Curriculum

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Curriculum

The RSM MSc in Supply Chain Management programme is one academic year’s duration. Core courses are compulsory and will be offered during the autumn semester (26 ECTS). Master electives (18 ECTS) are offered during the spring semester, of which one elective can be chosen from another MSc programme. It is also possible to replace one elective with an internship or business project. During the year, students work on a master thesis project (16 ECTS).

Please note that certain electives may be very popular. Although we can place most students in the elective(s) of their choice, there are no guaranteed places.

 

    • The course is a mix of lectures, case studies, and games. The lectures are meant to explain supply chain models and concepts making use of both qualitative and quantitative methods. Qualitative methods involve theoretical frameworks, conceptual analysis, and evaluation of solution strategies whereas quantitative methods involve mathematical analysis, probability theory and basic concepts of microeconomics. Case studies depict a business scenario at a certain existing company; in which complex supply chain management decisions need to be taken. The situation is often partly described from the perspective of one of the key players in the decision–making process; furthermore, a certain degree of urgency is present as well. A teaching case requires very thorough preparation by the participant. Finally, students will be required to play game in a supply chain context, which will involve strategic and operational decisions.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by dr. Q Kong and dr. M. Tekin.

    • The course addresses the following topics on sustainable global supply chains: Supply chain risk management, supply chain network design, responsible supply chains and closed-loop supply chains. Each of the four topics will be discussed in a couple of lecture sessions and will be tested by means of a team assignment. The exam will cover all topics.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by Prof. dr. RA Zuidwijk and dr. M Pourakbar

    • Success in a complex supply chain environment depends on your ability to make good decisions. This requires a systematic, data-driven and fact-based approach to decision-making and problem analysis. The same philosophy is also at the heart of scientific research. This course teaches you a variety of tools for business analytics and optimization modelling. You will explore the research that aims to solve decision problems in the supply chain management. Moreover, this course will prepare you for your thesis project, which starts in January.

      Specific subjects include:

      • Business analysis in Excel
      • Linear and integer programming
      • Optimization software: AIMMS

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      This course is taught by dr. T. Lu.

    • The Netherlands is well known for its expertise in distribution operations. Many American and Asian multinational companies have established their European logistics centre in the Netherlands, and it is the home base of many logistics service providers and operations. The logistics sector has a big impact on the Dutch economy. Warehousing and distribution are core businesses for many large and smaller firms. While most other courses in the SCM master focus primarily on external logistics and strategic issues, this course focuses on intra logistics (or facility logistics): process design and execution; operations, particularly those within facilities. External and intralogistics are strongly related and interdependent. We will address such questions as: what is the impact of a company’s physical distribution network on the intra logistics system, and vice versa? What storage systems should be used under which circumstances, what handling systems, what is the best layout, which information systems are appropriate, to which extent should processes be automated and robotized, and what is the resulting performance? Besides matters of system choice, operational storage and order picking strategies are also discussed.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by Prof.dr.ir. MBM de Koster

    • In its very essence, purchasing involves everything one receives an invoice for. But what is the more substantive definition of this business process, particularly from a management point of view? Over the years, numerous definitions have been provided for Purchasing and Supply Management (PSM). In broad strokes, one could depict the development of definitions over time as moving from more operational, to tactical, to more strategic. We define PSM as “The design, initiation, control and evaluation of activities within and between organisations aimed at securing inputs from suppliers at the most favourable conditions.” (Van Raaij, 2016; Wynstra, 2006).

      Central in any definition of purchasing and supply management is the process (at least as final objective) of acquiring inputs. As such, the economic transactions between actors are at the heart of purchasing and supply management. This is also the core difference with logistics or supply chain management, which focus on planning and controlling the amounts, routes and timing of flows of goods and services and associated information.

      As a management activity, purchasing and supply has a quite rich history. In the 18th century, the United East India Company (in Dutch: Vereenigde Oost-Indische Compagnie) already conducted make-or-buy analyses. While at a general level, the principles of purchasing and supply management may thus have remained largely the same; there are some particular areas of development in the last decade or so.

      There is a growing realization that purchasing and supply management can contribute not only to the ‘bottom-line’ of organisations, but also to the ‘top-line’. In other words, the buying organisation does not only seek to reduce costs but also to increase the revenue-generating potential of the acquired inputs.  Another development is that organisations place growing emphasis on strategy development at the level of so-called purchasing ‘categories’. More and more organisations apply an explicit approach to segmenting their spend in terms of characteristics such as financial importance and supply or technological risks, and apply explicitly differentiated strategies for the different segments.

