Course transformations: From flop to flipped

classdismissedbyRobertS.DonovanonFlickr(CC-BY)
Course transformations:
From flop to flipped
Per Olof Arnäs
Division of Service Management and Logistics
per-olof.arnas@chalmers.se
slides on slideshare.net/poar
NewScienceLectureTheatreatUCTbyIanBarbouronFlickr(CC-BY,SA)

Two course projects
Transport
economics
Logistics
Lectures + films
Realistic case
Research papers
No traditional
exam
Concept films
Mini surveys
Co-teaching
Digital exam
Upcoming MOOC

Logistics
Concept films
Mini surveys
Co-teaching
Digital exam
Upcoming MOOC

Concept films
Mini surveys
Co-teaching
Digital exam
Upcoming MOOC
Logistics

Concept films
Mini surveys
Co-teaching
Digital exam
Upcoming MOOC
Logistics Dialogue
Sidekick
”Stupid”
questions
Reflections

Concept films
Mini surveys
Co-teaching
Digital exam
Upcoming MOOC
Logistics
Digiexam
Positive so far…

Concept films
Mini surveys
Co-teaching
Digital exam
Upcoming MOOC
Logistics
Chalmers
MOOC #4 will be
based on this
course
Release Q4-2016

Project #2

Previous
(very traditional)
course
Physical
distribution
planning
Maritime
logistics 3-year program
(”kandidat”, BSc)
30-50students In Swedish
Lectures
Calc-exercises
Group project
Exam

How much did the lectures
help your learning process?
34%: Very little
34%: Little
30%: Much
0%: Very much
What is your overall
impression of the course
44%: Very bad
28%: Bad
28%: Good
0%: Very good
”Too many teachers”
”Terrible”
”Felt like the course was
organized the day before
the first lecture”
”The exam was
really bad!”
”No
focus”
Existing course - 2012
don't panic! by Jon Moe on Flickr (CC-BY)
Next: My beliefs

My beliefs
Society does not
want test-takers
Understanding is muchmore important thanknowledge of facts
Written exams (”tentor”) is abad way to ensure
knowledge and
understanding
A challenging
course can be fun
My job is to make mystudents understandthe subject better andfaster than I did as astudent myself
Next: Learning

Active learning Blended learning
• Students are involved more than listening
• Less emphasis is placed on transmitting information
and more on developing students’ skills
• Students are involved in higher-order thinking
(analysis, synthesis, evaluation)
• Students are engaged in activities (e.g. reading,
discussing, writing)
• Greater emphasis is placed on students’ exploration
of their own attitudes and values
(Bonwell and Eison 1991)
Bonwell, C. C. and J. A. Eison (1991). Active Learning: Creating Excitement in the Classroom. 1991 ASHE-ERIC Higher Education Reports, ERIC.
Garrison, D. R. and H. Kanuka (2004). "Blended learning: Uncovering its transformative potential in higher education." The Internet and Higher Education 7(2): 95-105.
Blended learning uses a combination of
face-to-face learning with asynchronous
content (on the internet) and has a large
transformative potential
(Garrison and Kanuka 2004).

