7B012E - Transforming Supply Chains 01 Sep 2026 - 31 Jul 2032 | Version 0

Associated Module Information

Module Code: 7B012E
Module Title: Transforming Supply Chains
Faculty: Faculty of Business and Creative Industries
Faculty Group: Global Governance
Faculty Sub Group: Global Governance
Module Leader: Naveen Madhavan, Manisha Kumar
Module Team: Adeyemi Aromolaran
First Intended Intake: SEP 2026 Final Year of Intake:
Date Closed:
Credit Value: 30 Credit Level: 7
Language: English
Percentage of Module Taught in Welsh: 0
Equivalent Module:
HECOS codes: 100080 - international business 100087 - international hospitality management
HECOS Code Weighting: 80 20

Document Version Information

Version 0
Valid From 01 Sep 2026
Valid To 31 Jul 2032

Module Aims

  • Examine the strategic impact of digital technologies on global supply chains. 

  • Evaluate sustainable, ethical, and circular supply chain models. 

  • Develop capabilities to lead and transform future-ready supply chains. 

Content Summary

This module explores the emerging frontiers of operations and supply chain management (OSCM) in an era defined by digitalisation, sustainability, and global transformation. It examines how organisations can harness advanced technologies such as artificial intelligence, blockchain, the Internet of Things, and digital twins to build smarter, more connected supply chains. The module also considers the principles of sustainable and circular supply chains, emphasising environmental, social, and governance (ESG) responsibilities alongside the strategic imperatives of efficiency and resilience. Students will analyse innovative business models, including platform-based supply chains, servitisation, and start-up-driven disruption, to understand how transformation is reshaping value creation. The module highlights the importance of performance measurement and strategic alignment, moving beyond traditional metrics to frameworks such as the balanced scorecard and SCOR model. Human capital, ethics, and leadership are examined as critical enablers of change in global operations, particularly in addressing cross-cultural, ethical, and workforce challenges. The module culminates with a forward-looking integration workshop, enabling students to synthesise theory with practice through scenario planning for the supply chains of 2035. By the end, students will be equipped with the knowledge and critical insights to lead digital, sustainable, and transformative supply chain strategies in complex global contexts. 

Learning and Teaching Methods

Activity Type Hours
Lectures 9
Seminar 12
Practical Classes and Workshops 15
Groupwork 20
Guided Study 60
Problem/Challenge based learning 120
Formative Assessment 4
Summative Assessment 60
Total Hours Selected 300

Learning Outcomes

# Learning Outcome
LO1 Critically evaluate the impact of AI, predictive analytics, and digital technologies on strategic HRM functions—such as recruitment, selection, and workforce planning—within diverse and evolving organisational contexts.
LO2 Design, apply, and communicate inclusive, data-driven HR and talent management solutions through effective stakeholder collaboration, using people analytics, evidence-based approaches, and contemporary consultancy skills to address real-world business challenges.

Module Requisites

N/A

Assessment Criteria

Assessment Category Assessment Type Description Duration Word Count Weight (%) Best of? Pass Mark
Asynchronous Assessment Group Presentation (Asynchronous) immerses students in challenge-based, experiential learning through live HRM scenarios provided by industry partners. Working collaboratively, students integrate GenAI and digital HR tools to diagnose organisational issues, co-create data-driven, innovative solutions, and present their recommendations to a professional audience. 10 N/A 70 No 40
Asynchronous Assessment Self Reflective Assessment 1 The individual reflection invites students to engage in a critical self-evaluation of their seven-week learning journey, examining how they developed key skills, applied feedback from formative activities, and prepared for both formative and summative assessments. 10 N/A 30 No 40

Assessment Matrix

Assessment Type Learning Outcomes
LO1 LO2
Group Presentation (Asynchronous) ✘ ✘
Self Reflective Assessment 1 ✘ ✘

Reading List

Digital Supply Chains and Industry 4.0/5.0   

Essential 

  • Ghag, N., Sonar, H., Sawant, R. and Bankapalli, K. (2025) ‘Examining industry 5.0 and supply chain performance: an empirical study for managing supply chain complexity’, Production and Manufacturing Research, 13(1). 

  • Tortorella, G., Cauchick Miguel, P. A., Frazzon, E., Portioli-Staudacher, A. and Kumar, M. (2023) ‘Teaching and learning of industry 4.0: expectations, drivers, and barriers from a knowledge management perspective’, Knowledge Management Research and Practice, 21(4), pp. 876–891. 

  • Tortorella, G., Fogliatto, F. S., Kumar, M., Gonzalez, V. and Pepper, M. (2023) ‘Effect of Industry 4.0 on the relationship between socio-technical practices and workers’ performance’, Journal of Manufacturing Technology Management, 34(1), pp. 44–66. 

  • Iftikhar, I. A., Ali, I., Golgeci, I. and Stevenson, M. (2024) ‘Embracing supply chain complexity for enhanced viability: the influence of strategic information flow and network capability’, IEEE Transactions on Engineering Management, 71, pp. 14963–14973. 

