Any final thoughts/comments/feedback for the course!
When: April 28 5:30 Where: Regular Class
- Similar in format to Exam 1
- Focus on content since Exam 1
- Not Open Book – 6 pages of notes allowed (whatever format)
Click here for a copy of the study guide / syllabus for the test.
Think for 100 seconds, and summarize the key things that you learned in the class in week 13 – Global Supply Chain Simulation, …
Think for 100 seconds, and summarize the key things that you learned in the class in week 12 – RosettaNet case, …
Global Supply Chain Management Simulation
We will be running the Global Supply Chain Management (GSCM) simulation in class on April 14th (Thursday). I’ll be holding additional office hours on Monday April 18th from 2-4 pm to help with the simulation (e-mail me to coordinate logistics if you plan to attend office hours).
In preparation for this, you will need to organize into groups of two, and one individual from each pair will need to register for the simulation (note, only 1 account is needed per team). The registration can be completed at http://cb.hbsp.harvard.edu/cbmp/access/49184407.
A bonus of 0.25 will be provided for:
a) completing the registration by Wednesday, April 13th (noon) &
b) posting the username and e-mail address you used to register as a comment to this post. Also mention the names of your group members.
In addition, please read through the attached instructions before we begin the simulation. This will give you an overview of the game and how it will work. Attached as well is a record sheet you will need to print out and use during the course of the simulation to record your decisions and actions.
The deliverables for this assignment are:
- Student Record Sheet – please complete this as you work on the simulation. Enter detailed explanations for each decision in the space provided. Submit the completed record sheets for all 4 years.
- Table to fill only for year 4. Comment on which costs (as fraction of revenue) are high, and how you can improve.
The due date for submission of all deliverables is April 21, 2016 @ 5:30 pm (beginning of class).
Please welcome our guest lecturer this week – Larry Weiner. I’ve worked with Larry for many years in various e-business initiatives and value his insights.
The topic of his lecture is: Evolution of the B2B Business Network – The rise of Supply Chain Operating Networks.
Bio: Larry Weiner
Lead Architect – eBusiness
The Dow Chemical Company
Larry Weiner, a 20 year IT professional, has spent the majority of his career working in the Chemical Industry for the Rohm and Haas Company and The Dow Chemical Company.
Larry is a Philadelphia native and Temple University graduate specializing in SAP, eCommerce, eBusiness, system architecture and related integration technologies.
In his current role, Larry leads a global team of more then 20 implementation specialists who provide integration services for Dow Chemical and their partners to automate the work process for customers, vendors, warehouses, carriers, and other 3rd party logistics providers.
Think for 100 seconds, and summarize the key things that you learned in the class in week 11 – Supply Chain I/T Standards, Starbucks case, …
Internet and Supply Chains
Due Date: April 7, 2016
Refer to the case “RosettaNet and ebXML: Betting on the Right eBusiness Standard”
Answer the following questions briefly (6-7 lines each):
1. Why are standards necessary in eBusiness?
2. Which standard do you think Developcom should adopt? Explain your answer giving reasons from the case as well as the Exhibits at the end.
3. What do you understand by the term ‘network externalities’? Also explain the phenomenon of ‘winner takes all’ in markets with network externalities.
4. Why are network externalities important in eBusiness standard wars? Give examples from the RosettaNet case.
Here is another story of continued labor rights violations at Foxconn, which is a key player in Apple’s supply chain (click here). Do Apple’s troubles in maintainign an ethical supply chain make you less likely to buy Apple products?
Amazon’s cheap delivery comes at a cost – (click here to read the article). In your own words, explain how Amazon can handle this PR problem.