• explain the relevance of supply chain management and logistics in a globalized environment,
• describe sustainability, digitalization, and resilience as key strategies in modern supply chains,
• identify and explain the core tasks, processes, and key technologies in supply chain management and logistics,
• analyze the development phases and maturity of digital transformation in supply chains,
• evaluate the vision, opportunities, and underlying principles of sustainable supply chains,
• understand the necessity of change management in achieving and managing digital, sustainable supply chains.

• apply fundamental supply chain management concepts to real-world business scenarios,
• assess digitalization and sustainability strategies and their impact on supply chain processes,
• analyze the roles and interactions of stakeholders in supply chains,
• evaluate the risks, challenges, and opportunities of digitalization and sustainability for supply chains,
• assess the impact of digitalization on performance, costs, and sustainability using given scenarios and use cases,
• evaluate critical success factors, risks, and limitations of digitalized processes in supply chains,
• assess the suitability and maturity of core, maturing, and emerging technologies for digital and sustainable supply chains,
• analyze the impact of digitalization on risk management, supplier management, and sustainability,
• recommend appropriate tools and technologies for supply chain management in different business contexts,
• derive recommendations for required skills and capabilities of employees to successfully implement digital and sustainable supply chains.

• develop a critical perspective on digitalization and sustainability in supply chain management,
• effectively analyze and evaluate digital transformation and technology adoption in different supply chain use cases,
• navigate complex problem-solving in team-based environments,
• present, defend, and communicate their findings in a structured and professional manner,
• collaborate and contribute to team-based projects with a focus on supply chain innovations.

• manage and transform work and study contexts that require strategic and innovative approaches,
• critically reflect on operational challenges in supply chains within the context of digitalization and sustainability,
• work independently on projects and innovative solutions in the field of supply chain management,
• develop a long-term learning strategy to adapt to evolving challenges in digital and sustainable supply chains.

• Objectives, principles and perspectives of supply chain management
• Key tasks and processes in supply chain management and logistics
• Foundations of sustainability in SCM

• Automation, digitalization, Internet of Things, Industry 4.0
• Digital transformation and maturity
• Use cases and case studies

• Introduction to tasks in supply chain design and planning and their effect on sustainability
• Supply chain planning and information management
• Environmental assessment of transportation processes
• Data-driven supply chain design
• Sustainable supply chain design

• Lectures introducing concepts, methods and tools as well as practitioners' best practices
• Group work to practice concepts and methods, to develop skills and to work on case studies
• Homework to add individual contributions
• Presentations to communicate results in oral and written form

Successful completion of examination, presentation (individual / group)

M.A. Business Management

Batran, A.; Erben, A.; Schulz, R.; Sperl, F.: Procurement 4.0 – A survival guide in a digital, disruptive world, 1st Edition, Campus Verlag, Frankfurt, 2017.

Bowersox, D.; Closs, D.; Cooper, M. B.: Supply Chain Logistics Management, 5th Edition, McGraw-Hill, New York, 2020.

Chopra, S.; Meindl, P.: Supply Chain Management – Strategy, Planning And Operation, 6th Edition, Pearson, Halbergmoss, 2019.

Christopher, M.: Logistics & Supply Chain Management, Pearson, 6th Edition, 2023

European Association for Forwarding, Transport, Logistics and Customs Services (CLECAT): Calculating GHG emissions for freight forwarding and logistics services, Krefeld, 2012.

Kagermann, H.; Anderl, R.; Gausemeier, J.; Schuh, G.; Wahlster, W.: Industrie 4.0 in a Global Context – Strategies for Cooperating with International Partners (acatech STUDY), Herbert Utz Verlag, Munich, 2016.

Kuhn, A.; Hellingrath, B.: Supply Chain Management. Optimierte Zusammenarbeit in der Wertschöpfungskette. Springer, Berlin/Heidelberg, 2002.

Manners-Bell, J.; Lyon, K.: The Logistics and Supply Chain Innovation Handbook – Disruptive Technologies and New Business Models, 1st Edition, Kogan Page Ltd., London, 2019.

Martin, H.: Warehousing and Transportation Logistics, KoganPage, 2018.

O’Brien, J.: Supplier Relationship Management – Unlocking the Value in Your Supply Base, 2nd Edition, Kogan Page Ltd., London, 2018.

Parlings, M.; Cirullies, J.; Klingebiel, K.: A literature-based state of the art review on the identification and classification of supply chain design tasks. In: Disruptive supply network models in future industrial systems. Configuring for resilience and sustainability: 17th Cambridge International Manufacturing Symposium. Institute for Manufacturing, Cambridge, 2013.

Pfohl, H.-C.: Logistiksysteme – Betriebswirtschaftliche Grundlagen, 9. Auflage, Springer Verlag, Berlin/Heidelberg, 2018.

Schuh, G.; Anderl, R.; Gausemeier, J.; Hompel, M. ten; Wahlster, W: Industrie 4.0 Maturity Index – Managing the Digital Transformation of Companies (acatech STUDY), Herbert Utz Verlag, Munich, 2020.

Wagner, R. M. (Hg.): Industrie 4.0 für die Praxis – Mit realen Fallbeispielen aus mittelständischen Unternehmen und vielen umsetzbaren Tipps, Springer Gabler, Wiesbaden, 2018.

• know the latest state of knowledge on the application of models and approaches of scientific work in general and strategic management in particular,
apply instruments for planning, managing and controlling companies in a realistic and case study-based context,reflect critically on current management methods and models and experience their benefits and limitations depending on the context and scientific theory,are familiar with the methods of scientific research and empirical research as a component thereof and can collect, process and systematically analyze empirical data in a structured manner,know how to interpret qualitative information and quantitative data and derive suitable and conclusive recommendations.

• deal with complex and ambiguous decision-making situations,
decompose multi-layered problems into relevant sub-problems,systematically process unstructured information,
• supplement incomplete information with well-founded research and logically justifiable assumptions,
analyze conflicting objectives and make balanced decisions,apply the standards of scientific work with reference to a clearly defined question/task
• apply sophisticated quantitative instruments/tools for data analysis depending on specific framework conditions
.

