global supply chain management assignment

Global Supply Chain Management Program

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June 25, 2024

6 weeks, online 4-6 hours per week

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US$2,600 US$2,210 and get US$260 off with a referral

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Program fee, us$2,600 us$2,210.

An effective supply chain plays a critical role in the success of any business. In today’s highly competitive marketplace, a well-managed global supply chain can be the key advantage that helps win and retain customers. Therefore, it becomes crucial to develop a key understanding of how supply chains can be developed and maintained to not only optimize operational efficiency but also safeguard the business from sudden risks and challenges.

CEOs are digitizing their supply chains, using advances in technology to expand the frontier of sustainability.

Source: Accenture

of supply chain executives report the pace of digital transformation is accelerating.

of CEOs report companies are coping with supply chain disruptions as a result of extreme weather occurrences.

Wharton's six-week online Global Supply Chain Management Program provides a comprehensive understanding of today's global supply chain challenges. Participants will learn how supply chains have reacted to global stresses and develop an action plan to reimagine the current global supply chain based on identified opportunities for improvement. Wharton's world-renowned faculty provides expert instruction regarding the frameworks, skills, and capabilities required to coordinate and integrate global logistics, purchasing, operations, and market channel strategies — and do so in a way that is socially and environmentally responsible.

Program Topics

This six-week program includes the following modules:

Learn about the role and impact of the global supply chain, as well as how to evaluate the operational efficiency of an organization's supply chain using a strategic framework.

Participate in a simulation activity called the Root Beer Game that examines supply chain roles and functions through a phenomenon known as the bullwhip effect.

Examine current trends and challenges in global sourcing and apply what you've learned through key sourcing decisions based on a case study.

Use a risk management framework and maturity model to assess and mitigate supply chain risks in global organizations.

Through interviews with industry experts, learn best practices for managing a global supply chain that is socially and environmentally responsible.

Explore the latest technical developments in global supply chain operations, including an analytics framework that can transform an organization's digital capabilities.

Who Is This Program For?

The Global Supply Chain Management Program is designed to provide fresh insights into a rapidly changing supply chain ecosystem—and help translate those insights into action. This course is for people who:

• Seek to identify trends, new avenues, and opportunities to reinvent your organization's present global supply chain management
• Are interested in learning the competitive advantages of socially and environmentally sustainable supply chains and incorporating them into their corporate strategies
• Want to adopt an analytical approach to improving supply chain efficiency and creating better business output
• Are looking to bring about a digital transformation in their organization's supply chain management techniques and processes

Program Features

Root Beer Game

Risk Management Maturity Model

Decision Tree Model

Strategic Fit Framework

Global Supply Chain Analytics Framework

Case studies.

Global Supply Chain Management Program draws on real-world case studies to illustrate how organizations are actually meeting the challenges of a volatile, interconnected global supply chain.

Featured case studies include:

This apparel retailer resolved supply chain challenges that resulted from integrating ecommerce with its traditional sales channels.

This packaging supplier and equipment vendor made supply chain digitalization a key component of its digital transformation program.

This global company solved sourcing challenges involving innovative photovoltaics for its product line.

Program Experience

Live Sessions

Gauge your progress with a live faculty check-in.

Guest Speakers

Hear from global experts on today's most pressing supply chain challenges.

Discussions

Exchange insights with other participants each week and apply what you've learned to real-world scenarios.

Industry Examples

Examine case studies of how successful organizations are adapting to an ever-changing global supply chain.

Get a panoramic view of the perspectives, assumptions, and pain points that fellow participants are experiencing.

Simulations

Gain insights into supply chain dynamics by playing the Root Beer Game.

Program Faculty

Gad Allon Jeffrey A. Keswin Professor; Professor of Operations, Information and Decisions; Director, Jerome Fisher Program in Management & Technology, the Wharton School Gad Allon teaches courses on scaling operations and operations strategy and has been an innovative leader in many educational technology initiatives. He is the co-founder of ForClass, a platform that enables professors to drive higher student engagement and accountability in their classrooms... More info

Santiago Gallino Charles W. Evans Distinguished Faculty Scholar; Associate Professor of Operations, Information and Decisions, The Wharton School Santiago Gallino studies both digital transformation and supply chain issues in retail. Professor Gallino has researched with and consulted for numerous organizations. In his research, he uses field data and econometric tools to study existing supply chain practices as well as operational improvements... More info

Gad Allon Jeffrey A. Keswin Professor; Professor of Operations, Information and Decisions; Director, Jerome Fisher Program in Management & Technology, the Wharton School Gad Allon teaches courses on scaling operations and operations strategy and has been an innovative leader in many educational technology initiatives. He is the co-founder of ForClass, a platform that enables professors to drive higher student engagement and accountability in their classrooms. His articles have appeared in leading journals, including Management Science, Manufacturing and Service Operations Management, and Operations Research. Professor Allon regularly consults organizations on both service strategy and operations strategy. He received his PhD in management science from Columbia Business School and holds bachelor’s and master’s degrees from the Israeli Institute of Technology.

Santiago Gallino Charles W. Evans Distinguished Faculty Scholar; Associate Professor of Operations, Information and Decisions, The Wharton School Santiago Gallino studies both digital transformation and supply chain issues in retail. Professor Gallino has researched with and consulted for numerous organizations. In his research, he uses field data and econometric tools to study existing supply chain practices as well as operational improvements. His research has won multiple awards and has appeared in journals such as Management Science, Manufacturing & Service Operations Management, Journal of Marketing, Sloan Management Review , and Harvard Business Review . His research has been covered frequently by several media outlets. Before joining Wharton, Professor Gallino worked at the Tuck School of Business at Dartmouth. He holds a PhD in Operations and Information Management and a master’s in Statistics from the University of Pennsylvania where he was a Fulbright Scholar, an MBA from IAE Business School, and a degree in Electrical Engineering from Universidad de Buenos Aires.

Jun Li Associate Professor of Technology and Operations; Michael R. and Mary Kay Hallman Fellow, Stephen M. Ross School of Business Jun Li is an associate professor of technology and operations at the University of Michigan's Ross School of Business. She conducts research on empirical operations management and business analytics, spanning revenue management and pricing, health care management, supply chain risks, corporate social responsibility, and public sector operations. Professor Li specializes in causal inferences and structural estimation and in integrating economic modeling with statistical inferences. She has worked closely with airlines, hotels, retailers, and marketplace platforms to analyze user data and implement new pricing or inventory strategies. She holds a PhD in managerial economics and management science from Wharton and a bachelor's degree in operations research and industrial engineering from Tsinghua University, China.

