elements:
Credible and convincing to the protagonist:
Professionalism:
Length:
Submitted on time:
Comments:

40%

35%

25%
100%