DSO 505 - Sustainable Supply Chains (1.5 units, Fall)
This course aims to provide students with an understanding of the sustainability challenges and opportunities facing supply chains today. We will look at some of the factors that are contributing to the adoption of sustainability strategies, such as legislations that are penalizing negative environmental and social impacts, and society’s expectations of business in terms of health, human rights, and the environment. The supply chains today cannot be concerned only with creating shareholder value; their performance is also measured in terms of social, environmental and economic impact. The main topics covered in the course are sustainability concepts and frameworks, environmental legislation, sustainable design of products, renewable energy, closed-loop supply chains, facilities, locations, and transportation decisions, supplier management, and strategic sustainability implementation. The class format includes lectures, case discussions, guest speakers, and movie clips.
DSO 506 – Sourcing and Supplier Management (1.5 Units, Fall)
This course aims to provide students with an understanding of the impact that sourcing and supply management have on the success and profitability of firms in today’s business environment. Increased levels of outsourcing and offshoring make correct selection of suppliers and their quality, along with development of relationships between suppliers and producers, more crucial than ever. We will look at some of the factors that need to be considered when making sourcing and supplier management decisions (ethics, contracts, globalization, risks, sustainability), and discuss the influence that sourcing and supply management have on other functional activities, such as product design, inventory management, electronic commerce, etc. The class format includes lectures, case discussions, simulations, and movie clips.
DSO 510 – Business Analytics (1.5-3 units, Fall and Spring)
Foundational knowledge for business analytics, including strategies, methods, and tools integrated with hands-on skills for defining business analytics for data-driven decision making and innovation.
DSO 516 – Probability and Data Modeling (1.5 units, Spring)
Principles of probability methodology. Application for providing structure to uncertainty. Develop, implement, and use probability models.
DSO 520 - Logistics Management (3 units, Summer)
Gives students a managerial knowledge of basic logistics concepts and principles. Some topics include management of logistics cost integration, transportation, distribution, and customer service.
DSO 522 – Applied Time series Analysis for Forecasting (3 units, Fall)
Survey of forecasting and time series methods. Models for stationary and nonstationary time series; ARIMA model identification, estimation, and forecast development. Seasonal and dynamic models.
DSO 528 – Data Warehousing, Business Intelligence and Data Mining (3 units, Fall and Spring)
This course helps to build Business Analytics skill set required by companies. At least sixty percent of the class time is spent on data mining which is especially useful to companies, because it allows you to understand customers to a level not possible before. This course is about how companies apply two new technologies, data warehousing (DW) and data mining (DM, including business intelligence, BI) to empower their employees, and build and manage a customer-centric business model. Besides learning the strategic role DW and DM plays in an enterprise, you will also get a close-up look at DW and DM by working on cases and gaining hands-on experience using software tools. Students taking this class will get an overview of the technologies of DW and BI/DM from a managerial perspective. Finance companies have started data mining, example: Capital One Credit Card Company. Real Estate companies are now using neural networks to evaluate the price of homes.
DSO 529 – Advanced Regression Analysis (3 units, Spring)
Students completing this course will have a detailed understanding of Multiple Regression, Analysis of Variance, and other Data Aggregation methods. Advanced Multiple Regression Analysis, Survey Analysis, ANOVA testing for Marketing-type applications, and some Times Series Analysis methods will be covered. Practical problems in estimating and testing all of the above will be discussed using various computer software packages. Focus will be placed on applications to Finance and Marketing, although other fields also benefit from the procedures we will cover.