Solitary work
Next: Four pillars

Four pillars
Transport Logistics, Vol. 1, No. 3, pp. 181–194 (1998)
 VSP 1998.
A model of tiering in third-party logistics with a service
parts distribution case study
MATS ABRAHAMSSON and STEN WANDEL∗
Department of Management and Economics, Institute of Technology, Linko¨ping University,
S-581 83 Linko¨ping, Sweden
Abstract—In this article we have expanded Professor James Cooper’s discussions of ‘mega carriers’ for
one-stop shopping of logistics services to a multi-tiering model to describe different alliances in third-party
logistics. To be able to support the increasing demands of shippers, a third-party logistics provider must
have a portfolio with many different services, either in-house or available from a supplier network. As a
consequence, third-party logistics cannot be reduced to an alliance between a single shipper and a single
provider. Both the shipper and the provider are also involved in other alliances and these often strongly
interact with the shipper–provider relationship. Furthermore, this relationship varies across the different
phases of third-party logistics projects: design, development, implementation, and operation. Therefore,
in order to broaden the picture and to extend the modelling of Cooper and others, we suggest a five-layer
model with users and four tiers of logistic service providers for the description and analysis of logistics
and transport industry issues in general and third-party logistics in particular. This conceptual model is
then illustrated and validated by a case study describing the implementation of an alliance which involved
the redesign of a European distribution operation for service parts.
Keywords: Third-party logistics; tiering; logistics alliances; logistic service providers; European distribu-
tion; freight transport industry.
INTRODUCTION
Modern logistics demands a high level of expertise in key areas, such as distribution
strategy, materials handling and inventory control, purchasing, transport planning,
information system, and the ability to manage change, especially within multinational
organizations with several different subsidiaries. If one or more of these key areas are
not operating correctly, it has a negative impact on the effectiveness and efficiency
of the total logistics system. Externalizing logistics to third-party operators is often
advocated as a way of dealing with this problem. The shipper’s core competence is
then supplemented by outside expertise in other key areas.
∗To whom correspondence should be addressed. E-mail: stewa@eki.liu.se
Transport Logistics, Vol. 1, No. 3, pp. 181–194 (1998)
 VSP 1998.
A model of tiering in third-party logistics with a service
parts distribution case study
MATS ABRAHAMSSON and STEN WANDEL∗
Department of Management and Economics, Institute of Technology, Linko¨ping University,
S-581 83 Linko¨ping, Sweden
Abstract—In this article we have expanded Professor James Cooper’s discussions of ‘mega carriers’ for
one-stop shopping of logistics services to a multi-tiering model to describe different alliances in third-party
logistics. To be able to support the increasing demands of shippers, a third-party logistics provider must
have a portfolio with many different services, either in-house or available from a supplier network. As a
consequence, third-party logistics cannot be reduced to an alliance between a single shipper and a single
provider. Both the shipper and the provider are also involved in other alliances and these often strongly
interact with the shipper–provider relationship. Furthermore, this relationship varies across the different
phases of third-party logistics projects: design, development, implementation, and operation. Therefore,
in order to broaden the picture and to extend the modelling of Cooper and others, we suggest a five-layer
model with users and four tiers of logistic service providers for the description and analysis of logistics
and transport industry issues in general and third-party logistics in particular. This conceptual model is
then illustrated and validated by a case study describing the implementation of an alliance which involved
the redesign of a European distribution operation for service parts.
Keywords: Third-party logistics; tiering; logistics alliances; logistic service providers; European distribu-
tion; freight transport industry.
INTRODUCTION
Modern logistics demands a high level of expertise in key areas, such as distribution
strategy, materials handling and inventory control, purchasing, transport planning,
information system, and the ability to manage change, especially within multinational
organizations with several different subsidiaries. If one or more of these key areas are
not operating correctly, it has a negative impact on the effectiveness and efficiency
of the total logistics system. Externalizing logistics to third-party operators is often
advocated as a way of dealing with this problem. The shipper’s core competence is
then supplemented by outside expertise in other key areas.
∗To whom correspondence should be addressed. E-mail: stewa@eki.liu.se
European Journal of Purchasing & Supply Management 8 (2002) 3–14
Procurement of logistics servicesFa minutes work or a multi-year
project?
Dan Anderssona,
*, Andreas Norrmanb
a
Department of Management and Economics, Logistics Management, Link.opings Universitet, SE-581 83 Link.oping, Sweden
b
Department of Industrial Management and Logistics, Lund University, P.O. Box 118, SE-221 00 Lund, Sweden
