SPPU - MBA Revised Curriculum 2022 – NEP - CBCGS & OBE Pattern

MBA – Syllabus 2019 Pattern (revised) Semester III

GENERIC CORE (GC) COURSES – 3 Credits Each

50 Marks FORMATIVE ASSESSMENT, 50 Marks SUMMATIVE EVALUATION
Course No. Course Code Course Semester
301 GC – 11 Strategic Management III
302 GC – 12 Decision Science III
303 GC – 13 Summer Internship Project* III
* 6 Credits

GENERIC ELECTIVES UNIVERSITY LEVEL (GE – UL) COURSES – 2 Credits Each

00 Marks FORMATIVE ASSESSMENT , 50 Marks SUMMATIVE EVALUATION
Course # Course Code Course Semester
Any 3 courses to be selected from the following list in Semester III
307 GE - UL – 14 International Business Environment III
308 GE - UL – 15 Project Management III
310 GE - UL – 17 Corporate Governance III

SUBJECT CORE (SC) COURSES: Specialization – Operations & Supply Chain Management (OSCM)
3 Credits Each, 50 Marks FORMATIVE ASSESSMENT, 50 Marks SUMMATIVE EVALUATION
Course No. Course Code Course Semester
205 OSCM SC – OSCM – 01 Services Operations Management - I II
305 OSCM SC – OSCM – 04 Logistics Management III

SUBJECT ELECTIVE (SE - IL) COURSES : Specialization – Operations & Supply Chain Management (OSCM)
Course No. Course Code Course Semester
Maximum 3 courses to be selected from the following list in Semester III
313 OSCM SE – IL - OSCM – 08 Sustainable Supply Chains III
316 OSCM SE – IL - OSCM – 11 Operations and Services Strategy III
317 OSCM SE – IL - OSCM – 12 Six Sigma for Operations III

Generic Core (GC) Courses

Semester III 301– Strategic Management

3 Credits LTP: 2:1:1 Compulsory Generic Core Course

Course Outcomes: On successful completion of the course the learner will be able to
CO# COGNITIVE ABILITIES COURSE OUTCOMES
CO301.1 REMEMBERING DESCRIBE the basic terms and concepts in Strategic Management.
CO301.2 UNDERSTANDING EXPLAIN the various facets of Strategic Management in a real
world context.
CO301.3 UNDERSTANDING DESCRIBE the trade-offs within and across Strategy formulation,
implementation, appraisal.
CO301.4 APPLYING INTEGRATE the aspects of various functional areas of management to
develop a strategic perspective.
CO301.5 ANALYSING EXPLAIN the nature of the problems and challenges confronted by the top
management team and the approaches required to function effectively as
strategists.
CO301.6 CREATING DEVELOP the capability to view the firm in its totality in the context of its
environment.

