om booklet

What you need to know about operations

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“Opera'ons Management gives us the fundamental idea how business is being run in the real world in terms of its logis'cs planning, opera'ons efficiency, as well as its cu=ng edge supply chain tool. It, as well, imparts you the ideas of how products are basically created – from the raw materials un'l the finished product to consumers.”

SMU Opera*ons Management Society (OMS) is a newly born student organiza*on back in 2011, in Singapore Management University (SMU), which basically aims to be the bridge between students and seniors, alumni or even professionals who might have beDer experience in terms of Opera*ons related working exposure, internship, knowledge or insights, and others. As well, SMU OMS aims to promote Opera*ons Management, at student level, as one of the possibly preferred choices of majors that student might want to pursue as future career.

OPIM 321: Supply Chain Management | OPIM 311: Service Processes

OPIM 319: Opera?ons Strategy | OPIM 314: Logis?cs & Distribu?on Management

OPIM 322: High Performance Warehousing | OPIM 313: Project Management

OPIM 318: Sustainable Opera?ons | OPIM 324: Global Supply Chain

OPIM 340: Retail Opera?ons | MGMT 317: Managing Process Improvement

Robert BoschRevenue Management Solu*ons (RMS)ShellDHLLoreal

SAPOracleP&GUnileveretc

Forecas?ng Specialist

Supply/ Demand Planner

Procurement and Purchasing Manager

Inventory Control Manager

Six Sigma Green Belt/ Black Belt

Transporta?on Coordinator

Warehouse Manager

Logis?cs Management Analyst

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What is operations management?

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Opera*ons Management teaches us how to manage firm’s resources to create and deliver products or services, including: efficient use of human resources, capital, raw material; design and improvement of business processes; as well as beDer management of new technology. Opera*ons Management focuses not only what to do in a company, but also HOW to do it. Selling products and services using more efficiently and more economically processes and resources than anyone else is eventually the ul*mate goal.

Students majoring in Opera*ons Management will become valuable assets for any company seeking to become more resourceful and cost-‐effec*ve in today’s global economy because Opera*ons Management achieves beDer products/services, lower cost, higher quality, and faster delivery.By managing company’s opera*ons, it can significantly contribute to the success of the company by u*lising available resources to effec*vely produce products and services in a way that sa*sfies customers as well as reducing waste to ensure low cost incurred.

Opera*ons Management students also have an extensive range of career opportuni*es; those who are interested in distribu*on and logis*cs could work in companies like DHL, UPS, FedEx, Maersk; others could also join companies such as Singapore Airlines, Toyota, or even retailers like IKEA; Lastly those who want to be consultants could join Bain & Company, McKinsey & Company.

“Opera'ons Management gives us the fundamental idea how business is being run in the real world in terms of its logis'cs planning, opera'ons efficiency, as well as its cu=ng edge supply chain tool. It, as well, imparts you the ideas of how products are basically created – from the raw materials un'l the finished product to consumers.”

“If you ever wondered what drives business decisions, Opera'ons Management introduces you to calcula'ons, analysis tools, and frameworks that guide a business’ decisions in sourcing, capacity planning, service processes, distribu'on, etc. These decisions would ul'mately shape a business’ value proposi'on, determining its compe''ve advantage in the market.”

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Why choose a career in operations management?

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There are several reasons why you might want to consider choosing a career in Opera*ons Management. First, it is a very popular field at the moment, based on the recent aDen*on given to improving the quality of products and services across the board. Thus, our students are able to find jobs and command rela*vely high salaries upon gradua*on.

Second, it is a very versa*le field and offers many job opportuni*es in a variety of firms and fields. With an OM degree, you can work for a manufacturing firm, a service provider or a consul*ng company. You can u*lize your sta*s*cs background for forecas*ng or quality improvement; you can fine tune your planning exper*se through the planning of new projects or the scheduling of produc*on or workers; or you can use your crea*ve skills in developing and providing new services to your customers.

Third, it is a very interes*ng field in that you will interface with people in all other areas within your company. OM includes ac*vi*es that border on finance, marke*ng and accoun*ng, and so it provides you with the opportunity to interact with others and learn about those other areas in business.