      Last, but not least, PSM is changing due to the increasing digitalization. Digital procurement, or Procurement 4.0, brings new opportunities to the organisations, such as streamlined and simplified processes, data-driven purchasing decisions, and overall increased time for strategic activities. However, it also brings challenges: a complicated task to develop a suitable digital PSM strategy and choose appropriate IT solutions, but above all the need to rethink roles and skills of PSM professionals.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by Prof. dr. JYF Wynstra and A. Nikulina MSc.

    • This course prepares students for the design and execution of a research project in the area of supply chain management, in particular their thesis project.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      This course is taught by prof. E. van Raaij.

    • Great challenges, of economic, environmental and technical nature, are posed on companies in producing and delivering goods on demand, on the spot, right when and where customers demand them. Since production systems usually cannot follow the demand fluctuations instantaneously, distribution systems are required to bridge temporal and geographical gaps, and the gap in scale between production and consumption. The activities and decisions to be managed in such distribution systems are manifold and include distribution network design, the planning and managing of inventories deployed throughout the networks, linking sources and destinations through transportation, achieving coordination in channels. The rise of online retail and increasing urbanization poses new challenges in the last-mile and city logistics.  

      This course focuses on the analysis, planning, and organization of these activities. The analysis, planning, and organization of decisions and activities in distribution is a daunting task in its own right. The task is compounded by the dynamics in the business context such as globalization and the rapid proliferation of applications of information and communication technology. Contributions from several fields have shaped today’s vision on how to master the challenges of fulfilment of customer demand. This course takes an analytical perspective on how to organize for performance of distribution networks. It captures key factors in quantitative models, which it then analyzes, thereby uncovering important trade-offs and performance drivers in distribution networks.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by dr. R Kuik

    • When you care about what you do, you will enjoy your work more, create greater impact, and be more successful in being a force for positive change. But it can be difficult to identify what your passion is, where your competencies and skills will be useful, and which professional environment and culture are the best match for you. RSM Career Centre has therefore developed a course aiming to put you in the driver seat of your own career and to support you in identifying and preparing for your first career step after graduation. 
       
      Through several online modules, the “Your Future Career “ course will help you make crucial steps towards landing the best suitable internship or job. Your career development begins with personal reflection on interests and motivations, before moving on to developing knowledge of the job market, functions, companies and industries. Once you have targeted your role and sector, you will intensively work on preparing your internship or job applications.
       
      The course consists of several blended-learning online modules, which all have individual assessments and learning objectives. Through these modules you will:

      • explore your own personality, skills and competencies,
      • investigate industries, career paths and job opportunities
      • learn how to prepare a job application and an interview.

      To achieve this you will participate in several activities, including: creating a personal career plan, virtual job applications, online peer feedback interaction, mentoring, video interviewing and self-assessment.
       

      When you care about what you do, you will enjoy your work more, create greater impact, and be more successful in being a force for positive change. But it can be difficult to identify what your passion is, where your competencies and skills will be useful, and which professional environment and culture are the best match for you. RSM Career Centre has therefore developed a course aiming to put you in the driver seat of your own career and to support you in identifying and preparing for your first career step after graduation. 
       
      Through several online modules, the “Your Future Career “ course will help you make crucial steps towards landing the best suitable internship or job. Your career development begins with personal reflection on interests and motivations, before moving on to developing knowledge of the job market, functions, companies and industries. Once you have targeted your role and sector, you will intensively work on preparing your internship or job applications.
       
      The course consists of several blended-learning online modules, which all have individual assessments and learning objectives. Through these modules you will:

      • explore your own personality, skills and competencies,
      • investigate industries, career paths and job opportunities
      • learn how to prepare a job application and an interview.

      To achieve this you will participate in several activities, including: creating a personal career plan, virtual job applications, online peer feedback interaction, mentoring, video interviewing and self-assessment.
       

    • Modern supply chain management involves decision making in uncertain, dynamic, and complex environments. This course focuses on the use of simulation techniques to make better supply chain decisions under such conditions. For that purpose, the course combines relevant theoretical knowledge with immediate application of simulation techniques on computer-based tools.
      Real-life supply chains are represented in computer models and serve as a safe playground to study and evaluate supply chain decision making. We gain essential knowledge to improve supply chain performance.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by dr. ME Schmidt and dr. I. Bicer.

