The Cranfield Logistics and Supply Chain Management MSc celebrates its 35th anniversary this year.  The course will provide you with the specialist knowledge and skills that you need to further your career as a logistics and supply chain professional.  

It has been co-designed with senior logistics and supply chain professionals and is delivered by Europe's largest specialist logistics and supply chain management faculty.

MSc in Logistics and Supply Chain Management video
Logistics and Supply Chain Management MSc video

At a glance

  • Start date25 September 2017
  • Duration1 year
  • DeliveryTaught modules 60%, individual project 40%
  • QualificationMSc
  • Study typeFull-time

Who is it for?

The course is designed for recent graduates with a good undergraduate degree who want a broad understanding of logistics and supply chain management and wish to prepare for a first professional role and future career in the field. It is also suitable for logistics and supply chain professionals in the early stages of their career looking to enhance their knowledge and skills and move to the next level professionally.

Class Profile 2016/17:

Gender:
Male 59% - Female 41%
Age Range:
20 - 44 years
Average Age:
25 years
Number of Nationalities: 27
Class Size: 87

Term Dates

Term One:
2 October 2017 – 15 December 2017
Term Two:
8 January 2018 – 23 March 2018
Term Three:
9 April 2018 – 22 June 2018
Term Four:
25 June 2018 – 7 September 2018

Why this course?

Cranfield School of Management is known for being close to business. For 50 years, we have been working with leading companies across the globe, pursuing our mission to improve the practice of management.

Cranfield boasts Europe's largest specialist logistics, procurement and supply chain management faculty and is renowned as a centre of excellence in this field. Many of our faculty are leading experts with international reputations for teaching and have held senior positions in multinational organisations. Teaching at Cranfield is designed to nurture your practical business skills and confidence, and places huge emphasis on real-world challenges.

Cranfield School of Management was ranked 1st outside US and 12th globally in the Supply Chain Management World ‘University 100’ annual survey 2016, and 2nd in the Top 20 for Europe, the Middle East and Africa, for providing young people in this field with the skills and mix of expertise required to develop as supply chain leaders of the future.

Chang

"The content of the MSc programme itself is incredibly practical. We have some of the best professors and doctors in the field, and the international presence of the students on the course is also brilliant for learning different cultures around the world."

Chang Song, Accelerated Management Scheme at Bakkavor, Logistics and Supply Chain Management MSc alumna, 2016

Informed by Industry

Our full-time faculty team work closely with our advisory board of senior logistics and procurement professionals from global organisations. Their experience and advice drives the continued development of our supply chain courses ensuring they are relevant for today’s global supply chain environment.  Our faculty is also supported by a diverse team of international visiting industry speakers and professors.

Your teaching team

Cranfield boasts Europe's largest specialist logistics, procurement and supply chain management faculty and is renowned as a centre of excellence in this field.  Our full-time faculty team is supported by a diverse team of international visiting industry speakers and professors.

Accreditation

Our Logistics and Supply Chain Management MSc is accredited by The Chartered Institute of Logistics and Transport and The Chartered Institute of Purchasing and Supply. Upon completion of this course, you will be eligible for full membership of both institutes.

CIPS logo CILT logo

Course details

The course comprises 10 core logistics and supply chain modules. Additionally, you will select four elective modules, allowing you to tailor the course to suit your personal career plan. You will have the opportunity to attend a study tour, subject to additional cost. The culmination of the learning process is your opportunity to undertake an individual thesis project which is in-company or Cranfield led, the topics of which cover a broad range of areas.

Study Tour

The study tour is a unique opportunity to experience a supply chain perspective in a different economic region in Europe. You will gain first-hand experience of how supply strategies in the region are influenced by different pressures (both internal and external) and you will gain a rich understanding of the differences between supply chain practices.  The tour normally takes place over three to four days.  On your return you will have gained valuable insights and will appreciate the diverse nature of supply chain management.

Please note that the study tour is subject to additional costs.

Assessment

Taught modules 60%, individual project 40%

Core modules

Supply Chain Strategy and Sustainability

Module Leader
  • Dr Heather Skipworth
Aim

    This module is intended to provide you with a sound foundation to the course by introducing the main concepts and principles that underpin Logistics and Supply Chain Management, including the important issue of sustainability.

    The module is called ‘Supply Chain Strategy & Sustainability’ and presents the fundamental principles of contemporary logistics and supply chain management within a business context.  This unit will explore the ways in which good practice in these fields can contribute to achieving sustainable competitive advantage. Overarching aspects of Supply chain sustainability are explored, such as corporate responsibility, ethics and reverse logistics. Further the Global Supply Chain Game will enable students to understand through an interactive and competitive business game the principles of building an efficient global sourcing and supply chain under conditions of uncertainty so as to achieve high levels of profit and product availability.

    Global marketplaces are characterised by shortening product life cycles, increasing product variety, and highly variable demand that is difficult to forecast.  The module explores how the competitive landscape is constantly changing, and the role of logistics and supply chain management in meeting the challenges raised.  Research from CLSCM faculty is integrated with our own case studies, originating from a network of companies in a range of sectors to demonstrate particular concepts around agile and lean supply chains.

Syllabus

    The module comprises the following:

    • Supply chains and competitive advantage introduces the principles of logistics and supply chain management and the potential impact on a focal firm’s competitive position and its performance.
    • Supplier relationships covers the different types of supplier relationships from arm’s length transactional to Joint Ventures, explores the nature of collaboration between supply chain members and supplier networks.
    • Managing the lead-time frontier provides a brief history of time as a strategy in industry, and explains how to measure and improve lead-time gap as measured by the production: demand time ratio.
    • The contribution of Just in Time and Lean thinking describes the five main steps for the implementation of lean thinking, identifies the seven deadly wastes and a number of tools and techniques to reduce waste in the supply chain.
    • Agile supply chains are necessary to thrive in volatile demand situations experienced in many markets today.  This session compares and contrasts agile with lean, provides a framework for agile supply chains, including capabilities and practices to improve agility.
    • Variety challenge focuses on proliferating product ranges and strategies that can be employed to deal with this, such as mass customisation, form postponement and design for the supply chain.
    • Segmented supply chain strategy explores how supply chain strategy can be differentiated to meet different customer and market needs.
    • Integrating the supply chain explores internal integration between functions and external integration between supply chain members, integrations effect on firm performance and how it can be improved.
    • Introduction to supply chain sustainability concepts and management.
    • Managing reverse logistics & producer responsibility.
    • Thinking strategically, corporate responsibility and ethics.
    • Supply chain challenges and opportunities into the future gives students a chance to research and present a number of themes including corporate social responsibility, humanitarian logistics, collaborative opportunities to accelerate time to market, increasing servitisation of products and step changes in logistics costs.
    This module also includes a Global Supply Chain Game where you will have the opportunity to implement the knowledge you have learnt throughout the module.
Intended learning outcomes

