1. What you need to know
about operations
AboutOM
CareerinOMOMCourses
AboutSMUOMSOMCareer
“Opera'ons
Management
gives
us
the
fundamental
idea
how
business
is
being
run
in
the
real
world
in
terms
of
its
logis'cs
planning,
opera'ons
efficiency,
as
well
as
its
cu=ng
edge
supply
chain
tool.
It,
as
well,
imparts
you
the
ideas
of
how
products
are
basically
created
–
from
the
raw
materials
un'l
the
finished
product
to
consumers.”
SMU
Opera*ons
Management
Society
(OMS)
is
a
newly
born
student
organiza*on
back
in
2011,
in
Singapore
Management
University
(SMU),
which
basically
aims
to
be
the
bridge
between
students
and
seniors,
alumni
or
even
professionals
who
might
have
beDer
experience
in
terms
of
Opera*ons
related
working
exposure,
internship,
knowledge
or
insights,
and
others.
As
well,
SMU
OMS
aims
to
promote
Opera*ons
Management,
at
student
level,
as
one
of
the
possibly
preferred
choices
of
majors
that
student
might
want
to
pursue
as
future
career.
OPIM
321:
Supply
Chain
Management
|
OPIM
311:
Service
Processes
OPIM
319:
Opera?ons
Strategy
|
OPIM
314:
Logis?cs
&
Distribu?on
Management
OPIM
322:
High
Performance
Warehousing
|
OPIM
313:
Project
Management
OPIM
318:
Sustainable
Opera?ons
|
OPIM
324:
Global
Supply
Chain
OPIM
340:
Retail
Opera?ons
|
MGMT
317:
Managing
Process
Improvement
Robert
Bosch
Revenue
Management
Solu*ons
(RMS)
Shell
DHL
Loreal
SAP
Oracle
P&G
Unilever
etc
Forecas?ng
Specialist
Supply/
Demand
Planner
Procurement
and
Purchasing
Manager
Inventory
Control
Manager
Six
Sigma
Green
Belt/
Black
Belt
Transporta?on
Coordinator
Warehouse
Manager
Logis?cs
Management
Analyst
1

2. What is operations
management?
AboutOM
Opera*ons
Management
teaches
us
how
to
manage
firm’s
resources
to
create
and
deliver
products
or
services,
including:
efficient
use
of
human
resources,
capital,
raw
material;
design
and
improvement
of
business
processes;
as
well
as
beDer
management
of
new
technology.
Opera*ons
Management
focuses
not
only
what
to
do
in
a
company,
but
also
HOW
to
do
it.
Selling
products
and
services
using
more
efficiently
and
more
economically
processes
and
resources
than
anyone
else
is
eventually
the
ul*mate
goal.
Students
majoring
in
Opera*ons
Management
will
become
valuable
assets
for
any
company
seeking
to
become
more
resourceful
and
cost-­‐effec*ve
in
today’s
global
economy
because
Opera*ons
Management
achieves
beDer
products/services,
lower
cost,
higher
quality,
and
faster
delivery.
By
managing
company’s
opera*ons,
it
can
significantly
contribute
to
the
success
of
the
company
by
u*lising
available
resources
to
effec*vely
produce
products
and
services
in
a
way
that
sa*sfies
customers
as
well
as
reducing
waste
to
ensure
low
cost
incurred.
Opera*ons
Management
students
also
have
an
extensive
range
of
career
opportuni*es;
those
who
are
interested
in
distribu*on
and
logis*cs
could
work
in
companies
like
DHL,
UPS,
FedEx,
Maersk;
others
could
also
join
companies
such
as
Singapore
Airlines,
Toyota,
or
even
retailers
like
IKEA;
Lastly
those
who
want
to
be
consultants
could
join
Bain
&
Company,
McKinsey
&
Company.
“Opera'ons
Management
gives
us
the
fundamental
idea
how
business
is
being
run
in
the
real
world
in
terms
of
its
logis'cs
planning,
opera'ons
efficiency,
as
well
as
its
cu=ng
edge
supply
chain
tool.
It,
as
well,
imparts
you
the
ideas
of
how
products
are
basically
created
–
from
the
raw
materials
un'l
the
finished
product
to
consumers.”
“If
you
ever
wondered
what
drives
business
decisions,
Opera'ons
Management
introduces
you
to
calcula'ons,
analysis
tools,
and
frameworks
that
guide
a
business’
decisions
in
sourcing,
capacity
planning,
service
processes,
distribu'on,
etc.
These
decisions
would
ul'mately
shape
a
business’
value
proposi'on,
determining
its
compe''ve
advantage
in
the
market.”
2

