SemesterFall Semester, 2019
DepartmentIMBA Program, First Year IMBA Program, Second Year
Course NameSupply Chain Management
Course TypeElective
Course Objective
Course Description
Course Schedule




Case / Deliverable

Session 1 (9/3)

Introduction to supply chain management



  1. Crocs


Session 2 (9/10)

Supply Chain Network Design

  1. War-Mart

  2. Apple

Group 1 case write-up (Wal-Mart)

Group 2 case write-up (Apple)

Submit group list

Session 3 (9/17)

Managing Inventory in Supply Chains

  1. EOQ and ROP


Project proposal

Session 4 (9/24)

Misalignment in Supply Chains

  1. Sport Obermeyer

  2. Bullwhip Effect


Group 3 case write-up (Sport Obermeyer)


Session 5 (10/1)

Supply Chain Integration

  1. Zara

Group 4 case write-up


Session 6 (10/8)

Strategic Alliance


  1. Barilla SpA

  2. Uniqlo

Group 5 case write-up (Barilla)

Group 6 case write-up (Uniqlo)

Session 7 (10/15)

Other Supply Chain Tools

  1. BMW


Session 8 (10/29)

Adding Value in Supply Chain flows

  1. Li&Fung

  2. Flexe

Project discussion

Session 9 (11/5)

New challenges


In-class quiz

Session 10 (11/12)

Project presentation & closing remark


In-class presentation




Teaching Methods
Teaching Assistant

Class Participation (20%) (Individual)

This course is not a spectator sport! The success of this course depends on your contribution to the lectures and case discussions through preparation and active participation. Mere presence does not constitute participation. Participation in class is crucial. Participation will be assessed throughout the course, with an emphasis on quality and not quantity. Quality of participation is dependent on your ‘absolute’ contribution towards an interactive learning environment, constructive interaction with the class, and relevance of points made. A few ways by which a student can contribute toward the learning environment are (please note that this list is merely indicative, and by no means exhaustive):


1. Asking relevant questions to the instructor or classmates that guide the class discussion

2. Answering relevant questions raised by the instructor or classmates

3. Making critical observations about the case study

4. Constructively disagreeing with points raised by the instructor or classmates and providing alternative explanations backed by critical analysis of the case and data

5. Debating the merits/demerits of solutions to a managerial situation proposed by the instructor or classmates

6. Posting relevant readings/articles that provide additional perspective to the case on our course website


Some kinds of participation that are particularly valued and gain extra credit are opening remarks to a case, original insights to a case, meaningful contribution to a debate, special presentations, class wrap-ups and take-aways.


Group Case Project (40% = 20%Presentation + 20% Report) (Group)

The purpose of this group project is to allow you to apply the ideas you have learned in an area of special interest to you. Project topics are proposed by project groups (with lecturer’s approval). You must clearly identify the problem, and investigate potential solutions. If you do not have enough time to implement your solution, then clearly specify how an implementation would be done.


More details will be given in class. Your group will need to present your project at the end of the course, and each group has 20 minutes to present and 5 minutes for Q&A. The final assessment will be based on the presentation (20%) and the report (20%). The final submission should include your written report (should not exceed 15 pages, with size-12 font, 1-inch margins, and double spacing, including everything) as well as your presentation file, and the due day is scheduled to be one week after the last class (11/19). See part E for more details for the project write-up.   


Case Write-up and Presentation (20%) (Group)

  • Although I expect each of you to read the case before class, some need to do more than simple reading. Each group will be assigned to one case, and you will need to not only read, but also study the case and answer questions related to the case. You will also need to present the case background. See part E for more details for how to prepare a case.

  • The slides of the presentation are due one day before the class so that I can incorporate the file into my slides.

  • The write-up is due right before the class.


Individual Quiz (20%)

· We will have one in-class quiz. Each will contain three essay questions related to concepts and cases discussed in class.

Textbook & Reference

  1. Crocs: Revolutionizing an Industry's Supply Chain Model for Competitive Advantage. Stanford University Case. GS57A-PDF-ENG

  2. Half a Century of Supply Chain Management at Wal-Mart. Ivey Publishing Case. W12894-PDF-ENG.

  3. Apple Inc.: Managing a Global Supply Chain. Ivey Publishing Case. W14161-PDF-ENG.

  4. Note on Economic Order Quantity and Reorder Point. Yong-Pin Zhou.

  5. Sport Obermeyer Ltd. HBS case. 695022-PDF-ENG.

  6. The bullwhip effect in supply chains. Lee, Hau L., Venkata Padmanabhan, and Seungjin Whang. Sloan management review 38 (1997): 93-102.

  7. ZARA: Fast Fashion. HBS case. 703497-PDF-ENG.

  8. Barilla SpA (A). HBS case. 694046-PDF-ENG.

  9. Uniqlo: A Supply Chain Going Global. University of Hong Kong Case. HK1085-PDF-ENG.

  10. BMW of North America: Dream It. Build It. Drive It. Thunderbird School of Global Management Case. TB0301-PDF-ENG.

  11. Fast, Global, and Entrepreneurial: Supply Chain Management, Hong Kong Style. Harvard Business Review, September-October 1998

  12. Flexe. Yong-Pin Zhou.

Urls about Course

Supply chain management syllabus_submission.pdf