COURSE SYLLABUS

On completion of the course the student will be able to:

1. Demonstrate how different theoretical approaches can be applied in supply chain integration and alliances.
2. Examine the impact of power and possibilities of power management and conflicts in supply chains.
3. Describe the effects and implications of alliance development.
4. Examine the supply chain with a specific focus on procurement.
5. Discuss the problems of performance and measuring of whole Supply Chains.

6. Demonstrate a thorough understanding of the established models in Supply Chain alliance and cooperation development.
7. Demonstrate how to apply performance metrics in managing Supply Chains.
8. Demonstrate an understanding of how to analyse strategies and change approaches in supply chains.

9. Critically assess the theoretical foundations of alliance and cooperation development in Supply Chain Management.
10. Reflect upon Inter-organisational learning in Supply Chains.

The course takes a holistic view of Supply Chain Integration – internal & external.

The main themes of the course are:

This course provides a comprehensive understanding of supply chain integration, drawing on key theories such as the Natural Resource-Based View, Transaction Cost Economics, and Network Theory.

You will learn how to align internal processes and improve collaboration across different functions to enhance overall efficiency. The course also examines the role of strategic procurement in improving supply chain performance and sustainability.

A key focus is on building and managing partnerships, including understanding power dynamics, resolving conflicts, and negotiating within supply chain networks.

The course also covers logistics and transport management, helping you analyze complex transport networks, identify risks, and develop strategies for more effective supply chain operations.

Finally, you will explore performance measurement techniques, using frameworks like the Balanced Scorecard and the SCOR model to evaluate and optimize supply chain processes.

Connection to research and practice

This course builds on the research activities and practical results from research areas in supply chain management, such as power, alliances, strategy, and performance measurement. Students in this course will have opportunities to analyse relevant research outcomes, cases, and experiences from the business cases undertaken in the JIBS research centers and a real case with a company. In addition, practitioners from different sectors are invited to share their experiences.

Lectures, guest speakers, company/case, study visit and seminars.

Language of instruction is in English.

It is the responsibility of the examiner to ensure that each course is evaluated. At the outset of the course, the programme evaluators in the course must be contacted. In the middle of the course, the examiner should meet the programme evaluators to identify strengths/weaknesses in the first half of the course. At the end of the course, the examiner should remind students to fill in the survey. The examiner should also call a meeting with the programme evaluators to debrief the course, based on course evaluation data and comments. The next time the course runs, students should be informed of any measures taken to improve the course based on the previous course evaluations. At the end of each study period, JIBS’ Director of Quality and Accreditation crafts a “Course Evaluation Quarter Report”, presenting the quantitative results from course evaluation surveys. The Associate Dean of Education, The Associate Deans of Faculty, Programme Directors, and JSA President and Quality receive the report.

Academic integrity

JIBS students are expected to maintain a strong academic integrity. This implies to behave within the boundaries of academic rules and expectations relating to all types of teaching and examination.

Copying someone else’s work is a particularly serious offence and can lead to disciplinary action. When you copy someone else’s work, you are plagiarising. You must not copy sections of work (such as paragraphs, diagrams, tables and words) from any other person, including another student or any other author. Cutting and pasting is a clear example of plagiarism. There is a workshop and online resources to assist you in not plagiarising called the Interactive Anti-Plagiarism Guide.

Other forms of breaking academic integrity include (but are not limited to) adding your name to a project you did not work on (or allowing someone to add their name), cheating on an examination, helping other students to cheat and submitting other students work as your own, and using non-allowed electronic equipment during an examination. All of these make you liable to disciplinary action.

Please note that changes may be made to the reading list up until eight weeks before the start of the course.

Van Weele, A., and Rozemeijer, F. 2022, Procurement and Supply Chain Management , 8th Edition, Cengage Learning EMEA.

A list of additional articles will be supplied in the course introduction.