3. Why choose a career in
operations management?
WhyOM?
There
are
several
reasons
why
you
might
want
to
consider
choosing
a
career
in
Opera*ons
Management.
First,
it
is
a
very
popular
field
at
the
moment,
based
on
the
recent
aDen*on
given
to
improving
the
quality
of
products
and
services
across
the
board.
Thus,
our
students
are
able
to
find
jobs
and
command
rela*vely
high
salaries
upon
gradua*on.
Second,
it
is
a
very
versa*le
field
and
offers
many
job
opportuni*es
in
a
variety
of
firms
and
fields.
With
an
OM
degree,
you
can
work
for
a
manufacturing
firm,
a
service
provider
or
a
consul*ng
company.
You
can
u*lize
your
sta*s*cs
background
for
forecas*ng
or
quality
improvement;
you
can
fine
tune
your
planning
exper*se
through
the
planning
of
new
projects
or
the
scheduling
of
produc*on
or
workers;
or
you
can
use
your
crea*ve
skills
in
developing
and
providing
new
services
to
your
customers.
Third,
it
is
a
very
interes*ng
field
in
that
you
will
interface
with
people
in
all
other
areas
within
your
company.
OM
includes
ac*vi*es
that
border
on
finance,
marke*ng
and
accoun*ng,
and
so
it
provides
you
with
the
opportunity
to
interact
with
others
and
learn
about
those
other
areas
in
business.
Forecas*ng
Specialist
Supply/
Demand
Planner
Procurement
and
Purchasing
Manager
Inventory
Control
Manager
Six
Sigma
Green
Belt/
Black
Belt
Transporta*on
Coordinator
Warehouse
Manager
Logis*cs
Management
Analyst
Sample
careers
for
Opera?ons
Management
Major
3

4. Why choose a career in
operations management?
WhyOM?
Forecas?ng
Specialist
A
forecas*ng
specialist
is
responsible
to
ensure
client/customer
goals
are
met
by
analyzing
work
volume
variances
to
forecast
and
provide
direc*on
to
adjust
scheduling/staffing
levels
accordingly.
He
is
also
in
charge
of
adjus*ng
historical
intraday
interval
performance
spikes
and
dips,
caused
by
planned
or
unplanned
events
and
technology
outages,
to
generate
accurate
forecasts.
In
addi*on,
his
duty
involves
conduc*ng
analysis
using
data
&
informa*on
from
various
applica*ons
and
systems,
manipula*ng
data
in
spreadsheets
and
iden*fying
and
researching
anomalies
and
presen*ng
results,
plus
monitoring
service
levels
and
direc*ng
real-­‐
*me
forecas*ng
to
meet
service
levels.
Sample
careers
for
Opera?ons
Management
Major
Supply/
Demand
Planner
A
supply
planner
is
responsible
for
planning
products
and
managing
inventory
levels
for
a
business
unit
with
the
objec*ve
of
providing
the
highest
level
of
customer
service
at
minimum
cost.
A
demand
planner
works
in
the
areas
of
material
planning
and
inventory
management
and
is
responsible
for
the
strategic
crea*on
and
execu*on
of
future
fulfillment
plans.
He
typically
works
proac*vely
with
func*onal
teams
such
as
sales,
marke*ng
and
opera*ons,
responsibili*es
include
iden*fying
variances
based
upon
historical
performance
and
expected
future
ac*vi*es
of
products,
and
planning
inventory
needs
for
future
demand.
4

