Бакалавриат
2023/2024
ESG-стратегии в цепях поставок
Статус:
Курс обязательный (Управление цепями поставок и бизнес-аналитика)
Направление:
38.03.02. Менеджмент
Где читается:
Высшая школа бизнеса
Когда читается:
4-й курс, 2 модуль
Формат изучения:
без онлайн-курса
Охват аудитории:
для своего кампуса
Преподаватели:
Аким Михаил Эдуардович
Язык:
английский
Кредиты:
3
Контактные часы:
30
Course Syllabus
Abstract
Technology today plays a critical role across all industries and sectors, helping businesses identify and eliminate bottlenecks in their operations. As organizations strive to become more sustainable, technology can be instrumental in delivering on organizations' environmental, social and governance (ESG) mandates and helping them on their transformation journey. Technology will not only help organizations in their ESG journey, but will also provide them with opportunities to innovate and explore, and reimagine them in terms of their products, customers and the stakeholders with whom they interact. A company's environmental, social and governance (ESG) performance is becoming increasingly important to corporate leaders. This is not just a reporting requirement, it is also important as large investors and clients scrutinize reports and initiatives taken by management in these areas. Energy is a critical pillar of economic growth for businesses and countries. The traditional investment paradigm is being phased out in favor of investments that prioritize environmental, social and corporate responsibility. The energy sector is one of the hardest hit. The transition to a more inclusive, sustainable, economic and secure global energy platform that addresses global environmental challenges while creating value should be highlighted. Dependence on fossil fuels can be changed by developing new alternative energy sources.
In recent years, industrial production processes have undergone a transformation as a result of increasing digitalization , leading to the creation of intelligent, connected and decentralized production. The introduction of the Internet of Things ( IoT ), the fourth industrial revolution or Industry 4.0, enables technologies that seamlessly integrate engineering and business processes, allowing manufacturing to evolve in a scalable, efficient and sustainable manner while maintaining consistently high quality and low cost. This makes it possible to reduce costs at the enterprise level and also on a per unit basis. Currently, the scope of digital transformation is limited, and the analysis of business sustainability factors during digital transformation requires detailed analysis. It is important to identify and incorporate Industry 4.0 factors and solutions, all relevant technologies, taking into account the impact on ESG. A rapidly changing world provides exceptional investment opportunities to integrate and develop new technologies to support the ESG transition
Learning Objectives
- .Understand the key concepts and implementation issues of various technologies to manage sustainable operations in a global context for both manufacturing and service companies. Research on new technologies, trends and challenges of ESG transformation of global companies. Study global trends, problems and strategies of various companies based on relevant cases; learn about leaders' decisions and results after applying some of these technologies. It is expected that the course will also explore new trends and challenges; energy transformation, the fourth industrial revolution; analysis of the key limitations of the linear model and the driving forces of the transition to a cyclical model.
Expected Learning Outcomes
- The students will understand the environmental, decarbonization, circularity trends and challenges and its impact on the global supply chain
- The students will be familiar with and able to contribute to the sustainable management of operating facilities in different environments; to lead the change in integrating operations into global environment
- The students will understand the changing trends of globalization and de-globalization of sustainable operations in companies around the world, having a working knowledge of how to analyze a decision to move globally or stay local, the rate of change, the need to re-localize some operations, etc.
- The student be able to independently select, systematize and critically analyze primary and secondary information on the practice of innovative technologies in the digital economy, as its applicable for the sustainability goals; as well as apply scientific literature and other sources on topical issues in the relevant field of knowledge
- The student will be able publicly present their work in the format of a presentation and short “elevator pitch” video.
- The student to be able to critically analyze and evaluate the work performed by peers, based on “glancing” various information sources
Course Contents
- Topic 1. Globalization and deglobalization - the impact of technology. Environmental arbitration. Global economy: why isn't it working?
- Topic 2. Risks and trends of technological transformation.
- Topic 3. Global Energy Sector .
- Topic 4. Changes in transport technologies. Green transformation of the industrial sector and its impact on the development of the energy sector.
- Topic 5. Technological transformation of the agricultural sector
- Topic 6. Global dynamics and key trends in the development and use of technologies . 2022-2023. Sanctions restrictions and their impact. Case study on biofuels .
Interim Assessment
- 2023/2024 2nd module0.2 * Activity + 0.4 * Essay (video, essay review, video review) + 0.4 * Group project
Bibliography
Recommended Core Bibliography
- Farrell, D. (2006). Smarter Offshoring. Harvard Business Review, 84(6), 84–92.
- The global supply chain : how technology and circular thinking transform our future, Lehmacher, W., 2017
Recommended Additional Bibliography
- DE MEYER, A., & VEREECKE, A. (2009). How to optimize knowledge sharing in a factory network.
- Malik, Y., Niemeyer, A., & Ruwadi, B. (2011). Building the supply chain of the future. McKinsey Quarterly, 1, 62–71.