Same as the requirements for the MSc programme in Logistics.
2-3 hours of lectures per week. The course contains two full-week case studies. During these two weeks all courses that are scheduled together with LOG720 are stopped.
Submission of two written assignment. Students will, divided in groups, also be given responsibility for writing summaries from articles and presenting them.
5 hours written examination, counts 60% of course grade. The two cases count 20% each. It is mandatory to be present during the case weeks
Supply chains are, in reality, networks. Networks are complex webs of partly independent but interdependent organizations.
Changes in supply chains and networks happen all the time. In this course the students will learn how to reflect and conceptualize on what is going on in the business to day and how to play a part in the reconfiguration of value chains, networks and value systems.
Creativity and change is needed at some point in the business life cycle and at other points structural arrangements and performance are or should be high lightened. Students will also learn about the need for different leadership through the business life cycle and also learn about their own and personal style or qualities as people and leaders.
The main purpose of the course is to give students insight into the processes and structural arrangements in organisations that bring about growth but also stagnation and crises and what to do with it.
In the TV series ‘X-File’ there was a saying: ‘You won’t believe it before you see it’. In this course we have a saying which goes like this:
‘You won’t see it before you believe it.’
What is good and effective management? The first part of the course challenges the students on management and management styles. Learning that there is more than one reality and the reality as we as individuals or organisations recognise it, is dependent of many elements and is a central first part of the course.
To generate relevant strategies in different developmental situations require understanding of structures and processes that respectively promote or hinder growth and success.
Knowledge and understanding of above mentioned processes and elements are essential premises to perform effective or good leadership. Strategic challenges will in many ways be a continuous reconfiguration and integration of the organisations.
Quinn, Robert E. 1991. Beyond Rational Management. Jossey Bass Publ.
Normann, Richard. 2009. Reframing Business. John Wiley & Son, Ltd.
