Department of Management Studies

Evaluation Scheme [M.B.A. Four Semester]

Methodology Evaluation
Course Code Course Title Credit Total
L T P FA MSE ESE
MBA 401 Project Management 3 3 25 25 50 100
MBA 402 Dissertation/ Industry Project report 6 ΩΩ 100
MBA403 Major Elective 7 3 3 25 25 50 100
MBA404 Major Elective 8 3 3 25 25 50 100

MBA405 Minor Elective 3 3 3 25 25 50 100

MBA 406 Minor Elective 4 3 3 25 25 50 100

GP 401 General Proficiency(GP) & MOOCS 1 β 100

Total Credits and Marks 22 700

Notes and Explanation:

❖ ΩΩ = A Dissertation / Industry Project Report [MBA 402] of 6 Credits will be offered to the
students in semester MBA IV, the duration of the project will start immediately after the
commencement of MBA IV semester. 100 marks of the project will be divided into three parts.
[25Marks for Project Report, 25 Marks for Report Presentation and 50 Marks for project viva voce
which will be taken by external expert of Academia or Industry. The report may be prepared on
the basis of case on a Company/Industry or Project of social importance in the context of
managerial applications.
❖ β = 50 marks of General Proficiency(GP) will be awarded by observing the overall behavior at
department level as well as at University level, student participation in various activities and 50
Marks for Online Certification through various platforms (MOOCS)

Signature of BOS Members:

List of Major Electives @ Semester IV [2 Courses]
Finance (MBA403F/MBA404F/MBA405F)
1 Business Valuation
2 International Finance
3 Working Capital Management

Human Resource (MBA403H/MBA404H/MBA405H)

1. Training and Development
2. HR Analytics
3. Labor Costing

Marketing (MBA403M/MBA404M/MBA405M)
1. Product and Brand Management
2. Marketing Analytics
3. Marketing Strategy

List of Minor Electives @ Semester IV [2 Courses]

Logistics and Supply Chain Management (MBA405S/MBA406S/MBA407S)

1. International Trade Logistics & Global Supply Chain Management
2. Operations Strategy
3. Purchasing and Supplier Relationship Management

International Business (MBA405IB/MBA406S\IB/MBA407IB)

1. International Trade Logistics & Global Supply Chain Management

2. International Marketing
3. India and World Trade

Signature of BOS Members:

List of Minor Electives @ Semester IV [2 Courses]

Agricultural Business (MBA405AG/MBA406AG/MBA407AG)

1. Agriculture Marketing System and Model
2. Agri. Business Entrepreneurship
3. Agriculture Trade and Food Policy

Business Analytics (MBA405BA/MBA406BA/MBA407BA)

1. Predictive Analytics
2. Data Mining
3. Big Data Analytics

Retail Management (MBA405R/MBA406R/MBA407R)

1. Retail Sales and Customer Service
2. Retail Location Strategies
3. Retailing of Services

Banking & Insurance (MBA405BI/MBA406BI/MBA407BI)

1. Banking Law
2. Treasury and Forex Management
3. Underwriting

Branding & Advertising (MBA405BR/MBA406BR/MBA407BR)

1. Corporate Branding
2. Media Planning
3. Digital Marketing analytics

Entrepreneurship (MBA405EN/MBA406EN/MBA407EN)

1. Indian Ethos and Business Ethics

2. Identifying, Starting and Growing a Social venture
3. Corporate Strategy

Signature of BOS Members:

 Core Course [MBA Fourth Semester]

Project Management

Course Credits 4 Course Evaluation 100 Marks Instruction Hours 48

Course Objectives:

This is a core course offered with the objective of familiarizing the students with the fundamentals of
project management. It gives the students a viewpoint of key components including project scope, time,
cost, quality, and risk management.

Course Outcomes:
CO1: Students will be able to describe the framework of project management.
CO2: Students will be able to apply the tools and techniques of project planning and management.
CO3: Students will be able to explain the knowledge areas of project management and the need for
integration to achieve the goals of project management.
CO4: Students will be able to analyze the importance of project manager and project team in achieving
success in project objectives
CO5: Students will be able to create a project plan using the tools of project planning
CO6: Students will be able to create project networks and use them to plan and control project
implementation

Unit: 01 Introduction to Project Management and Selection

Basic concepts, scope, characteristics of projects, project life cycle & uncertainty, Project management
knowledge areas, types of projects, Feasibility Analysis: Financial Analysis (Pay Back Period, NPV, IRR,
Profitability Index), Market & Demand analysis, SCBA, Environmental appraisal

Unit: 02 Project Organisation and Planning

Project Organization, Defining the project: Project Scope, Project Priorities, Work breakdown structure,
Responsibility matrix, Estimating Time & Cost, Managing Risk

Unit: 03 Project Scheduling Measurement & Control

Developing a project network (CPM & PERT), Reducing time duration of Projects, Scheduling Resources,
Project Progress and Performance Measurement, Earned Value Management.