Doug Freeman Outdoor Industry and Apparel Expert Doug Freeman has more than 30 years of experience in global supply chain operations management. He served as Sourcing Manager, Asia, at Patagonia before becoming the organization's chief operating officer, a role he held for almost 15 years. Earlier in his career, Doug was the vice president of production and sourcing at Sport Obermeyer, sourcing director at the North Face, and sourcing manager at Nautica. He received a bachelor's degree in English literature from the University of California, Berkeley.

Edwin Keh CEO, the Hong Kong Research Institute of Textiles and Apparel In his 10 years as head of this prestigious global institution, Edwin has focused on bringing innovation and sustainability to supply chain management. His goal is to help the textiles and apparel industry transition from the industrial age to the knowledge age. Before joining the institute, Edwin spent two years as the senior vice president and chief operating officer of global procurement at Walmart. He is a lecturer at the Wharton School, focusing on global supply chain operations, sustainability, and decision-making frameworks.

Pernille Spiers-Lopez International Corporate and Nonprofit Leader; Co-Founder of Good Life Designed An international business leader with more than 20 years of experience, Pernille is the author of Design Your Life, a book that encourages people to challenge assumptions about success. Pernille, a native of Denmark, is the former president and CEO of IKEA North America. She currently serves as a corporate director for both Meijer and ECCO Shoes, the board chair at Homeboy Industries, and a board member at BurnAlong. She has a bachelor's degree in journalism from Danmarks Journalisthøjskole.

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• Supply Chain Management Analytics 6 Weeks, Online Explore a unique view into the workings of the supply chain in tandem with analytics and pivot towards future-forward strategies for supply chain success. Learn more

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Supply chain management: Be global

This course is part of Strategising: Management for Global Competitive Advantage Specialization

Taught in English

Some content may not be translated

Instructor: Dr Mehrdokht Pournader

Financial aid available

16,958 already enrolled

(326 reviews)

What you'll learn

Identify the key drivers of global supply chain effectiveness

Create supply chain networks that are aligned with supply chain and business strategy of the firm

Identify the critical success factors, pitfalls, and risks of global supply chain management

Evaluate the sustainability of global supply chain operations

Skills you'll gain

• Risk Assessment
• Supply Chain
• Sustainable Design

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There are 6 modules in this course

Businesses and their supply chains are facing increasing competition and uncertainty in what is now a truly globalised trade environment. To remain competitive, organisations need to think globally – ensuring supply chains meet customer demands while minimising costs and maximising responsiveness. From a strategic perspective, this involves making important trade-off decisions between cost, quality and flexibility of supply chains. Via structured learning activities (video lectures, quizzes, discussion prompts and written assessments) this course will equip you with the future-focused capabilities needed to design and manage effective, sustainable and efficient global supply chains of tomorrow.

Strategic supply chain management in global markets

Welcome to week 1 of Be global! This week you will start the discussion of global supply chains and supply chain management. You will examine a number of global supply chains and their components. You will explore global supply chains from various perspectives including their main product/service offerings and how it would affect the nature of supply chains and their characteristics. And you will investigate strategic fit in supply chains and the ways to ensure your supply chain strategies are well aligned with your operational capabilities and global market requirements. So are you ready to start this week?

What's included

5 videos 4 readings 2 quizzes

5 videos • Total 28 minutes

• Course welcome and introduction • 4 minutes • Preview module
• Week 1 Outline • 2 minutes
• Beef supply chain: From Australia to Asia • 8 minutes
• Choosing the right supply chain • 7 minutes
• Achieve strategic fit • 6 minutes

4 readings • Total 131 minutes

• Course overview • 10 minutes
• Learning activities and assessment • 1 minute
• Explore further resources 1 • 60 minutes
• Practice exercise 1 • 60 minutes

2 quizzes • Total 75 minutes

• Recall: Strategic supply chain management • 15 minutes
• Week 1 quiz • 60 minutes

Logistics drivers of global supply chains

You might have heard of supply chain management being associated with the term 'logistics' as 'supply chain logistics'. Logistics plays a critical role in efficient supply chain management and that is why sometimes its name is synonymous with supply chain management. This week you will be equipped with the knowledge of the main logistics drivers in supply chains and the trade-offs that can be made between each two sets of logistics drivers. These trade offs would of course reflect supply chain strategy and by using several case examples, you will learn how to consider these trade offs and when to apply them. You will also learn about the push and pull strategies in supply chains and why they complement your decisions about the logistics drivers. So if you are ready, let's jump into this week's content!

4 videos 2 readings 2 quizzes

4 videos • Total 21 minutes

• Week 2 Outline • 1 minute • Preview module
• The logistics of online ordering • 8 minutes
• Design distribution channels • 4 minutes
• Pull and push strategies • 6 minutes

2 readings • Total 120 minutes

• Explore further resources 2 • 60 minutes
• Practice exercise 2 • 60 minutes
• Recall: Logistics drivers • 15 minutes
• Week 2 quiz • 60 minutes

Principles of global supply chain network design

If you want to expand your business globally, or if you have been tasked to develop your supply chain network in a new country or market, how do you approach this problem? What decisions do you have to make? What are the main considerations you need to focus on? Going global or expanding your business globally has certain requirements and implications for supply chains. This week you will learn about all these requirements and how they can be formulated in a specific global context

4 videos 4 readings 2 quizzes

4 videos • Total 20 minutes

• Week 3 Outline • 1 minute • Preview module
• Forces affecting international businesses • 4 minutes
• Network design decisions • 9 minutes
• The bullwhip effect • 4 minutes

4 readings • Total 160 minutes

• Become a Global MBA learner • 10 minutes
• The beer game: Experience the bullwhip effect • 30 minutes
• Explore further resources 3 • 60 minutes
• Practice exercise 3 • 60 minutes

2 quizzes • Total 90 minutes

• Recall: Supply chain network design • 30 minutes
• Week 3 quiz • 60 minutes

Sourcing decisions in global markets

The success or failure of many small to large businesses globally often are dependent upon their sourcing decisions. As a supply chain manager you need to make the right decisions about in-house production or outsourcing, selecting your suppliers, and how much inventory and from whom to buy as some of the most fundamental yet complex decision tasks that businesses and supply chain managers should fulfill. By the end of this week you will have tools and techniques to help you in this decision making process.