• to work and cooperate in teams in a collaborative and results-oriented manner,
present interim reports and results professionally,
• discuss and further optimize critical approaches to solutions,
make and defend decisions in the face of incomplete information.

• The students can
• master and transform work or study contexts that are complex and unpredictable and require a new strategic approach,
reflect independently on the operational and strategic challenges of a company,deal confidently with the function-specific perspectives in the area of conflicting operational decisions and select suitable instruments for specific situations.

• Moderated case study discussions
• Group work and study projects as well as empirical analyses 
• Possibly guest lectures and excursions

• Written examination 
   (0% to 100% assessment share; determined at the beginning of the course)
• Case study / term paper / presentation / or similar
   (0% to 100% assessment share; to be determined at the beginning of the course)

Ausgewählte Fallstudien zu aktuellen Fragestellungen stellen neben den Basiskenntnissen zum wissenschaftlichen Arbeiten und einer anwendungsorientierten Forschung die Grundlagen für dieses Modul dar. Fallstudien werden von renommierten Anbietern, z. B. Harvard Business School, CASEM, CASE CENTRE (ECCH) bezogen und in die Lehrveranstaltung in geeigneter Form eingebunden.
 

Literatur zur Forschungsmethodik und zum wissenschaftlichen Arbeiten

Ellet, W.: Das Fallstudien-Handbuch der Harvard Business School Press. Business-Cases entwickeln und erfolgreich auswerten. Bern 2008

Esselborn-Krumbiegel, Helga: Richtig wissenschaftlich schreiben. Paderborn 2010

Göbel, Fabian: Case Study Approach. In: Schwaiger, Manfred und Anton Meyer (Hrsg.): Theorien und Methoden der Betriebswirtschaft. München 2009, S. 359-376

Heister, Werner und Dagmar Weßler-Poßberg: Studieren mit Erfolg: Wissenschaftliches Arbeiten. Stuttgart 2011

Helfrich, Hede: Wissenschaftstheorie für Betriebswirtschaftler. Wiesbaden 2016

Kahneman, Daniel: Thinking, fast and slow. London 2011

Karmasin, Matthias und Rainer Ribing: Die Gestaltung wissenschaftlicher Arbeiten. Wien 2006

Kirsch, Werner; David Seidl und Dominik van Aaken: Betriebswirtschaftliche Forschung. Stuttgart 2007

Knyphausen-Aufseß, Dodo zu: Theorie der strategischen Unternehmensführung: State of the art und neue Perspektiven. Wiesbaden 1995.

Kornmeier, Martin: Wissenschaftlich schreiben leicht gemacht für Bachelor, Master und Dissertation. 8. Auflage. Bern, Stuttgart, Wien 2018

Kornmeier, Martin: Wissenschaftstheorie und wissenschaftliches Arbeiten. Eine Einführung für Wirtschaftswissenschaftler. Heidelberg 2007

Meyer, Anton und Ursula Raffelt: Qualitative Forschung: Zwischen Wissenschaft und Kunst. In: Schwaiger, Manfred und Anton Meyer (Hrsg.): Theorien und Methoden der Betriebswirtschaft. München 2009, S. 317-338

Molinsky, Andrew: 3 Fähigkeiten, die jeder Manager im 21. Jahrhundert braucht. In: Harvard Business Manager 34. Jg. (2012), H. 5, S. 92-98

Schwaiger, Manfred und Anton Meyer (Hrsg.): Theorien und Methoden der Betriebs-wirtschaft. München 2009

Schwaiger, Manfred und Lorenz Zimmermann: Quantitative Forschung: Ein Überblick. In: Schwaiger, Manfred und Anton Meyer (Hrsg.): Theorien und Methoden der Betriebswirtschaft. München 2009, S. 419-437

Theissen, Manuel R.: Wissenschaftliches Arbeiten. Erfolgreich bei Bachelor- und Masterarbeit. 17. Auflage, München 2017

Vester, Frederic: Die Kunst vernetzt zu denken. Ideen und Werkzeuge für einen neuen Umgang mit Komplexität. Ein Bericht an den Club of Rome. München 1999

Vester, Frederic: Unsere Welt – ein vernetztes System. München 1983
 

Literatur zur Managementlehre

Bea, Franz X. und Jürgen Haas: Strategisches Management. 9. überarb. Aufl., Konstanz, München 2017

Büchler, Jan-Philipp: Strategie entwickeln, umsetzen und optimieren. Halbergmoos 2018

Büchler, Jan-Philipp und Sabine Quarg: Managementsimulation als korporativer Lernprozess zur Rationalitätssicherung. In: Planspiele – Erleben, was kommt. Bartschat, D.; Schwägele, S.; Trautwein, F.; Zürn, B. (Hrsg.), Books on Demand GmbH, Norderstedt 2014, ZMS-Schriftenreihe, Band 5, S. 33-68

Dillerup, Ralf und Roman Stoi: Unternehmensführung. 5. Aufl., München 2016

Freter, Hermann: Markt- und Kundensegmentierung. 2. Aufl., Stuttgart, 2008

Göbel, Elisabeth: Unternehmensführung und Moral. 2. Aufl., Tübingen 2017

Göbel, Elisabeth: Entscheidungstheorie. 2. Aufl., Stuttgart 2018

Göbel, Elisabeth: Unternehmensethik. Grundlagen und praktische Umsetzung. 5. Aufl., Stuttgart 2017

Hungenberg, Harald: Strategisches Management in Unternehmen. Ziele-Prozesse-Verfahren. 8. Aufl. Wiesbaden 2014

Jung, Rüdiger, Heinzen, Mareike und Sabine Quarg: Allgemeine Managementlehre. 7. Aufl., Berlin 2018

Macharzina, Klaus und Joachim Wolf: Unternehmensführung. 9. Auflage, Wiesbaden 2015

Malik, Fredmund: Strategie. 2. Aufl., Frankfurt am Main 2013

Müller-Stewens, Günter: Das Strategische Management als Disziplin – Meilensteine und Perspektiven seiner Entwicklung. In: Die Unternehmung 70. Jg. (2016) 4, S. 322-343

Müller-Stewens, Günter und Christoph Lechner: Strategisches Management. 5. Aufl., Stuttgart 2016