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1. Understanding Strategy: Concept of strategy, Levels of Strategy - Corporate, Business and Functional. Strategic
Management - Meaning and Characteristics. Distinction between strategy and tactics, Strategic
Management Process, Stakeholders in business, Roles of stakeholder in strategic management. Strategic
Intent – Meaning, Hierarchy, Attributes, Concept of Vision & Mission - Process of envisioning, Difference
between vision & mission. Characteristics of good mission statements. Business definition using Abell’s three
dimensions. Objectives and goals, Linking objectives to mission & vision. Critical success factors (CSF), Key
Performance Indicators (KPI), Key Result Areas (KRA). Components of a strategic plan, Analyzing Company’s
External Environment: Environmental appraisal, Scenario planning – Preparing an Environmental Threat and
Opportunity Profile (ETOP). Analyzing Industry Environment: Industry Analysis - Porter’s Five Forces Model
of competition, Entry & Exit Barriers. (7+2)
2. Analyzing Company’s Internal Environment: Resource based view of a firm. Analyzing Company’s Resources
& Competitive Position-meaning, types & sources of competitive advantage, competitive parity &
competitive disadvantage. VRIO Framework, Core Competence, characteristics of core competencies,
Distinctive competitiveness. Benchmarking as a method of comparative analysis. Value Chain Analysis Using
Porter’s Model: primary & secondary activities. Organizational Capability Profile: Strategic Advantage Profile,
Concepts of stretch, leverage & fit, ways of resource leveraging–concentrating, accumulating,
complementing, conserving, recovering. Portfolio Analysis: Business Portfolio Analysis – BCG Matrix – GE 9 Cell
Model. (7+2)
3. Generic Competitive Strategies: Meaning of generic competitive strategies, Low cost, Differentiation, Focus
– when to use which strategy. Grand Strategies: Stability, Growth (Diversification Strategies, Vertical
Integration Strategies, Mergers, Acquisition & Takeover Strategies, Strategic Alliances & Collaborative
Partnerships), Retrenchment – Turnaround, Divestment, Liquidation, Outsourcing Strategies. (7+2)
4. Strategy Implementation: Barriers to implementation of strategy, Mintzberg’s 5 Ps – Deliberate & Emergent
Strategies. Mc Kinsey’s 7s Framework. Organization Structures for Strategy Implementation:
entrepreneurial, functional, divisional, SBU, Matrix, Network structures, Cellular/ Modular organization,
matching structure to strategy, organizational design for stable Vs. turbulent environment, Business
Continuity Planning. Changing Structures & Processes: Reengineering & strategy implementation – Principles
of Reengineering. Strategy Evaluation: Operations Control and Strategic Control - Symptoms of
malfunctioning of strategy –Concept of Balanced scorecard for strategy evaluation. (7+2)
5. Blue Ocean Strategy: Difference between blue & red ocean strategies, principles of blue ocean strategy,
Strategy Canvass & Value Curves, Four Action framework. Business Models: Meaning & components of
business models, new business models for Internet Economy– E-Commerce Business Models and Strategies
– Internet Strategies for Traditional Business –Virtual Value Chain. Sustainability & Strategic Management.
Threats to sustainability, Integrating Social & environmental sustainability issues in strategic management,
meaning of triple bottom line, people-planet-profits. (7+2)

Semester III 302– Decision Science

3 Credits LTP: 2:1:1 Compulsory Generic Core Course

Course Outcomes: On successful completion of the course the learner will be able to
CO# COGNITIVE ABILITIES COURSE OUTCOMES
CO302.1 REMEMBERING DESCRIBE the concepts and models associated with Decision Science.

CO302.2 UNDERSTANDING UNDERSTAND the different decision-making tools required to achieve

optimisation in business processes.
CO302.3 UNDERSTANDING APPLY appropriate decision-making approach and tools to be used in
business environment.
CO302.4 APPLYING ANALYSE real life situation with constraints and examine the problems
using different decision-making tools
CO302.5 ANALYSING EVALUATE the various facets of a business problem and develop problem
solving ability
CO302.6 CREATING DISCUSS & propose the various applications of decision tools in the
present business scenario.

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1. Introduction: Importance of Decision Sciences & role of quantitative techniques in decision making.
Assignment Models: Concept, Flood’s Technique/ Hungarian method, applications including restricted,
multiple assignments and maximization objective. Transportation Models: Concept, formulation,
problem types: balanced, unbalanced, restriction and maximization, Basic initial solution using North
West Corner, Least Cost & VAM, Optimal solution using MODI, multiple solution case to be considered.
(8+2)
2. Linear Programming: Concept, Formulation & Graphical Solution. Markov Chains: Applications related to
management functional areas, estimation of transition probabilities. Simulation Techniques: Monte
Carlo Simulation, scope, and limitations. (7+2)
3. Probability: Concept, Conditional Probability theorem-based decision making. Probability Distributions:
Normal, Binomial, Poisson (Simple numerical for decision making expected). Queuing Theory: Concept,
Single Server (M/M/I, Infinite, FIFO), Introduction of Multi Server (M/M/C, Infinite, FIFO) (Numerical on
single server model expected) (8+2)
4. CPM & PERT: Concept, Drawing network, identifying critical path, Network calculations- calculating EST,
LST, EFT, LFT, Slack, floats & probability of project completion in case of PERT. Network crashing:
Concept of project cost and its components, time and cost relationship, crashing of CPM network. (8+2)
5. Decision Theory: Concept, Decision making under uncertainty Maximax, Maximin, Minimax regret,
Hurwicz’s & Laplace criterion, Decision making under risk (EMV, EVPI) for items with and without salvage
value. Game Theory: Concept, 2 × 2 zero sum game, Pure & Mixed Strategy, solution of games with
dominance, average dominance method. Sequencing problem: Introduction, Problems involving n jobs-2
machines, n jobs- 3 machines & n jobs-m machines, Comparison of priority sequencing rules.(6+2)

