- Appreciate the value of marketing concepts when they are used as guides for understanding management problems and developing comprehensive marketing programs;
- Develop a disciplined approach to the analysis of marketing situations;
- Expand your decision making skills by requiring you to make and defend marketing decisions in the context of realistic problem situations with incomplete information;
- Make connections between marketing and other functional areas of business;
- Understand the role of marketing in global business strategies;
- Appreciate how the elements of successful marketing programs fit together
|KEY MODULES||HOURS||Dates||At campus/Online|
|Term 1||BUSINESS & OPERATIONS FUNDA|
|1||General Management – 1||10 Hours||May 26-31 (Mohali)||At Campus|
|2||General Management -2||10 Hours||Aug 18 - 23 (Mohali)||At Campus|
|3||Operations Management Fundamentals||20 Hours||May 26-31 (Mohali)||Aug 18 - 23 (Mohali)||At Campus|
|4||Macro- and Micro-economic concepts for the manufacturing industry sector.||20 Hours||May 26-31(Mohali)||Aug 18 - 23 (Mohali)||At Campus|
|5||System Analysis & Optimization of Operations||20 Hours||May 26-31(Mohali)||Aug 18 - 23 (Mohali)||At Campus|
|6||Statistics for Managers||20 Hours||Between first and second visits||Online|
|Term 2||PLANNING & CONTROL OF OPERATIONS|
|7||Quality Management & Lean Production||20 Hours||Sep 22 - 27 (Hyd)||Nov 16 - 21 (Mohali)||At Campus|
|8||Manufacturing Planning & Control||20 Hours||Sep 22 - 27 (Hyd)||Nov 16 - 21 (Mohali)||At Campus|
|9||Logistics & Supply Chain Management||20 Hours||Sep 22 - 27 (Hyd)||Nov 16 - 21 (Mohali)||At Campus|
|10||Strategic Procurement||20 Hours||Sep 22 - 27 (Hyd)||Nov 16 - 21 (Mohali)||At Campus|
|11||Consulting Practicum -1||CAPSTONE||Industry Project|
|12||Introduction to Supply chain Analytics||20 Hours||Between fourth and fifth visits||Online|
|Term 3||CURRENT TOPICS & PRACTICUM|
|13||Negotiation||20 Hours||Feb 09 - 14 (Mohali)||Mar 30 - 04 Apr (Hyd)||At Campus|
|14||Product Design & Innovation||20 Hours||Feb 09 - 14 (Mohali)||Mar 30 - 04 Apr (Hyd)||At Campus|
|15||Managing teams||10hrs||Mar 30 - 04 Apr (Hyd)|
|16||ERP – IT System Integration||10hrs||Feb 09 - 14 (Mohali)||Mar 30 - 04 Apr (Hyd)||At Campus|
|17||Strategic Management of Operations||20 Hours||Feb 09 - 14 (Mohali)||Mar 30 - 04 Apr (Hyd)||At Campus|
|18||Consulting Practicum -2||CAPSTONE||Industry Project|
Financial Statement Analysis has two main objectives (i) becoming a “sophisticated” reader of financial statements (including footnotes) and (ii) appreciating how managers use/abuse accounting discretion to achieve strategic reporting objectives. These skills are essential to translate vast financial statement information into actionable insights. We will begin with a review of the basic financial statement analysis tools such as ratios, projections, and valuation models. We will then see how valuation is more than just a mindless spreadsheet exercise and how accounting discretions might impact decision making. The emphasis will be to distinguish the substance of transactions from their form so that the accounting reports better reflect the underlying economics of the firm. Along the way, we will discuss some specific topics such as revenue and expense recognition, assets, liabilities, and off-balance sheet financing.
Operations management is concerned with planning and control of an organization’s processes with the objective of improving and maintaining their performance. This course will provide critical understanding of process management concepts that yield a competitive advantage through operational excellence. Key Topics Include : Introduction to OM, process metrics, bottlenecks and capacity analysis, critical paths and processing times, managing queues, scale economies in process, inventory management,
Practical Lean (Simulation)
Managing Lean Flows
Lean Six Sigma implementation
5S Project examples
Key Modules of MPC
How to identify the process of forecasting and characteristics of forecasts
How to determine the right supply chain for your product
Ways to develop causal forecasting models using regression approach
Expertise in forecasting error measures
In this course, we will lay out some of the frameworks to analyze and manage sourcing decisions. We will further discuss state-of-the-art sourcing practices, including terminology, metrics, and decision approaches.
We will pay significant attention to the interactions of the sourcing function with other business activities, including operations, finance and strategy.
Based on the identified patterns we will develop hypotheses regarding successful approaches to developing strong operational capabilities as well as the impacts of such capabilities on the outcomes for early-stage firms.
Further we hope to identify critical stages in the growth of a firm’s operational capabilities and how successful firms have overcome the key challenges at each stage.
The course will be primarily case based from various sectors from India, China, Hong Kong, Israel and the U.S.
Architecting the Fuzzy Front-end of NPD Process
Architecting the Product – Strategic Implications
Architecting the Product Development Process – Team Structure and communication
Achieving Alignment between Product and Process Architectures
Risk Mitigation with Product, Team and Choice Architecture
You will learn how to be more effective by strategically evaluating your own performance and applying a framework to overcome weaknesses, understand the psychology behind decision-making and ways to overcome common errors, understand the importance of trust and learn ways to build a lasting relationship, enhance your persuasion and influencing skills by understanding the mind set of your opponents and improve your ability to leverage your own bargaining position when negotiating.