Schreyögg, Georg und Jochen Koch: Grundlagen des Managements. 3. Auflage, Wiesbaden 2014

Schreyögg, Georg, Koch, Jochen und Horst Steinmann: Grundlagen der Unternehmensführung. Funktionen, Fallstudien. 7. Auflage, Wiesbaden 2013

Welge, Martin K.; Al-Laham, Andreas und Marc Eulerich: Strategisches Management. Grundlagen – Prozess – Implementierung. 7., überarb. und erw. Auflage, Wiesbaden 2017
 

Fachzeitschriften und Datenbanken

Betriebswirtschaftliche Forschung und Praxis (BFuP)

Journal of Business Economics (JBE) (bis 2012 Zeitschrift für Betriebswirtschaft (ZfB))

Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung (ZfBF)

Harvard Business Manager

Harvard Business Review

M&A Review

WiSt – Wirtschaftswissenschaftliches Studium

Absatzwirtschaft

Beschaffung aktuell

Der Controller

Controlling

Datenbank Euromonitor

Datenbank Statista.com

u. a.

• know the most important and significant methods, instruments and concepts of strategic management and the strategy development process,
apply tools for analyzing and interpreting qualitative and quantitative data,know how to draw up a business plan and present and defend it in decision-making bodies.

• can analyze decision-making situations using subject-specific instruments and make professional recommendations on the application-oriented process of strategy development and implementation,
use qualitative and quantitative management tools for strategic analysis and strategy development,are able to identify and resolve critical areas of the strategy development and implementation process
• are also able to deal with strategic conflicts of interest and make recommendations on how to handle this situation

• deal with specific challenges in decision-making situations and conflict situations in the area of strategy and goal orientation,
to accompany and lead teams in the individual process steps of strategy development,prepare and present relevant information for various stakeholder groups

• develop, evaluate and implement strategy options for specific companies in selected markets,
develop strategy development and decision-making processes independently, even in the face of uncertainty and limited information
• Critically question business models and identify opportunities for optimization
.

This module focuses on application-oriented instruments, methods and concepts of strategic management. The focus is on references to the process phases of goal formation, strategic analysis consisting of company and environmental analysis, strategy selection and implementation as well as strategic control.

As part of the company analysis, the resource analysis, core competence management based on the VRIO approach and the value chain analysis based on a cost structure analysis, a comparative competitor analysis are taken into account in an application-oriented manner in order to derive a well-founded analysis of strengths and weaknesses.

The environmental analysis draws on the global environmental analysis (PESTEL analysis), the mega-trends to be considered, stakeholder management, the analysis of strategic groups and competitors, Porter's industry structure analysis, the technology life cycle and market segmentation approaches. The results of the environmental analysis are then used to identify opportunities and threats.

The results of the strategic analysis are summarized in a well-founded SWOT matrix in which both the results of the strengths and weaknesses analysis and the opportunities and threats from the environmental analysis are recorded. Based on this, targeted strategies are derived and recorded in the SWOT matrix. Various instruments of management theory are used - e.g. portfolio analyses (BCG portfolio, etc.), the product life cycle concept, the experience curve concept, the marketing mix, approaches for targeted market segmentation as well as the significant possibilities of strategy classifications (competitive strategies according to Porter, growth strategies according to Ansoff) and much more.
Building on this, important aspects of strategy implementation and strategic control as well as current new developments in the field of digital transformation and artificial intelligence will be addressed.

Particular attention will be paid to maintaining the company's ability to act and react in order to better deal with increasing complexity and uncertainty. In this respect, the requirements of modern strategic management and the handling of complexity are conveyed, for example, with the help of control systems (entrepreneurial navigation system according to Malik).

• Moderated practical examples and practice-oriented applications
• Group work
• Guest lectures and excursions, if applicable

• Written examination 
   (0% to 100% assessment share; determined at the beginning of the course)
• Homework / presentation / or similar
   (0% to 100% assessment share; to be determined at the beginning of the course)

Bea, Franz X.; Haas, Jürgen: Strategisches Management, Konstanz, München 2017

Büchler, Jan-Philipp: Strategie entwickeln, umsetzen und optimieren, Halbergmoos 2018

Büchler, Jan-Philipp; Quarg, Sabine: Managementsimulation als korporativer Lernprozess zur Rationalitätssicherung. In: Planspiele – Erleben, was kommt. Bartschat, D.; Schwägele, S.; Trautwein, F.; Zürn, B. (Hrsg.), Books on Demand GmbH, Norderstedt 2014, ZMS-Schriftenreihe, Band 5, S. 33-68

Dillerup, Ralf; Stoi, Roman: Unternehmensführung, München 2016

Freter, Hermann: Markt- und Kundensegmentierung, Stuttgart, 2008

Gausemeier, Jürgen; Plass, Christoph: Zukunftsorientierte Unternehmensgestaltung, 2014

Göbel, Elisabeth: Unternehmensführung und Moral, Tübingen 2017

Göbel, Elisabeth: Entscheidungstheorie, Stuttgart 2018

Göbel, Elisabeth: Unternehmensethik - Grundlagen und praktische Umsetzung, Stuttgart 2017

Hirt, Michael: Die wichtigsten Strategietools für Manager - mehr Orientierung für den Unternehmenserfolg, München 2015

Hungenberg, Harald: Strategisches Management in Unternehmen, Wiesbaden 2014

Johnson, Gerry; Whittington, Richard; Scholes, Kevan; Angwin, Duncan; Regnér, Patrick: Strategisches Management, Halbergmoos 2018

Jung, Rüdiger, Heinzen, Mareike und Sabine Quarg: Allgemeine Managementlehre, Berlin 2018

Kahneman, Daniel: Thinking, fast and slow. London 2011

Kerth, Klaus; Asum, Heiko; Stich, Volker: Die besten Strategietools in der Praxis, München 2015

Macharzina, Klaus; Wolf, Joachim: Unternehmensführung, Wiesbaden 2015

Malik, Fredmund: Strategie, Frankfurt am Main, 2013

Müller-Stewens, Günter: Das Strategische Management als Disziplin – Meilensteine und Perspektiven seiner Entwicklung; in: Die Unternehmung 70. Jg. (2016) 4, S. 322-343