Unit: 04 Project Closure & Managing Teams

Project Audit, Project Closure, Managing Project Teams: situational factors affecting Team Development,
Managing Virtual Project Teams, and Project Team Pitfalls

Learning Resources
1. Clifford F. Grey, Eric W. Larson, Gautam V. Desai, Project Management – The Managerial Process.
5/e Tata McGraw-Hill Education (India) Pvt. Ltd.
2. Jack R. Meredith, Samuel J Mantel, (2018). Project Management-A managerial approach, 8/e, Wiley
India.
3. Harord Kerzner. Project Management: A Systems approach To Planning, Scheduling and Controlling,
Wiley India.
4. Chandra Prasanna, Projects: Planning Analysis Selection Financing Implementation and Review, 8/e,
Tata McGraw Hill
5. Harvey Maylor, Project Management, 3/e, Pearson Education Ltd.
6. Relevant Articles and Cases related to some of the course topics
 [MBA Fourth Semester]
Functional Elective Courses [ Finance]
Course Name: Business Valuation
Course Credits 3 Course Evaluation 100 Marks Instruction Hours 36

Course Objectives: To provide students understanding of business valuation through value realisation
and its applications in various financial scenarios.
Course Outcomes:

CO1. Students will be able to exhibit Conceptual knowledge of Valuation.

CO2. Students will be able to tackle common valuation problems in practice.
CO3.Students will be able to analyze issues and challenges in contemporary valuation Management.
CO4. Students will be able to understand how regulatory institutions control specific business.
CO5. Students will be able to apply the Valuation techniques in practice.
CO6. Students will be able to analyse the Valuation tools in specific business.

Unit: 01 Introduction [10 Hours]

Introduction and Context of valuation-Approaches and Features of the valuation process: Book value
approach, Stock and debt approach, discounted cash flow approach, Relative valuation approach, option
valuation approach.

Unit: 02 Enterprise DCF Model [6 Hours]

Analysing historical performance-Estimating the cost of Capital- Forecasting performance-Estimating the
continuing value-Calculating and interpreting the results-Other DCF models: Equity DCF Model: Dividend
discount model, free cash flow to Equity (FCFE) model-Adjusted present value model-Economic profit model-
Applicability and Limitations of DCF analysis.

Unit: 03 Relative Valuations [12 Hours]

Steps involved in Relative valuation, Equity valuation multiples and Enterprise valuation multiples-Choice
of multiple. Best practices using multiples-Assessment of relative valuation.

Unit: 04 Advanced issues in valuation [12 Hours]

Valuation of companies of different kinds , valuation in different contexts & Loose ends of valuation.
Valuation of intangible assets: Patents, trademarks, copyrights and licenses and Franchises.

Learning Resources
1. Krishna Palepu & Paul Healy (2012). Business Analysis and Valuation, Cengage Learning.
2. A. Damodaran (2011). The little Book of Valuation, Wiley.
3. Greg Shields (2020). Business Valuation, Vicelane Publication.
4. Pitabas Mohanty (2021). Business Valuation, Taxmann
5. A.Damodaran (2020). Valuation: Measuring and Managing Company Valuation, Wiley.
 [MBA Fourth Semester]
Functional Elective Courses [ Finance]
Course Name: Working Capital Management
Course Credits 3 Course Evaluation 100 Marks Instruction Hours 36

Course Objectives: To provide students understanding and comprehensive knowledge of basic concept of
working capital management. This course will enable the students to acquire knowledge about short term
financial management.

Course Outcomes:
CO1. Students will be able to exhibit Conceptual knowledge of short term funds.
CO2. Students will be able to evaluate the importance of effective working capital management and its role
in meeting the firm’s strategic.
CO3Students will be able to Investigate funds flow cycles and their impact on working capital management
objectives.
CO4. Students will be able formulate appropriate working capital management policies to achieve corporate
objectives
CO5. Students will be able to apply corporate cash management, accounts receivable management, bank
relations, and inventory management techniques to maximize the share holders’ value.
C06. Students will be able to evaluate the importance of effective working capital management and its role
in meeting the firm’s strategic objectives and its impact in value creation.

Unit: 01 Introduction
Concepts of Workings Capital - Gross and Net Working Capital; Nature, Scope and Objectives of Working
Capital Management; Factors Influencing Working Capital Requirements; Estimating Working Capital Needs.

Unit: 02 Financing Working Capital

Determining Financing Mix –Matching, Conservative and Aggressive Approaches; Costs and Risks of
Financing Working Capital; Sources of Working Capital Finance - Accruals, Trade Credit, Provisions, Short-
term Bank Finance, Public Deposits, Commercial Paper and Factoring; Working Capital Analysis – Funds Flow
Statement.

Unit: 03 Management of Cash

Motives for Holding Cash ; Need and Objectives of Cash Management; Cash forecasting and Budgets; Cash
Models; Marketable Securities – Concept and Need; Investment in Marketable Securities - Strategies.

Unit: 04 Management of Receivables and inventory

Concept of Receivables; Cost and Benefits of Receivables; Managing Accounts Receivable – Optimum-size
Determination; Sound Credit Policy : Major Determinants of the Volume of Inventory; Objectives of Inventory
Management; Costs and Benefits of Inventory.