Abstract
The purpose of the article is to describe and compare the purchasing process for advanced versus basic logistics services. Further
some specific observations are presented from the procurement of advanced third-party logistics services, with respect to service
definitions, providers evaluations and contracts. The purchasing process of logistics services will in the future need to be more
differentiated due to current business trends. Hence companies must analyse how these new procurement situations will impact on
their purchasing processes in order to understand what new resources, routines and competence they need to have in order to
purchase logistics services in an effective way. r 2002 Published by Elsevier Science Ltd.
Keywords: Purchasing process; Services; Third-party logistics
1. Introduction
A changing context and new demands on logistics are
driving an ongoing transformation and differentiation
of the buying process for logistics services. Logistics
services purchased some years ago were usually quite
easy to define and the purchase decision was mainly
based on the price of the service. Those basic logistics
services constitute still the big volume offered and
bought, but they are increasingly bought in bundles (van
Laarhoven et al., 2000; Andersson, 1997; Sink and
Langley, 1997; Berglund, 2000). At the same time,
different value adding services and IT services are
increasingly included in the bundles of services, which
are handled in so-called third-party logistics relation-
ships (Andersson, 1997; van Laarhoven et al., 2000).
This development increases the complexity of the
purchasing process of logistics. The increasingly more
advanced tasks companies are trying to outsource today
(e.g. logistics management) are much harder to specify
and the companies are also not used to doing this. Van
Hoek (2000) argues that there is a need for further
research and understanding of purchasing initiatives
supporting the establishment of supplementary logistics
services. We will in this article discuss the kind of
procurement included in the procurement of advanced
logistics services. But we will in the discussion also
include routine purchases of basic services e.g. by the use
of an Internet freight exchange. While the first type of
process may take several years to finalise the latter may
be only a minutes work. The purpose of the article is to
describe and compare the purchasing process for
logistics services for companies following either the
trend towards outsourcing of more advanced logistics
services, which will be emphasised here, or the trend
towards leveraging the internet as a tool in their buying
of basic services. Further lessons learned from especially
the procurement of advanced third-party logistics will be
shared. The article is conceptual in its nature, but based
on empirical material that has been collected over
several years of contacts with shippers, both in research
projects and variants of action research. The article
takes its starting point in the characteristics of service
procurement and the business trends influencing logis-
tics. Thereafter two emerging market areas are illu-
strated and, based on this, a comparison of different
types of purchasing processes is made. This results in the
identification of three important phases in the purchas-
ing process, which are discussed in greater detail.
*Tel.: +46-13-28-1521; fax: +46-13-28-2513.
E-mail addresses: danan@eki.liu.se (D. Andersson), andreas.norr-
man@tlog.lth.se (A. Norrman).
0969-7012/02/$ - see front matter r 2002 Published by Elsevier Science Ltd.
PII: S 0 9 6 9 - 7 0 1 2 ( 0 1 ) 0 0 0 1 8 - 1
Relationships among TPL
providers and members of
supply chains ± a strategic
perspective
Anu H. Bask
Research Associate, Department of Marketing and Logistics, Helsinki
School of Economics and Business Administration, Helsinki, Finland
Keywords Buyer-seller relationships, Supply-chain management, Logistics
Abstract Outsourcing of logistics services has increased rapidly during the last few
years. Accordingly, third-party logistics and supply chain management as a research
phenomenon has gained increased attention from academia. However, a strategic view
focusing on the relationship between supply chain management and third-party logistics
service strategies has gained little attention. This paper focuses on alternative supply
chain strategies and their relationship to different types of third-party logistics services. A
normative framework for organizing these relationships is developed. The strategic view
adopted in this paper fills a gap in the understanding of how third-party logistics
providers should offer their services more effectively and efficiently to different types of
supply chains.
Introduction
There are very good marketing reasons for why we should focus on research
into third-party logistics services and their relation to supply chain
management. First, the outsourcing of logistics services is expected to
increase (Ohmae, 1989; Coyle et al., 1992). It will continue to evolve at least
in Europe (Peters et al., 1998) and USA. The majority of CEOs of large
logistics service providers in Europe believed (Peters et al., 1998) that the
annual industry growth rate over the period 1998-2000 would be around 20
percent. With regard to the USA, the estimated sales growth was from $15
billion (1996) to $50 billion by the year 2000, a yearly growth of as high as
40 percent of the market within a period of three years. Second, the third-