Important Note:
1. In each unit caselet related to management situation in various functional domains shall be discussed by
the subject teacher.
2. Numerical based on functional areas of business are expected on each unit

Semester III 307– International Business Environment

2 Credits LTP: 2:0:0 Generic Elective – University Level

Course Outcomes: On successful completion of the course the learner will be able to
CO# COGNITIVE ABILITIES COURSE OUTCOMES
CO 307 .1 REMEMBERING Recall and Describe the key concepts of international Business
Environment
CO 307 .2 UNDERSTANDING Understand the relevance of Multinational Corporations (MNCs) in global
Trade
CO 307 .3 APPLYING Demonstrate the significance of FDI and FPI in respect of developing
economy
CO 307 .4 ANALYSING Analyze the issues related to Labor, Environmental and Global Value
chain
CO 307 .5 EVALUATING Formulate and discuss the case related to various Agreements under
WTO and contemporary global business environment.

1. Introduction to International Business: Importance, nature and scope of International business; modes of
entry into International Business, internationalization process. Globalization: Meaning, Implications, Globalization
as a driver of International Business. The Multinational Corporations (MNCs) – evolution, features and dynamics
of the Global Enterprises. Consequences of Economic Globalization, Brexit, Reverse globalization. (5+1)
2. International Business Environment: Political Economy of International Business, Economic and Political
Systems, Legal Environment, Cultural Environment, Ethics and CSR in International Business. (5+1)
3. International Financial Environment: Foreign Investments - Pattern, Structure and effects. Theories of
Foreign Direct Investment, Traditional and Modern theories of FDI, Modes of FDI - Greenfield, Brownfield
Investments, Mergers and Acquisitions, Motives of FDI, FDI contrasted with FPI. Basics of Forex Market. (5+1)
4. International Economic Institutions and Agreements: WTO, IMF, World Bank, UNCTAD Tariff and Non-tariff
Barriers. Balance of Payment Account: Concept and significance of balance of payments, Current and capital account
components. Introduction to Basic Concept of IFRS. (5+1)
5. Emerging Issues in International Business Environment: Growing concern for ecology, Digitalisation;
Outsourcing and Global Value chains. Labor and other Environmental Issues, Impact of Pandemic COVID-19 on
international trade. (5+1)

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SPPU - MBA Revised Curriculum 2022 – NEP - CBCGS & OBE Pattern
Semester III 308 – Project Management
2 Credits LTP: 2:0:0 Generic Elective – University Level

Course Outcomes: On successful completion of the course the learner will be able to
CO# COGNITIVE ABILITIES COURSE OUTCOMES
CO 308 .1 Remembering DEFINE the key terms and concepts in project management.

CO 308 .2 Understanding EXPLAIN the Importance of project management methodologies and tools
at the distinct stages in the Project’s life cycle
CO 308 .3 Applying ILLUSTRATE the importance of PM in most industries and businesses

CO 308 .4 Analysing EXAMINE the importance of Leadership specifically in heterogenous and

virtual teams as well as governance and approaches to conflict resolutions
CO 308 .5 Evaluating DESIGN dashboard, status report and index for Key Performance
Indicators of project for the Management