5. Why choose a career in
operations management?
WhyOM?
Procurement
and
Purchasing
Manager
A
procurement
manager
compiles
requested
materials
and
records
to
draw
up
purchase
orders
for
the
procurement
of
materials
and
services.
He
generally
deals
with
anything
related
to
the
ordering
of
goods
and
supplies
for
an
organiza*on.
A
procurement
manager
determines
if
inventory
quan**es
are
sufficient
for
the
needs
of
the
company
and
orders
more
supplies
as
needed.
Inventory
Control
Manager
An
inventory
control
manager
works
in
a
variety
of
industries
including
manufacturing,
warehousing,
retail
and
food
service.
His
main
responsibili*es
are
to
keep
track
of
inventory
and
to
replenish
inventory
when
it
gets
down
to
a
certain
level.
Sample
careers
for
Opera?ons
Management
Major
Opera?ons
Analyst
An
opera*ons
analyst’s
duty
is
to
seek
out
deficiencies
within
the
business
model
of
their
employers
and
develop
new
best
prac*ces,
ensuring
greater
firm-­‐wide
profitability.
5

6. Why choose a career in
operations management?
WhyOM?
Sample
careers
for
Opera?ons
Management
Major
Materials
Requirements
Planner
A
materials
planner
works
with
engineering
to
determine
the
resources
needed
to
meet
produc*on
schedules.
The
planner
oben
works
from
blueprints
to
determine
the
specifica*ons
for
the
parts
needed
to
produce
the
product.
The
duty
of
a
materials
planner
also
includes
con*nually
working
to
improve
delivery
*mes,
cost
and
quality
of
materials
from
vendors.
The
planner
works
with
purchasing
managers
to
improve
performance
of
vendors
and
with
engineering
for
quality
improvements.
Order
Fulfillment
Coordinator
An
order
fulfillment
manager
makes
sure
customers
receive
their
correct
orders
in
good
condi*on
and
on
schedule.
He
directs
his
team
in
processing
shipments
and
resolving
customer
complaints.
To
ensure
profit
margins
are
maintained,
a
fulfillment
manager
must
have
excellent
control
of
his
inventory
to
facilitate
*mely
shipping
of
goods
and
merchandise.
Some*mes
he
is
also
required
to
regularly
prepare
budgets
for
review
and
approval
by
upper
management.
Buyer
(Purchasing
Agent)
The
main
job
of
a
purchasing
agent
is
to
buy
any
goods,
services
or
materials
needed
for
a
company
to
maintain
successful
produc*on
of
its
products
or
services
and
an
orderly
work
environment.
Agents
must
meet
and
bargain
with
outside
contractors
who
are
offering
services
or
products
of
interest
to
the
company.
The
main
challenge
is
to
buy
high-­‐quality
supplies
and
services
at
reasonable
costs.
6