Learning Resources
1. Khan & Jain (2010). Financial Management, 15thEdition, TMH.
2. Pandey, I. M. (2012). Financial Management, 9th Edition, Vikas Publishing.
3. Kothari, R. (2015). Contemporary Financial Management, Macmillan.
4. Brigham & Houston (2016). Fundamental of Financial Management, 15th Edition, Harcourt
5. Chandra, P. C. (2020). Financial Management, TMH.
6. Prashar .S.P (2010).Liquidity Management ,Vision Books
 [MBA Fourth Semester]
Functional Elective Courses [Human Resource Management]
Course Name: Training & Development
Course Credits 3 Course Evaluation 100 Marks Instruction Hours 36

Course Objectives: To provide students understanding of Training and Development and its linkage with
organizational objectives. As a HR factor that influences business performance T&D has to be effectively
designed and implemented for enhancing overall productivity and profitability.

Course Outcomes:
CO1. Students will be able to exhibit understanding of conceptual knowledge of T&D.
CO2. Students will be able to identify problems and pitfalls pertaining to Skill deficiency and
training mis-match.
CO3. Students will be able to use suitable methods for roll out of T&D programme.
CO4. Students will be able to analyse the effectiveness of training programme.
CO5. Students will be able to prioritise various factors that could enhance ROI on training.
C06. Students will be able to design training programme in view of the training objective.

Unit: 01 Introduction
What is training, Understanding Training and learning, Learning theories, Learning process, The principles
and conditions for learning, The three basic phases in learning, systems approach to training, Training
strategy, Spiral model of the training process, Adult Learning, Benefits of T&D.

Unit: 02 Training Needs Analysis

Organizational support for Training Needs Analysis, Organizational analysis, Task analysis, Person
analysis, Triggers for training, Techniques for Training Needs Analysis, When to conduct a TNA,
approaches of TNA- Proactive and Reactive. Where to look for Performance discrepancies.

Unit: 03 Training design & implementation

Important consideration for designing a training programme, budget and costs, developing training
objectives, Factors influencing transfer of learning, Making necessary arrangement for training, Trainer’s
skills and styles, Training methods, techniques and aids (overview to at least 10 different training
methods)

Unit: 04 Training Evaluation

Evaluation criteria, Types of evaluation, Evaluation design, Models of evaluation – CIRO, Phillip,
Kaufman and Kirkpatrick, Training audit and guidelines for calculating ROI of Training
programme. Executive development, New trends and best practices in Training and Development.

Learning Resources
1. Lynton Rolf P. Training for Development 3rd Edition Sage publication
2. Rao PL Enriching Human Capital Through Training and Development (2008) Excel books
3. Janakiram Dr.B Training & Development (2011) Biztantra publication
4. Sahu RK Training for Development (2006) Excel Books
5. Blanchard P.Nick and Thacker James W Effective Training Systems, Strategies and Practices (2009) Pearson
 [MBA Fourth Semester]
Functional Elective Courses [Human Resource Management]

Course Name: HR ANALYTICS

Course Credits 3 Course Evaluation 100 Marks Instruction Hours 36

Course Objectives: The objective of the course is to introduce the students to the basics of theory and
application of HR Analytics. Emphasis is on understanding and interpreting relations among economic
variables which have a direct impact on the way business is conducted in the world market.

Learning Outcomes:
CO1. Students will be able to Able to understand the growing importance of Analytics in HRM
CO2. Students will be able to Develop an idea on the functioning of HR, in creating value in terms of
business
CO3. Students will be able to create figures from intangibles in HRM, and foster Decision Making.
CO4. Students will be able to calculate qualitative factors of HRM for better People Management.
CO5. Students will be able to Create new ways in terms of Employee Management utilizing a Data-Driven
Approach.
C06. Students will be able to Conceptualize HRM as a strategic business function

Course Content:

Unit 1:- Introduction to HR Analytics:

Evolution of HR Analytics, HR information systems and data sources, HR Metric and HR Analytics, Evolution
of HR Analytics; HR Metrics and HR Analytics; Intuition versus analytical thinking; HRMS/HRIS and data
sources; Analytics frameworks like LAMP, HCM:21(r) Model.

Unit 2:- HRA Frameworks:

Current approaches to measuring HR and reporting value from HR contributions, Strategic HR Metrics
versus Benchmarking, HR Scorecards & Workforce Scorecards and how they are different from HR
Analytics, HR Maturity Framework: From level 1 to level 5, HR Analytics Frameworks: (a) LAMP framework;
(b) HCM:21 Framework and (c) Talentship Framework, 5 overarching components of an effective Analytics
framework.

Unit 3:- Predictive Analytics:

Steps involved in predictive analytics: Determine key performance indicators, analyze and report data,
interpreting the results, and predicting the future. Markov Chain Analysis, Multi-Criteria Decision Making.

Unit 4:- HR Scorecard:

Assessing HR Program, engagement, and Turnover, Finding money in Analytics, Linking HR Data to
operational performance, HR Data and stock performance. Creating HR Scorecard, develop an HR
measurement system, guidelines for implementing an HR Scorecard.