Müller-Stewens, Günter; Lechner, Christoph: Strategisches Management, Stuttgart 2016

Simon, Hermann: Strategie-Notstand. In: Manager Magazin 30. Jg. (2000) 7, S. 113-114

Schreyögg, Georg; Koch, Jochen: Grundlagen des Managements, Wiesbaden 2014

Schreyögg, Georg; Koch, Jochen; Steinmann, Horst: Grundlagen der Unternehmensführung, Wiesbaden 2013

Schwenker, Burkhard / Dauner-Lieb, Barbara: Gute Strategie: Der Ungewissheit offensiv begegnen Eine neue Agenda strategischer Führung. Ort 2017

Welge, Martin K.; Al-Laham, Andreas; Eulerich, Marc: Strategisches Management, Wiesbaden 2017
 

Fachzeitschriften und Datenbanken

Betriebswirtschaftliche Forschung und Praxis (BFuP)

Journal of Business Economics (JBE) (bis 2012 Zeitschrift für Betriebswirtschaft (ZfB))

Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung (ZfBF)

Harvard Business Manager

Harvard Business Review

M&A Review

WiSt – Wirtschaftswissenschaftliches Studium

Absatzwirtschaft

Beschaffung aktuell

Der Controller

Controlling

Datenbank Euromonitor

Datenbank Statista.com

MarketLine

u. a.

2.1 Professional competence
2.1.1 Knowledge
Students learn about data-oriented analysis methods as a decision-making tool for planning supply chain processes. They are familiar with the concepts of descriptive analytics, predictive analytics and prescriptive analytics, can evaluate them and link analysis methods in order to tackle more complex problems from the perspective of production in supply chains. You will learn how to deal with uncertainty in the results of the procedures as well as procedures for recognizing and handling missing or incorrect data.

In addition to the methods, the focus is also on goal-oriented application to practical problems and dealing with uncertainty in the results of the procedures. The focus is on methods for planning resources, in particular by forcasting demand and order quantities and planning safety stocks in manufacturing supply chains. Students learn to apply the methods, transfer them as flexible techniques to new problems and critically evaluate the results.

2.1.2 Skills
Students apply problem-oriented forcasting and analysis methods, critically evaluate their results and learn procedures for dealing with more complex problems. Through practical work, students become familiar with the interpreted programming language R and the use of R Markdown Notebooks and deepen their knowledge of MS Excel
.
Students are able to independently structure smaller case studies and tasks, select a suitable method for dealing with uncertainty and develop a proposed solution. The case studies mainly deal with strategic and tactical planning tasks in manufacturing supply chains.


2.2 Personal competencies
2.2.1 Social competence
Students have team-oriented skills that are achieved through the joint processing and presentation of strategic and tactical case studies and exercises on supply chain planning under uncertainty.

2.2.2 Independence
Students are able to select and apply suitable methods for dealing with uncertainty and apply these in a targeted manner to strategic and tactical decision-making situations in production-related supply chains.

• Supply chain planning as part of supply chain management
• Aggregated planning in a supply chain
• Demand forecasting in the supply chain
• Supply chain planning under uncertainty
• Managing uncertainty through safety stocks
• Determining the optimal level of product availability

• Basics and operating concepts of R-Studio
• Data and variables in R
• Creating and using a notebook as an R Markdown document
.
• Use of R modules for descriptive analytics using the example of analyzing demand data in the supply chain
• Data visualization with R
• Use of the results within supply chain planning

• Semester-related collaboration and group work (presentation,  term paper, case studies) (50%)
• Final exam  (45 minutes) (50%)

Passed module exam and successful seminar paper written during the semester

Chopra, Sunil; Meindl, Peter: Supply Chain Management: Strategie, Planung und Umsetzung, 5., aktualisierte Auflage Pearson 2014.

Fischetti A: Data Analysis with R, Second Edition : A Comprehensive Guide to Manipulating, Analyzing, and Visualizing Data in R (Elektronische Ressource). Packt Publishing; 2018.

Gupta, Deepti: Applied Analytics through Case Studies Using SAS and R: Implementing Predictive Models and Machine Learning Techniques. Imprint: Apress, 2018

Hyndman, R.J., & Athanasopoulos, G.: Forecasting: principles and practice, 3rd edition, OTexts: Melbourne, Australia, 2021

Krajewski, Lee J.; Malhotra, Manoj K.; Ritzman, Larry P.: Operations Management: Processes and Supply Chains, 12. Edition Pearson 2018.

Ausgewählte Aufsätze, wie etwa: Stölzle, Wolfgang & Preindl, Raphael: Supply Chain Analytics – Entscheidungsunterstützung für das Management von Supply Chains. In Schröder, Meike & Wegner, Kirsten (Hrsg.): Logistik im Wandel der Zeit – Von der Produktionssteuerung zu vernetzten Supply Chains. Wiesbaden : Springer Gabler, 2019, S. 163-181.

(weitere Literatur vor Beginn der Veranstaltungen)

• can explain concepts of "culture"
• are aware of mental models of situations and their role in communication
• are aware of the various manifestations of culture in business contexts
• can explain types of cultural research and their advantages and disadvantages
• are aware of major intercultural research projects.

• management styles and notions of leadership,
• teamwork styles,
• time management,
• role of genders,
• organizational communication procedures, esp. meetings,
• communication styles.

• can communicate in a way which reflects respect for others' positions
• can successfully and creatively negotiate differences in approaches
• act responsibly and reliably towards others, especially in honoring their commitments when cooperating with others
• are aware of the need to respect different approaches and methods even in positions of power

• are aware of the relative nature of their culture-based values and norms
• can relate their values and norms to those of others
• can devise strategies to cope with intercultural differences and establish trust
• can research the impact of culture on management-related phenomena

• Managing Cultural Differences
  • Model of (business-related) situation
  • Universals in human behavior and mental processes and their impact on cooperation
  • Impact of culture on (business-related) behavior and mental processes
  • Classical studies of culture in a business perspective: Hall, Hofstede, Trompenaars, Globe
• Characteristics of business cultures in:
  • Asia/China
  • Europe
  • Latin America
  • North America

• Seminar
• Lectures incl. practitioners' best practices
• Interactive case studies
• (Short) presentations
• Results-oriented presentations in oral and written form

• Exam (60 minutes) (50%)
• Presentation (25%)
• Special assignments (25%)

M.A. Business Management

Bhagat, Rabi S.; Steers, Richard M. (eds.): Cambridge Handbook of Culture, Organizations, and Work. Cambridge University Press: 2009.

de Jongste, Henri: Intercultural interaction and mental models. http://www.sietareu.org/activities/congress2013/programme-ad-workshops

Ferraro, Gary P. and Briody, Elizabeth K.: The Cultural Dimension of Global Business. Seventh edition. Pearson.