party logistics (TPL) industry is a young and emerging industry (Kuglin,
1998, p. 227; Sink et al., 1996; Sink and Langley, 1997) which promises a
positive future for the logistics industry. Third, the scope of services that
third-party logistics providers are offering is expanding, and TPL providers
are aggressively improving their operations. Finally, customer interest in
outsourcing a wider amount of logistics services has increased (Peters et al.,
1998). All these factors have led to an increasing need for the holistic
management of logistics services (Juga and Willberg, 1998) and their
efficient organization from both the supply chain and third-party logistics
providers' point of view in order to improve effectiveness and efficiency in
supply chains.
In spite of the above mentioned reasons, the holistic strategic view, which
aims to answer the question how third-party logistics providers should offer
their services toward different types of supply chains, has gained little
attention. A great deal of successful and versatile academic research was
produced during the 1990s in third-party logistics phenomena. However, the
The research register for this journal is available at
http://www.mcbup.com/research_registers
The current issue and full text archive of this journal is available at
http://www.emerald-library.com/ft
Marketing reasons for
research
470 JOURNAL OF BUSINESS & INDUSTRIAL MARKETING, VOL. 16 NO. 6 2001, pp. 470-486, # MCB UNIVERSITY PRESS, 0885-8624
An executive summary for
managers and executive
readers can be found at the
end of this article
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Postponement, speculation and the structure of distribution channels
Louis P Bucklin
JMR, Journal of Marketing Research (pre-1986); Feb 1965; 2, 000001; ABI/INFORM Global
pg. 26
Goods transport in large European cities: Difficult
to organize, difficult to modernize
Laetitia Dablanc *
INRETS, French National Institute for Research on Transport and its Safety, 19, rue Alfred Nobel,
Cite Descartes, Champs sur Marne, 77455 Marne la Vallee Cedex 2, France
Received 15 February 2006; accepted 24 May 2006
Abstract
In this article, I wish to present three characteristics of urban goods movements in major European cities: (1) Goods
movements are largely indifferent to the internal structure of cities. (2) Urban policies targeted on freight mobility appear
to be quite inefficient. (3) The provision of appropriate urban logistic services is slow in emerging despite growing needs.
These features have been observed over the last five or six years through working with large metropolitan transport author-
ities, as well as with the French national research program on ‘‘Goods in Cities’’ and the ‘‘Best Urban Freight Solutions’’
European network. These observations draw a picture of the urban freight industry, which can appear quite critical.
Indeed, many initiatives have emerged to make this industry less routine and more efficient, especially regarding its envi-
ronmental impacts as well as its level of quality of service. However, changes are slow, and on the whole, it appears as
though none of the stakeholders are willing to make fast progress: on the one side, city governments expect business to
set up new logistic services fit to the emerging needs of the customers and retailers as well as beneficial to the environment;
on the other side, logisticians are waiting for municipalities to initiate (and subsidize) new services before starting busi-
nesses which could prove poorly profitable and highly risky. Despite this tendency for status quo in the urban freight
industry, some solutions can be identified, which I present in the concluding chapter of this paper.
Ó 2006 Elsevier Ltd. All rights reserved.
Keywords: Urban freight; Policies and planning; City logistics; Regulations; Trucks; Deliveries
0. Introduction
A large number of different types of freight flows constantly cross an urban environment, including con-
sumer goods, building materials, waste products, postal mail and others. These flows occupy about one fourth
0965-8564/$ - see front matter Ó 2006 Elsevier Ltd. All rights reserved.
doi:10.1016/j.tra.2006.05.005
*
Tel.: +33 1 64 15 21 03; fax: +33 1 64 15 21 40.
E-mail address: laetitia.dablanc@inrets.fr
Transportation Research Part A 41 (2007) 280–285
www.elsevier.com/locate/tra
The transport geography of logistics and freight distribution
Markus Hesse a,*
, Jean-Paul Rodrigue b
a
Department of Earth Sciences, Urban Studies, Free University of Berlin, Malteserstr. 74-100 D-12249 Berlin, Germany
b
Department of Economics and Geography, Hofstra University, Hempstead, NY 11549, USA
Abstract
Goods movement and freight distribution are widely underrepresented in regional science and geographical research. This is
surprising since a large body of traditional spatial theory has been developed with respect to transportation costs or to trade areas:
those aspects that were originally closely connected with the exchange of goods. Growing attention is being paid in geography to
related subjects, such as the emergence of global production networks, to structural changes in retail or to the commodification of
modern consumption. To a certain extent, these processes depend upon the efficient transfer of information, finance and physical
goods. Yet, with a few exceptions, the freight sector appears to be neglected in contemporary research. This paper provides an