Learning Resources

1. Moore, McCabe, Duckworth, and Alwan. The Practice of Business Statistics: Using Data for Decisions,
Second Edition, New York: W.H.Freeman, 2008.
2. Predictive analytics for Human Resources, Jac Fitz- enz, John R. Mattox, II, Wiley.
3. Human Capital Analytics: Gene Pease Boyce Byerly, Jac Fitz-enz, Wiley
4. The HR Scorecard: Linking People, Strategy, and Performance, by Brian E. Becker, Mark A. Huselid,
Mark A Huselid, David Ulrich.
5. HR Analytics: The What, Why and How, by Tracey Smith
6. The New HR Analytics: Predicting the Economic Value of Your Company's Human By Jac FITZ-ENZ
 [MBA Fourth Semester]
Functional Elective Courses [Marketing]

Course Name: Product & Brand Management

Course Credits 3 Course Evaluation 100 Marks Instruction Hours 36

Course Objectives: a framework for product management structure in an organization; an overview

for the need for introducing new products; the importance of an innovation policy; new product
strategy.

Course Outcomes:

CO1: Apply the fundamental concepts of product and brand development and management.
CO2: Utilize the brand positioning framework to develop a brand, keep it relevant, expand a brand
internationally, and reposition a brand.
CO3: Recognize tools and metrics to analyze competitors and develop positioning strategies.
CO4: Classify the importance of using teams and organization to coordinate multiple interdisciplinary tasks
in order to create and manage products within an organization.
CO5: Illustrate portfolio analysis and the product life cycle to understand how a firm manages its product
mix.
CO6: Appraise an understanding of the product manager’s role in product pricing, sales, and promotion.
----------------------------------------------------------------------------------------------------------------------------- ---------------
Unit: 01 Concepts of Product Management
Defining competitive set - Category Attractiveness Analysis, Competitor Analysis, Customer
Analysis, Corporate Strategy and Product Positioning, Product line Decisions, Product Lifecycle &
Marketing Strategies

Unit: 02 New Product Development

Market Research, New Product Forecasting, New Product Development and the Techniques of Idea
Generation and Screening, QFD Quality Function Deployment, Concept Development and Testing,
Test Marketing, Launching and Tracking New Product, Product Adoption Process.

Unit: 03 Introductions to Brand Management & Crafting of Brand Elements

Nature and Importance of Brand; Types of brands, Strategic Brand Management Process; Brand
Identity perspectives, Brand identity prism, Consumer Brand Knowledge, Concepts of Brand Equity,
Tools for Building Brand Equity, Leveraging Brand Equity, Measurement of Brand Equity, Aaker’s BE
Model, designing marketing programs to build brand Equity, customer based brand equity.

Unit: 04 Brand Positioning and Extension

Brand Positioning: Concepts and Definitions, 3 Cs of positioning, Brand positioning and

Differentiation strategies, Repositioning, Celebrity Endorsements, Brand Extension; Managing brands
Over time, Brand reinforcement, brand revitalization, managing global brands, Branding in different
Sectors.

Learning Resources
1. Tapan K Panda First Edition (2016) Product and Brand Management, Oxford Publication.
2. Donald Lehmann and Russell Winer (2005) “Product Management”(4th Ed.). Tata McGraw Hill, New Delhi.
3. Jock Busuttil (2015). Practioner Guide to product management. Grand Central Publishing.
4. A K Chitale and Ravi Gupta, Product Policy and Brand Management (Third Edition), PHI Learning.
5. Selected Articles and Cases related to Course.
 [MBA Fourth Semester]
Functional Elective Courses [Marketing]

Course Name: Marketing Analytics

Course Credits 3 Course Evaluation 100 Marks Instruction Hours 36

Course Objectives: To introduce Marketing Analytics approach that support the decision process in
business operations.
Course Outcomes:

CO1. Students will able to understand basic concepts of Marketing Analytics

CO2. Students will learn about various tools to have marketing insights
CO3. Students will learn about customer lifetime value
CO4. Students will able to run forecasting and conjoint analysis on marketing data
CO5. Students will able to interpret the marketing data for effective marketing decision making
C06. Students will able to draw inferences from data in order to answer descriptive, predictive, and
Prescriptive questions relevant to marketing managers

Unit: 01 Introduction
Meaning, characteristics, advantages and disadvantages of marketing analytics, Market data sources
(Primary and Secondary). The new realities of marketing decision making Market Sizing: Data sources,
Stakeholders, Applications & Approaches (Top-down and Bottom-up)

Unit: 02 Price Analytics

Estimating Demand Curve: Estimating Linear and Power Demand Curves, Optimize Pricing, Incorporating
Complementary Products, Using Pricing subjectively to estimate Demand Curves, Pricing Multiple Products.

Unit: 03 Customer Analytics

Deriving market segments and describing the segments -Cluster analysis, Discriminant analysis. Market
Basket analysis. Customer Lifetime Value: Concept, Basic Customer Value, Measuring Customer Lifetime
value.

Unit: 04 Sales Forecasting & Conjoint Analysis

Regression model to forecast sales, Using S curves to Forecast Sales of a New Product, Conjoint
analysis: Conjoint analysis as a decompositional preference model, Steps in conjoint analysis, Uses of
conjoint analysis.

