Teaching plan for the course unit

 

 

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General information

 

Course unit name: International Operations Management

Course unit code: 364557

Academic year: 2025-2026

Coordinator: Ryan Christopher Armstrong

Department: Department of Business

Credits: 6

Single program: S

 

 

Estimated learning time

Total number of hours 150

 

Face-to-face and/or online activities

60

 

-  Lecture with practical component

Face-to-face

 

15

 

-  Problem-solving class

Face-to-face

 

45

Supervised project

40

Independent learning

50

 

 

Competences / Learning outcomes to be gained during study

 

   -

CG6 - Creative and entrepreneurial skills (capacity to conceive, design and manage projects).

   -

CG5 - Ability to work in a team (capacity to collaborate with others and contribute to a common project, capacity to work in cross-disciplinary and multicultural teams).

   -

CG8 - Capacity to communicate in English and/or other foreign languages orally and in writing, comprehension skills, and mastery of specialized language.

   -

CG7 - Concern for sustainability (capacity to assess the social and environmental impact of actions taken in a particular setting and capacity to adopt integrated and systemic approaches).

   -

CG3 - Capacity for learning and responsibility (capacity for analysis, synthesis, to adopt global perspectove and to apply knowledge in practice).

   -

CG10 - Capacity to apply ICTs to professional activities.

   -

CE10 - Ability to take planning and organizational decisions in an international busniess context.

   -

CE6 - Ability to appraise processes and decision-making in the development of international operations.

Learning objectives

 

Referring to knowledge

— Understand the fundamentals of operations management, using concise language and professional terminology.

— Distinguish between different levels of planning in operations, from long-term strategic and business plans to production planning and monitoring, and understand how they can be implemented.

— Analyse the main strategic and operational decisions made by the company to improve the organisation of productive activities.

 

Referring to abilities, skills

— Identify problems of production management and recognise opportunities to enhance business competitiveness.

— Make informed decisions on how best to manage a company’s production system.

 

Referring to attitudes, values and norms

— Apply skills of analysis, synthesis and diagnostics to solve cases and problems in the field of operations management.

 

 

Teaching blocks

 

Introduction to operations management

Introduction to operations management

Foundations of operations management

Designing operations

Managing Quality

Facility layout design

Process strategy

Managing Operations

Supply chain management

Inventory Management

Aggregate planning

Material requirements planning (MRP) and enterprise resource planning (ERP)

Short-term scheduling

Lean systems

 

 

Teaching methods and general organization

 

The teaching methodology for the subject is a combination of classroom lectures and various complementary activities (case studies, problem solving, etc.), completed either individually or in groups, both in class and independently.

Study hours are distributed as follows:

— Each week there are two 2-hour class sessions. Face-to-face classes provide the basic information needed to study the topics outlined in the course plan, designed to guarantee achievement of the established learning objectives. A substantial portion of class time is dedicated to resolving practical problems and engaging in applied learning activities.

Information regarding all aspects of the subject (including assessment procedures, submission deadlines, etc.) is made available on the Virtual Campus, the primary channel for communication between teachers and students.

Attendance at all types of class is an essential element of the learning process, which relies as much on individual and group study as active participation in class. Students enrolling in the course commit to coming to class with the relevant materials specified by the lecturer and having prepared the assigned readings and exercises according to the teaching schedule.

 

 

Official assessment of learning outcomes

 

Continuous assessment requires students to follow the course plan and complete various exercises throughout the semester.

These are graded and weighted according to their content and are conducted either individually or in groups. Typically, at least three such activities are carried out during the semester. Additionally, students complete a final project on a topic complementary to those of the programme. This is worth 20% of the final grade and is submitted near the end of the course. A tentative schedule of activities and project guidelines are provided at the start of the semester, though dates may change at the lecturer’s discretion.

The continuous assessment process is completed with a final examination, the date of which is set by the Academic Board.

Continuous assessment accounts for 70% of the final grade, while the mark for the final examination is worth the remaining 30%. Detailed information on the different assessment tasks and marking criteria are published on the Virtual Campus at the start of the course.