4 videos • Total 23 minutes

• Week 4 Outline • 2 minutes • Preview module
• Outsourcing vs in-house production • 8 minutes
• 'Buy' decisions: Procurement • 6 minutes
• ‘Buy’ decisions: Supplier selection • 6 minutes
• Explore further resources 4 • 60 minutes
• Practice exercise 4 • 60 minutes
• Recall: Sourcing decisions • 15 minutes
• Week 4 quiz • 60 minutes

Risks and sustainability in global supply chains

There is not a day passing by that you do not hear about a major natural or man-made disaster happening around the globe. These adverse events usually disrupt business operations and in severe cases impose millions or billions of dollars of financial and/or reputation losses to businesses. The study of risks and sustainability in supply chains will specifically enable you to identify these sources of risks and developing remedies to manage these risks and their consequences to achieve resilient and more sustainable supply chains. By reviewing and practicing this week's content you will gain a deep knowledge of how global businesses manage risks and sustainability in their supply chains.

5 videos 2 readings 1 quiz 1 peer review 2 discussion prompts

5 videos • Total 33 minutes

• Week 5 outline • 1 minute • Preview module
• Identifying and assessing risks • 8 minutes
• Risk management and resilience • 10 minutes
• Sustainable supply chain: Facilities and inventory • 6 minutes
• Sustainable supply chain: Transportation and suppliers • 5 minutes
• Explore further resources 5 • 60 minutes
• Practice exercise 5 • 60 minutes

1 quiz • Total 15 minutes

• Week 5 quiz • 15 minutes

1 peer review • Total 60 minutes

• Week 5 peer review (optional) • 60 minutes

2 discussion prompts • Total 40 minutes

• Lecture review question • 10 minutes
• Identifying and assessing risks • 30 minutes

Supply chain diagnostic framework

Throughout this course you have been introduced to the supply chain diagnostic framework that contains all the fundamental theories and schools of thoughts that a global supply chain manager should know and adopt. This week you will put your knowledge into test and see if you can apply it to various business cases. You will be also introduced to more contemporary debates in global supply chain management in the use of disruptive technologies in supply chain operations.

7 videos 3 readings 1 quiz 1 peer review 2 plugins

7 videos • Total 34 minutes

• Week 6 Outline • 2 minutes • Preview module
• Case 1 – Dick Smith, Australia • 3 minutes
• Case 2 – Webvan • 4 minutes
• Webvan diagnosis • 4 minutes
• Case 3 – Global X cosmetics • 2 minutes
• Supply chain design for Global X cosmetics • 8 minutes
• Technology trends • 9 minutes

3 readings • Total 125 minutes

• Explore further resources 6 • 60 minutes
• Practice exercise 6 • 60 minutes
• New perspectives: Explaining a supply chain • 5 minutes
• Week 6 Quiz • 0 minutes
• Week 6 graded review (optional) • 60 minutes

2 plugins • Total 6 minutes

• New perspectives: Class results • 1 minute
• My course wrap-up reflection • 5 minutes

Instructor ratings

We asked all learners to give feedback on our instructors based on the quality of their teaching style.

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Learner reviews

Showing 3 of 326

326 reviews

Reviewed on Mar 1, 2021

This gives details in brief in simple way and easy to understand. More valuable than I thought in the beginning.

Thank you Professor....

Reviewed on Dec 16, 2020

The course is great, but could do with some better translations on the video script. Some of the grammar is incorrect.

Reviewed on May 28, 2019

Great quality and plenty of examples covering a wide range of topics related to supply chain management from different sectors.

New to Business Strategy? Start here.

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More questions

Global Supply Chain Management

• Living reference work entry
• First Online: 11 March 2023
• Cite this living reference work entry

• Andreas Norrman 2 &
• Jan Olhager 2  

149 Accesses

Global supply chain management concerns the management of sourcing, manufacturing, and distribution that take place in different countries before a product is sold and delivered to the final buyers. From the view of the focal manufacturing firm, a global supply chain consists of three key parts: the upstream supply network, the manufacturing network of plants belonging to the focal firm, and the downstream distribution network. We discuss managerial perspectives on structuring the supply, manufacturing, and distribution networks as well as the structural aspects of entire global supply chains. In recent years, the number of global and local disturbances has increased, and the number of factors and issues to consider is constantly growing. We discuss considerations concerning restructuring with respect to offshoring and reshoring, tax, national culture, and supply chain risk management and the balance between global and local supply chains.

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Abrahamsson, M., Brege, S., & Norrman, A. (1998). Distribution channel reengineering – Organisational separation of distribution and sales functions in the European market. Transport Logistics, 1 (4), 237–249.

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Norrman, A., Olhager, J. (2023). Global Supply Chain Management. In: Sarkis, J. (eds) The Palgrave Handbook of Supply Chain Management. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-89822-9_100-1

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Global Supply Chains in a Post-Pandemic World

• Willy C. Shih

The U.S.-China trade war and the supply and demand shocks brought on by the Covid-19 crisis are forcing manufacturers everywhere to reassess their supply chains. For the foreseeable future, they will face pressure to increase domestic production, grow employment in their home countries, reduce their dependence on risky sources, and rethink strategies of lean inventories and just-in-time replenishment, which can be crippling when material shortages arise.

This article provides advice to make your supply chain more resilient without sacrificing competitiveness. Start by mapping the full extent of your supply network to identify both direct and indirect sources. Determine how quickly those that are most vital for you could either recover from a disruption or be replaced by an alternative. Address the vulnerabilities by diversifying your suppliers or stockpiling essential materials. Explore production-process improvements or new technologies—such as automation, continuous-flow manufacturing, and 3D printing—that could lower your costs or increase your flexibility when faced with a shock. And revisit your product strategies: Offering consumers more choices isn’t always better.

Companies need to make their networks more resilient. Here’s how.

Idea in Brief

The problem.

Disruptions and shortages during the Covid-19 pandemic exposed weaknesses in global supply chains, which already faced threats from trade wars.

Many companies hadn’t rigorously identified and addressed hidden vulnerabilities.

The Solution

Thoroughly map your supply chain to uncover risks. To mitigate them, line up alternative supply sources in diverse locations or increase stocks of critical materials. Revisit your product strategies. And explore new manufacturing technologies that could increase flexibility and resilience.