    • Over the past two decades, purchasing and supply management (PSM) has evolved from a clerical function focused on buying goods and services at a minimum price into a strategic function focused on value creation and achieving competitive advantage. Many manufacturing and service firms realize that PSM does not only impact financial performance, but also other aspects such as innovation and environmental performance. In this respect, firms need to consider not only the day-to-day operations of PSM, but also more value adding and strategic issues such as the alignment of purchasing strategy with corporate strategy, establishment of supplier partnerships, supply risk management, sustainability objectives in supplier selection, understanding the complexity of procuring services, etcetera.
       
      Specific subjects covered in this course include:

      • The strategic role of purchasing and the purchasing organization
      • Supplier relationship management and strategic partnerships
      • Supply risk management
      • Performance-based contracting

      In this elective course, we build on and extend the core course Purchasing and Supply Management BM05SCM), and prepare the students for their future career in purchasing by involving them in PSM-related projects of companies. During a seven-week period, our students work in groups of 4-5 on a real PSM-related problem of real organizations, and at the end they present their solutions in a seminar where all students of the course and participating organizations attend, followed by a networking drink in the campus bar.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by E. Haag and dr. K. Berends.

    • The forecasting of product demand, new product success, risk events, prices, costs and capacity dynamics is an important activity in every day decision making in companies throughout the supply chain. It directly affects inventory management, procurement and production decisions, logistics resources and financial planning, and thus has a strong impact on the performance of individual companies, as well as that of a supply chain as a whole. The Supply Chain Forecasting elective is about acquiring a robust understanding of common and advanced forecasting methods used in practice, and about training programming skills to apply these methods in practical situations.

      In particular, the following topics will be covered:

      • Forecasting methods based on smoothing
      • Econometric models, e.g., arima(x)
      • Machine learning techniques, e.g., decision trees, random forests, gradient boosting; and ensemble forecasting
      • Assessing the performance of forecasts
      • Forecasting intermittent

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by dr. J. van Dalen.

    • Pricing and revenue management focuses on how a firm should set and update pricing and product availability decisions across its various selling channels in order to maximize its profitability. In this course you will learn to identify and exploit opportunities for revenue optimization in different business contexts and survey current practices in different industries. You will review the main methodologies that are used in each of these areas, understand key concepts including the interaction between supply and demand, opportunity costs, customer response, demand uncertainty and market segmentation. Within the broader area of pricing theory, the course places particular emphasis on tactical optimization of pricing and capacity allocation decisions, tackled using quantitative models of consumer behavior (e.g., captured via appropriate price-response relations), demand forecasts and market uncertainty, and the tools of constrained optimization – the two main building blocks of revenue optimization systems.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      This course is taught by dr.ir. NAH Agatz

    • The seaport of Rotterdam is the main gateway to the European market, although it is much more than a node in which cargo is transferred between ship and shore. The quality and competitiveness of the port is determined by its position in networks, both at a local level, and at a global level. These networks are transport links with the other major ports in the world – Singapore, Shanghai, Dubai, New York/New Jersey, and the major ports in Europe Antwerp, Hamburg, Bremen, Le Havre, and multimodal transport links with the main destinations in the European hinterland. In addition, the port is also a network of industrial activity that facilitates a large number of supply chains with transport, storage, production and other activities. Finally, the port is embedded in a network of information exchange that enables safe and secure port operations, the efficient management of transportation in and around the port, and the smooth flow of goods through the port.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by Prof. dr. RA Zuidwijk

    • Operations Management (OM) encompasses a broad field of study, covering not only the design and management of processes in manufacturing and service organizations that create value for society, but also the search for rigorous laws governing the behaviors of physical systems and organizations. Encompassing such a broad range of topics, OM frequently overlaps with other academic streams, such as quality management, operations research (OR), finance, and marketing, and employs methods from these streams. In doing so, the methods employed in OM research are generally heavily oriented towards the development of normative (mathematical) models. This approach has proven to be highly valuable for the advancement of the field of OM, as these models enable us to explain and predict the impact of certain decisions and actions on supply chain outcomes. At the same time, because models always offer a simplification of reality they are subject to certain rigid assumptions that might not reflect reality accurately. For example, such models commonly assume that:
      •People are deterministic and predictable
      •People are independent •People are “stationary” (no learning, fatigue, or problem solving occurs)
      •People are not part of the product or service
      •People are emotionless
      •Work is perfectly observable

      As a result, these models often leave a substantial part of the variance in their outcome variable of interest unexplained. The field of Behavioral Operations Management (BOM) is driven by the departure from the assumption that all agents participating in operating systems or processes – ranging from decision-making managers to workers – are fully rational or at least act that way.