DSO 530 – Applied Modern Statistical Learning Methods (3 units, Fall and Spring)
Today, successful firms compete and win based on analytics. If you are wondering about how to take advantage of business analytics, data science, and big data, this is the course for you! As computing power has increased over the last 20 years, many new, highly computational, regression, or “Statistical Learning”, methods have been developed. In particular the last decade has seen a significant expansion of the number of possible approaches. Since these methods are so new, the business community is generally unaware of their huge potential. This course aims to provide a very applied overview to such modern non-linear methods a Generalized Addictive Models, Decision Trees, Boosting, Bagging and Support Vector Machines as well as more classical linear approaches such a Logistic Regression, and Linear Discriminant Analysis. We will cover all of these approaches in the context of Marketing, Finance and other important business decisions. Course cases will help you develop a fundamental understanding of how modern statistical learning, business analytics and data science methods work. At the end of this course you will have truly innovative and important applied skills to market and differentiate yourself with. In this course you will learn how to program in R and how to use R for effective data analysis.
DSO 531 - Digital Foundations for Business Innovation (1.5 units, Fall and Spring)
Developing a strategic perspective on emerging digital innovations shaping consumer-oriented businesses. Topics include artificial intelligence, autonomous vehicles, augmented/virtual reality, post-screen usability and cybersecurity.
DSO 534 – Discrete- Event Simulation for Process Management (1.5 units, Spring)
Discrete-event simulation models events that occur randomly over time, and can be represented using process flow diagrams. We will see how to improve process performance by first building a simulation of the process and second improving resource allocation decisions for that process. We will learn software dedicated to discrete-event simulation.
DSO 536 - Monte Carlo Simulation and Decision Models (1.5 units, Spring)
Application of Monte Carlo simulation to determine a range of outcomes for all possible courses of action. Application of Excel simulation.
DSO 543 – Global Business Issues in the Networked Digital Industry (3 units, Irregular)
This course was created at the request of, and with significant input from senior corporate executives in the digital media industries including Cisco, Disney, Qualcomm and ATT. This course will analyze the role of new technologies, such a 4G, Wimax and cloud computing on business models of companies in the digital eco-system. This course provides students with the tool-sets, such as business modeling and scenario construction techniques, to identify new areas of growth or opportunities and profitability for new product development. The class format includes lectures, case discussions, guest speakers and a corporate consulting project.
DSO 545 - Statistical Computing and Data Visualization (3 units, Spring and Summer)
Data cleaning and reshaping; good vs. bad graphics; univariate, bivariate, trivariate, hypervariate, and time series graphics; interactive graphics; web-related computing. Extensive computer applications using R.
DSO 547 – Designing Spreadsheet Based Business Models (3 units, Fall and Spring)
Using MS Excel, we will learn to design spreadsheet models to solve managerial challenges across many industries and functions. The course features structured frameworks to address uncertainty (Monte Carlo simulation), risk analysis (decision trees), resource allocation (optimization), and financial modeling. In addition to spreadsheet modeling, students will learn industry expectations for quantitative analysis and practice the communication skill necessary to drive organizational change.
DSO 549 - Application of Lean Six Sigma (3 units, Spring)
The Lean Six Sigma Training course teaches and prepares graduate level students to utilize Six Sigma practices and techniques to improve operations for their organizations and reduce inefficiencies. The Lean Six Sigma approach is a systematic methodology that can be applied from industries ranging from health care to manufacturing. The course will teach you how to significantly improve business processes, reduce process variation, eliminate waste and defects, accurately measure and analyze data for process improvement, identify and eliminate process variation sources, and implement process control to hold project gains.
DSO 551 – Digital Transformation in the Global Enterprise (3 units, Fall)
This course focuses on leveraging large enterprise system applications for strategic value and managing organizational transformation of global enterprises through digital business platforms. It also will help you to cope with disruptive technologies.
DSO 552 - SQL Databases for Business Analysts (1.5 units, Spring)
SQL; relational database systems; data storage; data manipulation; data aggregation.
DSO 554 - Digital Strategies for Sustainability in Global Markets (3 units, Spring)
This course brings together the intersection of three managerial issues. It provides an understanding of business strategies for sustainability that encompasses social, environmental, and economic issues. It marries that with the use of digital platforms and digital business models to enable sustainability strategy. And finally, it considers that confluence in the context of global emerging markets. In addition to six regular sessions and assignments, the course includes a semester-long field consulting project with a pre-selected company in Dubai/Abu Dhabi, and an experiential trip to visit and engage with the client companies in Spring break.