7. Why choose a career in
operations management?
WhyOM?
Sample
careers
for
Opera?ons
Management
Major
Quality
Analyst
A
quality
analyst
is
responsible
for
looking
at
data
in
order
to
determine
if
services
provided
by
a
given
company
are
mee*ng
quality
standards.
Based
on
the
data
collected,
the
quality
analyst
works
to
improve
the
processes
through
which
the
company
operates,
oben
by
altering
company
policies
and
developing
workflow.
This
analyst
is
responsible
for
pudng
the
results
of
the
analysis
in
reports
and
is
also
oben
responsible
for
presen*ng
findings
to
upper
management.
Six
Sigma
Green
Belt/
Black
Belt
Six
Sigma
is
a
process
improvement
method
that
was
developed
at
Motorola.
The
Six
Sigma
approach
to
con*nuous
improvement
focuses
on
reducing
errors
and
increasing
customer
sa*sfac*on.
Six
Sigma
Green
Belt
training
introduces
an
overview
of
the
key
concepts
necessary
to
be
a
successful
member
of
a
Six
Sigma
project
team.
Green
Belts
are
responsible
for
leading
Green
Belt
projects
or
teams,
and
also
oben
called
upon
to
provide
assistance
in
the
areas
of
data
collec*on
and
analysis
on
Black
Belt
project
teams.
Green
Belt
project
teams
typically
solve
lower
level
project
specific
problems,
such
as
reducing
varia*ons
in
the
quotes
provided
by
employees
as
opposed
to
program
level
ones
like
increasing
overall
manufacturing
capacity,
which
require
Black
Belt
guidance.
A
Six
Sigma
black
belt
is
a
specialist
who
saves
the
company
money.
The
job
of
the
black
belt
consists
of
analyzing
business
and
opera*ons
processes
and
sugges*ng
and
implemen*ng
more
efficient
ways
of
performing
func*ons,
which
in
turn
will
hopefully
save
the
company
money.
7

8. Why choose a career in
operations management?
WhyOM?
Sample
careers
for
Opera?ons
Management
Major
Transporta?on
Coordinator
The
transporta*on
coordinator
aids
a
company
in
the
transporta*on
of
goods
to
its
customers.
This
involves
a
variety
of
du*es,
such
as
ensuring
products
reach
customers
intact
and
on
*me.
Warehouse
Manager
Jobs
of
the
warehouse
manager
center
on
keeping
track
of
all
items
that
come
into
and
go
out
of
the
warehouse.
He
or
she
has
to
keep
a
detailed
paper
trail
so
as
to
know
the
inventory
levels
and
also
to
show
the
accoun*ng
department
when
it
comes
*me
to
do
inventory
as
well.
The
warehouse
manager
also
has
to
keep
abreast
of
the
costs
involved
with
purchasing
new
product
and
con*nually
strive
to
get
the
best
product
for
the
best
price.
Logis?cs
Management
Analyst
Develop
and
administer
integrated
logis*cs
strategies,
including
supply
chain
ac*vi*es
from
manufacturing
through
informa*on
management
support,
deployment
freight,
warehousing,
customer’s
freight,
management
organiza*on,
customer
warehousing,
customer
store
shipment,
and
customer
placement
Ensure
that
customer
service
and
*me
objec*ves
are
achieved
within
exis*ng
financial
constraints
in
order
to
maximize
sales,
market
share
and
profit
for
company
and
customer
8

9. SMU Operations management
faculty
SMUOMFaculty
Opera?ons
Management
Faculty
Faculty
members
in
the
Opera'ons
Management
group
received
their
degrees
from
leading
research
universi'es.
They
have
won
compe''ve
research
awards
and
many
of
them
were
honored
by
top
business
schools
for
their
excellent
teaching.
Faculty
members
in
the
group
have
been
very
ac've
in
publishing
their
work
in
leading
academic
journals
such
as
Management
Science,
Opera'ons
Research,
Naval
Research
Logis'cs,
IIE
Transac'ons,
Opera'ons
Research
LeMers,
European
Journal
of
Opera'onal
Research,
Annals
of
Opera'ons
Research,
Produc'on
and
Opera'ons
Management,
Journal
of
Opera'ons
Management,
and
Decision
Sciences.
Marcus
ANG
Teck
Meng
Lecturer
of
Opera'ons
Management
Ph.D.
(Management)
Na'onal
University
of
Singapore,
2009
Alexandar
ANGELUS
Associate
Professor
of
Opera'ons
Management
Ph.D.
(Opera'ons,
Informa'on
and
Technology)
Stanford
University,
1997
Onur
BOYABATLI
Assistant
Professor
of
Opera'ons
Management
Ph.D.
(Technology
and
Opera'ons
Management)
INSEAD,
2007
Pascale
CRAMA
Assistant
Professor
of
Opera'ons
Management
Ph.D.
(Management
Science)
London
Business
School,
2007
Lieven
DEMEESTER
Assistant
Professor
of
Opera'ons
Management
Prac'ce
Area
Coordinator
for
Opera'ons
Management
Ph.D.
(Opera'ons
and
Technology
Management),
University
of
California,
1995
9

