OVERVIEW

AIMS AND CONTENT

LEARNING OUTCOMES

The course aims to provide students with the knowledge and skills they need to understand the role of Operations Management in the creation of value, highlighting its fundamental contribution to the acquisition of a lasting competitive advantage on a global scale. The course deals with the analysis and implementation of principles, methodologies and tools of Operations Management, Procurement and Supply Chain Management applied to multiple business contexts, from industrial to high service and relational content.

AIMS AND LEARNING OUTCOMES

Aims

The course aims to provide students with the necessary skills to understand the role of Operations Management in value creation, highlighting its fundamental contribution to the acquisition of a lasting competitive advantage on a global scale.

The course addresses the analysis and implementation of principles, methodologies and tools of

- Operations Management and Process Management

- Supply Chain Management, in order to understand how the management of the supply chain constitutes a fundamental source for the competitive advantage

- Procurement and Supplier Management, in order to acquire skills and tools in the field of procurement and supplier management, now increasingly conceived as the company's pratner

The topics are treated with application to multiple business contexts, from industrial to those with a high service and relational content, so as to allow the students to learn through the observation of practical experiences.

Expected learning outcomes

Students will acquire adequate knowledge and effective understanding skills of
1) the principles, methodologies and tools of operations management and purchasing/supplier management;
2) the strategic role of the operations manager in value-creating processes at company and system level;
3) the challenges that innovation offers to improve the efficiency and effectiveness of industrial production and services;
4) the great transformations that innovation is producing at an industrial level, changing the leverage of competition globally;
5) case of excellence in the field of operations management, also for employment purposes;

Ability to apply knowledge and understanding

Students will be able to:
1) Applying operating principles, tools and models to specific representative realities of the 21st century industrial reality (eg high-tech clusters, high-relational B2B and B2C services, etc.);
2) argue and discuss with experts the main opportunities and criticalities of operations management, applying them to different business and operational contexts;
3) addressing corporate decision making according to a project management and problem solving logic.

Judging autonomy: Students will be able to use theoretical principles and apply the operational tools of the discipline in different firms and business contexts, developing their own critical skill needed to understand the main issues of the scientific and operational debate.
Communicative Skills: Students will be able to use the specialized technical language of the discipline so that they can develop a constructive dialogue with the operations managers and the specialists of other business functions.
Learning Skills: Students will be able to develop autonomous learning skills so that they can deepen the core of the discipline within their professional career.

PREREQUISITES

The course does not require pre-requisites.

To better address the course, however, familiarity with some issues learned in BA courses are highly recommanded, i.e.:

Supply chain and economic sectors
Economies of scale, scope, experience
Cost classifications
Sources of competitive advantages
Organizational structures
Managerial approaches production- and market-driven
Specificities of BtB and BtC markets
Market research
Corporate and competitive strategies
Financial aspects: cash flow and working capital
Media, variance and indicator

TEACHING METHODS

SYLLABUS/CONTENT

Operations Management in the strategic decision-making process of firms, the supply chains and networks
The Operations Manager's strategic role in creating the value of 21st century economic systems
Operations and clusters management: global supply networks
Process management and innovation creation
Supply Chain Management
Procurement Management and Supplier Management
Measurement of operations performance
Project Management: Principles and Operational Tools

RECOMMENDED READING/BIBLIOGRAPHY

R.B. Chase, R.F. Jacobs, A. Grando, A. Sienesi, Operations Management, McGraw-Hill, Quarta edizione, 2020

See also information published on Aulaweb.

TEACHERS AND EXAM BOARD

Exam Board

SILVIA BRUZZI (President)

CLARA BENEVOLO

GIORGIA PROFUMO

RICCARDO SPINELLI

LESSONS

LESSONS START

Second semester

Class schedule

OPERATIONS MANAGEMENT

EXAMS

EXAM DESCRIPTION

Examination with test with open-ended questions and work in team.

ASSESSMENT METHODS

Examination with open questions defined in order to assess the student's learning as well as his/her ability to independently make links between the different issues and to express a critical and up-to-date opinion. Autonomous elaboration and discussion with external experts (primarily managers) in team work, also with the support of relational simulation techniques, on specific issues related to operations management.

Exam schedule

FURTHER INFORMATION

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