overview of the emerging transport geography of logistics and freight distribution. It challenges the traditional perspective where
transportation is considered as a derived demand with the idea that logistical requirements underline transportation as a component
of an integrated demand. The paper provides an analysis of the evolution of logistics as it pertains to the core dimensions of
transport geography (flows, nodes/locations and networks). The concept of logistical friction is also introduced to illustrate the
inclusion of the multidimensional notion of impedance in integrated freight transport demand.
Ó 2003 Elsevier Ltd. All rights reserved.
Keywords: Logistics; Geography; Freight Transport; Physical distribution; Globalization
1. Logistics and freight transport: from derived to
integrated demand
1.1. Introduction
The growing flows of freight have been a fundamental
component of contemporary changes in economic sys-
tems at the global, regional and local scales. The con-
sideration of these changes must be made within a
perspective where they are not merely quantitative, but
structural and operational. Structural changes mainly
involve manufacturing systems with their geography of
production, while operational changes mainly concern
freight transportation with its geography of distribution.
As such, the fundamental question does not necessarily
reside in the nature, origins and destinations of freight
movements, but how this freight is moving. New modes
of production are concomitant with new modes of dis-
tribution, which brings forward the realm of logistics;
the science of physical distribution. Although it repre-
sents an entire system of space/time interdependencies,
we believe that physical distribution has been neglected
in current geographical, urban or regional studies.
Up to recently, geography did not pay much atten-
tion to logistics and freight transportation, as the focus
was mainly on passengers and individual mobility issues.
Textbooks on urban or general transport geography,
like those edited by Hanson (1995), Taaffe et al. (1996)
or Hoyle and Knowles (1998), now raise more freight
related questions than they did in earlier editions, par-
ticularly with regard to trade and ports. The latter is
probably the only logistics subject that received major
reference from academic geography. Other core spatial
implications of distribution and logistics have been di-
rectly addressed in geography by few authors who
developed an insight into wholesale activities and their
geographical distribution (Glasmeier, 1992; McKinnon,
1983, 1988, 1998; Riemers, 1998; Vance, 1970). Fol-
lowing the nature of retailing as an originally distribu-
tive activity, geographic research on retail and
consumption is of interest in the logistics context too.
However, retail geography does not pay much attention
to distribution changes (Marsden and Wrigley, 1996),
*
Corresponding author. Tel.: +49-30-838-70209; fax: +49-30-838-
70749.
E-mail address: mhesse@zedat.fu-berlin.de (M. Hesse).
0966-6923/$ - see front matter Ó 2003 Elsevier Ltd. All rights reserved.
doi:10.1016/j.jtrangeo.2003.12.004
Journal of Transport Geography 12 (2004) 171–184
www.elsevier.com/locate/jtrangeo
This article was downloaded by: [Chalmers University of Technology]
On: 20 August 2013, At: 00:49
Publisher: Taylor & Francis
Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered
office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK
International Journal of Logistics
Research and Applications: A Leading
Journal of Supply Chain Management
Publication details, including instructions for authors and
subscription information:
http://www.tandfonline.com/loi/cjol20
Centralised distribution systems and
the environment: how increased
transport work can decrease the
environmental impact of logistics
Christofer Kohn
a
& Maria Huge Brodin
a
a
Division of Logistics Management, Department of Management
and Engineering (IEI), Linköping University, SE 581 83, Linköping,
Sweden
Published online: 07 Apr 2008.
To cite this article: Christofer Kohn & Maria Huge Brodin (2008) Centralised distribution systems
and the environment: how increased transport work can decrease the environmental impact of
logistics, International Journal of Logistics Research and Applications: A Leading Journal of Supply
Chain Management, 11:3, 229-245
To link to this article: http://dx.doi.org/10.1080/13675560701628919
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substantial or systematic reproduction, redistribution, reselling, loan, sub-licensing,
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Increasing customer value and
decreasing distribution costs
with merge-in-transit
Mikko Ka¨rkkaïnen, Timo Ala-Risku and Jan Holmstro¨m
Department of Industrial Engineering and Management, Helsinki
University of Technology, Helsinki, Finland
Keywords Logistics, Supply-chain management, Customers, Value, Distribution, Strategy
Abstract A broad product assortment is usually valued highly by customers. However, holding a
great number of product variants in inventory increases the costs of a supplier. It is possible to
reduce need for warehousing with direct deliveries from manufacturing units, but customer value
is reduced when orders are received on several shipments. Merge-in-transit is a distribution
method in which goods shipped from several supply locations are consolidated into one final
customer delivery while they are in transit. This article examines the effects of merge-in-transit
