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Prof. Xiande Zhao Chinese University of Hong Kong Tel. 852-29790608

Managing Supply Chains in China: An Elective Course for MBA program. Prof. Xiande Zhao Chinese University of Hong Kong Tel. 852-29790608 E-mail: xiande@baf.msmail.cuhk.edu.hk. Director of Center for Supply Chain Management and Logistics

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Prof. Xiande Zhao Chinese University of Hong Kong Tel. 852-29790608

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  1. Managing Supply Chains in China: An Elective Course for MBA program Prof. Xiande Zhao Chinese University of Hong Kong Tel. 852-29790608 E-mail: xiande@baf.msmail.cuhk.edu.hk 第十二届全国MBA《生产运作管理》教学和学术研讨会

  2. Directorof Center for Supply Chain Management and Logistics Li & Fung Institute of Supply Chain Management/Logistics http://lf-scml.baf.cuhk.edu.hk/index/ 第十二届全国MBA《生产运作管理》教学和学术研讨会

  3. Organization Structure Li & Fung Institute of Supply Chain Management & Logistics Center for Logistics Technology & Supply Chain Optimization Center for Supply Chain Management & Logistics Supply Chain Management Research Center Joint R & D Center for Supply Chain & Logistics (with Tsinghua) Cyber-logistics Research Center Knowledge Transfer Office 第十二届全国MBA《生产运作管理》教学和学术研讨会

  4. Managing Supply Chains in China • The objectives for the course are for students to: • Understand the business environment in China and roles that China plays in global supply chains. • Comprehend Chinese culture and traditions and how they influence supply chain operations and decisions • Make important decisions related to the choice of supply chain strategies, design and improvements of supply chain processes • Learn how to select supply chain partners and manage supply chain relationships in the dynamic business environment of china 第十二届全国MBA《生产运作管理》教学和学术研讨会

  5. Teaching Methods Case Method and Participant-centered Learning (CMPL) advocated by the Harvard Business School • Students are required to: • read the assigned cases and articles • write down answer to these assignment questions before they come to class • discuss these questions among their groups, but individual reports are collected 第十二届全国MBA《生产运作管理》教学和学术研讨会

  6. Teaching Methods The instructor will: • facilitate the case discussions • encourage students to: • participate in the class by sharing their opinions and insights concerning the managerial issues related to the case. • share their personal and working experience • Share his/her opinion and insights with the students but will not try to make conclusion as to what will be the best decision. 第十二届全国MBA《生产运作管理》教学和学术研讨会

  7. Teaching Methods • All cases used in class involve supply chains that have at least part of the activities in China. • Some of the cases are written by the instructor and some are written by others • The instructor has direct involvements with the companies through research, consulting and other activities and will share information and insights not contained in the case. 第十二届全国MBA《生产运作管理》教学和学术研讨会

  8. Teaching Methods • Through these case discussions, we demonstrate how to: • identify problems/opportunities, • analyze them, • recommend a solution and • develop an implementation plan after thorough analyses of pro and cons of different decision alternatives. • Students will also learn: • how to take into considerations of the Chinese contexts in term of culture, traditions, political, legal and business environment in making supply chain decisions. 第十二届全国MBA《生产运作管理》教学和学术研讨会

  9. Assessment • Items Weight • Case reports (individual) 50% • Final Project (group) 20% • (reports and presentation) • Attendance and class participation 30% 第十二届全国MBA《生产运作管理》教学和学术研讨会

  10. Topics and Materials • Dec. 14 and 21, 2009 • Introduction and background to supply chain management in China • A Brief History of China • The Stages of Economic Developments in China • Economic Developments in different regions • Logistics and distributions in China • Challenges and issues for managing supply chains in China Readings: • Supply Chain Management in China: Challenges and Opportunities, lecture notes by the instructor in the form of ppt • Flynn, B. Zhao, X. and Roth A. “The Myth of the Dragon: Operations Management in Today’s China”. Business Horizon. May-June 2007, Pages 177-183 • Zhao, X., Flynn, B., Roth, A. V. (2007), Decision Sciences Research in China: Current Status, Opportunities and Propositions for Research in Logistics, Supply Chain Management and Quality Management, Decision Sciences, Vol. 38, No.1, 39-80 第十二届全国MBA《生产运作管理》教学和学术研讨会

  11. Topics and Materials Assignment questions: • What are the major challenges for managing supply chains in China? • How do Chinese culture and traditions influence supply Chain Decisions? • What suggestions can you provide to non-Chinese managers who will manage supply chain activities in China? 第十二届全国MBA《生产运作管理》教学和学术研讨会

