• Strategic sourcing: How disruptions are reshaping supply chains: Increase inventory, dual sourcing, reshoring or nearshoring instead of offshoring, regionalization
• Friendshoring: Who will benefit? (Apple case example)
• Did the pandemic kill Just-in-Time (JIT)? Aligning the interests of manufacturers and public health: JIT vs. JIC (Just-in-Case)
• Pandemic Influenza case
  In a pandemic, there is an inherent conflict of interest between profit-oriented companies and the public health sector. The primary concern of a vaccine manufacturer is the risk of surplus whereas that of society is the risk of shortage (life loss and social loss). Risk sharing can align the mismatched interests between government and manufacturers. A manufacturer can be confronted with the question how to allocate limited supply among customers. Important topics are shortage gaming (panic orders, hoarding), inventory rationing for efficiency and fairness as well as supply chain competition (Prisoner´s Dilemma)

• Bespoke supply chain resilience: The gap between theory and practice
• Intersection of supply chain resilience and sustainability
• Sustainability implications of supply chain responsiveness

• How disruptions are reshaping supply chains
• Aligning the conflicting interests between profit oriented companies and public health sector: Just-in-Time vs. Just-in-Case
• Intersection of supply chain resilience and sustainability

Class attendance is compulsory, one-time excuses are accepted

Presentation of instructor

Discussion of case studies

Student presentations

Assignments: Individual as well as group

Grading:

Short test: Strategic sourcing, offshoring-nearshoring (45 min, 25 points),

group presentation (Pandemic influenza case: about 20 minutes, 40 points),

individual report on supply chain resilience or JIT for supply chains in turbulent times or machine learning and supply chain transformation (short paper of about 4-5 pages, 25 points),

active class participation (10 points)

Scale:

Excellent (1): 90% - 100%; 

Good (2): 80% - <90%;

Satisfactory (3): 70% - <80%;

Sufficient (4): 60% - <70%;

Fail (5): <60%

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Literature:

Alicke et al. (2022): Regionalize your supply chain: Closer is better. Supply Chain Management Review, July/August, 34 – 41.

Alicke and Foster (2024): Supply chains: Still vulnerable. McKinsey & Company

Choi et al. (2023): Just-in-Time for Supply Chains in Turbulent Times. Production and Operations Management, forthcoming.

Cohen et al. (2022): Bespoke supply-chain resilience: The gap between theory and practice. Journal of Operations Management 68, 515 – 531.

Swinney (2023): Assessing the Environmental Cost of Supply Chains. Fuqua Insights, Duke University

Zhao (2014): Pandemic Influenza: Just-in-Time vs. Just-in-Case Strategies. Supply Chain Case Series, Rutgers Business School, 1 – 24.