1. Overview of Project Management: Concept of Project, Attributes of a Project, Importance of Project

Management, Project Management Process, Project Lifecycle, Project Stakeholders, Project Management Structures,
Choosing Appropriate Project Management Structure, Implications of Organizational Culture, Main Causes of
Project Failure. Project Definition: Defining Scope, Establishing Priorities, Creating the Work Breakdown Structure
(WBS), integrating the WBS with the organization, Coding the WBS for information system, Project Roll Up, Process
Breakdown Structure, Responsibility Matrices. (5+1)
2. Project Planning: Estimating Project Times and Costs: Factors Influencing Quality of Estimates, Estimation
Guidelines for Time, Costs and resources, Macro versus Micro Estimating, Methods for Estimating Project Times
and Costs, Level of detail, Developing Budgets, Types of Costs, Refining estimates and contingency funds.
Developing a Project Plan: Developing the Project Network, From Work Package to Network, Constructing a Project
Network, Activity-on-Node Fundamentals, Network Computation process, Using the Forward and Backward pass
information, Level of Detail for activities, Extended Network techniques. (5+1)
3. Project Scheduling & Risk Management: Scheduling Resources and Reducing Project Duration: Types of
Project Constraints, Classification of Scheduling Problem, Resource Allocation Methods, Splitting, Multitasking,
Benefits of scheduling resources, Assigning Project work, Multi Project resource Schedules, Rationale for reducing
project duration, Options for accelerating Project Completion, Concept and construction of a Project Cost –
Duration Graph, Practical considerations . Managing Risk: Risk Management process – Risk Identification, Risk
Assessment, Risk Response Development, Contingency Planning, Risk Response Control, Change Control
Management. (5+1)
4. Project Organization: The Project Manager: Role and Responsibilities of the project Manager, Planning,
Organizing, Controlling, Skills of the Project Manager – Leadership Abilities, Coaching & mentoring Abilities,
Communication Skills, Interpersonal Skills, Ability to Handle Stress, Problem Solving Skills, Time Management Skills,
Delegation, Management of Change. Managing Project Teams: The five stage team development model, Situational
factors affecting team development, Team effectiveness, Conflict in projects, Sources of Conflict, Handling Conflict.
Managing Virtual Project teams, Project team pitfalls. (5+1)
5. Project Evaluation: Progress and Performance Management and Evaluation: Structure of a Project
Monitoring Information System, Project Control Process, Monitoring Time Performance, Need for an Integrated
Information System, Developing a dashboard, status report and index to monitor progress, Forecasting final project
cost, Other control issues. Project Audit and Closure: Project Audit, Project Audit Process, Project Closure, Team,
Team member and Project Manager Evaluations. (5+1)

Semester III 310– Corporate Governance

2 Credits LTP: 2:0:0 Generic Elective – University Level

Course Outcomes: On successful completion of the course the learner will be able to
CO# COGNITIVE ABILITIES COURSE OUTCOMES
CO310.1 REMEMBERING ENUMERATE the global contemporary developments in Corporate
Governance.
CO310.2 UNDERSTANDING EXPLAIN the importance of regulation, markets and information in
corporate governance and CATEGORIZE the role of Board of Directors
and Committees for good Corporate Governance.
CO310.3 APPLYING EXAMINE the provision of Corporate Governance for listed and unlisted
firms.

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CO310.4 ANALYSING ANALYSE the enterprise risk for formulating the Internal control policies.

CO310.5 EVALUATING Evaluate the legal framework and global perspective of Corporate
Governance.
CO310.6 CREATING DISCUSS Cases related to Corporate Governance.

1. Conceptual Framework of Corporate Governance: Introduction, Need and Scope Evolution of Corporate
Governance, Developments in India. Corporate Governance Code and Agency Theory. Corporate Governance
Code&Principles (OECD). Theory in Corporate Governance: AgencyTheory, Stakeholder theory, Stewardship
theory. Models of Corporate Governance Anglo American Model. Japanese Model, German Model and Indian
Model. Elements of GoodCorporateGovernance, RecentCorporate Governance Committee reports like N.R.Narayan
Murthy Committee, J.J.Irani Committee,etc (5+1)
2. Legal Framework for Corporate Governance: Key Provisions of Companies Act 2013on Corporate
Governance for Listed and Unlisted Companies, SEBI LODR Regulations, Clause 49 - Listing agreement, Board
Composition, Board Meetings, Role of Independent Director, Separation of roles of Chair- Person and MD /
CEO,Audit Committee, Audit Reports and Audit Qualifications. (5+1)
3. Corporate Governance and Other Stakeholders: Prevention of Oppression and Mismanagement, Corporate
Governance issues with regard to Related Party Transactions, Role of Investor Associations in Securing
Shareholders Rights, Role of Institutional Investors in Corporate Governance. Corporate Governance and Other
Stakeholders: Employees, Customers, Lenders, Vendors, Government, Society. (5+1)
4. Risk Management and problems of poor governance: Risk Management and Oversight, Enterprise Risk
Management, Roles and Functions of Internal Control, Disclosure about Risk, Risk Management and Internal Control.
Risk Management and Oversight, Enterprise Risk Management, Roles and Functions of Internal Control, Disclosure
about Risk, Risk Management and Internal Control. Poor Corporate Governance and Corporate Frauds: Meaning &
Consequences of poor corporate Governance, ways to improve corporategovernance, corporatefrauds and
importance of whistle blowing (5+1)
5. Emerging trends & Global Perspective of Corporate Governance: Meaning, need & features of ESG,
Importance of ESG , ESG Reporting, ESG Rating, Green Finance, Green lending and green bonds, Blue Finance,
Corporate Governance in PSUs, Banks.An overview of International Perspective of Corporate Governance and
Contemporary Developments in the Global Arena with focus on countries like UK, USA, South Africa & Australia (5+1)
Note: Relevant cases pertaining to the topic & course content need to be covered.