The different components making up continuous assessment are used to assess the following competences:

1. Capacity for learning and responsibility (capacity for analysis and synthesis, to adopt global perspectives and to apply the knowledge acquired/capacity to take decisions and adapt to new situations). This is assessed though tasks such as problem solving, theoretical questions and multiple-choice or short practical exercises.

2. Creative and entrepreneurial skills (capacity to acquire new knowledge and attitudes and to solve problems). This is assessed through a range of activities such as analysing real business cases and attending a talk given by a business professional.

3. Communication in English in terms of speaking, writing and comprehension, as well as the teamwork. These are assessed through the preparation and delivery of a group project on a topic complementary to those of the syllabus.

Students opting for this mode of assessment should bear the following points in mind:

— The minimum grade required to pass the course is 5 out of 10. Students obtaining a lower grade must transfer to the single mode of assessment.

— A final grade based on continuous assessment is only calculated if a minimum score of 4 out of 10 is obtained on the final examination. If this minimum mark is not reached, the final grade for the subject is that of the final examination.

— Submission of the first continuous assessment exercise implies the student has opted for this mode of assessment. Students may transfer to the single mode of assessment at any time; however, continuous assessment marks cannot be carried forward.

The final examinations for both continuous and single modes of assessment are held on the same date and at the same time, but the two exams differ.

Students who do not pass at the first sitting have the right to repeat assessment in accordance with the regulations established by the Faculty of Economics and Business. Repeat assessment takes the form of an examination similar in structure to that of the single assessment exam.

 

Examination-based assessment

Single assessment consists of a final examination, worth 100% of the final grade for the subject.

This examination has two parts: one multiple-choice and/or short-answer questions, and one problem-based exercises, each worth 50%. The minimum score required for each part is 3.5 out of 10. If this minimum is not achieved on one or both parts, the average cannot be calculated, and the final grade corresponds to the part(s) that did not meet the established minimum.

The final examinations for both continuous and single modes of assessment are held on the same date and at the same time, but the two exams differ.

Students who do not pass the subject at the first sitting have the right to repeat assessment in accordance with the regulations established by the Faculty of Economics and Business.

 

 

Reading and study resources

Check availability in Cercabib

Book

HEIZER, Jay; RENDER, Barry; MUNSON, Chuck. Principles of operations management : sustainability and supply chain management. 13th ed. London, England : Pearson Global Editions, 2020

Catāleg UB  Enllaç

CASTÁN FARRERO, José Mª., GUITART TARRÉS, Laura. Dirección de operaciones : manual de ejercicios. Barcelona : Publicacions i Edicions de la Universitat de Barcelona,​ 2012

Catāleg UB  Enllaç

JACOBS, Robert; CHASE Richard B. ISE Operations and Supply Chain Management, 16th Edition. McGraw-Hill: 2021

  Being acquired.

Catāleg UB  Enllaç

HOPP, Wallace; SPEARMAN Mark. Factory Physics, 3rd edition. Long Grove, Illinois : Waveland Press, 2011

Catāleg UB  Enllaç

LESEURE, Michel. Key concepts in operations management. Los Angeles: SAGE, 2010

Catāleg UB  Enllaç

SLACK, Nigel; BRANDON-JONES, Alistair; JOHNSTON, Robert. Operations Management. 7th ed. Harlow; England; PEARSON, 2013

Catāleg UB  Enllaç

WALLER, Derek L. Operations management : a supply chain approach. 2nd ed. London: Thomson, 2003

Catāleg UB  Enllaç

PYZDEK T., and KELLER, R., The Six Sigma Handbook, 4th edition. McGraw-Hill, New York, NY, 2014, ISBN: 978-0-07-184053-8.

  Being acquired.

Catāleg UB  Enllaç

SETTER, C. Six Sigma: A Complete Step-by-Step Guide: A Complete Training & Reference Guide for White Belts, Yellow Belts, Green Belts, and Black Belts. The Council for Six Sigma Certification, 2018. ISBN: 978-1732592650

  Being acquired.

Catāleg UB  Enllaç