  12. Topics and Materials • Jan. 4, 2010 • Role of Supply Chain Management in Global Competition • Value creation through supply chain coordination • Strategic Choices in Supply Chain Management • Discussion of Li & Fung and Luen Thai cases 第十二届全国MBA《生产运作管理》教学和学术研讨会

  13. Topics and Materials • Jan. 4, 2010 • Role of Supply Chain Management in Global Competition • Value creation through supply chain coordination • Strategic Choices in Supply Chain Management • Discussion of Li & Fung and Luen Thai cases 第十二届全国MBA《生产运作管理》教学和学术研讨会

  14. Topics and Materials • Jan. 4, 2010 • Role of Supply Chain Management in Global Competition • Value creation through supply chain coordination • Strategic Choices in Supply Chain Management • Discussion of Li & Fung and Luen Thai cases 第十二届全国MBA《生产运作管理》教学和学术研讨会

  15. Topics and Materials • Readings: • “ Fast, Global, and Entrepreneurial, Supply Chain Management, Hong Kong Style: An Interview with Victor Fung” Harvard Business Review, Sep/Oct, 1998, Vol. 76 Issue 5, p102-114 • Luen Thai Holdings Limited - Creation of Value through Supply Chain Integration, case developed by Luen Tai Supply Chain Management R & D Center, Peking University • Fisher, M.L., “What is the right supply chain for your product?”, Harvard Business Review, March-April 1999, pp. 105-116 • Mason-Jones, R., Naylor, B. and Towill, D.R., 2000, “Lean, agile or leagile? Matching your supply chain to the marketplace”, International Journal of Production Research, Vol. 38, No. 17, pp. 4061-4070 • Lee, Hau, 2004, “Triple A Supply Chain” Harvard Business Review, (case No. R0410F) 第十二届全国MBA《生产运作管理》教学和学术研讨会

  16. Topics and Materials • Assignment questions for Li & Fung Limited case: (due at the beginning of class on Jan. 4. 2010) • What roles does Li & Fung play in the supply chain? • How does Li & Fung create value for its customers? • What are some of the key success factors of Li & Fung? 第十二届全国MBA《生产运作管理》教学和学术研讨会

  17. Topics and Materials • Assignment Question for Luen Thai (due at the beginning of class on Jan. 4. 2010) • How does China’s entry to WTO change the competition in the garment and textile industry? • What are some of the major challenges and opportunities for Luen Thai when China enters into the WTO? • What strategic choices did Luen Thai make and how did it implement its strategy? • What are the major differences between Luen Thai and Li & Fung in term of its strategies and supply chain models? Please comment on the pros and cons of their strategies and supply chain models. 第十二届全国MBA《生产运作管理》教学和学术研讨会

  18. 利丰分散生产模式： • 分散生产是如何实现的？ 利丰公司 订单 订单 织布，染色 （台湾） 销售 （美国） 纺纱 （韩国） 订单 销售 （欧洲） 拉链，纽扣 （位于中国的日本工厂） 制衣 （泰国五个工厂）

  19. 利丰是如何实现增值的? 利丰在香港做高附加值的供应链前端和后端工作. 前端后端 设计质量控制 工程测试 生产计划物流 它通过包括7500个供应商网络，其中有2500个能即时响应供应商， 来组织中间低附加值部分的生产。 制造商 原材料和辅料供应商

  20. Information Technology Platform 信息科技平台 Logistics and Compliance Platform 物流及推行平台 Winning Model in the New Era新时代的致胜模型 Winning Model: Design and Logistics Driven 致胜模型﹕由设计及物流所推动 Manufacturing 生产 Design & Development 设计及开发 Sourcing 采购 Logistics 物流 Store 零售店 联泰 Pioneering the New Model 新模型的先驱

  21. Luen Thai Supply Chain CityOne Stop Shop – Development Center联泰供应链城一站式 – 开发中心 Print & Wash Facilities 印花及洗水设施 Dillard’s Development Center Dillard’s开发中心 Production & Warehouse 生产及仓库 Technical Center技术中心 Production & Warehouse 生产及仓库 Fabric & Accessories Testing Lab 布料及配件测试中心 Design Center 设计中心 POLO Development Center POLO开发中心 Under construction 兴建中 Employee Amenities 员工酒店

  22. Topics and Materials • Jan.11, 2010 • Strategic alignments in supply chains • Competitive strategy • Order winners/qualifiers • Operation Strategies • Supply Chain Strategy • Impact of environments on strategies and performance • Discussion of Galanz case 第十二届全国MBA《生产运作管理》教学和学术研讨会

  23. Topics and Materials • Jan.11, 2010 • Strategic alignments in supply chains • Competitive strategy • Order winners/qualifiers • Operation Strategies • Supply Chain Strategy • Impact of environments on strategies and performance • Discussion of Galanz case 第十二届全国MBA《生产运作管理》教学和学术研讨会