DSO 556 - Business Models for Digital Platforms (3 units, Fall)
Managing Business models in digital platform ecosystems; designing new products and services for digital platforms; establishing digital platform leadership; assessing emerging niches in digital spaces.
DSO 565 - Supply Chain Analytics (3 units, Spring)
Analytics for supply chain planning. Data-driven decision making, solving real-world problems, utilizing scalable technology, current industry best practices and inventory/network optimization.
DSO 570 - The Analytics Edge: Data, Models, and Effective Decisions (3 units, Spring)
Decision making under uncertainty using real data applying the most advanced optimization, statistical and probability methods.
DSO 572 - Strategies for Digital Analytics (1.5 units, Fall)
Foundation in digital analytics in tandem with digital strategy and solutions through a design thinking approach to working with digital and web data.
DSO 573 - Data Analytics Driven Dynamic Strategy and Execution (3 units, Fall)
This course focuses on strategic applications of Data Analytics across the business value chain and the process of building corporate strategies that are driven by Data Analytics. This course is not focused on teaching tools or data manipulation and statistical methods.
DSO 574 - Using Big Data: Challenges and Opportunities (3 units, Spring)
How companies can implement 'big data' initiatives to improve business activities. How leading companies have successfully implemented 'big data' initiatives and why some have failed.
DSO 580 – Project Management (3 units, Fall, Spring and Summer)
This course introduces important behavioral skills and analytical tools for managing complex projects across multiple functions. The behavioral skills focus on organizing, planning, and controlling projects and managing teams, risks and resources to produce a desired outcome. The course also covers analytical tools to perform quantitative trade-offs and make the best possible decision, help decision making under uncertainty. The curriculum covers the major phases in project management including scheduling, resource management, monitoring and control, and termination with best practices. In addition to guest speakers, lectures, games and case discussions; tutorials on Excel, simulation software called Crystal Ball for project risk management, and Microsoft Project are integrated in every module of the class.
DSO 581 – Supply Chain Management (3 units, Fall)
The course focuses on the management and improvement of supply chain processes and performance. We explore important supply chain metrics, the primary tradeoffs in making supply chain decisions, and the basic tools for effective and efficient supply chain management, production planning and inventory control, order fulfillment and supply chain coordination. Several recent and influential innovations such as revenue management, VMI, reverse logistics, RFID and supply chain software solutions will be discussed. We also investigate topics such as global supply chain design, sustainable supply chains, e-commerce logistics, e-commerce, and outsourcing. The class format includes lectures, case discussions, guest speakers, movie clips, simulation games, etc. The content covers both quantitative and qualitative materials.
DSO 582 – Service Management: Economics and Operations (3 units, Irregular)
This course examines the service industry from a managerial and entrepreneurial perspective; emphasis will be on the tactical decisions needed to design and deliver successful and profitable services, and on interfacing with other functional areas of business. This course is targeted at students interested in pursuing a management career in the service industry, consulting, or with an entrepreneurial disposition.
DSO 583 – Operations Consulting (3 units, Spring)
This course provides conceptual, analytic and managerial skills needed for leading and adding value in consulting projects with a focus on operations. The students will develop the ability to identify and analyze strategic issues in operations, link these to business strategy and competitive advantage, and create action plans to implement the firm’s strategy. The operational issues and decisions that we will cover include: developing competitive advantage through operations, capacity investments, process design, development of operational capabilities such as flexibility, speed, quality, and six sigma capability and revenue management. We will consider strategic, design and tactical decisions in the various cases we cover and explore the interplay between them. The students will also obtain hands-on real world consulting experience at leading firms with operations in Southern California.