distribution on delivery costs. The analysis is performed with a maintenance, repair, and
operations products distributor as the case company. The evidence in this article supports the claim
of merge-in-transit being a cost efficient distribution alternative in business networks. Based on the
results advocates that companies in multi-company networks should study the possibility of using
the merge-in-transit delivery model.
Introduction
Presenting more valuable solutions to customers while decreasing the
associated costs is the biggest challenge and main goal in supply chain
management (Hoover et al., 2001, p. 7). The traditional way to create customer
value is to offer a broad assortment of products at as low a price as possible
(Bowersox et al., 2000). However, broadening the product assortment also
increases the costs of the supplier (Putsis and Bayus, 2001; Boatwright and
Nunes, 2001). Successful companies create customer value in such a way that
an optimal cost/benefit trade-off is reached and the profit contribution for the
company is maximised (Christopher, 1992, pp. 24-52). Nevertheless, the most
valuable solutions are those that increase customer value while simultaneously
reducing costs.
Providing all the products that the customer needs, and delivering them in
one drop-off is a valuable service for the customer (Bowersox et al., 2000). A
wide product offering is important as customers can then use fewer suppliers,
reducing their co-ordination and transaction costs (Daniels and Klimis, 1999).
Getting everything delivered in one lot is important for the customer, because
The Emerald Research Register for this journal is available at The current issue and full text archive of this journal is available at
http://www.emeraldinsight.com/researchregister http://www.emeraldinsight.com/0960-0035.htm
The authors would like to acknowledge Hannu Heikkonen from Kauppatalo Hansel Oy for his
co-operation, and his fruitful ideas during the case study. The authors are also indebted to
TEKES, Tekniikan edista¨missaä¨tio¨ and Kuorma-autoliikenteen Volvo-saä¨tio¨ for the funding of
this research.
IJPDLM
33,2
132
International Journal of Physical
Distribution & Logistics Management
Vol. 33 No. 2, 2003
pp. 132-148
q MCB UP Limited
0960-0035
DOI 10.1108/09600030310469144
Performance issues of Smart
Transportation Management
systems
Gunnar Stefansson
Department of Industrial and Mechanical Engineering and Computer Science,
University of Iceland, Reykjavik, Iceland and
Division of Logistics and Transportation, Chalmers University of Technology,
Go¨teborg, Sweden, and
Kenth Lumsden
Division of Logistics and Transportation, Chalmers University of Technology,
Go¨teborg, Sweden
Abstract
Purpose – The purpose of this paper is to use the conceptual model of the Smart Transportation
Management (STM) system and analyze how the included factors change the performance of
distribution activities and what management issues are at stake.
Design/methodology/approach – To prepare the paper, a literature study was made and case
studies carried out in companies and organizations that are included in advanced transportation setups,
including infrastructure providers, carriers, truck manufacturers, software providers, shippers, and more.
Findings – The main finding of the study is a model that includes three major components of smart
transportation management, namely, smart goods, smart vehicles and smart infrastructure. These
components embrace some factors that have effects on supply chain performance; however, to
different extents.
Research limitations/implications – The paper uses a framework for the smart transportation
management system that is useful when studying advanced transportation management systems, the
functions that need to be supported and what factors have effects on supply chain performance.
Practical implications – Practical implications are mainly based on the structure of the smart
transportation system that is used and the identified factors that affect the performance of the supply
chain, as these factors can be influenced by logistics management.
Originality/value – The framework used in this research is a new development that collects
advanced functions of goods identification, vehicle information systems and infrastructure systems
into one conceptual model for smart transportation management that include some factors that are
affecting supply chain performance.
Keywords Transportation, Supply chain management, Performance management
Paper type Research paper
Introduction
In the pursuit of higher efficiencies in companies’ supply chains, new business models
are engaging an increasing number of participants, making the management of the
chains, including transportation operations, more difficult and the risk for exceptions
higher. By employing more complex business models, the need for more customized
logistics solutions increases and the need for more efficient execution escalates.
Efficient execution relies on better planning that in turn calls for better information and
better monitoring and controlling of transportation operation. The complex services
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1741-0401.htm
IJPPM
58,1
54
International Journal of Productivity
and Performance Management
Vol. 58 No. 1, 2009
pp. 54-70
q Emerald Group Publishing Limited
1741-0401
DOI 10.1108/17410400910921083
Book (midterm tests)
Papers (midterm tests and seminars)
Case part 1
Case part 2
100 points max
Next: Lectures and films