      More specifically, BOM explores the interaction of human behaviors and operational systems and processes. Specifically, it has the goal of identifying ways in which human psychological and sociological phenomena impact operational performance, as well as identifying the ways in which operations policies impact such behavior. In this course students will be exposed to studies and activities that demonstrate behavioral dynamics in a range of work contexts. Students will be encouraged to come up with examples of situations in which behavior impacts performance, and will analyze data to establish the impact of such behavioral effects. In-class discussions will enable a thorough understanding of the phenomena treated in each session, and offer students ideas about how the insights are applicable in many types of contexts.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by dr. M. Becker-Peth and dr. J. de Vries.

    • With the Circular Economy elective, you are taking the next step in sustainability strategies.

      Where most sustainability strategies today still focus on reducing a company’s negative footprint, in this course we will also look at making a pósitive footprint.
      Academically, this can be referred to as ‘regenerative sustainable development’. For business it means: instead of adding a burden to doing business as usual, we’re implementing a positive agenda to company strategies, business partnerships and customer relationships.

      An exiting and existing example is paint that cleans the air (produced by AkzoNobel), and during this course, we will look at several other examples in the market today and discuss concepts for the future. We will look into the business benefits ánd obstacles of implementing these alternative project and/or company strategies.

      Would you prefer to make a great business out of contributing to society and the environment, rather than just postponing the damage a company has on the environment or people? Then you are welcome to step into the Triple Top Line paradigm; the core of our theories and practice.

      You are happily invited to step forward with a daring proposal for your roadmap assignment, fiery debates in the lectures and bold ideas during the exercises.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by D. den Held

    • In this course we will focus on the procurement process and on value chain management in the healthcare sector. In many countries, healthcare represents one of the largest sectors of the economy; healthcare spend often amounts to 10% of a country’s GDP. This course builds on the key concepts as taught in the core course Purchasing & Supply Management (BM05SCM). This course expands into areas that are not only relevant in healthcare, but also in other sectors, such as services triads, performance-based contracting, best value procurement, European tendering, cooperative purchasing, and negotiation skills.

      In healthcare value chains two types of purchasing can be distinguished: purchasing of healthcare and purchasing for healthcare. In purchasing of healthcare, which is done by for instance healthcare insurers, ‘healthcare’ is the service that is purchased. In purchasing for healthcare a diverse set of goods and services is purchased (e.g. catering, temporary labour and medical equipment).

      A significant amount of money is spent in the healthcare industry on a yearly basis, which makes that there is a large potential for the purchasing profession to decrease spend, improve quality and increase innovation as well as efficiency. In this course we connect management theory about purchasing with specific characteristics of the healthcare industry.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by Prof. Erik van Raaij.

    • Companies of all kinds -- manufacturing or services – believe that their customers are most important and valuable assets. Strong customer focus is often identified as the most important

      differentiator between the best and the worst companies. Hence, managing customer experience and guaranteeing a certain service level is of paramount importance.

      Performance management in manufacturing and service companies is often complex because the performance is affected by coordination requirements among multiple resources and the customer. To understand the objective of this course better, consider “time” as the performance measure reflecting customer experience. For instance, in a manufacturing system, fulfilling a customer order in a timely fashion requires coordination among several resources such as, supplier (providing the raw material), planner (planning the machine capacity), scheduler (scheduling the job), worker (working on machine setup), and machine (processing the job). Therefore, lower is the coordination delays among the resources, better is the performance measure positively affecting the customer experience. Likewise, in a service system such as a restaurant, fulfilling a customer order in a timely fashion requires minimizing coordination delays among the tables (seating the customer), order takers (taking the order), and kitchen resources (preparing the food). Hence, to manage manufacturing and service system performance, there is a growing importance on analyzing the system and estimating the measures that are good indicators of customer experience such as customer “waiting time.”