When the Covid-19 pandemic subsides, the world is going to look markedly different. The supply shock that started in China in February and the demand shock that followed as the global economy shut down exposed vulnerabilities in the production strategies and supply chains of firms just about everywhere. Temporary trade restrictions and shortages of pharmaceuticals, critical medical supplies, and other products highlighted their weaknesses. Those developments, combined with the U.S.-China trade war, have triggered a rise in economic nationalism. As a consequence of all this, manufacturers worldwide are going to be under greater political and competitive pressures to increase their domestic production, grow employment in their home countries, reduce or even eliminate their dependence on sources that are perceived as risky, and rethink their use of lean manufacturing strategies that involve minimizing the amount of inventory held in their global supply chains .

• Willy C. Shih is a Baker Foundation Professor of Management Practice at Harvard Business School.

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Course info.

• Prof. David Simchi-Levi

Departments

• Engineering Systems Division
• Civil and Environmental Engineering

As Taught In

• Operations Management
• Supply Chain Management
• Systems Engineering

Learning Resource Types

Logistics and supply chain management, assignments.

Textbook questions are from:

Simchi-Levi, David, Xin Chen, and Julien Bramel. The Logic of Logistics: Theory, Algorithms, and Applications for Logistics and Supply Chain Management . 2nd ed. New York, NY: Springer, 2004. ISBN: 9780387221991.

Assignment 1

Answer textbook questions 6.2 and 6.6 and additional homework questions A-1 and A-2.

Assignment 2

Answer additional homework questions A-3 and A-4.

Assignment 3

Answer textbook questions 6.1, 6.5, and 6.7.

Assignment 4

Answer textbook questions 8.4, 8.5, 8.7 and 8.8.

Assignment 5

Answer textbook questions 10.2, 10.3, and 10.5.

Power-of-Two ( PDF )

Additional Homework Questions

A-1) A London based company purchases two raw materials from the same supplier. There is a fixed cost of $2.50 associated with each replenishment order, independent of how many items are involved. The purchasing agent feels that because of relatively high cost, he will always include both items in an order. That is, the item replenishments are coordinated. The characteristics of the items are as follows: The demand for item 1 is 2000 units per year and the inventory holding cost is $0.20 per unit per year. Similarly, demand for item 2 is 1000 units per year and the inventory holding cost is $0.08 per unit per year.

Under the coordinated control, let T be the time in years between replenishments. Find the best value of T and the order quantity for each item. Assume shortage is not allowed.

A-2) In the classical EOQ model assumes that when we order Q units, we receive our order in two parts. The first part arrives immediately and contains α Q (0 < α ≤ 1) and the second part arrives T units of time after the first part and contains the rest of the order ((1−α) Q ). If shortage is not allowed what is the optimal order quantity, Q ?

A-3) Prove that the worst-case bound for heuristic developed in class for the single-warehouse multi-item model is tight. That is, construct an example for which the cost of the heuristic is twice the cost of the optimal solution.

A-4) Consider a multi-item model with n products, each of which with parameters, D i , K i and h i . Let αi be the space taken by one unit of product i. The company needs to lease space and ϒ is the annual leasing cost. The objective is minimize the long run average inventory carrying and ordering cost plus a leasing cost proportional to the space needed for the warehouse. Develop a heuristic and analyze its worst-case performance.

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MS Global Supply Chain Management (MSGSCM)

Master of science in global supply chain management.

The USC Master of Science in Global Supply Chain Management program uniquely prepares you for an increasingly global, complex, and ever-evolving world in supply chain management. We offer a world-class academic foundation in supply chain management with real-world applications in the form of live projects for leading companies as well as international and domestic site visits. 

Our global supply chain program has two delivery options. The Residential Program is designed for new professionals and recent college graduates to complete their degree at USC’s main campus in Los Angeles, the nation’s largest international trade hub. The Executive (Online) program offers working professionals the flexibility required to complete their degree while working full-time. Whether you have 10 years of experience working in supply chain, logistics, or have just graduated, the Master of Science in Global Supply Chain Management is flexibly designed around your academic and professional goals.

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On-Campus Program

The on-campus program is designed for students who wish to engage with faculty and peers in a traditional classroom setting. Classes will be taught Monday-Friday at the University Park Campus in Los Angeles. The program is typically completed in four semesters (fall, spring, summer and fall) at the USC campus.

Campus Culture There’s no better place to study and explore supply chain, logistics, and distribution than Los Angeles, the second-largest city and gateway to the Pacific Rim.

Live Industry Projects Not just a case study, these hands-on projects allow you to gain valuable experience within the supply chain industry. You will work on real time research and projects with local industry leaders to develop and create solutions on current supply chain issues.

Experiential Learning Trip Students will travel to a dynamic international supply chain hub, such as Singapore, Hong Kong, or Shanghai, for a week-long intensive experiential learning trip. Students will learn from local industry experts and tour cutting-edge companies and infrastructure projects.

Online Program

The Master of Science in Global Supply Chain Management for Executives (Online) program is designed to facilitate the needs of working professionals who wish to expand their knowledge of the rapidly-changing world of global supply chain management. This 30-unit program is designed to be completed in 4 semesters.

Attend Class Anywhere With the Executive program, you can attend that trade conference in Australia and sign in to class the same day. Attend live during class, then re-watch lectures and class recordings on demand. Online courses are transmitted from studio classrooms via an extensive internet-delivery system to enable the students to access their classes from anywhere.

Rigor & Collaboration Lectures are also made accessible for the entire semester, allowing students to go back and review a complex lesson or prepare for exams. All classes are taught in English. Students will be required to work in online teams and are encouraged to interact with the instructors and their classmates.

Experiential Learning Trip Students will have the opportunity to partake in two experiential learning trips. During winter break of their first year, students will travel to a dynamic international supply chain hub, such as Singapore, Hong Kong, or Shanghai, for a week-long intensive experiential learning trip. Second-year students will come to the Los Angeles campus towards the end of the fall semester for an industry project and graduation ceremony.

PROGRAM PROFILE - ONLINE

Pacing:  Full-Time (Part-time option available for some U.S. citizens)

Program Length:  16 months

Format: Online

Class Schedule: Weekdays online

Student Profile:  Mid-career to senior-level professionals

STEM Designation: For international applicants, this program is not eligible for the OPT-STEM extension

PROGRAM PROFILE - ON-CAMPUS

Pacing: Full-Time

Program Length: 16 months

Format: In-Person

Class Schedule: Weekdays on campus.