Learning Resources
1. Marketing Analytics: Data-Driven Techniques with Microsoft Excel by Wayne L Winston © 2014 Wiley
India Pvt. Ltd. ISBN 9788126548620
2. Marketing Analytics: Strategic Models and Metrics by Stephan Sorger© 2013 Create Space Publishing
ISBN 1481900307
3. Marketing Engineering and Analytics by Gary Lilen, Arvind Rangaswamy, and Arnaud De Bruyn©
2017 Decision Pro, Inc.
4. Blattberg, R. C., Do- Kim, B., & Neslin, S. A. (2008) Database marketing: analyzing and managing
customers. New York: Springer.
5. Jeffery, M. (2010). Data Driven Marketing. Wiley.
6. Lilien, G. L., Rangaswamy, A., & De Bruyn, A. (2017). Principles of Marketing Engineering and
Analytics. DecisionPro.
7. Venkatesan, R., Farris, P., & Wilcox, R. T. (2014). Cutting-edge marketing analytics: real world cases
and data sets for hands on learning. Pearson Education
 [MBA Fourth Semester]
Non Functional Elective Courses [Logistics and Supply Chain Management]
Course Name: International Trade Logistics & Global Supply Chain Management
Course Credits 3 Course Evaluation 100 Marks Instruction Hours 36

Course Objectives:
The course explores the main issues in international logistics (IL) and supply chain management (SCM) to
underline their strategic importance to firms.

Course Outcomes: By successful completion of the course student will be able to:

CO1: Identify and Analyze Business Models, Business Strategies and, corresponding Competitive
Advantage.
CO2: Formulate and implement Warehouse Best Practices and Strategies.
CO3: Plan Warehouse and Logistics operations for optimum utilization of resources
CO4: Categorize transportation cost and identify the factors that contribute to this cost.
CO5: Identify factors that determine warehousing location decisions.
CO6: Identify ways in which technology is changing logistics practice and logistics operations.
---------------------------------------------------------------------------------------------------------------------------------------------------------------
Unit: 01 Introduction and Factors and Challenges Driving Logistics and Supply Chain Management

Role of the Supply Chain,Managing the Supply Pipeline for Global Trade Flows, The Global Logistics
Operator, Comparison between National (Domestic) and International Logistics, International Transport,
International Trade Law, Employment Law, Factors Driving Global Supply Chain Management, Customs and
Global Supply Chain Management, Management of the Inventory in the Supply Chain Analysis Including,
Vendor Management, Factors Contributing to the Development of Logistics, Asset Management in the Supply
Chain, Lean Supply Chain Management, Lean Supply Workforce

Unit: 02 Constituents of the Export Sales Contract, International Purchasing/Procurement System

Market Environment, Market Entry Strategy, Constituents of the Export Sales Contract, Evolution and
Revolution of Logistics and Supply Chain Management, Modern Logistics Concepts, Logistics Department,
Logistics Providers Are Taking on More Responsibilities as the Industry goes global , Contract of
Affreightment: Terms of Delivery – Incoterms 2010, Factors Determining Choice of Incoterms 2010, Trade
Finance, Currency, Credit Terms, UCP 600 – Documentary Credits and Allied Documents, Market
Development Strategy with Global Logistics Focus, Business to Business (B2B) and Business to Consumer
(B2C) – Value-Added Benefit, International Purchasing Systems Constituents/Strategy and its Interface with
the Management of the Global Supply Chain, Negotiating the Contract, Financing Global Supply Chains

Unit: 03 International Logistic Transport

Criteria of Selecting the Third-Party Logistics Operator, The Key Factors in the Development of a Successful
3PL, Contract Logistics, International Organization for Standardization – ISO Supply Chain, Management
Selection , Six Core Products – Supply Chain Management – Warehousing – Customs, Clearance – Air Freight
– Consolidation – Project Cargo, Trade-Offs Inherent in International Logistics – Multi-Modalism, Key Factors
in a Transport Mode(s) Trade-Off, Speed, Frequency, Packing, Insurance, Warehousing, Contents, IT and E-
Commerce

Unit: 04 Operations Management and Global Trade Scene

Benchmarking – Supply Chain, Global Supply Chain Management, Supply Chain Cycle Time Management
Reduction , Logistics Result Evolution Strategy, Demand-Driven Supply Network, ISPS Code, CSI and C-TPAT,
Radio Frequency Identification (RFID), Need for Specialized Systems for international, Pre-Order – Enquiries,
Quotations and Order Capture, Export-Specific Data, Shipment Procedures, Letter of Credit and General
Compliance, The Software-Driven Process, Data Capture, Packing Operations, Shipping Arrangements,
Dispatch-Time Data, Document Completion and Production, Statutory Reporting, Profitability Analysis,
Global Trade Scene, European Union – Logistic and Supply Chain Strategic Environment of Asia and North
America

Learning Resources
1. Alan E Branch(2009), International Logistics & Global Supply Chain Management
2. Chopra, S. and P. Meindl, (Latest), Supply Chain Management? Strategy, Planning and Operations,
2nd Edition, Pearson Education (ISBN 81-297-0172-3).
3. Sopole, V.V. (Latest), Logistics Management: Supply Chain Imperatives, New Delhi, Pearson
Education.
4. Raghuram, G.and N. Rangraj, (Latest), Logistics and Supply Chain Management :Cases and
Concepts, Macmillan, New Delhi.
5. Simchi-Levi, D., P. Kaminski and E. Simchi-Levi, (Latest), Designing and Managing Supply Chain:
Concepts, Strategies and Case Studies. 2nd Edition,Irwin, McGraw Hill, New Delhi.
 [MBA Fourth Semester]
Non Functional Elective Courses [Logistics and Supply Chain Management]

Course Name: Operations Strategy

Course Credits 3 Course Evaluation 100 Marks Instruction Hours 36

Course Objective:

Designing and optimizing all the operations of the value chain is not only important for saving cost but
also necessary for creating new products and market opportunities.