On successful completion of this module you should be able to:

  • Analyse and debate the basic principles underlying logistics and supply chain management and the potential impact on a focal firm’s competitive position and its performance.
  • Distinguish evolving supply relationships from arm’s length to Joint Ventures and explain the potential roles of co-ordination and collaboration.
  • Propose approaches to measuring the lead-time gap and formulate ways to improve it, based on an understanding of the importance of time as a strategy in supply chains.
  • Prepare the five main steps for the implementation of lean thinking, identify the seven deadly wastes and propose tools and techniques to reduce waste in the supply chain.
  • Distinguish the different characteristics of agile supply chains, identify pre-conditions to agility and propose capabilities and practices to improve supply chain agility.
  • Formulate different approaches to providing high product variety depending upon the customer requirements in terms of customer service and product customisation.
  • Prepare key aspects of a customer responsive supply chain strategy, which go beyond the idea of lean and agile supply chains, given service and demand profiles.
  • Propose approaches to supply chain integration, both internally and externally, and debate possible effects on firm performance.
  • Understanding and critical awareness surrounding the concepts of sustainable development.
  • Conceptual understanding and critical awareness of emerging supply chain sustainability models on reverse logistics.

On completion of the Global Supply Chain game you should:

  • Understand the principles of building a competitive global sourcing and supply chain network and the interaction between the elements of the network.
  • Understand how such a network is managed in the design and operation of supply networks.

Principles of Strategic Procurement

Module Leader
  • Dr Farooq Habib
Aim

    The module will explore the subject of procurement and supply in the industrial and commercial context, explaining its role and purpose within the supply chain. Students will learn how procurement has developed, the skills and information needed by procurement professionals, the academic theory and knowledge accumulated on the subject area and the use of specific tools and techniques employed in managing the procurement function. In addition we will explore and use some of the recently emerged technologies within e-procurement which are designed to improve both process and cost management.

Syllabus

    The module covers:

    • General issues affecting P&S and the role of Procurement, including drivers, context, structures, objectives
    • Supply strategy and segmentation approaches & matrices; buyer-supplier relationships; power issues
    • Managing inter-organizational relationships
    • Supplier selection, development and evaluation, including make versus buy decisions
    • Daikin case study on value creation - to be prepared by students for class presentations and discussion
    • e-Procurement – approaches, benefits and limitations
    • e-Auction live event (double session)
    • New trends in purchasing: retail industry
    • International sourcing and total landed cost  
    • The Supply Chain Partnership model (Prof Douglas Lambert)
    • Sustainable sourcing
Intended learning outcomes

On successful completion of this module you should be able to:

  • Understanding of the purpose of the procurement function and its role in the organisation
  • Knowledge of both strategic and tactical issues in the management of procurement
  • Appreciation of the processes involved in procurement and their wider relevance to the supply chain processes of the organisation
  • Practical knowledge of the role and use of automated and web-based applications used in procurement and supply operations
  • Use tools and techniques to analyse and evaluate suppliers and supply markets
  • Apply segmentation models to spending within an organisation
  • Develop a procurement strategy, relevant to the supply chain and operational needs of the organisation
  • Evaluate alternatives for automation of the procurement process through  available technologies

Inventory and Operations Management

Module Leader
  • Dr Benny Tjahjono
Aim

    To provide students with a comprehension of the roles of Operations within the overall context of Supply Chain Management and enable them to analyse and design effective supply chain operations with the ultimate goal to improve the match between demand and supply.

Syllabus

    The module covers:

    • Supply Chain operations analysis
    • Value Stream Mapping (VSM)
    • “Push and Pull” systems
    • Just-in-time
    • Manufacturing Planning and Control Systems
    • Demand Management and Forecasting
    • Sales & Operations Planning
    • Inventory Management
    • Capacity Management, Sequencing and Scheduling
Intended learning outcomes

On successful completion of this module you should be able to:

  • Analyse and map operations within a supply chain context to identify where activities add values
  • Contrast between push and pull systems in order to formulate the future manufacturing operations
  • Appraise different inventory and resource management approaches within the supply chain
  • Appraise different tools and techniques used in the Manufacturing Planning and Control Systems
  • Formulate operational strategies for matching demand and supply
  • Assess alternative opportunities improvement within the supply chain

Accounting and Finance for Supply Chain Management

Module Leader
  • Dr Simon Templar
Aim

    The aim of the Accounting and Finance for Supply Chain Management (ACF) module is to introduce a number of traditional and contemporary accounting approaches that will increase the visibility of financial information, enabling supply chain managers to make informed decisions, which enhance value for their organisations.

Syllabus

    The module covers:

    • Interpretation of Company Financial Statements;
    • Exploring the relationship between accounting information and supply chain management;
    • Introduction to traditional and contemporary accounting tools and  techniques, which can be applied to supply chain analysis; 
    • The application of accounting tools and techniques to support supply chain decision-making;
    • Supply chain management and the implications for financial performance;
    • Exploring the many cost trade-offs between supply chain management processes (Source v Make).
Intended learning outcomes

On successful completion of this module you should be able to:

  • To judge the effect of decisions, transactions and events on financial performance.
  • To create simple sets of accounts from basic information.
  • To understand the main variables affecting working capital management.
  • To interpret financial statements, for good decision making, planning and control.
  • To apply an appropriate costing approach to solve a supply chain management issue.
  • To apply a number of financial tools and techniques to appraise alternative capital investment opportunities.
  • To use financial information to make informed sourcing decisions which enhance firm performance.