Student Profile: Early-career and mid-career professionals

STEM Designation: For international applicants, this program is eligible for the OPT-STEM extension

MS GSCM PROGRAM BENEFITS

All students work on real industry projects to earn their Lean Six Sigma Green Belt through our collaboration with the Randall R. Kendrick Global Supply Chain Institute and prepare for the digital transformation through core courses and electives covering supply chain analytics, blockchain, and artificial intelligence. In addition, our program is a joint program offered by the Marshall School of Business in collaboration with the Viterbi School of Engineering, which are two top-ranked professional schools at the University of Southern California and we are currently the Number 1 Ranked Online Graduate Business Degree Program with U.S. News & World Report 2021.

Top-Tier Academics

USC's master degree in Global Supply Chain Management's combines a business education similar to an MBA with the strong and functional knowledge expected from a Master Degree in Supply Chain Management or Logistics. Students will gain a complete understanding of subjects like strategic procurement, outsourcing, logistics and distribution, the role of information technology in managing global supply chains and how these impact the process of developing new products.

Unmatched Access to Industry

Through the Randall R. Kendrick Global Supply Chain Institute, students benefit from unparalleled access to the largest global network of industry professionals. Students can attend round-tables and listen to speakers or take part in events like the Institute's Annual Global Supply Chain Excellence Summit and Industry-Network Connect (INC) networking night.

Experiential Trips

Students will travel to a dynamic international supply chain hub for a week-long intensive experiential learning trip. Students will learn from local industry experts and policymakers, tour cutting-edge companies, facilities, and infrastructure projects as well as conduct their own research and presentations. At the end of the program, students will also spend a week visiting the highly-restricted facilities of companies like UPS, Walmart Distribution Center, and Performance Team in Los Angeles

Live Projects

Moving far beyond case studies, USC Supply Chain students gain valuable experience within the supply chain industry by taking part in real-time research and projects. Conducted in partnership with major companies and industry leaders, students develop and discover solutions to challenging supply chain issues.

Certifications

As part of the program, all students have the opportunity to further enhance their education by completing a Lean Six Sigma supply chain management certificate course offered by the Randall R. Kendrick Global Supply Chain Institute.

STEM Eligible

Our program is a STEM Designated Degree Program according to the US Department of Homeland Security. This allows international students wishing to work in the US the benefit of 36 months of full work authorization after graduation.

Program Rankings

Best Online Master’s in Business Programs

Best Online Master’s in Supply Chain Management

Best Master’s in Supply Chain Management

Top North American Supply Chain Graduate Program

Global Supply Chain Curriculum

Core courses for the on-campus program.

DSO 547: Designing Spreadsheet-Based Business Models Application of decision analysis, simulation and optimization techniques to managerial problems. Learn how to create and present useful spreadsheet models to analyze practical business models.

DSO 549: Application of Lean Six Sigma Application of Six Sigma practices and techniques to improve operations in organizations.

DSO 557a: Global Supply Chain Management in International Settings Study of global logistics infrastructures - water, rail, road, and air - through readings, team research and presentation, international site visits, and final written report.

DSO 557b: Global Supply Chain Management in International Settings The influence of value-added services and regulatory issues on suppliers and supply chains. Readings, team research and presentation, site visits (LA), and final written report.

DSO 581: Supply Chain Management Issues in supply chain management. Supply chain performance and dynamics. Tools for planning, control and coordination. Supply chain design and strategy.

DSO 595: Internship in Data Sciences or Operations Supervised on-the-job business experience in the student's area of interest (Curricular Practical Training).

GSBA 534: Operations Management Formulation, modeling, analysis, and optimization of business decision problems; survey of concepts and techniques necessary to manage the operations function of the firm.

GSBA 542: Communication for Management Internal and external communication, research methods, reports for decision-making, oral presentations and briefing, strategies to assure communication; field studies.

ISE 583: Enterprise Wide Information Systems The role of enterprise resource planning systems (ERPs) in an organization and the task of implementing and managing the IS function.

DOWNLOAD SAMPLE CURRICULUM

Core Courses for the Online Executive Program

DSO 520: Logistics Management Gives students a managerial knowledge of basic logistics concepts and principles. Some topics include management of logistics cost integration, transportation, distribution, and customer service.

DSO 549: Application of Lean Six Sigma Application of Six Sigma practices and techniques to improve operations in organizations. Live company project component.

DSO 580: Project Management Applications of systems theory and concepts, matrix organizational structures, PERT/CPM project modeling, and management information systems to the management of complex and critical projects.

APPLICATION DEADLINES

Rolling Review until July 7, 2024. Applications received after the Round 4 deadline will be reviewed on a rolling basis until the Fall 2024 Cohort is full or the final deadline passes.

*Round 4 Deadline (April 17, 2024): On-Campus International Students Final Deadline

APPLYING TO THE MS GSCM PROGRAM

Visit the institute, randall r. kendrick global supply chain institute.

The MS GSCM Program collaborates with the Randall R. Kendrick Global Supply Chain Institute (Kendrick GSCI) where they connect the world of Global Supply Chain Management through the utilization of Network, Education, and Advanced Research (NEAR). The Institute provides our students with industry projects, conferences, industry network events, lunch and learns, speaker’s series, international symposiums, and supply chain summits. Capitalizing upon its global network, industry experience, and renowned faculty, The Kendrick GSCI provides those technical skillsets and critical knowledge to set the benchmark for world-class global supply chain management. We cultivate and nurture supply chain professionals who are spearheading positive impact and transformations into more resilient and agile organizations.

The USC Marshall Randall R. Kendrick Global Supply Chain Institute (Kendrick GSCI) exists to help predict, mitigate, and alleviate supply chain disruptions and risks. We are capitalizing upon our global network, industry experience, and renowned faculty, through Network, Education, and Advanced Research (NEAR).

MS GSCM STUDENT LIFE

Lunch and learns.

Monthly presentations from a variety of world-renowned companies about their culture and job opportunities. Lunch and learns provide students with direct connections to leaders in the field and gives them the chance to network beyond the classroom. 

Global Supply Chain Club

The GSCM program oversees a student organization called the Global Supply Chain Club, which was formed to connect its members with industry executives to facilitate career growth, relationships and build a sense of community among both online and on-campus MS GSCM students.