Forecas*ng Specialist





Transporta*on Coordinator

Warehouse Manager

Logis*cs Management Analyst

Sample careers for Opera?ons Management Major

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Forecas?ng Specialist

A forecas*ng specialist is responsible to ensure client/customer goals are met by

analyzing work volume variances to forecast and provide direc*on to adjust

scheduling/staffing levels accordingly. He is also in charge of adjus*ng historical

intraday interval performance spikes and dips, caused by planned or unplanned

events and technology outages, to generate accurate forecasts. In addi*on, his duty

involves conduc*ng analysis using data & informa*on from various applica*ons and

systems, manipula*ng data in spreadsheets and iden*fying and researching

anomalies and presen*ng results, plus monitoring service levels and direc*ng real-‐

*me forecas*ng to meet service levels.



A supply planner is responsible for planning products and managing inventory

levels for a business unit with the objec*ve of providing the highest level of

customer service at minimum cost.

A demand planner works in the areas of material planning and inventory

management and is responsible for the strategic crea*on and execu*on of future

fulfillment plans. He typically works proac*vely with func*onal teams such as sales,

marke*ng and opera*ons, responsibili*es include iden*fying variances based upon

historical performance and expected future ac*vi*es of products, and planning

inventory needs for future demand.

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A procurement manager compiles requested materials and records to draw up

purchase orders for the procurement of materials and services. He generally deals

with anything related to the ordering of goods and supplies for an organiza*on. A

procurement manager determines if inventory quan**es are sufficient for the

needs of the company and orders more supplies as needed.


An inventory control manager works in a variety of industries including

manufacturing, warehousing, retail and food service. His main responsibili*es are

to keep track of inventory and to replenish inventory when it gets down to a certain

level.


Opera?ons Analyst

An opera*ons analyst’s duty is to seek out deficiencies within the business model of

their employers and develop new best prac*ces, ensuring greater firm-‐wide

profitability.

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Materials Requirements Planner

A materials planner works with engineering to determine the resources needed to

meet produc*on schedules. The planner oben works from blueprints to determine

the specifica*ons for the parts needed to produce the product.

The duty of a materials planner also includes con*nually working to improve

delivery *mes, cost and quality of materials from vendors. The planner works with

purchasing managers to improve performance of vendors and with engineering for

quality improvements.

Order Fulfillment Coordinator

An order fulfillment manager makes sure customers receive their correct orders in

good condi*on and on schedule. He directs his team in processing shipments and

resolving customer complaints. To ensure profit margins are maintained, a

fulfillment manager must have excellent control of his inventory to facilitate *mely

shipping of goods and merchandise. Some*mes he is also required to regularly

prepare budgets for review and approval by upper management.

Buyer (Purchasing Agent)

The main job of a purchasing agent is to buy any goods, services or materials

needed for a company to maintain successful produc*on of its products or services

and an orderly work environment. Agents must meet and bargain with outside

contractors who are offering services or products of interest to the company. The

main challenge is to buy high-‐quality supplies and services at reasonable costs.

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Quality Analyst

A quality analyst is responsible for looking at data in order to determine if services

provided by a given company are mee*ng quality standards. Based on the data

collected, the quality analyst works to improve the processes through which the

company operates, oben by altering company policies and developing workflow. This

analyst is responsible for pudng the results of the analysis in reports and is also

oben responsible for presen*ng findings to upper management.


Six Sigma is a process improvement method that was developed at Motorola. The Six

Sigma approach to con*nuous improvement focuses on reducing errors and

increasing customer sa*sfac*on.

Six Sigma Green Belt training introduces an overview of the key concepts necessary

to be a successful member of a Six Sigma project team. Green Belts are responsible

for leading Green Belt projects or teams, and also oben called upon to provide

assistance in the areas of data collec*on and analysis on Black Belt project teams.

Green Belt project teams typically solve lower level project specific problems, such as

reducing varia*ons in the quotes provided by employees as opposed to program

level ones like increasing overall manufacturing capacity, which require Black Belt

guidance.

A Six Sigma black belt is a specialist who saves the company money. The job of the

black belt consists of analyzing business and opera*ons processes and sugges*ng and

implemen*ng more efficient ways of performing func*ons, which in turn will

hopefully save the company money.

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Transporta?on Coordinator

The transporta*on coordinator aids a company in the transporta*on of goods to

its customers. This involves a variety of du*es, such as ensuring products reach

customers intact and on *me.