Analytical Techniques for Supply Chain Management

Module Leader
  • Dr Emel Aktas
Aim

    Managerial decisions in logistics and supply chain management are heavily based on quantitative analysis using models from the management science discipline. Data, models and available software have dramatically changed the operations in manufacturing, services and logistics sectors. The module aims to provide students with an introduction to the role and relevance of analytical techniques in logistics and supply chain management. From simple graphs to deterministic and stochastic optimisation models, it offers transferable skills to use associated techniques for the practice of these disciplines. Students will develop the ability to model and solve realistic decision problems in the context of logistics and supply chain management. This process will be facilitated by spreadsheet-based software packages where the students will have an opportunity to build their own spreadsheet models with emphasis on appropriate application of methods and interpretation of output.

Syllabus

    This module will cover:

    • Introduction to module and decision analysis
    • Linear programming model formulation
    • Linear programming model solution
    • Linear programming sensitivity analysis

    Workshop 1: Linear Programming

    • Decision trees
    • Multi-criteria decision making
    • Discrete probability distributions
    • Continuous probability distributions

    Workshop 2: Probability and descriptive statistics

    • Statistical sampling
    • Hypothesis Testing

    Revision and examination preparation

    A pre-learning facility and a series of workshops will support the learning experience in this module.
Intended learning outcomes

On successful completion of this module you should be able to:

  • Discuss the theoretical principles that underpin a range of statistical methods and analytical techniques as they apply to supply chain management.
  • Critically evaluate the limitations, strengths and weaknesses of a range of statistical and analytical techniques.
  • Appraise the options and select the appropriate technique to solve a given problem.
  • Demonstrate effective use of descriptive statistical techniques (measures of central tendency, measures of spread) within the context of supply chain management.
  • Apply in an appropriate manner inferential statistical methods (sampling, confidence intervals, hypothesis testing) to supply chain problems.
  • Construct mathematical models comprising a decision objective and associated constraints and use these models to solve decision problems and evaluate the results
  • Solve decision problems using appropriate software tools and correctly interpret the results.

This course is distinctive because it provides students with the opportunity to gain hands-on experience of alternative tools and techniques to solve realistic supply chain problems using appropriate software tools.

Freight Transport

Module Leader
  • Mr Melvyn Peters
Aim

    The Freight Transport module element provides a sound foundation in road, rail, air and sea freight transport. The focus is primarily from a user perspective in order to provide a logistics and supply chain management viewpoint. However, in road freight, the module also covers more detailed fleet management and operational aspects, recognising that many organisations operate their own road transport fleets but also reflecting the importance of road freight as the primary inland freight mode in most geographies for national traffic.

Syllabus

    This module broadly consists of the following elements:

    • Freight transport in the supply chain
    • Container shipping
    • Ports
    • Freight forwarding and shipping documentation
    • Air freight
    • Rail freight
    • Intermodal rail freight case study
    • Road freight (regulation and markets)
    • Road freight (vehicle selection, costing and financing)
    • Road freight operations (productivity and constraints)
    • Road freight resourcing planning and routing and scheduling
    • Modal freight exercise
    • Module debriefing
Intended learning outcomes

On successful completion of this module you should be able to:

  • Categorise and critically discuss modal attributes, operational issues and market structures for different transport modes.
  • Construct and apply freight transport cost models and assess the cost/service  trade-offs inherent in the proposed transport solution.
  • Recognise and calculate the impact of lead/transit time on overall supply chain efficiency and effectiveness.
  • Estimate the breakeven point between modes where distance is the determining factor.
  • Evaluate and choose between the different transport modes and combine them with other elements to form an efficient and effective supply chain
  • Plan and construct manual and computerised routes and schedules in a single depot environment and determine the impact of constraints on vehicle productivity.

Information Systems and eBusiness

Module Leader
  • Dr Vahid Mirza Beiki
Aim

    To provide theoretical and practical knowledge about:

    • The value of information and the role of information systems (IS) for supply chain management.
    • The opportunities provided for the supply chain management operations of companies by applying the information systems, and also the challenges that they will have when implementing the information systems
    • The role of information systems in e-business and the impacts of e-business on supply chain management of companies
Syllabus

    The module covers:

    • The value of information for supply chain management (VM)
    • The ICT landscape across the supply chain; Capturing and sharing information in SC (VM)
    • The role of information technology in business (DC)
    • Identifying technology-enabled business change opportunities (DC)
    • Ensuring benefits realisation from technology-enabled business change investments and agile development (DC)
    • ERP systems (SS)
    • GS1 eLearning (individual assignment introduction) (VM)
    • E-Commerce 1 (VM)
    • E-Commerce 2 (SS)
    • Quality of SC data (SS)
    • Collaborative Tracking and Tracing (VM)
    • How the future of logistics ICT will look like; Group assignment introduction (VM)
Intended learning outcomes

On successful completion of this module you should be able to:

  • Assess the value of information for managing supply chains and recognise the importance of managing information including information quality and data sharing.
  • Critically evaluate and identify the appropriate information systems required for supporting different functions related to managing supply chains of companies. 
  • Identify the potential opportunities provided by implementing new information systems required for supporting different functions related to managing supply chain of companies.
  • Recognise and analyse the potential opportunities provided by implementing new information systems for supporting the internal and inter-organisational supply chain operations of companies.
  • Analyse the potential difficulties of implementing inter-organisational information systems for managing supply chains and the solutions for solving such issues.
  • Formulate the processes for implementing internal and inter-organisational information systems.
  • Evaluate appropriate eBusiness solutions for supply chain problems.
  • Recognise and analyse the opportunities and challenges made by development of e-commerce, considering the role of ICT in online selling.
  • Analyse and practice the applications of data standards in supply chain management systems

Physical Network Design

Module Leader
  • Dr Nicky Yates
Aim

    The heart of any logistics and supply chain operation is its physical network.  The location of factories, distribution centres, suppliers, customers and so forth and the means by which they are linked, fundamentally affects the efficiency with which an organisation’s network operates. 

    This module aims to introduce the concepts and techniques of network theory and analysis and use these to demonstrate how physical networks are designed, redesigned and optimised and how current supply chain trends and challenges are influencing this design.  All aspects of the module are illustrated by the use of practical examples, ranging from manual calculations through to computerised network optimisation software.