Case Competitions

GSCM students participate in various case competitions around the world including the Deliotte Supply Chain Case Competition, GSCMI Spring Conference and Intercollege Case Competition, APICS Student Case Competition, etc.

Marshall Student Organizations

USC Marshall has 40 graduate student organizations. Organizations range from community outreach, diversity and affinity groups, career clubs, and social and athletic organizations. Thanks to these organizations, students are able to expand their network to other USC Marshall graduate programs and connect with corporate contacts. Club activities take place during the day, evenings and weekends, and can include networking opportunities, social events and company visits.

https://www.marshall.usc.edu/trojan-network/student-organizations

REQUEST INFORMATION

For more information about this program, please fill out the form below. If you have further questions you may EMAIL the admissions team directly.

Why Marshall - GSCM

Program showcase: msgscm, ms gscm faculty, message from the director: nick vyas.

As the Academic Director of the Master of Science in Global Supply Chain Management (MS GSCM) Program and Founding Director of the Randall R. Kendrick Global Supply Chain Institute, I welcome you to the Global Supply Chain program.

Our global supply chain courses and innovative state-of-the-art electives expand the horizon for our executive online and full-time residential students. Our global supply chain ecosystem focuses on Network, Education, and Advanced Research (NEAR). This ecosystem consists of week-long experiential trips to Singapore, Malaysia, and Los Angeles, supply chain summits, international symposiums, industry projects, research, speaker’s series, lunch and learn, and dozens of industry networking events. In addition to events, our students also receive the lean six sigma green belt certification at the completion of the program.

Our faculties are committed to providing exceptional analysis on current micro and macro analysis of the supply chain integrated with hands-on live projects and case studies. This program aims to ensure that your 16 months of investment in the MS GSCM program will help you diffuse 16 years of the industry learning curve. Our executive online program has been ranked #1 with U.S. News World Report (2023, 2022, 2021) for three consecutive years, and the residential program is ranked #5 with QS World Rankings (2023) and #5 in Gartner (2022). 

In the MS GSCM program, our students will graduate with the skills, knowledge, and resources that will help elevate and advance their careers in the industry. In addition, as part of the trojan family, the long-term relationships students develop in our Institute network will last a lifetime.

Greys Sošić

• Senior Vice Dean of Faculty and Academic Affairs
• E. Morgan Stanley Chair in Business Administration
• Professor of Data Sciences and Operations

Greys Sošić holds a PhD from the University of British Columbia, and a master's and a bachelor's degree from the University of Zagreb, Croatia. Her research interests include supply chain management, sustainability, competition and cooperation in supply chains, with emphasis on coalition stability. Her work has been published in Management Science, Operations Research, M&SOM, and POMS. Greys is an Associate Editor for Operations Research and POMS, and a Department Editor for IISE Transactions. She has received Dean's Awards for Research Excellence and IISE Transactions Design & Manufacturing Best Paper Award. She has been teaching courses on supply chain management, sustainability, and sourcing.

Murat Bayiz

• President of the Marshall Faculty Council
• Professor of Clinical Data Sciences and Operations

Murat Bayiz is a Professor of Clinical Data Sciences and Operations at Marshall School of Business. He has more than two decades of combined management consulting and academic experience and specializes in operations strategy.

Ashok Srinivasan

• Associate Professor of Clinical Data Sciences and Operations

Ashok Srinivasan's research interests include supply-chain management, nonprofit management, and productivity analysis. His research has appeared in Management Science , Operations Research , European Journal of Operational Research , and Managerial and Decision Economics , including "Leadership and Competition in Network Supply Chains," with P. Majumder, that appeared in Management Science in June 2008.

• ALL GSCM FACULTY

MS GSCM NEWS AND INSIGHT + ANALYSIS

Quoted: nick vyas in south china morning post .

VYAS , founding director Randall R. Kendrick Global Supply Chain Institute, tells the South China Morning Post that many US ports can handle additional cargo traffic, but any unforeseen event could upend current logistics planning.

Marshall Faculty Publications, Awards, and Honors: March 2024

We are proud to highlight the amazing Marshall faculty who have received awards, recognitions, and publications for their groundbreaking work.

Quoted: Nick Vyas in The Times of India 

During his recent visit to Mumbai, VYAS , the Founding Director Randall R. Kendrick Global Supply Chain Institute, discusses with The Times of India the important contributions of Indian students and faculty to Marshall.

Quoted: Greys Sošić in Los Angeles Business Journal

Sošić , senior vice dean of faculty and academic affairs and professor of data sciences and operation,  speaks to LA Business Journal about the risks and benefits of centralized inventory business models in supply chain management.

Supply Chain Students Explore New Developments in Vietnam

Students from the Kendrick Global Supply Chain Institute traveled to Ho Chi Minh City in Vietnam for the chance to see firsthand how the country has revolutionized their logistics industry.

Sustainability and Geopolitics: The Global Supply Chain Institute Tackles The World’s Most Pressing Issues

Professors Nick Vyas and Greys Sošić believe the supply chain institute has more to teach than turning a profit.

Interview: Nick Vyas on CGTN

VYAS , associate professor of clinical data sciences and operations, makes the case for China's continued strength in the global economy despite a tumultuous start to the '20s.

Quoted: Nick Vyas on FashionDive

VYAS , associate professor of clinical data sciences and operations, asserts that the fashion industry writ large would be wise to reimagine their approach to supply chain and delivery.

Quoted: Nick Vyas in the Los Angeles Business Journal

VYAS , associate professor of clinical data sciences and operations, offers a number of key supply chain and logistical considerations in an LABJ piece looking at a Santa Monica start-up in the microfulfillment space.

STAY CONNECTED

Ms gscm information sessions.

UPCOMING EVENTS

Stay Informed + Stay Connected

Global Supply Chain Management

44-701844-BF

Module Guide

Sheffield Business School

Module Overview

What’s this module about.

In today’s globally competitive environment, companies are looking at all aspects of their business model to reduce costs and improve the customer experience. To compete in the global markets, the need for continuous improvement across the entire order fulfilment process is constant. The importance of supply chain management is, therefore, more critical today. The competitive environment throughout the world requires knowledgeable people that understand the entire value chain from raw materials to the delivery of products to the consumers. Today’s supply chain manager requires people who are capable of managing tradeoffs throughout the supply chain to deliver the best value to consumers. Exposure to and understanding the ever-evolving strategies to address these business challenges, including adopting technology supporting automation to improve supply chain performance, will allow graduates to manage and run their businesses more effectively.