  24. Topics and Materials • Readings: • Lecture notes on strategic alignments in supply chains in the form of ppt. • Operations Strategy of Galanz, case developed by center for supply chain management and logistics, Chinese University of Hong Kong • Assignment Questions for Galanz Case (due at the beginning of class on Jan. 11, 2010): • What lead to the success of Galanz company? Please analyze the company from the perspectives of competitive strategy and operations strategy? • What should Mr. Leung do to lead his company to greater success? How should the company set priorities and utilize its resources and capabilities to gain competitive advantages in the marketplace? • Should Galanz develop its OBM business in the international market? Should Galanz contintue its OEM and ODM business? 第十二届全国MBA《生产运作管理》教学和学术研讨会

  25. Topics and Materials • Jan. 18, 2010 • Relationship Management and Supply Chain Integration (SCI) in China • Major Types of SCI • Factors that influence SCI: power, trust, and relationship commitment • Roles of Information Technology in SCI • Issues and challenges of managing supplier and customer relationships in China Readings: • Lecture notes on relationship management and supply chain integrations in the form of ppt • Flynn., BB., Zhao,X., Huo,B., Yeung,J. (2008) “We've got the power! How customer power affects supply chain relationships” Business Horizons, 51, pp. 169-174 • ASTEC Power: A Division of Emersion Network Group, case developed by center for supply chain management and logistics, Chinese University of Hong Kong 第十二届全国MBA《生产运作管理》教学和学术研讨会

  26. Topics and Materials Assignment Questions for Li & Fung and Luen Thai (due on Jan. 18,2010) • How did Luen Tai and Li & Fung manage relationships and integrate their supply chains? Assignment Questions for Astec Power case (due at the beginning of class on Jan. 18,2010) • What is the competitive and supply chain strategy for Astec? • How did Astec integrate its supply chain? What can be improved and how? • How do power, trust and relationship commitment influence supply chain integration? 第十二届全国MBA《生产运作管理》教学和学术研讨会

  27. Topics and Materials Jan. 25, 2010 • Product Recalls and alternative strategies for handling recalls • Problems and issues related to recent recalls of product made in China • Product recall strategies and component of product recall systems • Consumer reactions to product recalls • Corporate social legitimacy and responsibilities Readings: • Lecture notes on product recalls • San Lu’s Malamine-Tainted Milk Crisis in China, Asia Case Research Center, University of Hong Kong 第十二届全国MBA《生产运作管理》教学和学术研讨会

  28. Topics and Materials Assignment Questions for San Lu Case (due at the beginning of class on Jan. 25, 2010) • What are the major causes of this crisis? • How should the crisis be handled and how product recall strategies influence the company in terms of corporate social legitimacy, customers response and company’s competitiveness • What advice would you give to companies in this industry in terms of how to design and manage their supply chains to avoid future crisis such as this? 第十二届全国MBA《生产运作管理》教学和学术研讨会

  29. Topics and Materials Feb. 1, 2010 • Supply Chain Quality Management • Problems and issues related to recent recalls of product made in China • Framework and components of supply chain quality management systems Readings • Mattel case, case developed by Ivey School of Business • What happened in the toys industry of the world? Material developed by the center for supply chain management and logistics, Chinese University of Hong Kong 第十二届全国MBA《生产运作管理》教学和学术研讨会

  30. Topics and Materials • Assignment questions for Mattel Case: (due at the beginning of class on Feb. 1,2010) • What are the major costs of a product recall to the company? How does product recall influence the performance of the company? • Please analyze the root cause of the problem using quality management and supply chain management principles? • What will be the necessary components of supply chain quality management systems in order to prevent future quality problems? • What advice can you give to companies who are sourcing from china? 第十二届全国MBA《生产运作管理》教学和学术研讨会

  31. Topics and Materials • Feb. 8, 2010 • Managing logistics in China • Logistics infrastructure and systems in China • Challenges of managing logistics and distribution in China • Logistics Outsourcing • Third party logistics (3PL) service providers and collaborations between users and 3PL providers • Readings: • IDS case, Case developed by Standford Business School 第十二届全国MBA《生产运作管理》教学和学术研讨会

  32. Topics and Materials • Assignment questions for IDS case (due at the beginning of class on June 5) • What led to the demise of traditional distributors in Asia? • What distribution/supply chain challenges did companies faced as it tried to address the expanding markets in Asia? • What is Value Chain Logistics? What benefits were provided by supply chain solution providers, such as IDS, to companies there were trying to grow in Asia? • How sustainable was IDS value proposition to companies? In other words, how sustainable was IDS’ business model? 第十二届全国MBA《生产运作管理》教学和学术研讨会