Syllabus

    The module covers:

    Introduction to Physical Network Design modelling

    • The requirement for a strategic approach and factors which affect network design.
    • Introduction to network models – components of a model, data requirements and solution approaches.
    • Introduction to the map based approach – manual model of a UK based case study.
    • Introduction to spreadsheet based models – European case study.

    Advanced modelling techniques and their application in network design and logistics

    • Network algorithms for tactical planning (shortest path, travelling salesman problem, maximum flow).
    • Transportation and Assignment problems and their solution using linear programming.
    • Single and multiple centre of gravity analysis for locating facilities in a network - network design case study.
    • Mixed integer linear programming for locating facilities in a network.
    • Simulation as an approach for comparing different network design alternatives – global sourcing case study.
    • Computer based approaches to logistics network design – including demonstration of Supply Chain Planning software.
    • Commercial packages for network modelling – horizontal collaboration case study.

    Emerging trends in supply chain network operations and the impact on their design

    • The impact of sustainability, CSR, collaboration and other emerging trends on the design of supply networks – including.
    • Oil price fluctuation case study.
    • Collaborative business models for sustainable logistics.
Intended learning outcomes

On successful completion of this module you should be able to:

  • Apply knowledge of practical aspects of supply chain strategy and the underlying cost trade offs
  • Apply the concepts of good design to the analysis of the Physical Network of a Supply Chain
  • Evaluate the use of a range of network analysis concepts and techniques and select the appropriate techniques for the design of a new or the analysis of an existing network.
  • Develop analytical models using a variety of manual and computer based techniques.
  • Assess the impact of current logistics trends on the supply chain network operations and design

Project Management Introduction

Module Leader
  • Mr John Algar
Aim

    This is an introduction to the subject. However, it is our contention that projects are the building blocks of strategy. Also, the module provides a logical and simple process by which students may approach their own modules and objectives, and may well be a valuable source of confidence for taking on major elective projects later in the year. Project Management Introduction (PMI) demonstrates how management respects no boundaries (either in terms of functional silos – departments, etc. or theoretical disciplines). PMI provides additional opportunities to practice personal communication skills, and generally the module provides a basis for personal development and increased confidence and self-awareness.

Syllabus

    The central aims of this module are to develop an introductory understanding of:

    • The fundamental principles of project management applied in the contemporary environment of enterprise projects.
    • The application of the main techniques and processes of project management in a team-based application of the planning/execution/control cycle.
Intended learning outcomes

On successful completion of this module you should be able to:

  • Apply the key tools and techniques in project management.
  • Identify, define, scope, schedule, track and bring to completion a project.
  • Apply financial management process in a project management context.
  • Brief and manage consultant project staff on behalf of your organisation.

Warehousing

Module Leader
  • Dr Hendrik Reefke
Aim

    The module provides a thorough grounding in the role and operation of warehouses including the range of storage and handling equipment, the design of warehouses and the use of information technology.  It emphasises on the strategic use of methods to analyse the wide range of available options.  Additionally, the module focuses on developing the students’ ability to discern and use appropriate warehouse design techniques.

    This module is taught in light of the wider context of an organisation’s supply chain strategy and, thus, equips students with the means to tackle the warehousing aspects of complex supply chain problems.

Syllabus

    The module covers:

    • Introduction to warehousing
    • Conventional palletised systems
    • Automated palletised systems
    • Non-palletised storage and handling systems
    • Order picking
    • Receiving and despatch
    • Warehousing information systems
    • Warehouse design
    • Computer aided design and simulation
    • Warehousing in modern supply chains
Intended learning outcomes

On successful completion of this module you should be able to:

  • A sound appreciation of the role of warehousing within modern supply chains.
  • A comprehensive knowledge of the range and applicability of equipment types used for warehouse operations.
  • A practical understanding of recent developments and trends in warehouse technology and information systems.
  • A conceptual understanding of principles, methodologies and practices employed in the design and management of warehouses and their operations.
  • A systematic understanding of how warehouse design decisions should be made with regard to the various options for layout, equipment, staffing and operational processes.
  • On completion of the Warehousing module students will be able to:
  • Analyse alternative methods of warehouse operations in a systematic way, with regard to layout, equipment, processes and supporting information technology.
  • Summarise and critically discuss how a warehouse should be designed to meet an organisation’s supply chain strategy.
  • Assess and evaluate warehousing issues within complex supply chains.

Electives

Logistics Outsourcing

Module Leader
  • Melvyn Peters
Aim

    The outsourcing of logistics has developed rapidly over the last ten years.  The 3PL (Third party Logistics) providers have become part of a very competitive and dynamic industry.  The overall aim of this elective is to take students through the various aspects related to selecting (tendering) and working with a third party logistics contractor.  Additional aspects, covering the development of new logistics outsourcing business models (Fourth Party Logistics- 4PL), will also be covered.

Syllabus

    This module will cover:

    • The development of Third Party Logistics.
    • 3PL Contractor Selection Framework Tender Evaluation.
    • Implementation and Contract Management.
    • Contract Management and Dispute Resolution.
    • New logistics outsourcing business models.
Intended learning outcomes

On successful completion of this module you should be able to:

  • Describe the relative advantages and disadvantages of outsourcing logistics operations.
  • Apply a tendering framework to a logistics outsourcing process and to construct a tender evaluation tool.
  • Develop meaningful key performance indicators and describe their role in on-going contract management.
  • Describe and apply the different contractual types with respect to 3PL outsourcing and the new emerging business models.

Performance Measurement in the Supply Chain

Module Leader
  • Dr Andrey Pavlov
Aim

    Performance measurement and management (PMM) has been on the agenda of both academics and practitioners in both private and public sectors for several decades. However, despite the substantial resources invested in PMM by organisations, research shows that PMM-related initiatives, such as the implementation of scorecards or the adoption of PM procedures, can often fail to bring the intended benefits. Moreover, sometimes they turn out to be detrimental to the performance of the organisation!

    If organisations are to realise value and become more sustainable in the longer term, it is crucial to understand how exactly performance measurement and management practices deliver improved performance. Even more, when several interconnected organisations form a part of a supply network, the measurement task is particularly complicated. Does performance measurement in supply networks deserve special treatment? Do the general principles of organisational performance management still apply? These are some of the questions the module will address.

    This module will focus on the types and structures of performance measurement systems such as the Balanced Scorecard and the Performance Prism and on the design of appropriate strategy and success maps, performance targets, and indicators.

