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課程名稱 |
作業與創新管理分析
Operations and Innovation Management Analytics |
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開課學期 |
106-1 |
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授課對象 |
管理學院 商學研究所 |
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授課教師 |
陳家麟 |
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課號 |
MBA5071 |
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課程識別碼 |
741EU5420 |
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班次 |
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學分 |
3.0 |
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全/半年 |
半年 |
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必/選修 |
選修 |
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上課時間 |
星期四7,8,9(14:20~17:20) |
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上課地點 |
管二201 |
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備註 |
本課程以英語授課。
限學士班三年級以上 且 限本系所學生(含輔系、雙修生)
總人數上限：100人 |
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Ceiba 課程網頁 |
http://ceiba.ntu.edu.tw/1061MBA5071_ |
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課程簡介影片 |
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核心能力關聯 |
本課程尚未建立核心能力關連 |
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課程大綱
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課程概述 |
Important Note: If you are unable to register for this course online, please come to the first class on Sept. 14, 2017 and the instructor will provide you with the access code for registration.
Course Description:
This course examines the use of operations and innovations as competitive weapons with two modules: (1) Supply Chain Analytics, and (2) Innovation Management Analytics. The emphasis is on the successful development of products, manufacturing process, and supply chains to create, deliver, and sustain value for an innovation-driven organization. The course proceeds from broad discussions of operations strategy to assessment of specific strategies (product conceptualization and planning, product design and development, outsourcing vs. in-house, supply-chain design, market and consumer analyses, etc.) to discussions of how those strategies can best be implemented over time. A key objective of the course is the development of operations and innovation strategies which are integrated with the overall business strategy of an organization as well as the other functional strategies such as marketing, information technology, and human resources. The applications of computerized analytics in decision-making and decision-support will also be emphasized in this course. |
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課程目標 |
待補 |
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課程要求 |
This course is restricted to MBA or upper-year undergraduate students. |
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預期每週課後學習時數 |
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Office Hours |
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指定閱讀 |
待補 |
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參考書目 |
Business Logistics/Supply Chain Management, 5th Edition, Ronald H. Ballou,
2004, Prentice Hall
Business Cases for Innovation Management (available on
http://www.decisionpro.biz/) |
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評量方式
(僅供參考) |
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No. |
項目 |
百分比 |
說明 |
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1. |
Individual Assignments (2) |
20% |
The assignments must be done individually. The assignments should be handed in before the class time on the announced due dates. No late assignments will be accepted. |
2. |
Team Project Report |
20% |
Each student will participate in a team (selected by the professor) to work on a case. The case will be handed out in class. A written report is required for the case. The report should be concise and readable. It should be no more than 5 pages in length (single-spaced, 12-point Times New Roman font). You may also use up to 5 additional pages of exhibits and appendices. The report should be handed in before the class time on the announced due date. |
3. |
Team Project Presentation |
15% |
Each team needs to give an in-class presentation. Each team member must speak at least once during the presentation or question period.
The purpose of the presentation is not to present every detail of your team case project. Rather, you should try to convince the audience that your proposals can create great value for your company. You may assume that a successful presentation will persuade the executive of your company to give you the go-ahead to implement your proposals. Be creative.
Attendance at the team project presentations is required. The presentations will be evaluated by the instructor and by the members of the class. The rating given by class members to a group's presentation will be taken into account when assigning presentation marks. These evaluations will be treated as confidential.
Important note. Plagiarism, which is the unacknowledged presentation, in whole or in part, of the work of others as one's own in an assignment or report, will constitute a violation of University Regulations. Such an assignment or report will receive no credit. |
4. |
Class Participation |
15% |
Class attendance is required. A number of in-class exercises will be assigned throughout the semester. The purpose of the exercises is to provide you with an opportunity to apply what you have learned in class and from the readings. All the exercises are to be completed in class. Individual performance in the exercises will be taken into consideration by the instructor when assigning the in-class participation mark. |
5. |
Final Examination |
30% |
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週次 |
日期 |
單元主題 |
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第1週 |
9/14 |
Introduction |
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第2週 |
9/21 |
Supply Chain Management
Case: Amazon.com |
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第3週 |
9/28 |
Supply Chain Location Analytics
Case: ABC Medical Supply |
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第4週 |
10/05 |
Supply Chain Transportation Analytics
Case: Fowler Distributing Company |
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第5週 |
10/12 |
Supply Chain Inventory Analytics
Case: HP Supply Chain |
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第6週 |
10/19 |
Purchasing and Procurement Analytics
Case: ABC Process Simulation |
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第7週 |
10/26 |
No Class |
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第8週 |
11/02 |
Introduction to Innovation Management Analytics
Opportunity Identification: Theory |
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第9週 |
11/09 |
Opportunity Identification: Practice (Case: ConneCtor PDA)
Product Positioning: Theory |
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第10週 |
11/16 |
Product Positioning: Practice (Case: Infiniti G20)
New Product Design & Development: Theory |
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第11週 |
11/23 |
New Product Design & Development: Practice (Case: Forte Hotel Design)
Diffusion of Innovation: Theory |
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第12週 |
11/30 |
Diffusion of Innovation: Practice (Case: Ford Hybrid Cars)
Game Theory & Competitive Strategies I |
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第13週 |
12/07 |
Creating Thinking & New Product Development
In-Class Exercise: Creating Thinking Contest |
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第14週 |
12/14 |
Team Project Presentations |
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第15週 |
12/21 |
Final Exam |
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第16週 |
12/28 |
Optional Contact Hours |
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