DSO 584 – Global Operations Management (3 units, Irregular)
This course will help students gain an exposure to the spectrum of issues which are crucial to the globalization of operations and describe successful (and unsuccessful) operations management approaches in several industries and countries. The course covers basic tradeoffs associated with making operations decisions in a global context and highlight the crucial role of inter-functional coordination in successful global operations. The students will develop the ability to identify strategic issues in global operations, link these to business strategy and competitive advantage, and create action plans to implement the firm’s strategy.
DSO 586 – Global Healthcare Operations Management (3 units, Spring)
Across the world, some of the biggest challenges facing healthcare include increasing access and quality of care to effectively address the needs of large segments of the population. In this course you will learn how Operations Management tools and techniques can be utilized to improve the performance of healthcare delivery systems. Healthcare delivery system is the network composed of facilities such as community centers, clinics, emergency rooms, and hospitals. Topics covered include design of service systems, learning organizations, simulation, forecasting, data analysis, incentive issues in healthcare, and patient experience management. A significant component of the course is a field project. These projects are based in Los Angeles and in Latin America. Students are assigned to projects based on their preferences. If you are working on a project that is based in Latin America then you will have to travel during Spring Break.
DSO 588 - Supply Chain Finance (3 units, Fall)
Combines finance and supply chain management. Assess financial opportunities, finance fragmentation, challenges, optimizing working capital and managing risk in supply chain finance.
DSO 599 – Digital Analytics Strategy (1.5 units, Fall)
Harnessing the power of digital audience behavioral data requires organizations to have a measurement strategy, or roadmap that defines what to measure and why. Students will learn how to build a measurement models for websites, e-mail newsletters and Facebook Pages – the workhorses of a digital marketing strategy - that maps business objectives to Key Performance indicators and target audience segments for each platform. Covering the conceptual and technical aspects of digital metrics, this course will explore both standardized metrics and metrics available through customizing the tracking code or changing the site architecture. Students will work in teams to analyze the metrics and to formulate data-based findings and recommendations relevant to decision-makers.
DSO 599 – Information Design (3 units, Fall)
This course provides a critical examination and contemporary overview of design, as it relates to time-based data, 2d/3d graphs, and geographic information. After a review of design elements/principles and various creative methodologies, you will come to understand ways of targeting your intended audience and using visual cues to make your findings memorable. The focus of this class is to make you understand the infinite number of design options that you have when displaying your data-driven research. Your future role as a data analyst will involve making sense of information and just as importantly – designing compelling presentations. Knowledge of the Adobe Creative Suite (Photoshop, Illustrator, and InDesign), Keynote and SketchUp is encouraged, but not required.
DSO 599 – Online Marketplaces: Design and Monetization (1.5 units, Spring)
This course, we will explore online marketplaces and will discuss business models, operational tools, and monetization strategies for companies such as Google, eBay, and Uber. The topics include online advertising, cloud computing, reputation and recommendation systems, matching markets, sharing economies, and virtual currencies.
DSO 599 – Operations Forensics (1.5 units, Spring)
How does operational decision impact the accounting statements and the short-term and long-term firm valuation? What are the maf incentives when making those operational decisions? How does one go underneath financial statements to get a better handle on firm valuation? This course provides the framework and tools to address the above questions to prepare your future careers as managers, private equity investors, analysts and analyst-facing CEO’s and entrepreneurs, and management consultants. Specifically, we will discuss which operational indicators best suggest future financial performances? How does one do operational due diligence? And what are best practices in operational turnarounds? This course uses case studies and you will work in a team consisting of 4 or 5 students.
DSO 599 – Operations Performance Analysis (3 units, Irregular)
Most courses in finance and accounting focus on information in financial statements, how does one go underneath financial statements to get a better handle on firm valuation? In this class, we will focus on operational levers and you will learn frameworks, analytical tools, industry language, and personalities to help you confront questions like these in your future careers as private equity investors, analysts and analyst-facing CEOs and entrepreneurs, and management consultants. Specifically, we will discuss which operational indicators best suggest future financial performance? How does one do operational due diligence? And what are best practices in operational turnarounds? This course uses case studies and you will work in a team consisting of 4 or 5 students.