Syllabus

    This module covers:

    • The roles of performance measurement.
    • Target gaming and unintended consequences of performance measurement.
    • Performance management.
    • The balanced scorecard and the performance prism.
    • Developing performance indicators and assessing their robustness.
    • Visualising performance data for communication and decision making.
    • Conducting performance management reviews.
Intended learning outcomes

On successful completion of this module you should be able to:

  • Be able to identify and discuss the key aspects of performance measurement systems;
  • Understand the key processes associated with the design of a performance measurement system;
  • Be familiar with current research in performance measurement in general and performance measurement in supply networks;
  • Be able to explain the theoretical underpinnings of performance measurement and management practices;
  • Be able to analyse and evaluate an existing performance measurement and management system in an organisation;
  • Be able to evaluate the robustness of a wide range of performance indicators;
  • Be able to discuss the issues and nuances of measuring performance in supply networks;
  • Guide strategy execution through a comprehensive organisational performance measurement system;
  • Develop strategy/success maps;
  • Design and evaluate performance indicators;
  • Explain and communicate their decisions about the key aspects of performance measurement and management in organisations.

Business Process Outsourcing

Module Leader
  • Dr Vahid Mirza Beiki
Aim

    Business process outsourcing (BPO) is a strategic initiative by which an organisation sub-contracts to a third-party provider activities and responsibilities of specific business processes. This can include processes related to Customer Service, Information Technology, Procurement, Logistics, Accounting or Human Resources. The aim of this module is give students the knowledge and skills to evaluate where and when BPO initiatives are appropriate and to understand how maximise the value and minimise the risk from BPO relationships.

Syllabus

    This module will cover the following topics:

    • Outsourcing and Business Strategy
    • Managing the Outsourcing process
    • Developing the Business Case for Outsourcing
    • Selecting Outsourcing Service Providers
    • Managing the Outsourcing Relationship
    • Contracting and Negotiating for Outsourcing
Intended learning outcomes

On successful completion of this module you should be able to:

  • Critically evaluate the reasons that motivate an outsourcing decision.
  • Develop and justify a business case for Business Process Outsourcing
  • Describe and explain the key stages in the process of outsourcing.
  • Identify and analyse the key factors for outsourcing supplier selection.
  • Understand how to manage an outsourcing relationship.
  • Recognize potential risks in outsourcing and prescribe mitigating actions.

Designing and Managing Resilient Supply Chains

Module Leader
  • Dr Uta Juttner
Aim

    The main thrust of this elective is that organisations can and should develop supply chain resilience as means to building routines for non-routine events. In today’s interconnected world future supply chain professionals have to recognise potential risks of experiencing a supply chain disruption and be able to prepare for, react to and recover from the unforeseen supply chains, i.e. to develop resilience. This module explores the dimensions, approaches, decision-making and causalities of resilience. Insights from retrospective and real time case studies will provide the basis for understanding the vulnerability of today’s global supply chains. Moreover, they will enable the students to experiment both with the perspectives of supply chain planners anticipating supply chain risks and improving the resilience of the supply chain design and supply chain continuity managers responsible for ensuring rapid recovery after a disruptive event.

Syllabus

    This module will cover:

    Introduction: Supply chain risk management, vulnerabilities and resilience

    • Introduction to the key concepts
    • Examples of large scale disasters and their impact on global supply chains
    • Ripple effects in supply chains 

    Trade-offs in supply chain resilience management (e.g. redundancy versus efficiency; centralisation versus dispersion a.s.o)

    • Supply chain risk and vulnerability analysis
    • Overview of existing methods for identifying and assessing supply chain risks and vulnerabilities
    • Application of a selected methodology

    Resilient supply chain design principles issues and their implementation

    • Collaboration
    • Velocity
    • Flexibility
    • Visibility

    Real-time case study project on supply chain risk and resilience

    • Presentation of a supply chain resilience case by a supply chain representative from industry

    Individual written assignment related to the supply chain resilience case presented.


Intended learning outcomes

On successful completion of this module you should be able to:

  • Describe the relationship and causalities between supply chain risk management, supply chain vulnerability and supply chain resilience
  • Assess the effect of contemporary supply chain practices in routine- and non-routine situations
  • Identify the key steps involved in developing and implementing resilient supply chain designs
  • Evaluate the management challenges of formulating and implementing resilience into supply chains.
  • Identify key concepts from literature / business practice and synthesise them into a resilient supply chain design framework, which is subject to review, development and critique. 

Have an appreciation of how organisations and human beings can prepare and respond to disruption in specific situations and contexts; how an effective and efficient recovery is enabled and how companies and human beings learn from past disruptions in the supply chain

Simulation

Module Leader
  • Dr Nicky Yates
Aim

    The overall aim of this elective is to provide you with a good appreciation of the application, strengths and weaknesses of simulation modelling techniques and the software that can be used to support decision-making in logistics and supply chain management.  You will gain hands-on experience of using spreadsheet models including the use of specialist simulation add-ins and general purpose simulation software to solve decision problems in a specific supply chain management context.

Syllabus

    The module includes the following main subject areas:

    The underlying principles/concepts of simulation techniques : 

    • The advantages / disadvantages of using simulation techniques compared to other analytical methods.

    Monte Carlo simulation:

    • Using spreadsheets and Crystal Ball1 (an Excel Add-in) to solve stochastic simulation problems, e.g. forecasting, warehousing and SC process models.

    Discrete event simulation:

    • Using a general-purpose simulation software package, WITNESS , to model a supply chain operation.
Intended learning outcomes

On successful completion of this module you should be able to:

  • A practical framework for designing a simulation model in the logistics and supply chain environment.
  • An understanding of the theoretical principles that underpin a range of deterministic and stochastic simulation modelling approaches.
  • An understanding of the limitations, strengths and weaknesses of simulation modelling.

This course is distinctive because it provides students with the opportunity to gain hands-on experience of alternative simulation modelling tools and techniques to solve logistics and supply chain problems.  More than 80% of the module contact hours are spent building and experimenting with simulation models.

On completion of the Simulation Elective the student will be able to:

  • Given a decision problem select an appropriate simulation technique to test and evaluate solution options.
  • Demonstrate their ability to construct simple Monte Carlo models using Crystal Ball software.
  • Describe the limitations and assumptions inherent in the different techniques taught on the course.
  • Understand the principles of deterministic and stochastic modelling approaches.    