Subject Core (SC) Courses

Semester III 304 OSCM- Services Operations Management – II

3 Credits LTP: 2:1:1 Subject Core (SC) Course – Operations & Supply Chain Management

Course Outcomes: On successful completion of the course, the learner will be able to
CO# COGNITIVE ABILITIES COURSE OUTCOMES

CO304OSCM .1 REMEMBERING DEFINE the key concepts in Services Operations Management.

CO304OSCM .2 UNDERSTANDING DIFFERENRTIATE between various service strategies, service quality

dimensions, and customer relationships based on life time value.
CO304OSCM .3 APPLYING IDENTIFY the sources of value in a service supply relationship &
three factors that drive profitability for a professional service firm
CO304OSCM .4 ANALYSING CATEGORIZE a service firm according to its stage of
competitiveness.
CO304OSCM .5 EVALUATING MODIFY the Service strategies of an organization for achieving the
strategic service vision.
CO304OSCM .6 CREATING SOLVE the relevant numerical in the scope of the subject.

1. Service Strategy: Strategic Service Vision, Competitive Environment of Services, Competitive Service Strategies.
Overall Cost Leadership, Differentiation & Focus approaches. Winning Customers in the Marketplace - Qualifiers, Service
Winners & Service Losers. The Competitive Role of Information in Services. Creation of Barriers to Entry, Revenue
Generation, Database Asset, Productivity Enhancement, The Virtual Value Chain, First Stage (New Processes), Second
Stage (New Knowledge), Third Stage (New Products), Fourth Stage (New Relationships) . (7+2)

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2. Service Quality: Defining Service Quality, Dimensions of Service Quality, Gaps in Service Quality, Measuring
Service Quality, SERVQUAL. Quality Service by Design, Incorporation of Quality in the Service Package, Poka-Yoke (Fail-
safe), Quality Function Deployment, Walk-Through Audit, Designing a Walk-Through Audit, The Walk-Through Audit as a
Diagnostic Instrument. Cost of Quality, Unconditional Service Guarantee. Service Recovery, Approaches to Service
Recovery, Complaint Handling Policy. Overview of Numerical on Control Chart for Variables ( X-chart and R-chart),
Control Chart for Attributes (p-chart). (7+2)
3. Service Supply Relationships: Supply Chain Management, Network Model, Managing Uncertainty, Service
Supply Relationships, Customer-Supplier Duality, Service Supply Relationships Are Hubs, Not Chains, Service Capacity Is
Analogous to Inventory, Customer Supplied Inputs, Managing Service Relationships, Bidirectional Optimization,
Productive Capacity, Perishability. Professional Service Firms, Attributes of Professional Services, Operational
Characteristics, Outsourcing Services, Benefits and Risks of Outsourcing Services, Classification of Business Services,
Managerial Considerations with Service Outsourcing. (7+2)
4. Service Design Principles: Basics of Service Design , Holistic service design, service design and overall business
change, Scope and flow of service design, Value to the business, Comprehensive and integrated service design, The four
Ps, Service composition, Setting direction, policy and strategy for IT services, Optimizing design performance, Service
design goals, Balanced design , Identifying service requirement , Designing measurement methods and metrics. (7+2)
5. Customer in service industry: Buyer characteristics, buyer decision-making process (EKB model), customer
involvement in service process, customer behaviour in service settings. Relationship marketing, evolution of relationship
marketing, degree of relationship building, the importance of customer retention, enhancement of internal and external
relationship change. 7-S Framework, determining the value of customer, lifetime value of customer, customer
relationship management strategies, customer delight and customer loyalty. Case study on Axis Bank. (7+2)