10. SMU Operations management
faculty
SMUOMFaculty
Opera?ons
Management
Faculty
Qing
DING
Assistant
Professor
of
Opera'ons
Management
Ph.D.
(Opera'ons
Management)
Washington
University
at
St.
Louis,
2004
Rong
LI
Assistant
Professor
of
Opera'ons
Management
Ph.D.
(Industrial
Engineering)
Purdue
University,
2004
Yun
Fong
LIM
Assistant
Professor
of
Opera'ons
Management
Ph.D.
(Industrial
Engineering)
Georgia
Ins'tute
of
Technology,
2005
Sharafali
MOOSA
Associate
Professor
of
Opera'ons
Management
(Educa'on)
Ph.
D.
(Business
Admin.)
Na'onal
University
of
Singapore,
1994
Brian
RODRIGUES
Associate
Professor
of
Quan'ta've
Methods
Deputy
Dean
(Faculty
&
Research)
Ph.D.
(Mathema'cs)
University
of
California
at
Santa
Barbara,
1987
Kwan
Eng
WEE
Assistant
Professor
of
Opera'ons
Management
Ph.D.
(Opera'ons
Management)
Purdue
University,
2000
Zhengping
WU
Assistant
Professor
of
Opera'ons
Management
Ph.D.
(Opera'ons
Management)
Purdue
University,
2003
Kum
Khiong
YANG
Professor
of
Opera'ons
Management
Ph.D.
(Opera'ons
Management)
Indiana
University,
1990
10

11. Course descriptions
OMcourses
Compulsory
Courses:
OPIM
321:
Supply
Chain
Management
Matching
supply
with
demand
is
a
primary
challenge
for
a
firm:
excess
supply
is
too
costly,
inadequate
supply
irritates
customers.
Matching
supply
to
demand
is
easiest
when
a
firm
has
a
flexible
supply
process,
but
flexibility
is
generally
expensive.
In
this
course
we
will
learn
(1)
how
to
assess
the
appropriate
level
of
supply
flexibility
for
a
given
industry
and
(2)
explore
strategies
for
economically
increasing
a
firm’s
supply
flexibility.
Lastly
we
will
study
coordina*on
and
incen*ves
across
mul*ple
firms
in
a
supply
chain.
While
tac*cal
models
and
decisions
are
part
of
this
course,
the
emphasis
is
on
the
qualita*ve
insights
needed
by
general
managers
or
management
consultants.
We
will
demonstrate
that
companies
can
use
(and
have
used)
the
principles
from
this
course
to
significantly
enhance
their
compe**veness.
PREREQ:
OPIM
101
Management
Science
and
OPIM
201
Business
Processes
OPIM
311:
Service
Processes
This
course
explores
the
dimensions
of
successful
service
firms
through
the
use
of
case
studies
and
lectures.
It
prepares
students
for
enlightened
management
and
suggests
crea*ve
entrepreneurial
opportuni*es.
Outstanding
service
organiza*ons
are
managed
differently
than
their
"merely
good"
compe*tors.
Ac*ons
are
based
on
totally
different
assump*ons
about
the
way
success
is
achieved.
The
results
show
not
only
in
terms
of
conven*onal
measures
of
performance
but
also
in
the
enthusiasm
of
the
employees
and
quality
of
customer
sa*sfac*on.
Beginning
with
the
service
encounter,
service
managers
must
blend
marke*ng,
technology,
people,
and
informa*on
to
achieve
a
dis*nc*ve
compe**ve
advantage.
As
the
service
sector
is
the
fastest-­‐growing
sector
of
the
economy,
this
course
is
also
intended
to
help
students
discover
entrepreneurial
opportuni*es.
PREREQ:
OPIM
201
Business
Processes
11