Retail Logistics

Module Leader
  • Professor Michael Bourlakis
Aim

    The aim of this module is twofold. Firstly it aims to provide an overview of the breadth of Retail Logistics operations in modern retail organisations. This involves raising awareness and understanding of the key strategic issues involved in the way retail organisations manage their logistics activities and facilities within and beyond the firm boundaries. Secondly, the course aims to provide participants with an understanding and appreciation of the key contemporary trends in retail logistics.

Syllabus

    The module will include the following topics:

    • Retail buying and retail procurement.
    • Retail transportation & retail warehousing.
    • Efficient Consumer Response, Quick Response.
    • Customer Service and Out-of-Stocks.
    • Retail supply chain performance measurement.
    • Information technology in the retail supply chain.
    • Sustainability practices in retail logistics.
    • Evolution of retail supply chains.
    • Omni channels / Key future trends.
    • Global Retail Logistics.
Intended learning outcomes

On successful completion of this module you should be able to:

  • Reflect and evaluate the activities, functions and processes associated with managing the Retail Logistics operations.
  • Assess critically the significance and application of Retail Logistics theories, concepts and frameworks in the broader context of the retail organisation in its competitive and changing environment.
  • Discuss and explain the strategic role of logistics operations for retail firms.
  • Demonstrate an understanding of the key trends that have an influence and impact on modern Retail Logistics operations.

Six Sigma

Module Leader
  • Dr Farooq Habib
Aim

    The Six Sigma elective will build on and develop some of the analytical skills introduced during the core modules of the Course in terms one and two. It will be situated in the context of Quality methods and Total Quality Management (TQM) describing their development from Deming to the present day. The elective will provide an understanding and practical utilisation of the Six Sigma methodology following the Define-Measure-Analyse-Improve-Control (DMAIC) approach. You will be able to combine theory with practical case work which will experiment with quantitative and qualitative techniques employed in the solving of typical supply chain problems. The elective is designed to bring you to the equivalent level of a 6 Sigma ‘Green Belt’, enabling them to design solutions to organisational issues.

Syllabus

    The course is structured using the DMAIC methodology used widely in 6 Sigma project management:

    • Define: evolution of TQM & 6 Sigma: Deming, PDCA, DMAIC; designing projects for improving supply chains.
    • Measure: qualitative & quantitative methods used in value stream mapping and measurement.
    • Analyse: tools and techniques used in the analysis phase; practical exercise on use of FMEA.
    • Improve: based on a case study in a manufacturing company, where a process of improvement must be put in place to turn around the company’s performance.
    • Control: continuation and completion of the case study, evaluating how to control the newly designed solution going forward and manage benefits.
Intended learning outcomes

On successful completion of this module you should be able to:

  • Understand the history and purpose of the 6 Sigma philosophy and methods.
  • Appraise a variety of quantitative and qualitative techniques and evaluate their use in solving logistics problems.
  • Evaluate a realistic case of 6 Sigma use within a manufacturing/industrial environment.
  • Apply 6 Sigma tools to problem solving and performance improvement in the supply chain.
  • Demonstrate knowledge of total quality management and 6 Sigma use within logistics and supply chain management.
  • Appraise the range of techniques and solutions deployed within the 6 Sigma tool set.
  • Formulate the use of appropriate analytical tools to analyse and solve problems in the supply chain.
  • Design a supply chain improvement strategy using 6 sigma techniques.

Sales and Operations Planning

Module Leader
  • Dr Heather Skipworth
Aim

    S&OP is seen by many large organisations as being a critical cross functional process where senior supply chain managers and directors are expected to show leadership This module examines how a typical Sales and Operations Planning process works in a large multi-site commercial organisation.  It then explores the challenges in implementing the process and the insight that can be delivered to prevent avoidable strategic planning errors.

    The module gives a thorough foundation in the methodologies that underpin an effective S&OP process so that it can be adapted to fit the different configurations of organisation in which students will find themselves employed.   

    The module will extend students supply chain management skills involved in managing difficult interactions including:

    • Managing the interfaces between supply and demand led organisations driven by conflicting objectives.
    • Managing the tensions and behaviours driven by the unpredictability of demand and constraints in supply.
    • Managing the consequences of the need to prioritise and the realisation that not all markets, products and services are of equal importance.
    • Managing context-specific performance metrics.
    • Managing an S&OP process that is not working effectively.

    The aim of this module is to give students a comprehensive understanding of the principles and practice of S&OP, and in doing so providing them useful tools, technologies and approaches they can implement in their future careers.

Syllabus

    This module covers:

    • Definition and discussion of what Sales and Operations Planning is
    • What the CEO is looking for
    • Step through a vanilla Sales and Operations Planning process
    • A short case study highlighting some of the problems
    • Sales and Operations Planning Issues exploration
    • Tensions and behaviours
    • Volumes and values
    • Different configurations of organisations
    • Main interactive case study, with syndicate groups and multiple phases

    The first five parts will give you a thorough understanding of the principles of S&OP. The last part six is an extended case study, which will run over a full day. This will demand active participation in problem identification and decision making in a corporate situation with significant ambiguity.

Intended learning outcomes

On successful completion of this module you should be able to:

  • Critically assess weaknesses and strengths of a Sales and Operations Planning process
  • Create a plan to implement or improve an Sales and Operations Planning process
  • Be able to participate on an informed  basis in decision making discussions in Sales and Operations Planning balancing insights from both supply and demand
  • Understand the point of view of other Sales and Operations Planning participants and to manage the likely behavioural drivers of dysfunctional behaviour formulate or adapt appropriate performance metrics to enable effective and balanced decision making
  • Formulate or adapt appropriate performance metrics to enable effective and balanced decision making.

Humanitarian Logistics

Module Leader
  • Dr Silvia Rossi Tafuri
Aim

    This module examines the supply chain responses needed in the event of sudden catastrophic events and on-going stability-threatening conditions. The need for management skills in humanitarian logistics and disaster relief is growing in the commercial sector (as well as in the third sector) because it is increasingly seen as a business opportunity. Sadly, disasters are becoming more frequent, and the managing organisations are not able to cope on their own.  The international charity World Vision, for example, estimates informally that it spends some 60% of its spend on supply chain management.