Semester III 305 OSCM - Logistics Management

3 Credits LTP: 2:1:1 Subject Core (SC) Course – Operations & Supply Chain Management
Course Outcomes: On successful completion of the course, the learner will be able to
CO# COGNITIVE COURSE OUTCOMES
ABILITIES
CO305OSCM.1 REMEMBERING DEFINE basic terms and concepts related to Logistics management.
CO305OSCM.2 UNDERSTANDING EXPLAIN the infrastructure of logistics, its linkage with various types of
communication modes.
CO305OSCM.3 APPLYING DESCRIBE the various dimensions of logistics management and transport,
their inter-linkages with different types of freights.
CO305OSCM.4 ANALYSING CALCULATE logistic costs and various classification methods of reducing the
cost. Involving the information technology and its impacts.
CO305OSCM.5 EVALUATING OUTLINE a typical logistic framework and services. ILLUSTRATE the linkages
with its dynamic storage system / Customer Issues, Logistic and Business
Issues in a real world context.
CO305OSCM.6 CREATING DISCUSS modern real world logistical systems using the various concepts in
the syllabus.

1. The Principles of Logistics: Definitions and Significance of Logistics. Logistical System of Services Elements of
Logistics, Distinction between Procurement Logistics, Production Logistics and Distribution Logistics, Service Level,
Logistics and Corporate Strategy, Supply Chains and Networks.( 7+2)
2. Logistics Systems: Logistical Infrastructure, Basic Terminology, Types and Functions, Transport Infrastructure and
Superstructure, Transport Routes and Transport Networks, Logistics Real Estate, Logistics Parks, and Freight Villages,
Information Infrastructure and Communication Infrastructure, Telecommunication Infrastructure, Satellite Systems and
Satellite Navigation. (8+2)
3. Transport Systems and Logistics Services: Transport Basics, Significance and Development, Modes of Transport
and Transport Technologies, Transport Value and Transport Affinity, Road Freight Transport, Rail Freight Transport, Sea
Freight Transport, Inland Waterway Transport, Air Freight Transports, Pipeline Transport. (8+2)
4. Logistics Service Providers: Carriers and Forwarders, Courier, Express Parcel and Mail Service Providers,
Systems Service Providers and Contract Logistics Providers. IT in Logistics, Communication Standards, Identification
Standards, Classification of IT in the Fields of Inventory and Warehousing. (7+2)
5. Warehousing, Handling, and Picking Systems: Warehousing, Handling, and Picking Systems, Warehousing
Basics, Storage Facilities, Static Storage Systems, Dynamic Storage Systems, Conveyors, Discontinuous Conveyors,
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Continuous Conveyors, Sorters, Packages, Loading Units, and Load Carriers, Picking and Handling, Warehouse
Organization, Inventory, Stock and Provisioning Management. (5+2)

Semester III 313 OSCM- Sustainable Supply Chains

2 Credits LTP: 2:0:0 Subject Elective (SE) Course – Operations & Supply Chain Management
Course Outcomes: On successful completion of the course, the learner will be able to
CO# COGNITIVE COURSE OUTCOMES
ABILITIES
CO313OSCM.1 REMEMBERING ENUMERATE the key concepts of Sustainable Supply Chains and
Sustainable Supply Chain Management.
CO313OSCM.2 UNDERSTANDING DESCRIBE and DISCUSS the role and importance of sustainability and
sustainable development in different types of supply chains.
CO313OSCM.3 APPLYING IDENTIFY and USE relevant established and emerging principles,
frameworks and theories in sustainable logistics and supply chain
management.
CO313OSCM.4 ANALYSING INTEGRATE fundamental strategies, tools and techniques to analyze and
design environmentally sustainable supply chain systems.
CO313OSCM.5 EVALUATING DETERMINE the unsustainable impact of logistics activities, both individual,
and in the wider context of the supply chain.
CO313OSCM.6 CREATING COMPILE the managerial challenges, and FORMULATE a structured solution
to these, with clear implications for relevant stakeholders.

