Module description

International Business Consulting (IBC)

Logistics Management

Recommended prior knowledge

Kenntnisse aus der ABWL, ergänzt um Teilbereiche des Cost Management und des Marketing.

Teaching Methods Seminar
Learning objectives / competencies

Ebenso wie bei den anderen Modulen besteht auch hier das modulbezogene Ziel nicht in einer bloßen Addition vorlesungsbezogener Ziele.  Der Zielkatalog umfasst vielmehr

- das Erkennen die der Logistik inhärenten Gestaltungsmöglichkeiten

- das Aufzeigen leistungs- und kostenbezogene Konsequenzen der Gestaltungsoptionen auf funktionaler Ebene

- die Dokumentation der Gestaltungsoptionen auf ihre unternehmerische Wirkungsweise, ausgedrückt z.B. durch KPI wie Lieferbereitschaftsgrade, Return on Investment o.ä.

Learning Outcomes:

Expertise zum Consulting in den Feldern der

- Intra-Logistik

- Inter-Logistik

Duration 1
SWS 6.0
Classes 67,5
Self-study / group work: 112,5
Workload 180
ECTS 6.0
Credits and Grades

Klausur (120 Minuten)

Die Modul-Note fließt gewichtet mit 8/90 in die Endnote ein.

Responsible Person

Prof. Dr. R. Fischer

Max. Participants 20
Recommended Semester IBC 1
Frequency jedes Jahr (WS)

Teilbereiche des Moduls können ebenfalls für das hochschuleigene Parttime-Prg. „General Management" genutzt werden.


Supply Chain Management

Type Seminar
SWS 2.0

Production and Operations Management

Type Seminar
Nr. IBC-06-01
SWS 2.0
Lecture Content

Increasing volatile feedstock markets, exchanges rates and shorter product life cycles require flexible and agile organizations that are able to quickly adapt to changes in the environment. Managerial decision processes are becoming more complex and are demanding. This does not only require vast knowledge of business processes, but also the application of tools and models to take decisions in order to lead a successful organization.

This course emphasizes, from a management consultant's perspective, on managerial decision making and respective implementation of change in production and operations and the interrelationship with other functional areas of a corporation as well as with its suppliers and customers. The fundamental topics of this course include the Production System Design, Strategic and Operational Planning and Total Quality. Particular emphasis is given to the modern system of Lean Production and Just-in-Time logistic system.

As the Supply Chain Management course focuses in particular on IT-related problems, this course is intended to be more conceptual and thus helps to understand different perspectives and solutions for the numerous issues in operations management.

The students will have to make themselves familiar with the topics covered in the script, by reading and answering the questions related to the respective chapter.

Additional reading is required as basis for case studies in group-work help the students to actually apply the learned lessons. The respective results will be presented to the other students and the instructor.

The visit of a state of the art manufacturing facility helps to better understand the interrelationship of theory and practice. The observations are to be discussed in class.

Web-based Multiple Choice Questions support the self-controlled learning progress and help the students to identify and improve potential gaps.


Arnold, Tony, Introduction to Materials Management, 2nd edition, Eaglewood Cliffland, N.Y. 1996.

Ritman, Larry, Krajewski, Lee, Operations Management, Strategy and Analysis, 3rd edition, Reading (Massachusettes) 1993.

Womack, J.T., Jones, D.T., Ross, Daniel, The Machine that changed the world, New York, 1990.

Collins, Jim, Good to Great, 1st edition, Harper Business, New Nork, NY, 2001.

Modeling and Simulation

Type Seminar
Nr. IBC-06-02
SWS 2.0
Lecture Content

Simulation and modeling is getting more and more important to study a complex System, to measure its performance, to improve its operation or to evaluate different design decisions if it doesn't exist. Systems in this case could be built by manufacturing processes, by workflow systems, business processes or combinations of them. Today, powerful desk top computers and simulators make it possible to establish modeling and simulation as a standard tool in a company.

The class starts with an introduction into simulation and modeling in general and the Simio simulation software in particular. This includes an overview of the different simulation approaches and available modeling languages as well the basic concepts of the Simio simulation software.

The following major part gives you the opportunity to gather simulation experience by realizing a set of small case studies or labs.



  • Improving social competence by working in small international groups
  • Improving analytical skills


  • Understanding the essence of complex systems
  • Understanding the fundamental simulation concepts
  • Developing and analyzing simple models based on Simio
  • Understanding some statistical issues

Kelton, Smith, Sturrock, Simio & Simulation, Third Edition, McGraw-Hill 2013., C. Dennis Pegden, David T. Sturrock, Rapid Modelling Solutions: Introduction to Simulation and Simio.

Supply Chain Management IBC

Type Seminar
Nr. IBC-06-03
SWS 2.0
Lecture Content

Supply Chain Management is a strategic approach as well as a method to plan, operate, optimize and control such logistics' networks. This is supported by specially designed software systems (SCM-Tools).

The first part of the seminar is about the strategic aspects of SCM like the optimization of international Logistics' networks (e.g. procurement & distribution structures and processes) by modeling and simulation approaches tasking into account cost (e.g. transport, warehousing), capital employed (e.g. inventory, investments) and service level (e.g. delivery time) objectives. The important managerial perspective of "Make or Buy"-decisions is discussed as well, because outsourcing is an important option of modern Logistics. Furthermore process redesign and reengineering are introduced to the audience, as well as Supply Chain Controlling (SCC) based on predefined Key Performance Indicators (KPI) like the international used standard Supply Chain Operation Reference-Model (SCOR).

The second part of the seminar is dealing with the philoso-phy and the basic functions of operational Supply Chain Management like Demand Planning (DP), Advanced Production Planning and Scheduling (APS), Supply Network Planning (SNP), Available to Promise (ATP). The latter are supported by special SCM-Tools. Thus, the IS-aspects of Supply Chain Management are explained within a short introduction of common SCM-Tools like SAP-APO, i2-Rhythm and Wassermann-Way. Directly linked to the IS-aspects of SCM are the interfaces and connections between Supply Chain Management and e-Business / e-Commerce (B2B and B2C). Important is also the gap between the philosophy of SCM (planning and control of worldwide inter company networks) to the reality (optimization of intra and inter company value chains)

The whole seminar will be permanently enriched by up to date know-how from ongoing consulting projects in the SCM field to demonstrate the practical benefit of SCM-approaches in context of logistics consulting.

Three case studies in the fields of distribution structure, e-commerce and the operational planning aspect will be involved. The methods to be used are (among others) the calculation of "Transport Performance", deployment calculations and the use of "Multi Attributive Decision Making" (MADM). The results of the different groups are presented to the participants and discussed with the whole seminar.

Finally, two different case studies of current consulting projects, done by admoVa Consulting are presented to the participants (starting from the data evaluation up to the final recommendation) and will be discussed with the different groups. Furthermore, the students are instructed in the method of "Business Process Optimization" (BPO) and the "Supply Chain Operation Reference-Model" (SCOR).


Chopra, S.; Meindl, P. (2006): Supply Chain Management. Strategy, Planning, and Operation. 3rd Ed. Upper Saddle River.

Christopher, M. (1998): Logistics and Supply Chain Man-agement. Strategies for Reducing Cost and Improving Ser-vice. 2nd Ed. London.

Simchi-Levi, D.; Kaminsky, P.; Simchi-Levi, E. (2008): De-signing and Managing the Supply Chain: Concepts, Strategies and Case Studies. 3rd Ed. Boston.