Hofstede, Geert; Hofstede, Gert Jan; Minkov, Michael: Cultures and Organizations: Software for the Mind, Third Edition. Mc-Graw-Hill: 2010.

Matsumoto, David: Culture, Context, and Behavior, Journal of Personality, 75(6), 2007: 1285-1319.

Mead, Richard and Andrews, Tim G.: International Management: Culture and Beyond. Wiley, 2009.

Nakata, Cheryl (ed.): Beyond Hofstede: Culture Frameworks for Global Marketing and Management. Palgrave: 2009.

Tomalin, Barry; Nicks, Mike: The World's Business Cultures and How to Unlock Them, Second Edition. Thorogood: 2010.

Trompenaars, Fons and Hampden-Turner, Charles: Riding the Waves of Culture: Understanding Diversity in Global Business. Third edition. McGraw-Hill: 2011.

• know about digital transformation, digitalization and digitization
• understand the characteristics of digital transformation and digital transformation projects
• know relevant digital technology trends and their influence on the digital transformation
• understand digital business models
• know relevant IT tools for project management and project collaboration
• know the basics of Scrum

• analyze digital transformation processes
• plan digital transformation projects
• cooperate in virtual collaboration environments
• use IT tools for project management
• can manage their team's online work with Scrum

• cooperate in a virtual team via collaboration tools
• present and defend individual and team results in a complex environment
• handle complexities while working in international teams
• engage effectively in discussions concerning the relevance and appropriateness of different management models and frameworks, both in general academic terms and in project situations and environments

• develop an educated judgement on the relevance, influence, chances and risks of the digital transformation in business  and society contexts
• assess the influence of digital technology trends on the digital transformation of products, services, business models and organizations
• take decisions on the setup of IT environment for project management based on their judgement and on team consensus.
• work in a virtual team under pressure of time and make decisions in the team

1. Introduction to Digital Transformation: Digital Transformation as a phenomenon and trend is explained and compared with other trends, especially Digitalization/IT Automation
2. Digital Technology Trends - Development of a Wiki on Digital Technologies: Student teams research on relevant digital trends (e.g. AI, Industry 4.0, eCommerce, digital education) and document their research in a wiki. The results are presented and discussed in the plenary.
Digital Transformation Projects (DTP) - Planning Study of a DTP based on a case: Students are introduced to the planning and development of a DTP. Based on a case, they develop the planning for a DTP and present and discuss it in the plenary. The planning task is conducted as a team project over 2 months in agile sprints using Scrum.
3. Characteristics and Challenges of Digital Change: A specific focus is put on the change management aspects of the digital transformation.
4. IT Tools for Project Management: The students participate in a Scrum training and in 4 IT-Tools trainings (e.g. Atlassian Jira, Atlassian Confluence, MS Teams, MS Planner, MS Project). Each training unit covers 2-3 hours.

• Lectures introducing concepts, methods and tools
• Group work in developing a wiki on a selected digital technology trend, presentation in a recorded video or a quiz
• 5 training units on Scrum and 4 IT tools for project management
• Team project (project simulation using Scrum) for the development of a concept and plan for a digital transformation project (DTP) based on a selected case study
• Presentations to communicate results

Formal: -
Knowledge and Competencies: -

• 20% on the digital technology wiki and group presentation
• 30% on the 5 training units (individual online tests)
• 30% on the group presentation of the digital transformation project
• 20% oral examination at the end of the course (max 30 min)

Successful completion of examinations (individual) and presentations (group)

M.A. EuroMPM-IT: 5.4 % (6/84) x 75
M.A. Business Management: 6.7 % (6/60) x 67

Herbert, Lindsay (2017): Digital Transformation: Build Your Organization's Future for the Innovation Age, Bloomsbury Business, 1st edition, 2017

Zimmermann, Alfred; Schmidt, Rainer; Jain, Lakhmi (2021): Architecting the Digital Transformation - Digital Business, Technology, Decision Support, Management, Intelligent Systems Reference Library 188, Springer

Perkin, Neil (2019): Agile Transformation: Structures, Processes and Mindsets for the Digital Age, 1st edition, Kogan Page

Raskino, Mark; Waller, Graham (2016): Digital to the Core: Remastering Leadership for Your Industry, Your Enterprise, and Yourself, 1st edition, Routledge

­Schallmo, Daniel R.A.; ­Williams, Christopher A. (2018): Digital Transformation Now! Guiding the Successful Digitalization of Your Business Model, SpringerBriefs in Business, Springer

Vial, Gregory (2019): Understanding digital transformation: A review and a research agenda, The Journal of Strategic Information Systems, Volume 28, Issue 2, Elsevier

Verhoef, Peter C.; Broekhuizen, Thijs; Bart, Yakov; Bhattacharya, Abhi; Qi Dong, John; Fabian, Nicolai;  Haenlein, Michael (2021): Digital transformation: A multidisciplinary reflection and research agenda, Journal of Business Research, Volume 122, Elsevier

Barthel, Philipp; Hess, Thomas (2020): Towards a characterization of digitalization projects in the context of organizational transformation. Pacific Asia Journal of the Association for Information Systems, 12(3)

Ries, Eric (2011): The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, 1st edition, Currency,

Ustundag, Alp; Cevikcan, Emre (2018): Industry 4.0: Managing The Digital Transformation, 1st edition, Springer Series in Advanced Manufacturing

• Students develop teamwork skills, which are supported by homework including presentation tasks
.
• Students are able to coordinate and work on tasks in a goal-oriented manner.
They deepen their knowledge of a current topic in cost management by applying common methods of scientific work and acquire sound specialist knowledge of the content.You will be able to present team results in a complex and demanding environment, defend your own points of view and argue from different stakeholder perspectives. You communicate in a technically sound and convincing manner to the target group and are empathetic at the same time. 2.2.2 Independence
• Students can develop a topic independently according to their personal abilities and structure it into practicable work tasks. By adopting an independent approach, they form conscious focal points that correspond to their inclinations, for which they are motivated and adopt an attitude.
They have the ability to understand Business Studies of various specialist functions in connection with cost management and controlling tasks in a decentralized and centralized manner.
• They are able to derive their own viewpoints and attitudes towards existing theories, models and experiences and defend them in critical discussions.