1. Introduction: Sustainable Supply Chain Concept, Supply Chain Sustainability Management, Need, Business
imperatives. Leveraging Connections of the Consumer, Brand, and Environmental Sustainability, Overview of Green
Supply Chain, Concept of Green Logistics, Green Logistics – Rhetoric & reality, Key drivers for greening of Logistics &
Supply Chains, Benefits of Green Supply Chains. (5+1)
2. Closed Loop Supply chains: Natural resource Management, Global warming, environment legislation, Managing
reverse logistics, recycling through lease and service agreements, Supply Chain Integration in View of Secondary Raw
Materials, Sustainable supply chain products - from cradle to cradle. (5+1)
3. Environmental Costs of Logistics: Arguments for and against internalizing environmental costs of logistics,
Monetary calculation of environmental costs, Concept of Carbon Credits, Guidelines for carbon foot printing, Carbon
foot printing process, success factors in carbon foot printing, Carbon Auditing of Supply Chains, Sustainable
transportation, Greening transportation in the supply chain, Reverse channel design: Profitability VS Environmental
benefits. New strategies to improve sustainability through supplier assessment. (6+1)
4. Monitoring Performance: Measuring and Monitoring of Sustainable Supply Chain, Evaluating the impact of
SC activities on Sustainability: Economic, Environmental and Social, Visible Supply Chain - Process, Product and
Performance, Product oriented monitoring, Benefits and use of performance measurement, Problems with
measuring performance, Stages of Supply Chain Performance Measurement. (5+1)
5. Sustainable purchasing and procurement: The role of procurement in the supply chain, Drivers and barriers for
sustainable procurement, Procurement frameworks, Ecolabels, Lifecycle assessment, Comparing purchasing options.
Managing future supply chain, International Supply Chain Management and Collaboration Practices. (4+1)

Semester III 316OSCM- Operations & Service Strategy

2 Credits LTP: 2:0:0 Subject Elective (SE) Course – Operations & Supply Chain Management

Course Outcomes: On successful completion of the course, the learner will be able to
CO# COGNITIVE ABILITIES COURSE OUTCOMES
CO316OSCM.1 REMEMBERING ENUMERATE the key components of operations strategy.
CO316OSCM.2 UNDERSTANDING EXPLAIN the linkages between operations strategy and competitive
advantage as the basis of competitive position through superior product
development, cost, quality, features.
CO316OSCM.3 APPLYING ILLUSTRATE the broader context of business strategy & fit between
manufacturing and operations capabilities and the business strategy
CO316OSCM.4 ANALYSING EXAMINE the concepts of competitive leverage using manufacturing and
operations, the fit of the various elements of manufacturing and
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operations, the impact of the competitive environment, and the structure
of the value chain.
CO316OSCM.5 EVALUATING DESIGN the operations and service strategy.
CO316OSCM.6 CREATING FORMULATE an operations strategy (long-term plan) and link with
operational decisions.

1. Operations Strategy: Introduction, Relationship Between business grand strategies & the operations strategy,
Sstrategic issues in manufacturing / operations, Elements of Operations Strategy, Competing through operations.
Operation strategy in global economy, Changing nature of business, Quality, Customer service and cost challenges and
social responsibility, Current perspective-Strategic fit (5+1)
2. Methodology for Developing Operations Strategy: Value as business concept, Strategy- Formulation Process.–
Value Chain concept , Focus, core competence and distinctive capabilities, stake holders & strategy, Checking markets,
Outcome of Market debate – Linking manufacturing to Markets – strategic integration – why products sell in the
markets – Order Winners, Order Qualifiers. Lean systems-Eliminating waste.
3. Operation Strategy Implementation: Technology strategy Issues in New Product development Time to market
– strategic nature of process– Business implication of Process choice – Hybrid Process. Change management and
Sustainability Procedure – company or plant-based profiles – decisions for product reallocation – downsizing –
Capacity decisions Progression & Regression (5+1)
4. Strategic Resource Management: Importance, issues involved – organizational issues operational approaches
to improving, delivery system, controlling operations – key performance Indicators, PQCDSM (Productivity, Quality,
Cost, Delivery Time, Safety, Morale)
5. Service Strategy: Introduction, The service opportunity, Service growth- How to grow in service, Service
Focus Strategy, Design an Effective service organization, Service Supply Chain, Service Pricing, Service Innovation. (5+1)

