At the end of this learning unit, the student is able to :
On successful completion of this program, each student will acquire the following skills :
The contribution of this Teaching Unit to the development and command of the skills and learning outcomes of the programme(s) can be accessed at the end of this sheet, in the section entitled “Programmes/courses offering this Teaching Unit”.
A sustainable, socially responsible, and financially-driven company must develop, analyze, select, and implement measures that will help it capitalize on the opportunities for improved operating performance, and that will mitigate the inevitable unfavorable effects of business operations. This requires managers who can identify potential threats and challenges, develop strategies to address such challenges, conduct the evaluations of competing alternatives, and make the fact-based decisions. It also requires managers to articulate the decisions to broad sets of stakeholders (i.e., the facility manager, the chairman of the board, individual employees, community organizations, governmental/regulatory agencies).
- Introduction to the basics of supply chains, value chains and related specific management concepts
- Identification and management of risks along the value chains, i.e. within and between companies
- Challenges and concepts for the transparent representation of value chains resp. supply chains
- Challenges and innovative concepts for a more sustainable design of value chains (e.g. Sharing Economy, Closed-loop Supply Chains, Additive Manufacturing)
- Challenges of digital value chains
Due to the COVID-19 crisis, the information in this section is particularly likely to change.The format is based on active learning and includes lectures, case studies, videos, incidents and class discussion, qualified speakers and team work in sustainability management.
The course provides time for questions and discussion among the instructors, the speakers, and the students, giving students valuable insights into how sustainability is managed in the real world.
Students will read case studies and some background material designed to help them answer the questions posed at the end of each case exercise.
Due to the COVID-19 crisis, the information in this section is particularly likely to change.Assessment will be based on the following
- 30%: Case Study Presentation (in teams, during lecture period)
- 20%: Critial Review (Peer-Assessment) of presented Case Study (in teams, during lecture period)
- 50%: Written Exam in January
- Porter, M. & M.R. Kramer, (2011) Creating shared value, Harvard Business Review, January-february, pp. 62-77.
- Gereffi, G., Humphrey, J., & Sturgeon, T. (2005). The governance of global value chains. Review of International Political Economy, 12(1), 78-104.
- Crane, A. (2013). Modern slavery as a management practice: Exploring the conditions and capabilities for human exploitation. Academy of Management Review, 38(1), 49-69.
- Universal Declaration of Human Rights.
- Jiang, B. (2009). Implementing supplier codes of conduct in global supply chains: Process explanations from theoretic and empirical perspectives. Journal of Business Ethics, 85(1), 77-92.
- Egels-Zandén, N. (2014). Revisiting supplier compliance with MNC codes of conduct: Recoupling policy and practice at Chinese toy suppliers. Journal of Business Ethics, 119(1), 59-75.
- Reuter, C., Foerstl, K., Hartmann, E. & Blome, C. (2011). Sustainable global supplier management: the role of dynamic capabilities in achieving competitive advantage. Journal of Supply Chain Management, 46(2), 45-63.
- Wilhelm, M.M., Blome, C., Bhakoo, V. & Paulraj, A. (2016). Sustainability in multi-tier supply chains: Understanding the double agency role of the first-tier supplier. Journal of Operations Management, 41, 42-60.
- Hofmann, H., Schleper, M. & Blome, C. (2016). Conflict minerals and supply chain due diligence: an exploratory study of multi-tier supply chains. Journal of Business Ethics, in print.