• Basic statements on cost management
• Overhead and fixed cost management
• Process cost management
• Process cost management
• Project cost management
• Product cost management

• Exam at the end of the semester 90 minutes

Coenenberg, A.G.; Fischer, T. M.; Günther, T.: Kostenrechnung und Kostenanalyse, aktuelle Auflage, Stuttgart

Fischer, T.; Möller, K.; Schutze, W.: Controlling - Grundlagen, Instrumente und Entwicklungsperspektiven, aktuelle Auflage, Stuttgart

Franz, K.-P.; Kajüter, P. (Hrsg.): Kostenmanagement. Wertsteigerung durch systematische Kostensteuerung, aktuelle Auflage, Stuttgart

Friedl, B.: Kostenmanagement, aktuelle Auflage, Stuttgart

Haberstock, L.: Kostenrechnung II. (Grenz-)Plankostenrechnung mit Fragen, Aufgaben und Lösungen. Bearbeitet von Volker Breithecker, aktuelle Auflage, Berlin

Hölzlwimmer, A.; Hahn, A.: Produktkosten-Controlling mit SAP, aktuelle Auflage, Bonn

Kajüter, P.: Proaktives Kostenmanagement. Konzeption und Realprofile, Wiesbaden

Weber, Jürgen; Schäfer, Utz: Einführung in das Controlling, aktuelle Auflage, Stuttgart

• describe and evaluate international environments faced by investors,
• apply the latest state of knowledge regarding the application of practical empirical models for asset allocation,
• interpret qualitative and quantitative data and present appropriate and coherent recommendations based on this.

• detect and identify risk on international markets based on macroeconomic analysis
• use data techniques to analyze market risks and outlooks
• apply sophisticated quantitative tools for data analysis in different economic settings

• lead and coordinate teams in a results-oriented fashion,
• present and prudently defend team results in a complex and demanding environment,
• improve cooperation among human resource in projects and organizations based upon appropriate policies and strategies

• work out independent projects and ideas and can do what is necessary to carry out a sustainable management initiative.

• Macroeconomic environment of capital markets
• International linkages between markets and economies
• Bond markets
• Stock markets
• International currency markets
• Diversification/International portfolio selection
• Projection of asset returns
• Practical models for asset allocation
• Examples of statistical models applied in asset allocation
• Examples of current comments and analysis of capital markets

• written exam (50%)
• presentation based on article (50%)

Mishkin, Frederic: „Economics of Money, Banking, and Financial Markets“

Krugman/Obstfeld/Melitz, „International Economics“

Cuthbertson, Nitzsche: „Quantitative Financial Economics“

Literature and papers cited in the lecture

• overview the importance of digital platforms and media for marketing and are familiar with current developments and trends
• understand the complexity and dynamics of the digital business environment and can analyze and evaluate these using selected methods
• have in-depth knowledge of the structure and revenue mechanisms of digital business models
• know and understand the process and core elements of developing a digital marketing strategy
• can apply and adapt the elements of the traditional marketing mix to the digital context
• understand which new forms of customer contact arise from digital platforms and media for relationship marketing  
know the functionality and potential of artificial intelligence (AI) and big data and can assess the associated key (data protection) legal and ethical aspects
• know how to use and evaluate KPIs and tools to measure the effectiveness of digital marketing measures

• explain the basics of digital marketing
• independently assess and reflect on the significance of digitalization for marketing management and the associated opportunities and challenges for companies
• evaluate the use of different marketing tools depending on the digital marketing strategy and select and successfully implement suitable tools
• apply learned concepts and methods of digital marketing management to real use cases
• use scientific findings as well as qualitative and quantitative research methods to analyze and evaluate problems of digital marketing from business practice  
prepare existing information and findings in a structured manner, translate them into concrete recommendations for action and present them in a target group-oriented manner

• work in groups on complex digital marketing issues in a collaborative and results-oriented manner
• include different perspectives and points of view in a decision-making process and deal with the resulting trade-offs as well as conflicts of objectives and opinions
• present and defend results in a professional and technically sound manner in a demanding environment
• Critically evaluate and discuss solutions and recommendations for action from other teams and develop them further together through appropriate and objective feedback

• adopt their own viewpoints and attitudes towards models and concepts and defend them in discussions
• apply acquired knowledge independently and in a solution-oriented manner to real use cases
• use scientific research work and methods to independently analyze and evaluate specific problems of real companies and derive well-founded recommendations for action

• Fundamentals of digital marketing management:  Terminology, meaning and trends
• Peculiarities of the digital micro and macro environment
• Digital business and revenue models
• Core elements and development process of a digital marketing strategy
• Digital product policy: innovation management, digital product design and digital brand management
• Digital pricing policy: special features of pricing digital products, innovative pricing models and strategies
• digital sales policy: digital sales channels, sales intermediaries and sales systems
• digital communication policy I: search engine marketing, affiliate marketing and display advertising
• Digital communication policy II: social media marketing, viral marketing and influencer marketing
• Online Relationship Marketing I: Permission Marketing and Loyalty Programs
• Online Relationship Marketing II: Personalization and targeting using AI and big data
• Monitoring and performance optimization of digital channels

• Lecture / seminar-style teaching to impart specialist and methodological knowledge, including best practices from corporate practice (e.g. in the form of guest lectures) 
• Self-study of the accompanying compulsory reading to deepen the content learned (in particular articles from scientific journals) 
• Solving case studies to apply and test the knowledge acquired   
• Dealing with specific problems of digital marketing management of a real or virtual company in groups with subsequent presentation of the results in written and oral form 

• Exam (50%), 60 minutes
• Presentation (50%), up to 20 minutes

• Exam (50%), 60 minutes
• Homework (50%), up to 15 pages

Basisliteratur

Chaffey, Dave; Ellis-Chadwick, Fiona (2019). Digital marketing: Strategy, implementation and practice. Pearson Education Limited.