Warehouse Manager

Jobs of the warehouse manager center on keeping track of all items that come

into and go out of the warehouse. He or she has to keep a detailed paper trail so

as to know the inventory levels and also to show the accoun*ng department

when it comes *me to do inventory as well.

The warehouse manager also has to keep abreast of the costs involved with

purchasing new product and con*nually strive to get the best product for the

best price.

Logis?cs Management Analyst

Develop and administer integrated logis*cs strategies, including supply chain

ac*vi*es from manufacturing through informa*on management support,

deployment freight, warehousing, customer’s freight, management organiza*on,

customer warehousing, customer store shipment, and customer placement

Ensure that customer service and *me objec*ves are achieved within exis*ng

financial constraints in order to maximize sales, market share and profit for

company and customer

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SMU Operations management faculty

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ulty Opera?ons Management Faculty

Faculty members in the Opera'ons Management group received their degrees from leading research universi'es. They have won compe''ve research awards and many of them were honored by top business schools for their excellent teaching.

Faculty members in the group have been very ac've in publishing their work in leading academic journals such as Management Science, Opera'ons Research, Naval Research Logis'cs, IIE Transac'ons, Opera'ons Research LeMers, European Journal of Opera'onal Research, Annals of Opera'ons Research, Produc'on and Opera'ons Management, Journal of Opera'ons Management, and Decision Sciences.

Marcus ANG Teck MengLecturer of Opera'ons ManagementPh.D. (Management) Na'onal University of Singapore, 2009

Alexandar ANGELUSAssociate Professor of Opera'ons ManagementPh.D. (Opera'ons, Informa'on and Technology) Stanford University, 1997

Onur BOYABATLIAssistant Professor of Opera'ons ManagementPh.D. (Technology and Opera'ons Management) INSEAD, 2007

Pascale CRAMAAssistant Professor of Opera'ons ManagementPh.D. (Management Science) London Business School, 2007

Lieven DEMEESTERAssistant Professor of Opera'ons Management Prac'ceArea Coordinator for Opera'ons ManagementPh.D. (Opera'ons and Technology Management), University of California, 1995

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SMU Operations management faculty

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ulty Opera?ons Management Faculty

Qing DINGAssistant Professor of Opera'ons ManagementPh.D. (Opera'ons Management) Washington University at St. Louis, 2004

Rong LIAssistant Professor of Opera'ons ManagementPh.D. (Industrial Engineering) Purdue University, 2004

Yun Fong LIMAssistant Professor of Opera'ons ManagementPh.D. (Industrial Engineering) Georgia Ins'tute of Technology, 2005

Sharafali MOOSAAssociate Professor of Opera'ons Management (Educa'on)Ph. D. (Business Admin.) Na'onal University of Singapore, 1994

Brian RODRIGUESAssociate Professor of Quan'ta've MethodsDeputy Dean (Faculty & Research)Ph.D. (Mathema'cs) University of California at Santa Barbara, 1987

Kwan Eng WEEAssistant Professor of Opera'ons ManagementPh.D. (Opera'ons Management) Purdue University, 2000

Zhengping WUAssistant Professor of Opera'ons ManagementPh.D. (Opera'ons Management) Purdue University, 2003

Kum Khiong YANGProfessor of Opera'ons ManagementPh.D. (Opera'ons Management) Indiana University, 1990

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Course descriptionsO

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Compulsory Courses:

OPIM 321: Supply Chain Management

Matching supply with demand is a primary challenge for a firm: excess supply is too costly, inadequate supply irritates customers. Matching supply to demand is easiest when a firm has a flexible supply process, but flexibility is generally expensive. In this course we will learn (1) how to assess the appropriate level of supply flexibility for a given industry and (2) explore strategies for economically increasing a firm’s supply flexibility. Lastly we will study coordina*on and incen*ves across mul*ple firms in a supply chain. While tac*cal models and decisions are part of this course, the emphasis is on the qualita*ve insights needed by general managers or management consultants. We will demonstrate that companies can use (and have used) the principles from this course to significantly enhance their compe**veness.