12. Course descriptions
OMcourses
Elec?ves
courses
(choose
any
three):
OPIM
319:
Opera?ons
Strategy
Why
has
ZARA
become
one
of
the
fastest
growing
and
most
profitable
brands
in
fashion
retailing?
How
can
Toyota
be
worth
twenty
*mes
more
than
General
Motors?
To
a
large
extent
the
answer
is
that
ZARA
and
Toyota
use
their
opera*onal
capabili*es
as
a
compe**ve
advantage.
As
do
other
successful
companies
such
as
Dell,
Walmart
and
Procter
&
Gamble,
they
invest
strategically
in
physical
plants
and
facili*es,
in
process
and
informa*on
technology,
in
employee,
supplier,
and
distributor
rela*onships,
and
perhaps
most
importantly,
in
organiza*onal
prac*ces
and
know-­‐how.
The
objec*ve
of
this
course
is
for
students
to
learn
to
make
these
long-­‐term,
strategic
decisions
for
the
opera*ons
func*on
with
the
goal
of
maximizing
the
value
of
a
company
in
a
changing
and
oben
uncertain
environment.
PREREQ:
OPIM
201
Business
Processes
OPIM
314:
Logis?cs
&
Distribu?on
Management
Logis*cs
and
distribu*on
forms
an
important
por*on
within
the
realm
of
supply
chain
system.
It
contributes
and
increases
the
values
in
the
value
chain
by
playing
the
“hub”,
“storage”
and
“moving”
func*ons
for
the
flow
of
products,
personnel,
informa*on
and
services.
More
simply,
logis*cs
and
distribu*on
management
is
the
science
(and
art)
about
when,
where,
how
and
what
to
be
distributed
and
transported
to
efficiently
and
effec*vely
meet
customers’
requirements.
This
course
introduces
some
core
managerial
problems
and
business
issues
for
the
design
and
opera*ons
on
transporta*on
and
distribu*on
systems.
It
provides
the
basic
framework,
analy*cal
models
and
state-­‐of-­‐
the-­‐art
prac*ce
of
techniques
for
decision-­‐making
in
logis*cs
and
distribu*on
systems
PREREQ:
OPIM
101
Management
Science
12

13. Course descriptions
OMcourses
OPIM
322:
High
Performance
Warehousing
&
Fulfilment
As
the
world
becomes
more
globalized
many
companies
achieve
compe**ve
advantage
by
paying
substan*al
aDen*on
on
effec*ve
supply
chain
opera*ons.
Warehouses
are
consolida*on
hubs
of
various
products
in
a
supply
chain.
To
support
business
that
covers
a
wide
range
of
markets
it
is
common
for
a
warehouse
to
store
hundreds
of
thousands
of
products.
These
products
pass
through
the
warehouse
in
huge
volume
daily,
and
so
it
is
important
to
run
it
efficiently.
Besides
the
tradi*onal
storage
func*on,
warehouses
are
increasingly
forced
to
perform
responsive
and
accurate
customer
order
fulfillment
and
other
value-­‐added
services.
High
performance
in
product
warehousing
and
order
fulfillment
becomes
crucial
to
the
success
of
many
companies
in
today's
compe**ve
business
environment.
We
will
introduce
various
opera*on
models
that
are
theore*cally
appealing
and
prac*cally
feasible.
Some
case
studies
will
also
be
discussed.
This
course
is
especially
useful
for
those
who
are
interested
in
consul*ng
careers
in
logis*cs
and
supply
chain
management.
PREREQ:
OPIM
201
Business
Processes
OPIM
313:
Project
Management
This
course
aims
to
provide
students
with
a
sound
understanding
and
knowledge
of
basic
concepts
and
analy*cal
skills
cri*cal
to
effec*ve
project
management
in
any
industry.
The
students
will
acquire
a
range
of
“sob”
skills
(behavioral)
and
“hard”
(analy*cal)
tools
and
techniques,
and
learn
how
to
link
theory
to
real-­‐world
projects.
Topics
covered
include
project
selec*on,
ini*a*on,
planning,
implementa*on,
control
and
evalua*on.
With
the
project
life
cycle
in
mind,
topics
such
as
the
role
of
the
project
manager
and
organiza*on,
scheduling
and
resources
alloca*on
will
also
be
covered.
PREREQ:
OPIM
101
Management
Science
and
OPIM
201
Business
Processes
13