 

Supplementary 

  • Masoomi, B., Sahebi, I. G., Ghobakhloo, M. and Mosayebi, A. (2023) ‘Do industry 5.0 advantages address the sustainable development challenges of the renewable energy supply chain?’, Sustainable Production and Consumption, 43, pp. 94–112. 

  • Silva, B. P. D., Cassel, R. A., Wachs, P. and Saurin, T. A. (2023) ‘The influence of sustainability on the complexity of food supply chains’, Production and Manufacturing Research, 11(1), p. 11. 

  

Sustainable and Circular Supply Chains   

Essential 

  • Alexander, A., Kumar, M., Walker, H. and Gosling, J. (2024) ‘Innovation for zero-deforestation sustainable supply chain management services: a performance measurement and management approach’, Supply Chain Management, 29(3), pp. 620–641. 

  • Geethan, A. V., Jose, K., John, S., Ahmed, R. A., Rajan, I., Rajan, P. and Rajan, A. P. (2022) ‘The state-of-the-art reverse logistics for e-waste management: a scenario specific to India’, in Strategies and Tools for Pollutant Mitigation: Research Trends in Developing Nations, pp. 181–198. 

  • Leder, N., Kumar, M. and Sanchez Rodrigues, V. (2025) ‘Influencing factors driving collaboration in circular business models’, International Journal of Logistics Research and Applications, 28(9), pp. 973–996. 

  • Liu, Z., Clifton, N., Faqdani, H., Li, S. and Walpole, G. (2024) ‘Implementing circular economy principles: evidence from multiple cases’, Production Planning and Control, pp. 1–18. 

  • Murray, A., Skene, K. and Haynes, K. (2017) ‘The circular economy: an interdisciplinary exploration of the concept and application in a global context’, Journal of Business Ethics, 140(3), pp. 369–380. 

 

Supplementary  

  • Cheng, W., Li, W. and Dai, L. (2023) ‘Fulfilling corporate social responsibility in a closed-loop supply chain–evidence from alternative remanufacturing models’, Computers and Industrial Engineering, 179, p. 109154. 

  • Geethan, A. V., Jose, K., John, S., Ahmed, R. A., Rajan, I., Rajan, P. and Rajan, A.P. (2022) ‘The state-of-the-art reverse logistics for e-waste management: a scenario specific to India’, in Strategies and Tools for Pollutant Mitigation: Research Trends in Developing Nations, pp. 181–198.  

 

Supply Chain Innovation and Transformation   

Essential 

  • Hahn, G.J. (2020) ‘Industry 4.0: a supply chain innovation perspective’, International Journal of Production Research, 58(5), pp. 1425–1441. 

  • Kumar, M., Pullman, M., Bouzdine-Chameeva, T. and Sanchez Rodrigues, V. (2022) ‘The role of the hub-firm in developing innovation capabilities: considering the French wine industry cluster from a resource orchestration lens’, International Journal of Operations and Production Management, 42(4), pp. 526–551. 

  • Li, A. Q., Lahy, A., Found, P., Kumar, M. and Claes, B. (2023) ‘Developing PSS business ecosystems in the digital era’, Industrial Marketing Management, 109, pp. 121–134. 

  • Ramjaun, T., Pullman, M., Kumar, M. and Sanchez Rodrigues, V. (2024) ‘Strength in numbers: collaborative procurement and competitiveness of craft breweries’, International Journal of Operations and Production Management, 44(3), pp. 643–665. 

  • Solaimani, S. and van der Veen, J. (2022) ‘Open supply chain innovation: an extended view on supply chain collaboration’, Supply Chain Management: An International Journal, 27(5), pp. 597–610. 

  • Wong, D. T. and Ngai, E. W. (2019) ‘Critical review of supply chain innovation research (1999–2016)’, Industrial Marketing Management, 82, pp. 158–187. 

 

Supplementary  

  • Schmidt, D., Casagranda, L. F., Butturi, M. A. and Sellitto, M.A. (2024) ‘Digital technologies, sustainability, and efficiency in grain post-harvest activities: a bibliometric analysis’, Sustainability, 16, p. 1244. 

  • Zhang, M. and Huang, Z. (2024) ‘The impact of digital transformation on ESG performance: the role of supply chain resilience’, Sustainability, 16, p. 7621. 

  

Performance Measurement and Strategic Alignment   

Essential 

  • Alexander, A., Kumar, M., Walker, H. and Gosling, J. (2024) ‘Innovation for zero-deforestation sustainable supply chain management services: a performance measurement and management approach’, Supply Chain Management, 29(3), pp. 620–641. 

  • Alexander, A., Kumar, M. and Walker, H. (2018) ‘A decision theory perspective on complexity in performance measurement and management’, International Journal of Operations and Production Management, 38(11), pp. 2214–2244. 