Course Outcomes
CO1: Understanding of the basic concepts of Operations Management
CO2: Understand the important role played by the Operations function in a business and its relation to
the other functional areas
CO3: Analyze a range of Operations decision situations and apply appropriate decision-making
techniques.
CO4: Possess language, concepts, insights and tools to deal with these issues in order to gain competitive
advantage through operations.
CO5: Aware of the problems and issues confronting Operations Managers.
CO6: Demonstrate the knowledge to make the supply chain strategies.
.
Course Content:

Unit1. Introduction to operational excellence:

Philosophy of operational excellence, dimensions of operations management, challenges of operations

management, voice of the Customer-Business-Employee, introduction to DMAIC methodology, introfuction
to lean six sigma, sustainable manufacturing, Operational excellence tools: Project charter, pareto analysis,
fishbone diagram, value stream mapping, failure mode effect analysis, 5S, Kaizen, Poka-yoke, RACI matrix,
Quality function deployment, SIPOC Map, PERT/CPM, SMED: Single minute exchange of Die

Unit2. Manufacturing excellence:

Journey of DMAIC cycle into a manufacturing excellence project, waste classification and identification,
basic lean concepts, metrices of time efficiency, capacity enhancement approach, theory of constraints
(TOC), time trap and capacity Constraints

Unit3. Quality excellence:

Quality and it’s dimensions, quality and variability, history of quality control, management aspect of
quality, Journey of DMAIC cycle into a quality excellence project, operating characteristics curve, OC curve
and sampling plan, sequential sampling and military standards, control charts ( X-bar and R-charts, S-Chart,
S-square charts, MR charts, attribute charts (p chart and np control charts), Patterns in chart, process
capability

Unit4. Inventory Management and Supply Chain Management:

Inventory Management, EOQ Model Continuous and periodic monitoring
models, ABC inventory classification of materials, MRP, Introduction to Supply Chain Management and its
importance in Operations management, Bullwhip Effect.

Learning Resources

1. Chase, Aquilan and Jacobs, Production and Operations Management, Tata McGraw-Hill (2006).
2. Russell, R.S. and Taylor III, B.W., Operations Management, Pearson Education (2006).
3. Krajewski, L.J., and Larry P.Ritzman, Operations Management: Strategy and Analysis, Pearson
Education (2006).
4. Operations Research: Principles and applications by G. Srinivasan, PHI Learning
5. Operations Research: An introduction By Hamdy A. Taha, Pearson
6. A Mitra, Fundamentals of Quality Control and Improvement, Prentice Hall, 3rd Edition, 2008.
7. D. C. Montgomery and G C Runger, Applied Statistics and Probability for Engineers, 5th Edition, John
Wiley & Sons, 2010.
8. D. C. Montgomery, Design and Analysis of Experiment, 5’th Edition, John Wiley & Sons, NY, 2009.
9. D H Besterfield, et al., Total Quality Management, 3rd Edition, Pearson Education, 2004.
10. Goldratt, E. M., & Cox, J. (2014). The goal: a process of ongoing improvement.
 [MBA Fourth Semester]
Non Functional Elective Courses [International Business]

Course Name: International Trade Logistics & Global Supply Chain Management

Course Credits 3 Course Evaluation 100 Marks Instruction Hours 36

Course Objectives:
The course explores the main issues in international logistics (IL) and supply chain management (SCM) to
underline their strategic importance to firms.

Course Outcomes: By successful completion of the course student will be able to:

CO1: Identify and Analyze Business Models, Business Strategies and, corresponding Competitive
Advantage.
CO2: Formulate and implement Warehouse Best Practices and Strategies.
CO3: Plan Warehouse and Logistics operations for optimum utilization of resources
CO4: Categorize transportation cost and identify the factors that contribute to this cost.
CO5: Identify factors that determine warehousing location decisions.
CO6: Identify ways in which technology is changing logistics practice and logistics operations.
---------------------------------------------------------------------------------------------------------------------------------------------------------------
Unit: 01 Introduction and Factors and Challenges Driving Logistics and Supply Chain Management

Role of the Supply Chain,Managing the Supply Pipeline for Global Trade Flows, The Global Logistics
Operator, Comparison between National (Domestic) and International Logistics, International Transport,
International Trade Law, Employment Law, Factors Driving Global Supply Chain Management, Customs and
Global Supply Chain Management, Management of the Inventory in the Supply Chain Analysis Including,
Vendor Management, Factors Contributing to the Development of Logistics, Asset Management in the Supply
Chain, Lean Supply Chain Management, Lean Supply Workforce

Unit: 02 Constituents of the Export Sales Contract, International Purchasing/Procurement System