Heinemann, Gerrit (2020). Der neue Online-Handel: Geschäftsmodelle, Geschäftssysteme und Benchmarks im E-Commerce. Springer-Verlag.

Kollmann, Tobias (2020). Digital Marketing: Grundlagen der Absatzpolitik in der Digitalen Wirtschaft. Verlag W. Kohlhammer.

Kotler, Philip; Kartajaya, Hermawan; Setiawan, Iwan (2017). Marketing 4.0: Moving from traditional to digital. John Wiley & Sons, Inc.

Meffert, Heribert; Burmann, Christoph; Kirchgeorg, Manfred, Eisenbeiß, Maik (2019). Marketing: Grundlagen marktorientierter Unternehmensführung, Konzepte – Instrumente – Praxisbeispiele. SpringerGabler.

Tuten, Tracy L. (2020). Principles of Marketing for a Digital Age. SAGE Publications Limited.
 

Weiterführende Literatur (Auswahl)

Dinner, Isaac M., Heerde van, Harald J.; Neslin, Scott A. (2014). Driving online and offline sales: The cross-channel effects of traditional, online display and paid search advertising, in: Journal of Marketing Research, 51. Jg., Nr. 5, S. 527-545.

Erevelles, Sunil; Fukawa, Nobuyuki; Swayne, Linda (2016). Big Data consumer analytics and the transformation of marketing, in: Journal of Business Research, 69. Jg., S. 897-904.

Kannan, P.K.; Kopalle, Praveen K. (2001). Dynamic pricing on the Internet: Importance and implications for consumer behavior, in: International Journal of Electronic Commerce, 5. Jg., S. 63-83.

Palmatier, Robert W.; Stern, Louis W.; El-Ansary, Adel I. (2016). Marketing channel strategy: An omni-channel approach. Routledge.

Palmatier, Robert W.; Steinhoff, Lena (2019). Relationship marketing in the digital age. Routledge.

Reto, Felix; Rauschnabel, Philipp A.; Hinsch, Chris (2017). Elements of strategic social media marketing: A holistic framework, in: Journal of Business Research, 70 Jg.; S. 118-126.

• The core issues of a project and various types of projects.
• The phases and knowledge areas of project management
• The core issues of goal, scope, time, cost and risks.
• The main methods and tools for project planning and controlling especially for global projects
• The different project organizational set-up for local and / or global projects
• The environmental factors for global business projects
• The concept of stakeholders and the roles of stakeholders in a project.
• criteria for success and failure in projects particularly in global environments
• The meaning of country and project culture
• The main global and international standards for project management
• HR related project management topics (e.g. assignment of an international team)
• Communication aspects incl. methods and tools in a global project

• analyze and develop goals, scopes, schedules, cost plan, risk registers and baselines
• identify stakeholders and their roles
• analyse and characterize the project organization
• analyse and characterize the context of a global project (environmental factors) including cultural dimensions
• analyse and characterize different stakeholder groups in a global project
• analyse and characterize the team structure of a global project incl. assignment procedures
• analyze and develop a communication plan for global projects
• analyze and apply main methods and tools for project planning and controlling especially for global projects

• lead and coordinate teams in a results-oriented fashion,
• present and prudently defend team results in a complex and demanding environment,
• improve cooperation among human resource in projects and organizations based upon appropriate policies and strategies,
• handle complexities while working in global teams,
• detect the HR competencies needed in a project or in an organization,
• develop team competencies among the members, supported by games, like Tower Building, that are part of the course

• manage and transform work or study contexts that are complex, unpredictable and require new strategic and / or operational approaches,
• reflect strategic and operational challenges of a global project in the background of social values,
• the interplay between economic regulation and institutional framework and the strategic outline of a company and is able to derive an own mind on it,
• work out independent projects and ideas and can do what is necessary to carry out a sustainable management initiative

This module focuses on the core issues of business projects and project management in a global environment. Apart from general project management processes, methods and tools the typical challenges, approaches and methods and tools for global business projects are presented and applied by the students. In this module students learn how to set-up global business projects and apply corresponding methods and tools for scope, time, cost, resources, risk, organization and communication management.

The intention of the course is to guide the students through the whole project management process (initiating, planning, controlling and closing) for global business projects using a global business project case. For each management step the students are introduced to the relevant theoretical concepts. They apply the concepts to the case study. This guides them into a deep understanding of the different concepts. Based on that experience the students are doing a literature review on recent developments in project management research for the specific project management element. Based on the theoretical knowledge from the lectures and the practical experience from the case study they are able to do a qualified evaluation of the respective field of research.

Further cases are analyzed and discussed in order to develop an understanding of global business projects.

As part of the case a project plan is developed in group work sessions. This helps the students to understand the different roles in planning and controlling area and to find a consensus on their view of the project. During this process they learn to see the project plan as a tool for communication and alignment rather than a pure documentation. This is an important element of global projects.

Furthermore, in global projects, people from various cultures cooperate and many differing views on values, methods, procedures etc. come together. Cultural backgrounds are therefore a factor to be considered in global projects and common views on approaches and practices are not necessarily shared by team members but have to be negotiated. This module also encompasses the cultural aspects of project management. In order to develop the students' insight into the potential impact of culture on project management, descriptions of the management styles, methods and procedures prevalent in various cultures are studied and compared critically. The classical etic approaches with an emphasis on Hofstede's dimensional classifications are applied to project management. Descriptions of the management styles, methods and procedures prevalent in various cultures are consequently analyzed in terms of Hofstede's classification of cultural dimensions.

Furthermore, the module shows how project management is shaped by project management associations (PMI®, IPMA®, OGC®, etc.), international standards, certificates, etc., and introduces these organizations, standards and certificates.

Summarized the module shows how global business projects can be managed from different point of views (organizational view, people view, cultural view, methods and tools view, and standard view).