How will this module deliver the relevant industry sector skills and competencies?

This module will prepare students with numerical and analytical skills critical in managing global supply chain operations. The module is designed to help students improve their communication and presentation skills.

What is the current research context that this module applies?

The module content has been developed upon contemporary theories and implications from empirical research in areas of supply chain management, international business, international marketing. Publications of the module teaching team are embedded in teaching materials in topics of global production, global sourcing, global distribution.

How is internationalisation delivered and applied within the module?

This module examines the supply chain management practices of firms in different countries. The module provides students with knowledge of characteristics of sourcing networks, distribution channels and logistic services in different markets. This enables students to develop skills to manage operations in international contexts.

How does this module embed Principles of Responsible Management Education?

Responsibility is embedded in many topics of the module. For example, the topic “Global sourcing” provides students with excellent and bad examples of firms’ social corporate responsibility in global sourcing and its consequence on their reputation and financial performance. The topic “Managing sustainability in global supply chains” provides students with a model of sustainable performance. Social corporate responsibility is one of three critical pillars for a firm’s sustainable development. This encourages students to develop ethical attitudes in doing business.

How will this module be delivered?

The delivery pattern includes a lecture (one-hour live lecture and 30 minutes live Q&A) and seminar  (1.5 hours).

The learning materials (e.g. lecture slides, journal articles, seminar slides) will be available on the Blackboard site.

Assessment Package: One individual assignment.

How will Blackboard be used with this module?

BB will be used to upload materials used in the module, including module learning guide, lecture slides, Seminar activities, and to communicate with students via announcement, email, blog, and group discussion.

How will student feedback be obtained on this module, and how will this be used? Ongoing informal feedback will be offered on an ongoing basis, whereby at the end of each seminar, the tutors will be available to provide informal feedback and discussion about student progress on an individual basis.

Formal feedback will be provided in written form for the individual written assessment Feedback will be provided in line with SHU’s assignment feedback policy.

Schedule of Study

Reading and directed study

Students should endeavour to read each week’s directed reading as a minimum. If the key textbooks are not available, the topics covered may be found in other textbooks in the supplementary and alternative reading list. Additional reading will provide further background to the topic for those students who wish to explore it in more depth. If unsure – ask your tutor.

Assessment Task

Instructions To Students For Submission Of This Coursework

Task Details:

You are required to “ Critically analyse global supply chain management practices of three global companies in an industry of your choice. Based on your critical analysis, provide managerial implications for global supply chain management of firms in that industry.”

Particular instructions to students:

Word length: 4000 words (10% more or less is acceptable).

You are expected to apply relevant concepts and theories delivered in the module from both parts: at least one topic from the fundamental supply chain issues (topic 1 to 5) and one topic from the global supply chain issues (topic 7 to 10). The assignments that cover issues from only one part (either fundamental supply chain issues or global supply chain issues) are considered inadequate. Following APA referencing style for this assignment is mandatory.

Submission requirements

The assignment must be submitted on Blackboard  (both main submission point and Turnitin) before 3:00 pm on 05 May 2022.

Study Skills Support

University support for English academic writing skills

Feedback & Feed-forward Strategy and how students can access their feedback

Oral feed-forward feedback will be given in the individual meeting between the student and tutor in the last seminar class.

Written feedback will be provided three weeks after submission.

Assessment Criteria

MODULE PROGRAMME

Topic 1– Overview of Supply Chain Management

Session Aims

• To introduce key issues relating to learning and assessment of the module
• To understand key concepts/ theories and models of supply chain and supply chain management, and explore the components of supply chain
• To evaluate different supply chain strategies
• To consider how companies can achieve competitive advantage through the management of their global supply chains

Core Reading

Krajewski et al. (2013) Operations Management: Process and Supply Chains: Global Edition, 10th Edition, Pearson, New Jersey, Chapter 1, Chapter 10

Heizer, Jay & Render, Barry (2014) Operations management: sustainability and supply chain management

11th edition. pearson, chapter 11.

Chopra and Meindl (2013) Supply Chain Management: Strategy, Planning, and Operation, 5th Edition, Pearson, New Jersey, Chapters 1 and 2

Fisher, M.L. (1997), “What is the right supply chain for your product?”, Harvard Business Review, Vol. 75 No. 2, pp. 105-116.

Seminar activities: Introduction of the module, assignment discussion, looking for recent news related to GSCM and sharing it with the class

Topic 2–Demand Forecasting and Supply Chain Planning

• To understand the components of demand forecasting
• To understand various forecasting methods and forecasting errors
• To understand the components of Aggregate Planning, Sale and Operations Planning
• To understand different planning strategies

Core reading

Krajewski et al. (2013) Operations Management Process and Supply Chains, 10 th edition, Pearson, New Jersey, Chapter 14, 15, and 16

11th edition. Pearson, Chapter 4

Chopra & Meindl (2013) Supply Chain Management: Strategy, Planning, and Operation, 5 th edition, Pearson, New Jersey, Chapters 7, 8, and 9

Seminar activities: Please check the BB site

Topic 3 – Operations management

Session Aims                                              

• To understand operations strategies such as Pull and Push
• To identify conditions for which operations strategy would be best suited
• To understand how to employ operations strategies in practice
• To understand different manufacturing strategies such as Make to Order, Make to Stock,
• To understand different manufacturing systems Lean, Agile
• To understand different quality management approaches.

Krajewski et al. (2013), chapter 3,4,5 and 8

Heizer&Render (2014), chapter 12

Greasley (2009) Operations Management,2 nd edition, Wiley, chapter 13

Gunasekeran, A, Forker, L and Kobu, B (2000) Improving operations performance in a small company: a case study, International Journal of Operations and Production Management, 20(3) pp316-335

Topic 4- Order Fulfilment & Inventory Management

• To understand the components of the order fulfilment process
• To understand the appropriateness of different inventory management techniques in different scenarios
• To understand different warehousing operations methods
• To understand the tradeoff between warehouse location, inventory and customer service performance

Krajewski, et al., (2013), Operations Management: Processes and Supply Chains. 10 th edition, Pearson, New Jersey, Chapter 9, 12.