Market Environment, Market Entry Strategy, Constituents of the Export Sales Contract, Evolution and
Revolution of Logistics and Supply Chain Management, Modern Logistics Concepts, Logistics Department,
Logistics Providers Are Taking on More Responsibilities as the Industry goes global , Contract of
Affreightment: Terms of Delivery – Incoterms 2010, Factors Determining Choice of Incoterms 2010, Trade
Finance, Currency, Credit Terms, UCP 600 – Documentary Credits and Allied Documents, Market
Development Strategy with Global Logistics Focus, Business to Business (B2B) and Business to Consumer
(B2C) – Value-Added Benefit, International Purchasing Systems Constituents/Strategy and its Interface with
the Management of the Global Supply Chain, Negotiating the Contract, Financing Global Supply Chains

Unit: 03 International Logistic Transport

Criteria of Selecting the Third-Party Logistics Operator, The Key Factors in the Development of a Successful
3PL, Contract Logistics, International Organization for Standardization – ISO Supply Chain, Management
Selection , Six Core Products – Supply Chain Management – Warehousing – Customs, Clearance – Air Freight
– Consolidation – Project Cargo, Trade-Offs Inherent in International Logistics – Multi-Modalism, Key Factors
in a Transport Mode(s) Trade-Off, Speed, Frequency, Packing, Insurance, Warehousing, Contents, IT and E-
Commerce

Unit: 04 Operations Management and Global Trade Scene

Benchmarking – Supply Chain, Global Supply Chain Management, Supply Chain Cycle Time Management
Reduction , Logistics Result Evolution Strategy, Demand-Driven Supply Network, ISPS Code, CSI and C-TPAT,
Radio Frequency Identification (RFID), Need for Specialized Systems for international, Pre-Order – Enquiries,
Quotations and Order Capture, Export-Specific Data, Shipment Procedures, Letter of Credit and General
Compliance, The Software-Driven Process, Data Capture, Packing Operations, Shipping Arrangements,
Dispatch-Time Data, Document Completion and Production, Statutory Reporting, Profitability Analysis,
Global Trade Scene, European Union – Logistic and Supply Chain Strategic Environment of Asia and North
America

Learning Resources
1. Alan E Branch(2009), International Logistics & Global Supply Chain Management
2. Chopra, S. and P. Meindl, (Latest), Supply Chain Management? Strategy, Planning and Operations, 2nd
Edition, Pearson Education (ISBN 81-297-0172-3).
3. Sopole, V.V. (Latest), Logistics Management: Supply Chain Imperatives, New Delhi, Pearson Education.
4. Raghuram, G.and N. Rangraj, (Latest), Logistics and Supply Chain Management :Cases and Concepts,
Macmillan, New Delhi.
5. Simchi-Levi, D., P. Kaminski and E. Simchi-Levi, (Latest), Designing and Managing Supply Chain: Concepts,
Strategies and Case Studies. 2nd Edition,Irwin, McGraw Hill, New Delhi.
 [MBA Fourth Semester]
Non Functional Elective Courses [International Business]

Course Name: International Marketing

Course Credits 3 Course Evaluation 100 Marks Instruction Hours 36

Course Objectives:
To familiarize students with the fundamentals of International Marketing, to make the students
understand of importance of International Integration and the opposite agencies involved in marketing
the products at an international arena.

Course Outcomes: After completion of the course, student will be able to-
CO1. Analyse the peculiarities of international marketing.
CO2. Demonstrate ability to devise marketing mix for international marketing.
CO3. Relate the cross –cultural behaviour and its management for successful operations of the
international firms.
CO4. Evaluate and assess the challenges of turbulent business environments.
CO5. Analyse and apply relevant business skills & be able to choose relevant additional knowledge and
skills to support subject-based expertise and international readiness.
CO6. Evaluate report on independent scientific research project, and able to utilize strong analytical skills
and apply tools required for professional practices.

Unit: 01 Introduction to International Marketing

Nature Scope, Significance of International Marketing International Marketing Distinguished from Domestic
Marketing, Exporting, International Trade & International Business, Geographic, Demographic, Economic,
Politic, Legal, Socio-cultural Environments & their Nature and Effect on International Marketing Operations.

Unit: 02 International Product/ Market Selection and Entry Modes

Selection of Products Selection & Segmentation of Market, a brief on Various Modes of Entry into
International Markets, Economic Theories for trading the products in international markets.

Unit: 03 Execution II : International Product Planning and Pricing

Product in International Context, Standardization vs. Adoption, Blue Ocean Strategic Decision, Other
Considerations; Packaging, after Sales Services, Factors Influencing Price, Pricing Methods and Process, Price
Quotations. International Commercial Terms for marketing.

Unit: 04 EXECUTION III: International Distribution and Promotion

Introduction, International Logistics Planning, Distribution – Definition and Importance, Direct and Indirect
Channels, factors Involved in Distribution Systems, Modes of Transportation, and International Packaging.
Decisions, International Advertising, Branding, Selection of Media & Measuring Effectiveness.