PREREQ: OPIM 101 Management Science and OPIM 201 Business Processes

OPIM 311: Service Processes

This course explores the dimensions of successful service firms through the use of case studies and lectures. It prepares students for enlightened management and suggests crea*ve entrepreneurial opportuni*es. Outstanding service organiza*ons are managed differently than their "merely good" compe*tors. Ac*ons are based on totally different assump*ons about the way success is achieved. The results show not only in terms of conven*onal measures of performance but also in the enthusiasm of the employees and quality of customer sa*sfac*on. Beginning with the service encounter, service managers must blend marke*ng, technology, people, and informa*on to achieve a dis*nc*ve compe**ve advantage. As the service sector is the fastest-‐growing sector of the economy, this course is also intended to help students discover entrepreneurial opportuni*es.

PREREQ: OPIM 201 Business Processes

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Elec?ves courses (choose any three):

OPIM 319: Opera?ons Strategy

Why has ZARA become one of the fastest growing and most profitable brands in fashion retailing? How can Toyota be worth twenty *mes more than General Motors? To a large extent the answer is that ZARA and Toyota use their opera*onal capabili*es as a compe**ve advantage. As do other successful companies such as Dell, Walmart and Procter & Gamble, they invest strategically in physical plants and facili*es, in process and informa*on technology, in employee, supplier, and distributor rela*onships, and perhaps most importantly, in organiza*onal prac*ces and know-‐how. The objec*ve of this course is for students to learn to make these long-‐term, strategic decisions for the opera*ons func*on with the goal of maximizing the value of a company in a changing and oben uncertain environment.


OPIM 314: Logis?cs & Distribu?on Management

Logis*cs and distribu*on forms an important por*on within the realm of supply chain system. It contributes and increases the values in the value chain by playing the “hub”, “storage” and “moving” func*ons for the flow of products, personnel, informa*on and services. More simply, logis*cs and distribu*on management is the science (and art) about when, where, how and what to be distributed and transported to efficiently and effec*vely meet customers’ requirements. This course introduces some core managerial problems and business issues for the design and opera*ons on transporta*on and distribu*on systems. It provides the basic framework, analy*cal models and state-‐of-‐the-‐art prac*ce of techniques for decision-‐making in logis*cs and distribu*on systems

PREREQ: OPIM 101 Management Science

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OPIM 322: High Performance Warehousing & Fulfilment

As the world becomes more globalized many companies achieve compe**ve advantage by paying substan*al aDen*on on effec*ve supply chain opera*ons. Warehouses are consolida*on hubs of various products in a supply chain. To support business that covers a wide range of markets it is common for a warehouse to store hundreds of thousands of products. These products pass through the warehouse in huge volume daily, and so it is important to run it efficiently. Besides the tradi*onal storage func*on, warehouses are increasingly forced to perform responsive and accurate customer order fulfillment and other value-‐added services. High performance in product warehousing and order fulfillment becomes crucial to the success of many companies in today's compe**ve business environment. We will introduce various opera*on models that are theore*cally appealing and prac*cally feasible. Some case studies will also be discussed. This course is especially useful for those who are interested in consul*ng careers in logis*cs and supply chain management.


OPIM 313: Project Management

This course aims to provide students with a sound understanding and knowledge of basic concepts and analy*cal skills cri*cal to effec*ve project management in any industry. The students will acquire a range of “sob” skills (behavioral) and “hard” (analy*cal) tools and techniques, and learn how to link theory to real-‐world projects. Topics covered include project selec*on, ini*a*on, planning, implementa*on, control and evalua*on. With the project life cycle in mind, topics such as the role of the project manager and organiza*on, scheduling and resources alloca*on will also be covered.

PREREQ: OPIM 101 Management Science and OPIM 201 Business Processes

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s OPIM 318: Sustainable Opera?ons

The objec*ve of this course is to study how a company can use its opera*ons to improve environmental performance and contribute to business success at the same *me. Companies such as Nike, HP, Unilever and Coca-‐Cola have started to reap the benefits from building sustainability into their opera*ons. A focus on reducing environmental impact not only allowed these companies to comply with increased regula*ons but also to reduce their costs, to improve the quality of their products and to enhance the reputa*on of their brands. Students will learn how ci*zens, governments, customers and employees are crea*ng pressures for more sustainable development and how opera*ons managers are responding to these pressures with waste reduc*on, pollu*on preven*on, and product stewardship. Students will also study specific tools and methods such as environmental management systems, life cycle analysis, green buildings, green purchasing, design-‐for-‐environment, recycling, remanufacturing, serviciza*on and industrial symbiosis. Through the course students will also learn how to crab a successful strategy for sustainable opera*ons by incorpora*ng it into a company’s business strategy, improvement planning, product and process design, supply management, risk management and both internal and external repor*ng systems.