      This course will focus on approaches to estimate the performance measures and design systems for superior performance. The complexities in managing customer performance are further increased because of the sources of uncertainties present in the system such as uncertain number of customer arrivals. The students will also learn approaches to manage system performance in the presence of business uncertainties. Through this course, the students will develop skills in building quantitative models for manufacturing and service systems, which can be analyzed rapidly to provide insights for decision making. We will also try to incorporate behavioural aspects of service and manufacturing operations in the quantitative models. The skills will be developed through a mix of concept lectures, cases, experimenting with software tools, and a course project.  Some prior exposure to simulation tools will be helpful to keep pace with the course learnings.

      The students will develop analytical thinking and learn to deal with practical issues while executing the course project, develop skills for quick performance analysis of systems, and also learn to develop managerial insights from models, which is an important skill to possess for executing complex on-the-job assignments in manufacturing and service organizations. The concepts discussed in each lecture will build on the learnings from the previous lectures. Hence, the students are advised to prepare thoroughly with the course material. A detailed course outline will be posted on Canvas. 

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by dr. Debjit Roy.

    • Commodities are critical in the global economy as they literally power the world, feed the planet and provide the essential inputs in all the devices (e.g. smartphones) and household appliances (e.g. shampoo) that make our lives easy. Commodity trading involves the transformation of commodities in time (through storage), space (through shipping) and form (through processing). Commodity trading firms (CTFs) such as Vitol, Trafigura and Cargill are for a large part responsible for the supply and delivery of commodities to their clients, often large manufacturing firms, in which they take upon (and offset) various forms of risks (e.g. price volatility, geopolitics, the weather, foreign currency exchange and operational risks such as delay in delivery) for their clients. Commodity trading thus involves highly dynamic information-intensive tasks and capabilities in the field of logistics, finance and technology.
      No better place to study this than in Rotterdam: Europe’s gateway for the global trade in physical commodities. Rotterdam forms the heart of the ARA-region (Amsterdam-Rotterdam-Antwerp), a global price reference point for crude oil and used as geographical benchmark in many commodity delivery contracts and freight prices. Commodity traders make use of the port to ship the commodities to markets and many have actual logistical assets (tank storage and warehouses) and processing operations (i. c. refineries)  in the port in addition to the trade desks, supply chain support functions, head offices or holdings in the city.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      This course is taught by dr. W. Jacobs and prof. R. Zuidwijk.

    • The Syrian civil war, the Ebola epidemic, hurricane Katrina, the Rohingya crisis, the earthquakes in Nepal and Haiti, the Japanese tsunami, the Indian Ocean tsunami, the HIV/AIDS epidemic,… the world has experienced many large humanitarian crises in past decades. Climate change, population growth, and rapid urbanization will likely only increase their frequency and impact in the future. At the same time, the world is still facing several substantial development challenges. For example, nearly 2 billion people still lack access to basic medicines and more than half the world population still lacks access to essential health services.
       
      These health and humanitarian crises come with extreme demands for logistics, technology, and operations management. Extreme in terms of operating conditions. Extreme due to the scarcity of resources. And extreme in terms of consequences for health and well-being. For example, managing disaster response is like organizing the next Olympic Games without knowing where it will take place, when it will take place, and how many people will come. Though this seems pretty impossible, the way response is being prepared and managed is a matter of life and death for many. Similarly, increasing access to medicines and health services in low and middle income countries is about addressing a disproportionally heavy burden of disease with very limited resources (doctors, clinics, outreach/vaccination teams, transportation, infrastructures, money…). Maximizing the effectiveness of available resources is hence key, which is exactly what logistics, technology, and operations management is about.
       
      This course provides an introduction to the important field of Health & Humanitarian Logistics and corresponding UN Sustainable Development Goals (SDGs). Though it covers some theory, the main focus will be on learning by doing. In case studies, a simulation game, and individual and group exercises, you will work on real and complex challenges related to disaster relief, medicine supply chains, and health service delivery in low and middle income countries. Examples include: Where should one locate warehouses to pre-position relief goods? What/how much to stock there? What logistics network should one set up to handle incoming relief goods after a disaster? How to optimize the dispatching of these goods? What technology is useful to support relief activities? Should governments adopt a push or a pull system for medicine supplies to health facilities? Should drones be used to perform medicine deliveries? In what contexts should one use mobile (i.e., travelling) healthcare providers instead of traditional health facilities? How to screen for epidemic outbreaks?
       