    The skills required to manage humanitarian logistics successfully are very different from those needed to succeed in traditional supply chains. Many of these principles apply equally where sudden disruption to the supply chain takes place, e.g. the recent Fukushima earthquake.

    The aim of this module is to provide a thorough foundation of humanitarian logistics concepts and methodologies for people who want to work in aid and disaster relief departments in commercial organisations or in the third sector, or who may find themselves assigned to a disaster project.

    The module will extend your supply chain management skills into situations that are very different from ‘business as usual’, including:

    1. The customer to be served not being the beneficiary,
    2. Coping with the unpredictability of the demand both geographically and in the nature of the goods and services needed,
    3. Managing interfaces between private, public and NGO organisations,
    4. Context-specific performance metrics.

    The aim of this module is to give you a comprehensive knowledge of the challenges in the sector, as well as useful tools, technologies and approaches they could implement in their future careers.

Syllabus

    The first session introduces the concepts of humanitarian logistics. Sessions 2 to 4 explore how humanitarian logistics differs from traditional logistics, as well as describing how to measure the efficiency and effectiveness of humanitarian responses. Session 5 will provide a practical training game on how to manage a warehouse in the event of a disaster. The closing session will present case studies on past events and how they were managed, including the political issues and performance outcomes.

Intended learning outcomes

On successful completion of this module you should be able to:

  • Assess humanitarian threats (both in on-going situations and in catastrophic disasters)
  • Evaluate humanitarian logistics concepts, processes, and the organisations involved
  • Apply the lean and agile paradigms to humanitarian logistics and develop a roadmap for deploying these principles
  • Assess weaknesses and strengths of past humanitarian logistics responses to their impact across the beneficiaries
  • Formulate appropriate performance metrics according to the nature of the event (emergency, on-going, war, natural disaster, etc..)
  • Organise the available information and develop a plan to manage a humanitarian logistics event
  • Assess the likely outcomes in terms of restoring acceptable living or working conditions

Social Network Analysis in a Supply Chain Context

Module Leader
  • Dr Leila Alinaghian
Aim

    Social network analysis (SNA) involves mapping and analysing the relationships and flows between people, groups, organisations, computers, countries and any other connected entities. Specifically, SNA analyses various characteristics of the pattern of relationships and draws inferences about the network as a whole or about those belonging to it considered individually or in groups. The rich data from this process provides evidence to enable organisations to understand to what extent their networks impact their organisation, both internally and externally. 

    Intra-firm:

    Network analysis reveals the reality of how people are connected (or not), irrespective of hierarchy, role and governance. Through this process organisations can identify;

    • Bottlenecks: Identification of communication breakdowns both between and within groups.
    • Overloaded: Actors who supply and receive information from a large number of actors.
    • Decision chokes: Actors who approve decisions for a large number of actors.
    • Value creators: Actors who are top sources of novel ideas
    • Bridge actors: Actors who bridge (informal) communities. 

    Inter-firm:

    Network analysis can help to identify who an organisation should partner with and therefore how to strategise the supply/customer base to help to unlock their innovation potential and to also create resilient and agile end-to-end supply chains. Through this process organisations, for example, can identify:

    • Bottleneck suppliers: Suppliers connecting those who would be unconnected otherwise and their implications for network risk and resilience.
    • Bridge suppliers: Suppliers connecting industries as sources of innovation and network agility.
    • Suppliers with an attractive portfolio of relationship.
    • Communities of knowledge such as supplier clusters, suppliers associations, etc.

Syllabus

    An introduction to Social Network analysis 

    • The fundamental building blocks of a network
    • Concepts and principles
    • Collecting network data
    • Network analysis applications
    • Communication network game

    Create, visualise and analyse a real life social network Group Exercise 

    Social network analysis in organisational contexts

    • Intra-firm networks and power and influence, knowledge transfer and learning, collaboration, creativity, project governance and performance
    • Inter-firm networks and innovation 

    Visualising and analysing networks using software

    Supply chain management: A social network analysis perspective

    • Supply chain analysis: a network perspective
    • Supply networks structural properties and the operational and strategic performance implications
    • Suppliers structural properties and its implications for suppliers selection and evaluation

    Supply chain management: A social network analysis perspective

    • Case studies
    • Assignment brief 
Intended learning outcomes

On successful completion of this module you should be able to:

  • Describe and critically discuss the key concepts, principles and theories of social network analysis.
  • Apply social network analysis to quantify and assess the descriptive network measures and interpret the implications of these measures for both individuals and network as a whole.
  • Critically evaluate theories and application of social network analysis approach in various organisational settings (e.g., intra-firm networks such as employees/managers, teams/groups communication networks, inter-firm networks such as partnerships and supplier/customer networks).
  • Use an appropriate social network analysis software package to critically examine important issues in the field of social network analysis.
  • Create, visualise, and critically analyse and evaluate supply networks by applying social network analysis concepts, theories and methods. 

Planning and Resourcing for Road Freight Transport

Module Leader
  • Melvyn Peters
Aim

    A great deal of technology is used in the planning and management of logistics operations.  This is particularly true for road freight transport, where for many years a number of vehicle routing and scheduling software packages have been developed.  This elective is aimed at providing an opportunity for an in depth and detailed hands-on experience of the UK’s leading Computer Vehicle Routing and Scheduling (CVRS) software package – Paragon. In addition, the elective provides both conceptual and practical insight into the key planning elements for road freight transport including the main steps in the determination of resource requirements.

Syllabus

    The elective broadly consists of the following stages:

    • Initial training on the use of Paragon (from data input through to interpreting routing/scheduling results).
    • Familiarisation with the base case.
    • Build the base case model using Paragon.
    • Develop the base case model to solve the case study problems.
    • Write up of the process, results and interpretation of the output plus conclusions, recommendations, etc.

    The first session will consist of a brief introduction to Paragon. You will then be divided into groups.  Each group will then use Paragon to work through some exercises for data preparation, simple scheduling and multi-depot scheduling.  This will be a laboratory based session. 

    The second session will also be laboratory based and groups will be able to continue their use of Paragon for the Handy Hardware case study/assessment.  Supervision will be on hand for this.  The third session will be timetabled for additional work on the case study in the laboratory.  This will not be supervised.