OPIM 324: Global Supply Chain

In this course of Global Supply Chains, students will understand the key elements of a global supply chain -‐ network design and facility selec*on, procurement and outsourcing, forecas*ng, inventory and replenishment processes, risk management, fiscal policies and trade structure, and global logis*cs management. Each of these elements will be discussed with case studies to give real life context for applying the concepts. This will help students to exploit supply chain efficiencies, dynamically manage economic risks, op*mize the network to deliver working capital benefits, and implement leading edge prac*ces that are proven effec*ve to deliver business growth, supply chain flexibility, responsiveness and cost compe**veness. This course is useful for those who are interested in consul*ng careers in supply chain management, careers with shippers, 3PLs or trading companies.


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OPIM 340: Retail Opera?ons

This interac*ve course studies the important and complex field of retail opera*ons, focusing on the analy*cal aspects of retail management. As global retailers seek to expand in Asia, there is an urgent need for managers with a strong analy*cal founda*on in opera*ons and an understanding of the cultural aspects of the region. Singapore is undeniably a retail powerhouse, offering a plethora of interna*onal brand retail outlets, complemented by dis*nc*ve bou*ques highligh*ng regional designers. However, the Internet and social media have redrawn the baDle lines in retail, forcing companies to scramble to keep ahead in the highly compe**ve and vola*le global markets. The retail industry drives innova*ons in opera*ons, as retailers compete globally for increasingly discrimina*ng customers and as the supply chain is stretched across con*nents. Hence, this course facilitates students in learning about retail opera*ons in the Singapore context.

PREREQ: OPIM 101 Management Science

MGMT 317: Managing Process Improvement

All firms have processes, most of which can be improved or op*mized. Some of these processes include innova*on, development, manufacturing, services, internal and external processes. The ability of managers to define, measure, improve and control processes is a key skill set and, combined with leadership, can enhance the success of a firm.

In this course, students will develop a prac*cal understanding of appropriate tool use and project management skills to effec*vely change and improve important processes. Students will also gain a strong theore*cal and prac*cal understanding of six sigma deployment and will achieve “Greenbelt” cer*fica*on (recognized by the industry). Students will learn the DMAIC methodology (Design, Measure, Analyze, Improve, Control) and apply it in real projects. These projects will be sponsored by local SME’s and MNC’s.

PREREQ: either STAT 101 Introductory Sta*s*cs or STAT 151 Introduc*on to Sta*s*cal Theory

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Popular complementary degree/ majors with Opera?ons Management

FinanceUnderstanding Finance will give you a beDer idea and decision-‐making skill on to what certain extent, in terms of capital investment et cetera, you should invest on your companies. Not to men*on, Finance will screen how effec*vely a certain company’s opera*on has been running in contribu*ng profits.

Marke?ngOpera*ons Management gives you the background of how certain products are created and marke*ng helps you in selling the product. These two cross-‐func*onal areas are essen*al because, aber all, your company will not get much profit if the products are not commercial enough despite its good quality.

Informa?on System (IS)IS and Opera*ons Management are highly correlated. In today’s business world, there have been many IT tools used to maximize certain decision in Opera*ons context, e.g. SAP tool for demand and supply planning, or even CPFR (Collabora*ve, Planning, Forecas*ng, and Replenishment). As well, IT and data informa*on might be the strategic tools for companies to leverage compe**vely with their fellow market players.

Other complimentary degrees/majors include:

Accoun*ng

Management

Economics

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internship & career opportunities

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Internship Opportuni?es

Robert BoschDHLP&G UnileverShell ExxonmobilKuehne and NagelToyotaGa* LimitedTATALorealSinghealthFairmont Singapore & Swissotel the Stamfordet cetera

Career Opportuni?es

Robert BoschRevenue Management Solu*ons (RMS)ShellDHLLorealSAPOracleP&GUnileveret cetera

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