      Given the increasing need for smart use of data in this sector, much emphasis will be put on analyzing datasets and using these to support decisions/ generate insights. While doing so, you will be asked to use the knowledge, methods, and models you have acquainted yourself with during your studies. If you have a background in logistics and supply chain management, you are encouraged to use data analysis and optimization techniques and mathematical models (e.g., for network design, planning, routing, and inventory control). If you are not familiar with these methods and models, you are encouraged to address the challenge using your intuition and methods and models you are familiar with. All students will be challenged to critically assess applicability of such methods and models (which have typically been developed to address business challenges) to the challenge considered. What are the hidden assumptions? What pieces can be transferred? What pieces need to be adjusted?
       
      In parallel, the course will cover some basic concepts, background knowledge, and theory about Health & Humanitarian Logistics, including:

      • The goals the health & humanitarian system aims to achieve,
      • The stakeholders in the health and humanitarian system,
      • How the system works (or is supposed to work),
      • The context in which health and humanitarian actors operate,
      • The role of logistics in the system, and key logistics challenges,
      • New technology (e.g., blockchain, drones) and new business models for addressing these challenges,
      • Technology and management approaches for logistics decision making

       
      Though the course will have a major focus on logistics and supply chain management, students from all MSc programs are encouraged to participate. Many challenges in the health & humanitarian system are multi-faceted, and relate to/ benefit from knowledge from various disciplines, including analytics, strategy, finance, innovation, etc.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by Harwin de Vries.

       

    • SCM students have the opportunity to combine the writing of their thesis with an internship with a company (minimum of 168 hours) and replacing an elective course. The internship should be solely related to the thesis research and the selection of the internship should be in consultation with the thesis coach or thesis coordinator. The Company Based Research Project will be assessed separately from the thesis (on a pass/fail basis) by the thesis coach and a company supervisor.SCM students have the opportunity to combine the writing of their thesis with an internship with a company (minimum of 168 hours) and replacing an elective course. The internship should be solely related to the thesis research and the selection of the internship should be in consultation with the thesis coach or thesis coordinator. The Company Based Research Project will be assessed separately from the thesis (on a pass/fail basis) by the thesis coach and a company supervisor.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by dr. R Kuik.

  • The best performing and most highly motivated students may be invited to take part in the Supply Chain Management Honours programme. This part of the programme is on top of the regular one-year MSc in Supply Chain Management programme, and includes two additional courses.

    This gives the most able students an opportunity to further broaden and deepen – and demonstrate – their knowledge, and to apply it to company-based project at one of RSM’s partners.

    Honours students will complete the extra elements before graduation. Students successfully completing the Honours programme will receive a certificate indicating the additional EC achieved.

    For more information, please click here.

  • The first phase of the thesis trajectory entails finding a research topic and a supervisory team. The program offers a wide array of themes and coach profiles for you to work with. Each research theme offers a broad research area, flexible enough to allow students to specify and investigate their own research questions. Moreover, the themes typically also provide a set of specific topics and potential research avenues. Different themes require different research approaches. The research themes are as following:

    • H2O - Healthcare and Humanitarian Operations
    • Material handling and Facility Logistics
    • Purchasing and Supply Management
    • Transport and Distribution Networks
    • Supply Chain Forecasting and Analytics
    • Global Sustainable Supply Chains and Smart Ports
    • Behavioral Operations

    Generally, in our program, there are two types of master thesis projects:

    • Theory-oriented projects: aim to contribute to theory development and/or theory testing. Usually, empirical data is used to build/test theory or to validate the research framework.
    • Practice-oriented projects: aim to contribute to the knowledge or to help solve a problem of a practitioner. Usually this is combined with an internship at the practitioner via a so-called ‘Company based project’ or CBP.

    During the SCM Thesis trajectory the students will be individually coached by their coach and co-reader. The trajectory is organized along the following phases/deliverables:

    1. Thesis information session
    2. Preliminary Thesis Proposal and coach assignment
    3. Dragons’ Den
    4. Co-reader assignment
    5. Thesis Proposal
    6. Final Thesis
    7. Oral Thesis defense

Note regarding taking courses: RSM does not offer the possibility for non-RSM students (master or otherwise) to take RSM MSc courses outside of official exchange partnerships or other inter-faculty agreements. If you are interested in taking a certificate class about supply chain management, please refer to our Open Programmes section.