Learning Resources
1. John Myers, David Aake, (2008). Advertising Management, 5th Ed., Prentice Hall of India, New Delhi.
2. Phillip R. Cateora, John L. Graham and PrashaqntSalwan (2008). International Marketing, 13/e, Tata
McGraw Hill, New Delhi.
3. Rakesh Mohan Joshi (2005). International Marketing. OxfordUniversity Press, New Delhi.
4. Masaaki Kotabe and Kristian Helen (2005). Global Marketing Management. John Wiley & Sons, New
York.
5. Warren J. Keegan (2007). Global Marketing Management, 7/e. Pearson Education, New Delhi.
6. Johny K. Johansson (2008). Global Marketing, 4/e. Tata McGraw Hill, New Delhi
 [MBA Fourth Semester]
Non Functional Elective Courses [Business Analytics]

Course Name: Predictive Analytics

Course Credits 3 Course Evaluation 100 Marks Instruction Hours 36

Course Objectives: To familiarize students with the concepts of data mining and predictive analysis, and
provide them understanding and application of various predictive analysis tools.

Learning Outcomes:
CO1 Define Data Mining and Predictive analysis, and various concepts related to data mining and
predictive analytics
CO2 Decide, evaluate and interpret predictive model and classification for analysis of data
CO3 Evaluate the accuracy of predictive model and classification model
CO4 Create predictive models using statistical, data mining and machine learning techniques, and
evaluate and interpret such models to support fact-based decision making.
CO5 Describe, apply and evaluate association rule.
CO6 Create a business model using real time data

-----------------------------------------------------------------------------------------------------------------------------------------------
Unit: 01 An Introduction Predictive Analytics and Evaluation Methods for Classification

Definition of Predictive Analytic, Process, Application of Predictive Analytics, Predictive Modeling:

Introduction, Business Process on Predictive modeling, Predictive modeling process, Types of Models and
Algorithms. Classification Measures: Classification (Confusion) Matrix, Accuracy Measures, Profit Curves,
ROC Curves, Gain and Lift Charts

Unit 02 - Prediction Methods

Linear Regression: Best Subset Selection: Forward Selection, Backward Selection, Step-wise Regression, All
Subsets Regression, Information Criteria (AIC, SBC, etc.), Regression Trees: CART, CHAID

Unit 03- Classification Methods

The Naïve Rule, Naïve-Bayes Classifier, K-Nearest Neighbors, classification Trees, Neural Nets: Architecture
of Neural Nets: Neurons, Input Layer, Hidden Layers, Output Layer, Fitting Neural Nets: Back Propagation
Logistic Regression

Unit 04 – Non-supervised Learning Techniques

Association Rules: Support and Confidence, The A priori Algorithm The Selection of Strong Rules, Cluster
Analysis, Text Mining: Preprocessing the Data, Singular Value Decomposition (SVD), Prediction with SVD
variables

Learning Resources
1. Siegel, Eric. (2013). Predictive Analysis. John Wiley & Sons.
2. Galit S, Nitin R. Patel, and Peter C. Bruce (2016). Data Mining for Business Intelligence. John Wiley
& Sons.
3. Gareth James, Daniela Witten, Trevor Hastie, and Robert Tibshirani (2015). An Introduction to
Statistical Learning with Applications in R. Springer
4. Larose, D.T., Laroed, D. (2015) Data Mining and Predictive Analytics. John Wiley & Sons
 [MBA Fourth Semester]
Non Functional Elective Courses [Business Analytics]

Course Name: BIG DATA ANALYTICS

Course Credits 3 Course Evaluation 100 Marks Instruction Hours 36

Course Objective:
The overall objective of this subject is to provide a comprehensive understanding of all aspects
of big data and how big data analytics can be used to make more informed business decisions. It
is designed to familiarize the students with advanced analytics, machine learning and data
mining, all techniques used to overcome everyday business problems.

Course Outcomes
CO1. Students will be able to identify Big Data and its business implications.
CO2 Students will be able list the components of Hadoop and Hadoop Eco-System.
CO3. Students will be able to use Hadoop Distributed File System.
CO4 Students will be able to understand the applications based on Hadoop.
CO5. Students will be able to apply Machine Learning Techniques using R
CO6. Students will be able to apply the knowledge of big data while making data driven decisions.

Course Content:
UNIT 1: INTRODUCTION TO BIG DATA
Types of Digital Data, Understanding Big Data, Capturing Big Data, benefitting from big data,
management of big data, organizing bigdata, Analysing big data, Technological challenges from
big data.

UNIT 2: HDFS(Hadoop Distributed File System)

The Design of HDFS, HDFS Concepts, Command Line Interface, Hadoop file system interfaces,
Data flow, limitations.

UNIT 3: Map Reduce

Anatomy of a Map Reduce Job Run, Failures, Job Scheduling, Shuffle and Sort, Task Execution,
Map Reduce Types and Formats, Map Reduce Features.

UNIT 4: Data Analytics with R Machine Learning

Introduction, Supervised Learning, Unsupervised Learning, Collaborative Filtering. Big Data
Analytics with BigR.

Learning Resources
1. Tom White “ Hadoop: The Definitive Guide” Third Edit on, O’reily Media, 2012.
2. Seema Acharya, Subhasini Chellappan, "Big Data Analytics" Wiley 2015.