14. Course descriptions
OMcourses
OPIM
318:
Sustainable
Opera?ons
The
objec*ve
of
this
course
is
to
study
how
a
company
can
use
its
opera*ons
to
improve
environmental
performance
and
contribute
to
business
success
at
the
same
*me.
Companies
such
as
Nike,
HP,
Unilever
and
Coca-­‐Cola
have
started
to
reap
the
benefits
from
building
sustainability
into
their
opera*ons.
A
focus
on
reducing
environmental
impact
not
only
allowed
these
companies
to
comply
with
increased
regula*ons
but
also
to
reduce
their
costs,
to
improve
the
quality
of
their
products
and
to
enhance
the
reputa*on
of
their
brands.
Students
will
learn
how
ci*zens,
governments,
customers
and
employees
are
crea*ng
pressures
for
more
sustainable
development
and
how
opera*ons
managers
are
responding
to
these
pressures
with
waste
reduc*on,
pollu*on
preven*on,
and
product
stewardship.
Students
will
also
study
specific
tools
and
methods
such
as
environmental
management
systems,
life
cycle
analysis,
green
buildings,
green
purchasing,
design-­‐for-­‐environment,
recycling,
remanufacturing,
serviciza*on
and
industrial
symbiosis.
Through
the
course
students
will
also
learn
how
to
crab
a
successful
strategy
for
sustainable
opera*ons
by
incorpora*ng
it
into
a
company’s
business
strategy,
improvement
planning,
product
and
process
design,
supply
management,
risk
management
and
both
internal
and
external
repor*ng
systems.
PREREQ:
OPIM
201
Business
Processes
OPIM
324:
Global
Supply
Chain
In
this
course
of
Global
Supply
Chains,
students
will
understand
the
key
elements
of
a
global
supply
chain
-­‐
network
design
and
facility
selec*on,
procurement
and
outsourcing,
forecas*ng,
inventory
and
replenishment
processes,
risk
management,
fiscal
policies
and
trade
structure,
and
global
logis*cs
management.
Each
of
these
elements
will
be
discussed
with
case
studies
to
give
real
life
context
for
applying
the
concepts.
This
will
help
students
to
exploit
supply
chain
efficiencies,
dynamically
manage
economic
risks,
op*mize
the
network
to
deliver
working
capital
benefits,
and
implement
leading
edge
prac*ces
that
are
proven
effec*ve
to
deliver
business
growth,
supply
chain
flexibility,
responsiveness
and
cost
compe**veness.
This
course
is
useful
for
those
who
are
interested
in
consul*ng
careers
in
supply
chain
management,
careers
with
shippers,
3PLs
or
trading
companies.
PREREQ:
OPIM
201
Business
Processes
14