Traditional lectures…
…but filmed summaries

E-learning replaced the calc exercises

This Book by Bob AuBuchon on Flickr (CC-BY,NC,ND)
OUTSOURCING LOGISTICS IN PARTNERSHIPS
– DRIVING FORCES AND EFFECTS
Dan Andersson
Logisticsand Transport Systems
Department of Management and Economics
Linköping University
S-581 83 LINKÖPING, Sweden
Phone: +46 13 28 15 21
Fax: +46 13 28 25 13
E-mail: DanAn@eki.liu.se
ABSTRACT
An increase in the outsourcing of logistics in partnerships between shippers and
service providers has been observed. Expected positive cost and service effects
are important driving forces for the outsourcing of logistics. Linked to the cost
aspects is also a desire to reduce investments. It could be a question of
transforming fixed costs to variable, or to facilitate fast and radical restructuring
of supply chains. Finally, one of the single most important driving forces is the
shipper's ambition to concentrate on core business.
Logistics partnerships have been observed to have a positive effect on the
following four areas at the shippers: cost, service, restructuring of supply chains,
and control. The shippers believe that efficient operations, economies of scale
and scope, and provider knowledge, have positive effects on costs and service.
Research papers
A good way to
engage
students
Keeps course
content current
A good way to
include research
in the course
Next: Paper seminar
Each group
has 1 paper
Present
Explain
Discuss
Create
questions

Seminar where groups present papers
to each other
9 times…

This Book by Bob AuBuchon on Flickr (CC-BY,NC,ND)
OUTSOURCING LOGISTICS IN PARTNERSHIPS
– DRIVING FORCES AND EFFECTS
Dan Andersson
Logisticsand Transport Systems
Department of Management and Economics
Linköping University
S-581 83 LINKÖPING, Sweden
Phone: +46 13 28 15 21
Fax: +46 13 28 25 13
E-mail: DanAn@eki.liu.se
ABSTRACT
An increase in the outsourcing of logistics in partnerships between shippers and
service providers has been observed. Expected positive cost and service effects
are important driving forces for the outsourcing of logistics. Linked to the cost
aspects is also a desire to reduce investments. It could be a question of
transforming fixed costs to variable, or to facilitate fast and radical restructuring
of supply chains. Finally, one of the single most important driving forces is the
shipper's ambition to concentrate on core business.
Logistics partnerships have been observed to have a positive effect on the
following four areas at the shippers: cost, service, restructuring of supply chains,
and control. The shippers believe that efficient operations, economies of scale
and scope, and provider knowledge, have positive effects on costs and service.
Research papers
Next: Midterm tests
The pooling system helped me understand my
paper
I would have preferred a lecture where the
papers were presented by a teacher

