Per­form­ance Man­age­ment in Op­er­a­tions

Course content

Performance management concerns how managers within the focal firm and across the wider supply network apply measurement practices and management accounting technologies to support strategically oriented design decisions and to control and coordinate supply networks.

The overall aim of the course is to develop students’ competencies in understanding, developing, and critically reflecting on knowledge of both theoretical and practical relevance in and around performance management in operations, buyer-supplier relationships, and supply chains.

Building on an economic rationale, operations management theory, management accounting theory, and social and organisational theories, the course explores three main areas of operations and supply chain management practice: measurement and evaluation practices, costing practices, and decision-making practices.

Through the course curriculum, students learn to identify, analyse, and solve problems of practical relevance related to performance management and decision-making in operations and supply networks. This includes applying both quantitative and qualitative forms of analysis, selecting and using appropriate concepts and tools, and translating analysis into well-argued managerial recommendations.

An important part of the course is also to enable students to reflect critically on course theories and their assumptions, and to develop new or adjusted frameworks of theoretical and practical significance that can inform performance management in contemporary operations and supply networks.