Core Courses

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BUSI 672 Global Supply Chain Management (2 credits)

Offers a practical blueprint for understanding, building, implementing, and sustaining supply chains in today's rapidly changing global supply chain environment. Provides a survey of the evolution of supply chain strategies, business models and technologies; current best practices in demand and supply management; and methodologies for conducting supply chain-wide diagnostic assessments and formulating process improvement plans.

BUSI 634 Operations Management (2 Credits)

Concerned with efficient and effective design and operation of business processes for delivering products and/or services. Emphasis is given to process analysis and design, capacity management and bottlenecks, waiting lines and the impact of uncertainty in process performance, quality management, lean, six-sigma, and revenue management.

BULM 732 Assessing and Managing Supply Chain Risks (3 Credits)

Explores methods to build enterprise resilience from the perspectives of the supply chain planner and supply chain manager. Addresses concerns assessing strategic and operational risks, day to day uncertainties in demand and supply, and ensuring business continuity after low probability but high impact events such as a terrorist attack or earthquake.

BULM 724 Negotiations in Supply Chain Management (2 Credits)

Develops strategies and tactics for negotiating with suppliers and customers. Course uses simulations, role playing, and game playing to outline strategies and tactics. Special emphasis is given to cross-cultural negotiations.

BULM 733 Global Trade Logistics (2 Credits)

Acquaints students with managerial issues in international logistics and transportation, and provides students with an understanding of issues related to import/export management and the global marketplace.

BULM 742 Global Supply Chain Resources Planning (2 Credits)

Provides an understanding of how firms use an advanced supply chain planning (ASCP) application as an integral part of their materials management process which includes such activities as production planning, materials requirements planning, and distribution requirements planning.

BULM 736 Executives in Supply Chain Management (3 Credits)

Designed to provide students intensive interaction with senior supply chain executives from a cross-section of industries. Executives share their insights on leading competitive supply chains in the global marketplace, while students research the competitive supply chain dynamics of each executive's industry.

BULM 730 Transportation Management (3 Credits)

An overview of the transportation field with an emphasis on freight movements from the perspective of both providers of capacity and users of freight services. Examines the characteristics of the freight modes and the role of each mode as a major component of logistics and supply chain management.

BUSI 683 Global Economic Environment (2 Credits)

Relationship between national and international economic environments. Determinants of output, interest rates, prices and exchange rates. Analysis of effect of economic policies (fiscal, monetary, trade, tax) on the firm, on supply chains, and on the economy.

BULM 720 The Green Supply Chain (2 Credits)

Analyzes the environmental impacts across supply chains. Discussions will center around the costs and benefits from reducing environmental impacts through supply chain management.

BUSI 630 Data Models & Decisions (2 credits)

This course will explore basic analytical principles that can guide a manager in making complex decisions. A good decision uses sound reasoning and takes into account all of the relevant information that is available at the time the decision is to be made. In order to arrive at a good decision, a manager must be able to: a) Identify an underlying analytical structure in a seemingly complex and amorphous decision problem: b) Understand the role of uncertainty and risk in the decision-making process; c) Analyze available data to understand relationships among variables and to create predictions; d) Understand the trade-offs involved in the decision and arrive at optimal choices; e) Make effective use of available computing technology (e.g., spreadsheets, statistical software and optimization tools), f) The goal of this course is to equip you with these skills.

BUDT 758G Global Delivery of IT and Service Innovations (2 Credits)

The course provides a framework for understanding the delivery of IT and IT-enabled Services using global options including outsourcing, offshoring and developing and executing, within the global IT services sourcing strategy, service delivery innovations in an increasingly global and information-intensive economy. Topics include: global IT sourcing models, approaches and practical operational considerations; why services innovations matter for competitive advantage; how globalization and technology provide opportunities for IT sourcing and service innovation; governance issues and new venture opportunities through sourcing related service innovations.

BULM 758B Supply Chain Strategy (3 credits)

Supply chain strategy refers to the longer term plans firms use to optimize the performance of their supply chains. A firm faces many choices in determining its supply chain strategy. A poor supply chain strategic choice may result in inadequate levels of customer service or excess inventory costs. In addition, a firm’s supply chain strategy must support the firm’s overall corporate strategy. So, for example, if the firm wishes to differentiate on the basis of high levels of customer service, its supply chain strategy must also support excellent customer service. With these thoughts in mind, the major goals of the course are as follows:

  • To understand the factors underlying a firm’s choice of business strategy and how business strategy contributes to firm performance.
  • To understand the factors underlying a firm’s choice of supply chain strategy and how supply chain strategy contributes to firm performance.
  • To determine how firms can best align supply chain strategy with business strategy and to the other functional strategies of a firm.