The midterm tests - goals
Double
loop
Ensure
understanding
Lowworkloadfor me
Scalable
Honesty
Reflection
Think - don’t guess
Quick
feedback

Again in the
exam week
Week 4 and 6 (of 8)
22-25 questions
Two alternatives: 0 and 1
Mean Squared
Error (MSE)
grading
The midterm tests

Error^2
0
0,1
0,2
0,3
0,4
0,5
0,6
0,7
0,8
0,9
1
Error
0 0,1 0,2 0,3 0,4 0,5 0,6 0,7 0,8 0,9 1
Risky behaviour does not pay
Mean Squared Error
A statistical risk function where an estimator (=the student) is tested.
For each question, the error
(between 0 and 1) is squared
The mean of all the
errors form the Mean
Squared Error - MSE

Usage of results
Question 1 Question 2 Question 3
MSE
Student 1
0 0 0,6 0,12
Student 2
1 1 1 1
Student 3
0 0,8 0,4 0,27
MSE 0,33 0,55 0,51
Rank 3 1 2
Theirresults
My results

Feedback films Second loop
Statistics
Answers

The midterm tests - reflections
Better than
exams Two or even
three loops
I get to know what
they don’t know
…and what they think
they know but don’t
Easy to
grade
Scalable
Next: The Case

The case - Background
Fake company: Apelsin AB
Makes computers
Needs help in planning
future distribution
system
End result:
A solutions pitch
+ a short report
I am CEO
Rich backstory

The case - Data
Real data +
fake data
Missing data
Meetings with CEO
(4x15 minutes)
Software
Proxio Shipments
Open-ended
(very frustrating)
Obscure data
Faulty data

The case - methods used
Recording of CEO
meetings
Random
presenters
Structured
grading
Filmed
presentations
Closed meetings
(except final presentation)

The case - reflections
Frustrating with
open-ended tasks
A lot of work for
the students
Very fun! And
difficult…
Resembles
reality
Next: Results

Average:
2012: 1,94
2013: 3,21
2014: 4,04
2015: 4,60
n=18
n=19
n=25
n=25

The students
performed
better
(even when
demands were
higher)

My recording studio - Hardware

Explain Everything (29 kr)
Notability (29 kr)
Goodreader (49 kr)
iMovie
…
Quicktime
Screenflow (855 kr - worth it!)
(Powerpoint)
My recording studio - Software

Solitary work. Although…
Indiana Jones

Active learning Blended learning
• Students are involved more than listening
• Less emphasis is placed on transmitting information
and more on developing students’ skills
• Students are involved in higher-order thinking
(analysis, synthesis, evaluation)
• Students are engaged in activities (e.g. reading,
discussing, writing)
• Greater emphasis is placed on students’ exploration
of their own attitudes and values
(Bonwell and Eison 1991)
Bonwell, C. C. and J. A. Eison (1991). Active Learning: Creating Excitement in the Classroom. 1991 ASHE-ERIC Higher Education Reports, ERIC.
Garrison, D. R. and H. Kanuka (2004). "Blended learning: Uncovering its transformative potential in higher education." The Internet and Higher Education 7(2): 95-105.
Blended learning uses a combination of
face-to-face learning with asynchronous
content (on the internet) and has a large
transformative potential (Garrison and
Kanuka 2004).

Course transformations:
From flop to flipped
Per Olof Arnäs
Technology Management and Economics
slides on slideshare.net/poar
New
Thank you!

Coursetransformation:
Fromfloptoflipped
PerOlofArnäs
TechnologyManagementandEconomics
slidesonslideshare.net/poar
Thankyou!

Course transformations: From flop to flipped

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