The learning outcomes within the standards of European Qualification Framework (EQF) are defined and documented for the Knowledge, skills and competence levels. The objectives are to enable students to explain concepts of project management and to consider the challenges in global business projects. At skills level, they will be able to detect, develop and apply tools and techniques for project management for global business projects. The students will also develop competence to analyze and develop new concepts for global project management. They understand the connections to other areas of the international management.

• examination (90 minutes) (50%) and 
• Continuous assessment (coursework assignment, presentation) (50%)

Armstsrong, M.:. Armstrong’s Handbook of Human Resource Management Practice; Kogan Page, 2012

Bhagat, Rabi S.; Steers, Richard M. (eds.): Cambridge Handbook of Culture, Organizations, and Work. Cambridge University Press, 2009

Frigenti, Enzo; Cominos, Dennis: The Practice of Project Management, 2nd edition, Kogan Page, 2006

Gerais, Roland: Happy Projects!: Project and programme management. Project portfolio management. Management of the project-oriented organization. Management in the project-oriented society, MANZ'sche Wien, 2005

Hedeman, Bert, e.a: Project Management Based on PRINCE2®, Van Haren Publishing, 2009

Hofstede, Geert; Hofstede, Gert Jan; Minkov, Michael: Cultures and Organizations: Software for the Mind, Third Edition. Mc-Graw-Hill, 2010

Larson, Gray: Project Management - the Managerial Process, 4th edition, McGraw Hill, 2010

Lientz,  Bennet; Rea,  Kathryn: International Project Management, Routledge Verlag, 2012

Morris, Peter W.G.; Pinto, Jeffrey K. (eds.): The Wiley Guide to Managing Projects, John Wiley, 2007

Nakata, Cheryl (ed.): Beyond Hofstede: Culture Frameworks for Global Marketing and Management. Palgrave, 2009

Project Management Institute: PMBOK® - 5th edition, PMI®, 2012

Scott,  W. Richard; Levitt,  Raymond E.; Orr, Ryan J.: Global Projects; Cambridge University Press

Schelle, Heinz; Ottmann, Roland; Pfeifer, Astrif: Project Manager, GPM, Nuremberg 2006

• Students solve problems independently by means of various exercises using the methodological knowledge and programming skills they have acquired.
They are able to present and argue the results and recommendations for action.They are able to critically scrutinize the elaborations and results.They can assess the limits of the knowledge and skills they have acquired. Social skills:
• They can work out solutions to exercises cooperatively.
The students can apply both their theoretical knowledge and their programming skills in the context of group work.They can present the results of group work together.

• SCM and risk management in supply chains
  • Brief review of the essential basics of supply chain management
  • Concept, objectives and structure of supply chain risk management
  • Selected instruments and methods of risk management
  • SC of a selected material (e.g. cobalt, lithium, microchips, etc.)
• Robotic process automation (RPA) and artificial intelligence (AI)
  • Classification in the digitalization
  • Introduction to robotic process automation (also in the context of AI)
  • Advantages and disadvantages of RPA
  • Application areas of RPA
  • Implementation of RPA
• First programming and case study
  • Introduction to Python® and/or UiPath®
  • First programming
  • Creation and preparation of documents for the case study from SCM
• Implementation of a case study from SCM with RPA

• Semester-accompanying partial performance (30%)
• Exam (70%) (60 minutes)

Bhattacharyya, S.; Banerjee, J. S.; De, D. (Hrsg.), Confluence of Artificial Intelligence and Robotic Process Automation, Singapore: Springer Nature Singapore, 2023

Ertel, W.: Grundkurs Künstliche Intelligenz - Eine praxisorientierte Einführung, Springer Fachmedien Wiesbaden GmbH, (2021)

Feldmann, C. (Hrsg.): Praxishandbuch Robotic Process Automation (RPA) - Von der Prozessanalyse bis zum Betrieb, Springer Gabler, 2022.

Koch, C.; Fedtke, S.: Robotic Process Automation - Ein Leitfaden für Führungskräfte zur erfolgreichen Einführung und Betrieb von Software-Robots im Unternehmen, Springer-Vieweg, 2021.

Krakau, J.; Feldmann, C.: Robotic Process Automation (RPA) in der Logistik - Vorgehensmodell zur Implementierung und Erfolgsfaktoren, Springer Gabler, 2023.

Romeike, F.; Hager, P.: Erfolgsfaktor Risiko-Management 4.0 - Methoden, Beispiele, Checklisten; Praxishandbuch für Industrie und Handel, Springer Fachmedien Wiesbaden GmbH, Wiesbaden, 2020.

Wannenwetsch, H.: Integrierte Materialwirtschaft, Logistik, Beschaffung und Produktion - Supply Chain im Zeitalter der Digitalisierung, 6. Auflage, Springer Vieweg, 2021

Aktuelle Fallstudien, Artikel und Beiträge

2.1 Professional Competencies
2.1.1 Knowledge
The students learn about the importance of quality management and process improvement strategies in the fields of production, logistics and service. They learn how to visualize process flows and identify bottlenecks in supply chains. The know how to apply quantitative tools in order to analyze relationships between input and output parameters. They learn how to implement sustainable changes in supply chain operations and how to evaluate and visualize the outcomes.

The focus is on a complete framework of techniques of supply chain operation improvements to reduce costs and improve customer experience. The students will be familiar with the scientific theory as well as the operational implementation so they will know the benefits and limitations of the concepts.

2.1.2 Skills
The students can apply the tools of the framework to improve real life problems. They will be able to discover critical-to-quality parameters and to conduct root cause analysis. They can identify and evaluate improvement measures and design sustainable implementation concepts including cost calculations. They are able to present their ideas to executive management and can evaluate the results.

2.2 Personal Competencies
2.2.1 Social Competencies
The students will jointly plan and adhere to project time schedules. They are part of a cooperative and result-oriented team. They will present project results clearly, concretely and in a top-down way to executive management.

2.2.2 Autonomy
The students can independently define realistic target and scope of optimization projects. They can learn new methods self-directed if necessary for the project success and can choose between different solution approaches by applying appropriate trade-offs. The students will consider time, costs and process limitations.