  33. Topics and Materials Feb. 22, 2010 • Managing distributions and retail operations in China • Competitive strategies in the retail industries • Logistics and distributions strategies and operations • Readings • DCH Logistic’s Plan for LaCafetiere, case developed by center for supply chain management and logistics • Wal-mart Stores: “Every Day Low Prices” in China. Asia Case Research Center, The University of Hong Kong, HKU591. 第十二届全国MBA《生产运作管理》教学和学术研讨会

  34. Topics and Materials • Assignment questions for DCH Logistics (due at the beginning of class on Feb. 22, 2010) • What should DCH Logistics do for its client: LaCafetiere? • What should DCH Logistic do to further develop its business? • Assignment questions for Wal-mart Stores: “Every Day Low Prices” in China (due at the beginning of class on Feb. 22, 2010) • Why is Wal-Mart successful in the US? What are its competitive advantages and its source of advantages? • Should Wal-mart replicate its domestic model in its original form in China? Why? • How should Wal-Mart adjust its strategies, business models and its logistics/distribution systems to achieve success in China? 第十二届全国MBA《生产运作管理》教学和学术研讨会

  35. Topics and Materials • March 1, 2010 • Green supply chain management and sustainable developments • Issues and challenges for green supply chain management in China • Reverse logistics • Sustainable operations and supply chain strategies • Readings: • Lecture notes on green supply chain management and sustainable developments • Wal-mart China: Sustainable Operations Strategy, Ivey School of Business Case collection, developed by School of business and Economics, Tsinghua University • Porter, M.E. and Ver De Linde, C. (1995) “Green and Competitive” Harvard Business Review, 120-134 第十二届全国MBA《生产运作管理》教学和学术研讨会

  36. Topics and Materials • March 1, 2010 • Green supply chain management and sustainable developments • Issues and challenges for green supply chain management in China • Reverse logistics • Sustainable operations and supply chain strategies • Readings: • Lecture notes on green supply chain management and sustainable developments • Wal-mart China: Sustainable Operations Strategy, Ivey School of Business Case collection, developed by School of business and Economics, Tsinghua University • Porter, M.E. and Ver De Linde, C. (1995) “Green and Competitive” Harvard Business Review, 120-134 第十二届全国MBA《生产运作管理》教学和学术研讨会

  37. Topics and Materials • Assignment Questions for Wal-mart China: Sustainable Operations Strategy case (due at the beginning of class on March 1, 2010). • Why does customer patronize Wal-mart China Stores? What does sustainability mean to them and how important is it? • How should sustainability be incorporated into vendor selection and evaluation? How could vendors be encouraged to participate in Wal-mart China’s sustainability initiatives? • What are the distinguishing features of Wall-mar China’s distribution system? How does it achieve relatively high availability with similar level of stocks to other companies? • How can Wal-Mart improve sustainability in its distributions and retail operations (consider “reduce, reuse and recycle” as well as innovation)? 第十二届全国MBA《生产运作管理》教学和学术研讨会

  38. Other Activities • March 8, 2010 • Group presentations of a case or a company related project. • Lecture on managing supply chains in china by Mr. Tommy Lui, General Manager of IDS China • Lecture on supply chain management and lean manufacturing by Mr. Raymond Tan, Executive Vice President of Luen Thai • Visit to IDS/Li & Fung, Astec Power and Luen Thai 第十二届全国MBA《生产运作管理》教学和学术研讨会

  39. Case Book on Operations and Supply Chain Management Long Cases • Operations Strategy of Galanz Group: • Competitive Strategy and Operations Strategy • Astec Power: A Division of Emerson Electric Network: • Supply Chain planning and Integration, Cross Border Logistics. • Luen Thai: Building the world class apparel supply chain: • Strategic Choices in Supply Chain, Supply Chain Integration and relationship management Medium Cases: • Sims’ Logistics: 3PL services for La Cafetière • Flextronics: International Sourcing, centralized vs. decentralized purchasing • KELON’s Shunde Plant: Inbound logistics management under diversified overseas consumer demands, modularization and postponement • Supply Chains in India Short cases: • Huawei: Innovation and Technology Management • Hai’er: competing through customers services • Wu’xi Guo Sheng Precision Molding Company • Nikon • Lung Kee 第十二届全国MBA《生产运作管理》教学和学术研讨会

  40. Q & AThank You Center for Supply Chain Management and Logistics Li & Fung Institute of Supply Chain Management & Logistics The Chinese University of Hong Kong 第十二届全国MBA《生产运作管理》教学和学术研讨会

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