Semester III 317 OSCM- Six Sigma for Operations

2 Credits LTP: 2:0:0 Subject Elective (SE) Course – Operations & Supply Chain Management
Course Outcomes: On successful completion of the course, the learner will be able to
CO# COGNITIVE COURSE OUTCOMES
ABILITIES
CO317OSCM.1 REMEMBERING DESCRIBE the Key Concepts and Definitions associated with Quality
Management, Six Sigma and Process of Six Sigma
CO317OSCM.2 UNDERSTANDING SUMMARIZE the six-sigma philosophy along with understanding of 7 QC
Tools.
CO317OSCM.3 APPLYING PREDICT the change due to Six Sigma Implementation and Application of Six
Sigma tools in new settings
CO317OSCM.4 ANALYSING APPRECIATE use of Six Sigma for services performance improvement and
strengthening the Organizational Structures
CO317OSCM.5 EVALUATING DECIDE control chart to use for given set of data and ROSS (Return on Six
Sigma)
CO317OSCM.6 CREATING CREATING a Case for Business Models in Different Industries/Proposing a
Strategy by Studying the cases of Successful Six Sigma Implementation

1. Introduction to Lean Six Sigma: History of Quality (Key Concepts by Quality Guru- Deming, Juran, Crosby,
Ishikawa, Taguchi etc.), History of Continuous Improvement, Evolution of Six Sigma, Defining Six Sigma – philosophy and
objectives, Six Sigma Principles and Focus Area, Value of Six Sigma. DMAIC Process
2. DEFINE and MEASURE PHASE: DEFINE - Six Sigma Project Identification, Selection and Definition, Project Charter
and Monitoring, Process characteristics and analysis, Process Mapping: SIPOC- Suppliers – Inputs – Process – Outputs –
Customers. MEASURE - Data Collection and Summarization, Measurement systems: Fundamentals, Accuracy, Precision,
Discrimination, R&R Studies, Linearity, Process Stability, Fundamentals of statistics: Probability theory. Process
capability analysis: Key Concepts, Measures and Indices, Non-normal process capability analysis, (5+1)
3. ANALYZE and IMPROVE PHASE: ANALYZE - Hypothesis testing: Fundamentals, Single Population Test, Two
Population Test. Correlation and Regression Analysis, Regression Analysis: Model Validation. Introduction to One-Way
ANOVA, Two-Way ANOVA, Multi-vari Analysis, Failure Mode Effect Analysis (FMEA) IMPROVE - Introduction to Design
of Experiment, Randomized Block Design, Factorial Design, Fractional Factorial Design, Taguchi Method: Key Concepts

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SPPU - MBA Revised Curriculum 2022 – NEP - CBCGS & OBE Pattern
and Illustrative Application. (5+1)
4. CONTROL PHASE: Seven QC Tools, Statistical Process Control: Key Concepts, Control Charts for Variables,
Operating Characteristic (OC) Curve for Variable Control charts. Statistical Process Control: Control Charts for Attributes,
Operating Characteristic (OC) Curve for Attribute Control charts. Acceptance Sampling: Key Concepts, Design of
Acceptance Sampling Plans for Attributes, Design of Acceptance Sampling Plans for Variables, Return on Six Sigma –
ROSS. (5+1)
5. Six Sigma Implementation Challenges: Design for Six Sigma (DFSS): DMADV, DMADOV, DFX Six Sigma Team
Management: Composition and Layers, Six Sigma: Case study and Applications, Overview of Lean Six Sigma,
Critical Success Factors in Implementation of Six Sigma. (5+1)

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