Fact-based decisions supported by timely data analyses are the norm in this “Big Data” era. Moreover, many MBA graduates start their career as consultant / analyst advising the Supply Chain, Marketing, Finance and HR departments on making them more efficient, profitable and customer-centric. This course aims to equip participants with a scientific / analytical mindset i.e. informed decisions based on data, models and “what if” sensitivity analyses.
Through case analyses and their presentation, participants will gain exposure to
Microsoft Excel (e.g. SOLVER, PivotTable) and add-in software e.g. Precision Tree, Stat Tools, @RISK will be used as analytical enablers throughout the module.
From a systems perspective, this module introduces you to the strategic and operating issues (decisions) involved in managing the operational (business) processes in an organization. An operational process transforms inputs into goods, service, or both. Effective and efficient management of these processes is a major competitive advantage. Such advantages, however, can only be realised to the fullest when all functional units are managed as an integral system. Hence, the capability to manage operations to achieve the system objective is a key ingredient for success. An understanding of it is essential for all managers. Principles for transforming organisations to operational excellence will be emphasised throughout the module.
The objective is to develop an appreciation for the strategic role of the operations in any enterprise value‐creating process, and develop analytical insights into the problems encountered in producing goods and delivering services.
In this module, the strategic roles of information systems and technology (including the Internet) in business organisations are examined. Frameworks for analysing the strategic impact of information technology on organisational and industry structures are introduced. Information systems that support or shape an organization’s competitive strategy, as well as information systems that are used to re-engineer business processes in organisations are discussed.
This course is directed at business managers who must have a basic understanding of the current and potential strategic impacts of information technology and the Internet. Business managers do not need to be experts in information technology. Rather they need to be comfortable with using information technology applications as well as to have the necessary knowledge to exploit information technology to achieve strategic business objectives. In particular, business managers need to understand the management issues involved in exploiting information technology for competitive advantage.
Procurement is much more than simply buying goods and services. With the need for ever increasing business competitiveness and the pressure to bring value to stakeholders, interest in global strategic procurement has been fast growing in recent years. Companies are turning their attention to strategic procurement and global supply chain for survival and competitive edge.
The amount of money flowing through procurement spend is phenomenal; averaging 50% to 85% of the company revenue for manufacturing industries. In the search for low cost, high quality goods and services, companies worldwide have turned to Asia for a broad spectrum of sourcing, ranging from supplier identification, materials, services, to outsourcing. With Singapore’s strategic location and its business infrastructure, the country/region’s attractiveness is not neglected by global companies in their procurement initiatives. This MBA course introduces students, through literature publications, select case studies, industry speakers, and projects, to the knowledge, business interdependencies, and industry trends of strategic procurement in managing the supply chain globally.
As companies go regional and go global, they will face challenges associated with operating in diverse environments with different levels of infrastructure development, geopolitical systems, and business cultures. Especially in the context of Asia, these challenges are twofold: operating in Asia, as well as for Asian companies aspiring to grow regionally and globally. The course will look at an organization’s international strategy, operational planning, and execution. It will also look at look at driving corporate strategy across countries and business divisions. This will be in the context of planning for market entry, setting up distribution and service networks, and global supply chain strategy.
The objective of this course is to help you understand and improve the quality of business decisions and become a better decision maker. Decision-making is becoming increasingly challenging in a fast-paced business world where managers must make frequent decisions in the face of rising uncertainty and complexity. This course will take a systematic view of management decision making from both normative and descriptive perspectives. While the normative perspective focuses on what rational managers should do in order to make optimal decisions, the descriptive perspective offers critical insights about how real managers make judgment and decisions. Class discussion will be organised around the contrasts between what decision-makers should do is a normative sense and how they actually do in a descriptive sense. The normative approach may help decision makers to identify, structure, and analyse decision problems in a systematic and logical manner. On the other hand, the descriptive approach has provided insightful understandings of how people deviate from rational decision making and easily fall into common decision traps. This course will teach you how to think critically about the decisions you and other people make, how to avoid common decision pitfalls, and how to improve your decision making skills by offering a comprehensive cross disciplinary knowledge of decision making and more importantly its real life.
Supply Chain Management has been identified in today’s business as the new competitive edge. What is a Supply Chain? Why is it important to the success of corporations? How do cross-functional organisations operate effectively in a supply chain? What are the supply chain successes and challenges in various worldwide corporations and why? These are some of the examples of discussions this course will address to help participants make effective management decisions.
The following scenarios are common — a marketing manager planning to launch a new product; a purchasing manager negotiating delivery of equipment’s for a project; a finance manager planning cash flows associated with a capital investment; an operations manager planning replacement of old equipment with new ones without disrupting production; a consultant scheduling the stages of his Market Research project. In all these, the managers at some point or other take recourse to project management tools as an aide, a support, to help them plan and make more informed decisions.