  • Herd, A. M., Shuck, B. M. and Githens, R. P. (2018) ‘Strategic human resource development alignment from the employee’s perspective: initial development and proposition testing of a measure’, Performance Improvement Quarterly, 31(3), pp. 269–291. 

  • Kathuria, R. and Lucianetti, L. (2024) ‘Aligning performance metrics with business strategy’, Management Decision, 62(5), pp. 1539–1559. 

  • Park, S. and Choi, S. (2020) ‘Performance feedback, goal clarity, and public employees’ performance in public organizations’, Sustainability, 12(7), p. 3011. doi: 10.3390/su12073011. 

  

Human Capital, Ethics and Leadership in OSCM   

Essential 

 

  • Jose, A. Mac Cawley, A. F., Gaete, L. E., Tortorella, G. L., Vassolo, R., Kumar, M., Rich, N. and Kumar, M.,  (2025) ‘Determinants of ICT adoption and performance in healthcare: the role of individual attributes and organizational contextual factors’, IEEE Access, 13, pp. 22535–22550. 

  • Qu, Y., Babalola, M.T., Ogbonnaya, C., Ren, S., Chen, L. and Yang, M. (2024) ‘Financially insecure and less ethical: understanding why and when financial insecurity inhibits ethical leadership’, Human Relations, 77(3), pp. 329–359. 

  • Tortorella, G., Fogliatto, F. S., Kumar, M., Gonzalez, V. and Pepper, M. (2023) ‘Effect of Industry 4.0 on the relationship between socio-technical practices and workers’ performance’, Journal of Manufacturing Technology Management, 34(1), pp. 44–66. 

  • van Dun, D. H. and Kumar, M. (2023) ‘Social enablers of Industry 4.0 technology adoption: transformational leadership and emotional intelligence’, International Journal of Operations and Production Management, 43(13), pp. 152–182. 

  • Zhang, H., Wu, J., Wen, J. and Douglas, D. (2022) ‘Ethical leadership in multinational companies’ control practices: culture as a moderating factor’, International Journal of Organizational Analysis, 33(6), pp. 2183–2208. 

 

Supplementary  

  • Abdi, A. N. M., Hashi, M. B. and Latif, K. F. (2024) ‘Ethical leadership and public sector performance: mediating role of corporate social responsibility and organizational politics and moderator of social capital’, Cogent Business and Management, 11(1), p. 2386722. 

  • Ospina, S. M., Foldy, E. G., Fairhurst, G. T. and Jackson, B. (2020) ‘Collective dimensions of leadership: connecting theory and method’, Human Relations, 73(4), pp. 441–463. 

  

The Future of OSCM and Integration Workshop   

Essential 

  • Alexander, A., Blome, C., Schleper, M. C. and Roscoe, S. (2022) ‘Managing the “new normal”: the future of operations and supply chain management in unprecedented times’, International Journal of Operations and Production Management, 42(8), pp. 1061–1076. 

  • Browning, T., Kumar, M., Sanders, N., Sodhi, M. S., Thürer, M. and Tortorella, G.L. (2023) ‘From supply chain risk to system-wide disruptions: research opportunities in forecasting, risk management and product design’, International Journal of Operations and Production Management, 43(12), pp. 1841–1858. 

  • Carnovale, S. and DuHadway, S. (2021) ‘Continuity in the face of disruptions: purchasing and supply management research’s persistence amidst COVID-19’, Journal of Purchasing and Supply Management, 27, p. 100720. 

  • Kumar, S. and Mallipeddi, R. R. (2022) ‘Impact of cybersecurity on operations and supply chain management: emerging trends and future research directions’, Production and Operations Management, 31(12), pp. 4488–4500. 

  • Naz, F., Kumar, A., Majumdar, A. and Agrawal, R. (2022) ‘Is artificial intelligence an enabler of supply chain resiliency post COVID-19? An exploratory state-of-the-art review for future research’, Operations Management Research, 15(1), pp. 378–398. 

  • Pramod Kumar, M. (2025) ‘Transforming supply chain management through modern B2B data integration’, International Journal of Scientific Research in Computer Science Engineering and Information Technology, 11(1), pp. 1346–1356. 

  • Salvadorinho, J., Hines, P., Kumar, M., Ferreira, C. and Teixeira, L. (2024) ‘Empowering Generation Z in manufacturing organizations: a 6-factor self-determination extension’, Journal of Work-Applied Management. doi: 10.1108/JWAM-07-2024-0087. 

 

Supplementary  

  • Bag, S., Dhamija, P., Luthra, S. and Huisingh, D. (2023) ‘How big data analytics can help manufacturing companies strengthen supply chain resilience in the context of the COVID-19 pandemic’, The International Journal of Logistics Management, 34(4), pp. 1141–1164. 

  • Craighead, C. W., Ketchen, D.J. Jr and Darby, J. L. (2020) ‘Pandemics and supply chain management research: toward a theoretical toolbox’, Decision Sciences, 51(4), pp. 838–866.