Topic 5 – Supply Chain Performance and Sustainability

• To understand key measures of supply chain performance and sustainability
• To understand the SCOR model used to manage the performance of supply chains
• To understand current theories and models to manage the sustainability of a supply chain
• To analyse sustainability as a source of competitive advantage in the supply chain

Krajewski, et al., (2013), Operations Management: Processes and Supply Chains. 10 th edition, Pearson, New Jersey, Chapter 10 (measures of supply chain performance)

Krajewski, et al., (2013), Operations Management: Processes and Supply Chains. 10 th edition, Pearson, New Jersey, Chapter 12 (managing sustainable supply chains)

Gopalakrishnan, K., Yusuf Y., Musa A., AbubakarTijjani, and Ambursa H. (2012) Sustainable supply chain management: A case study of British Aerospace (BAe) Systems , International Journal of Production Economics, 140, pp193-203

Carter, CR, Rogers, DS (2008) A framework of sustainable supply chain management, moving toward new theory, International Journal of Physical Distribution and Logistics Management, 38(5), pp360-387

Useful link

http://www.theguardian.com/sustainable-business

Topic 6 – Theories and research in SCM

Reading week

Croom, S., Romano, P. and Giannakis, M., 2000. Supply chain management: an analytical framework for critical literature review. European journal of purchasing & supply management, 6(1), pp.67-83.

Halldorsson, A., Kotzab, H., Mikkola, J.H. and Skjøtt-Larsen, T., 2007. Complementary theories to supply chain management. Supply chain management: An international journal, 12(4), pp.284-296. Read Halldorsson et al. (2007) and answer the below questions:

• What SCM activities/areas the agency theory is relevant to apply?
• What SCM activities/areas the resource-based view theory is relevant to apply?
• What SCM activities/areas the transaction cost theory is relevant to apply?
• What SCM activities/areas the network theory is relevant to apply?

Power, D., 2005. Supply chain management integration and implementation: a literature review. Supply chain management: an international journal, 10(4), pp.252-263.

Seuring, S. and Müller, M., 2008. From a literature review to a conceptual framework for sustainable supply chain management. Journal of cleaner production, 16(15), pp.1699-1710.

Topic 7- Strategic Management of Global Operations

This session provides you with knowledge of global operations strategy and how to design a global supply network, where to locate facilities. It helps you understand how large corporations organise and manage their global supply chain network.

• To understand different global operations strategies and supply chain configuration approaches
• To consider the factors influencing global supply chain configuration and network design decisions
• To explore how to design a global supply chain network
• To evaluate risks to be considered when designing global supply chain networks
• To evaluate how organisations manage their global supply chain network

Pham, T. S. H., Darabi, F., and Wilmot, N.V. (2016) International Supply Chain Case Study in Christensen, B. (ed) Handbook of Research on Global Supply Chain Management. IGI Global, Pennsylvania 

Heizer, Jay & Render, Barry (2014) Operations management: sustainability and supply chain management, 11 th edition, Pearson, Chapter 11

Krajewski, et al., (2013), Operations Management: Processes and Supply Chains. 10 th edition, Pearson, New Jersey, Chapter 11

Chopra and Meindl (2013), Supply Chain Management: Strategy, Planning, and Operation, 5th Edition, Pearson, New Jersey, Chapters 5 and 6.

Mahutga (2011) “When do value chains go global? A theory of specialisation of global value chains”, Global Networks, Blackwell   Publishing

Topic 8- Global Sourcing        

• To understand – Make or buy decision
• Different approaches to procurement
• Strategies to reduce procurement cost
• Supplier relationship management
• To understand factors need to be considered when deciding on global sourcing location.
• To understand costing factors in global sourcing.
• To understand the typical governance mechanisms in global sourcing.

Douglas M. Lambert Matthew A. Schwieterman, (2012),”Supplier relationship management as a macro business process”, Supply Chain Management: An International Journal, Vol. 17 Iss 3 pp. 337 – 352

Dotun Adebanjo Francis Ojadi Tritos Laosirihongthong Matthew Tickle, (2013),”A case study of supplier selection in developing economies: a perspective on institutional theory and corporate social responsibility”, Supply Chain Management: An International Journal, Vol. 18 Iss 5 pp.553 – 566

Gottfredson, M&Puryear, R &Phillips, S.2005. Strategic Sourcing From Periphery to the Core, Harvard Business Review

Gereffi, G, Humphrey, J and Sturgeon, T (2005) The governance of global value chains, Review of International Political Economy, 12(1), pp78-104

Miguel Hernández-Espallardo Augusto Rodríguez-Orejuela Manuel Sánchez-Pérez, (2010),”Inter-organisational governance, learning and performance in supply chains”, Supply Chain Management: An International Journal, Vol. 15 Iss 2 pp. 101 – 114

Jeffrey Wang Prakash J. Singh Danny Samson Damien Power, (2011),”Sourcing from China: experiences of Australian firms”, Supply Chain Management: An International Journal, Vol. 16 Iss 6 pp. 419 – 427

K.W. Platts N. Song, (2010),”Overseas sourcing decisions – the total cost of sourcing from China”, Supply Chain Management: An International Journal, Vol. 15 Iss 4 pp. 320 – 331

Topic 9- Global Distribution

• To understand different distribution channels and sale  models
• To understand different strategies to distribute products to foreign markets.
• To understand the structure of international distribution network and export operations
• To understand contemporary issues, including the application of Omni-Channel Retailing and return management in Global distribution

Skijott-Larsen et al. (2007) Managing Global Supply Chain, chapter 5,

West (1989) Managing Distribution and Change, Wiley, chapter 5

Topic 10- Global Logistics

• To explore the strategic importance of a sound global logistics strategy
• To consider the role of inbound and outbound logistics within global supply chain management
• To understand the practical implications of delivering shipments across international borders
• To evaluate different shipment methods, including the use of INCOTERMS
• To consider the strategic decisions when considering working with 3PL/4PL logistics providers

Mangan, J, Lalwani, C and Butcher, T (2012) Global Logistics and Supply Chain Management, 2nd Edition, John Willey & Sons Ltd, Chichester, Chapters 6, 7, 8 and 17.

Grant (2012), Logistics Management, Pearson, New Jersey, Chapters 1, 11 and 13.

Yu, Lanfeng (2011) “Logistics Barriers to International Operations: A Case Study of Japanese Firm in China” 2011 International Conference on Economics and Finance Research IPEDR vol.4 (2011) © (2011) IACSIT Press, Singapore.

Topic 11 – Assignment Support

• To discuss the assignment and assessment criteria

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