    Each group will be expected to complete the case study using Paragon in their own time.  The final session will consist of a presentation by each group of their findings and recommendations to the teams.

Intended learning outcomes

On successful completion of this module you should be able to:

  • Describe the detailed data requirements and modelling constraints of commercially available CVRS packages.
  • Plan, construct and test multi-depot simulations using commercially available CVRS software.
  • Assess cost and service trade-offs inherent in different operational scenarios.
  • Evaluate CVRS output and make reasoned judgments in the absence of complete data.
  • Demonstrate their understanding and use of CVRS models by preparing and presenting a report suitable for senior managers.

Fees and funding

European Union students applying for university places in the 2017 to 2018 academic year will still have access to student funding support.

Please see the UK Government’s Department of Education press release for more information

Cranfield University welcomes applications from students from all over the world for our postgraduate programmes. The Home/EU student fees listed continue to apply to EU students.

MSc Full-time £12,500

Fee notes:

  • The fees outlined apply to all students whose initial date of registration falls on or between 1 August 2017 and 31 July 2018.
  • All students pay the tuition fee set by the University for the full duration of their registration period agreed at their initial registration.
  • A non-refundable £1,000 deposit is payable on offer acceptances and will be deducted from your overall tuition fee. 
  • Additional fees for extensions to the agreed registration period may be charged and can be found below.
  • Fee eligibility at the Home/EU rate is determined with reference to UK Government regulations. As a guiding principle, EU nationals (including UK) who are ordinarily resident in the EU pay Home/EU tuition fees, all other students (including those from the Channel Islands and Isle of Man) pay Overseas fees.

For further information regarding tuition fees, please refer to our fee notes.

MSc Full-time £21,000

Fee notes:

  • The fees outlined apply to all students whose initial date of registration falls on or between 1 August 2017 and 31 July 2018.
  • All students pay the tuition fee set by the University for the full duration of their registration period agreed at their initial registration.
  • A non-refundable £1,000 deposit is payable on offer acceptances and will be deducted from your overall tuition fee. 
  • Additional fees for extensions to the agreed registration period may be charged and can be found below.
  • Fee eligibility at the Home/EU rate is determined with reference to UK Government regulations. As a guiding principle, EU nationals (including UK) who are ordinarily resident in the EU pay Home/EU tuition fees, all other students (including those from the Channel Islands and Isle of Man) pay Overseas fees.

For further information regarding tuition fees, please refer to our fee notes.

Funding Opportunities

To help students in finding and securing appropriate funding we have created a funding finder where you can search for suitable sources of funding by filtering the results to suit your needs. Visit the funding finder.

Logistics and Supply Chain Management MSc Bursary

We have a limited number of bursaries available for UK/EU candidates. These are awarded at the course director's discretion and are based on merit as well as considerations of financial need. If you would like to be considered for a bursary, please indicate so in in the financial details section of your application.

Postgraduate Loan from Student Finance England

A Postgraduate Loan is now available to help you pay for your Master’s course. You can apply for a loan at GOV.UK

Cranfield Postgraduate Loan Scheme

Loans of up to £15,000 are available to UK/EU domiciled students with an admissions offer on the full-time Logistics and Supply Chain Management MSc.

Alan Harrison Half-Fee Scholarship

A half-fee scholarship is available for an outstanding UK/EU candidate. The scholarship will be awarded based on the strength of the application as a whole, i.e. an applicant's achievements, academic credentials, professional track record and personal merit, and on the interviewer's report, i.e. an assessment of the applicant's communication and interpersonal skills, leadership potential as well as the candidate's likely contribution to the cohort. To apply, you should include your case for being considered for the award (of no more than 500 words) with your application by 31st May 2017.

Santander MSc Scholarship

The Santander Scholarship at Cranfield University is worth £5,000 towards tuition fees for full-time master's courses. Check the scholarship page to find out if you are from an eligible Santander Universities programme country.

Entry requirements

We welcome applications from talented candidates of all backgrounds and each application is considered on its individual merit. Usually candidates must hold either a first or a second class UK honours degree in a relevant discipline; or the international equivalent of these UK qualifications.

English Language

If you are an international student you will need to provide evidence that you have achieved a satisfactory test result in an English qualification. Our minimum requirements are as follows:

IELTS - 6.5 overall and 6.5 in the writing component

TOEFL - 92 and a writing score 21

Pearson PTE Academic - 65

Cambridge English Scale - 180

Cambridge English: Advanced - C

Cambridge English: Proficiency - C

In addition to these minimum scores you are also expected to achieve a balanced score across all elements of the test. We reserve the right to reject any test score if any one element of the test score is too low.

We can only accept tests taken within two years of your registration date (with the exception of Cambridge English tests which have no expiry date).

Students requiring a Tier 4 (General) visa must ensure they can meet the English language requirements set out by UK Visas and Immigration (UKVI) and we recommend booking a IELTS for UKVI test.

Applicants who do not already meet the English language entry requirement for their chosen Cranfield course can apply to attend one of our Presessional English for Academic Purposes (EAP) courses. We offer Winter/Spring and Summer programmes each year to offer holders.

Your career

94% of School of Management students were employed within 3 months of graduation.

The Cranfield Career Development Service offers a comprehensive service to help you develop a set of career management skills that will remain with you throughout your career.

During your course you will receive support and guidance to help you plan an effective strategy for your personal and professional development, whether you are looking to secure your first management role, or wanting take your career to the next level.

Last year's Logistics and Supply ChainManagement MSc graduates secured jobs with a diverse range of companies including Airbus, Tata Consultancy Services, Group Lotus, Adidas, Lidl, BMW Group, Toyota Motors, HelloFresh, KPMG, Kuehne & Nagel, Bentley, Saint Gobain, United Biscuits, Heineken, Eli Lilly UK, Unilever and Deutsche Bank.

Career Development Service video
Career Development Service video

Applying

To apply you will need to register to use our online system. Once you have set up an account you will be able to create, save and amend your application form before submitting it.

Once your online application has been submitted together with your supporting documentation, it will be processed by our admissions team. You will then be advised by email if you are successful, unsuccessful, or whether the course director would like to interview you before a decision is made.  Applicants based outside of the UK may be interviewed either by telephone or video conference.

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