15. Course descriptions
OMcourses
OPIM
340:
Retail
Opera?ons
This
interac*ve
course
studies
the
important
and
complex
field
of
retail
opera*ons,
focusing
on
the
analy*cal
aspects
of
retail
management.
As
global
retailers
seek
to
expand
in
Asia,
there
is
an
urgent
need
for
managers
with
a
strong
analy*cal
founda*on
in
opera*ons
and
an
understanding
of
the
cultural
aspects
of
the
region.
Singapore
is
undeniably
a
retail
powerhouse,
offering
a
plethora
of
interna*onal
brand
retail
outlets,
complemented
by
dis*nc*ve
bou*ques
highligh*ng
regional
designers.
However,
the
Internet
and
social
media
have
redrawn
the
baDle
lines
in
retail,
forcing
companies
to
scramble
to
keep
ahead
in
the
highly
compe**ve
and
vola*le
global
markets.
The
retail
industry
drives
innova*ons
in
opera*ons,
as
retailers
compete
globally
for
increasingly
discrimina*ng
customers
and
as
the
supply
chain
is
stretched
across
con*nents.
Hence,
this
course
facilitates
students
in
learning
about
retail
opera*ons
in
the
Singapore
context.
PREREQ:
OPIM
101
Management
Science
MGMT
317:
Managing
Process
Improvement
All
firms
have
processes,
most
of
which
can
be
improved
or
op*mized.
Some
of
these
processes
include
innova*on,
development,
manufacturing,
services,
internal
and
external
processes.
The
ability
of
managers
to
define,
measure,
improve
and
control
processes
is
a
key
skill
set
and,
combined
with
leadership,
can
enhance
the
success
of
a
firm.
In
this
course,
students
will
develop
a
prac*cal
understanding
of
appropriate
tool
use
and
project
management
skills
to
effec*vely
change
and
improve
important
processes.
Students
will
also
gain
a
strong
theore*cal
and
prac*cal
understanding
of
six
sigma
deployment
and
will
achieve
“Greenbelt”
cer*fica*on
(recognized
by
the
industry).
Students
will
learn
the
DMAIC
methodology
(Design,
Measure,
Analyze,
Improve,
Control)
and
apply
it
in
real
projects.
These
projects
will
be
sponsored
by
local
SME’s
and
MNC’s.
PREREQ:
either
STAT
101
Introductory
Sta*s*cs
or
STAT
151
Introduc*on
to
Sta*s*cal
Theory
15

16. OM with other majors
OM-othermajorscombo
Popular
complementary
degree/
majors
with
Opera?ons
Management
Finance
Understanding
Finance
will
give
you
a
beDer
idea
and
decision-­‐making
skill
on
to
what
certain
extent,
in
terms
of
capital
investment
et
cetera,
you
should
invest
on
your
companies.
Not
to
men*on,
Finance
will
screen
how
effec*vely
a
certain
company’s
opera*on
has
been
running
in
contribu*ng
profits.
Marke?ng
Opera*ons
Management
gives
you
the
background
of
how
certain
products
are
created
and
marke*ng
helps
you
in
selling
the
product.
These
two
cross-­‐func*onal
areas
are
essen*al
because,
aber
all,
your
company
will
not
get
much
profit
if
the
products
are
not
commercial
enough
despite
its
good
quality.
Informa?on
System
(IS)
IS
and
Opera*ons
Management
are
highly
correlated.
In
today’s
business
world,
there
have
been
many
IT
tools
used
to
maximize
certain
decision
in
Opera*ons
context,
e.g.
SAP
tool
for
demand
and
supply
planning,
or
even
CPFR
(Collabora*ve,
Planning,
Forecas*ng,
and
Replenishment).
As
well,
IT
and
data
informa*on
might
be
the
strategic
tools
for
companies
to
leverage
compe**vely
with
their
fellow
market
players.
Other
complimentary
degrees/majors
include:
Accoun*ng
Management
Economics
16

17. internship & career
opportunities
internship&career
Internship
Opportuni?es
Robert
Bosch
DHL
P&G
Unilever
Shell
Exxonmobil
Kuehne
and
Nagel
Toyota
Ga*
Limited
TATA
Loreal
Singhealth
Fairmont
Singapore
&
Swissotel
the
Stamford
et
cetera
Career
Opportuni?es
Robert
Bosch
Revenue
Management
Solu*ons
(RMS)
Shell
DHL
Loreal
SAP
Oracle
P&G
Unilever
et
cetera
17