Academic program

• Credits: 2(1-2-0-4) ~ 3.25 ETCs
• Prerequisite: None
• Pre-courses: None
• Co-requisite Courses: None

Objectives and Contents: This course introduces the overal knowledge of basic industrial systems. Students are provided with concepts about system structures and operating principles of the production systems, the techniques applied to control the flow. The students should be able to understand the principles of industrial systems, and hence, they can apply the techniques of optimization, scheduling, line balancing, simulation, … to improve the productivity of the systems. Course consists of three main sections: (1) Overview of industrial systems; Structure of production systems; (3) The techques are applied to the industrial systems.

Content

Chapter 1. Overview of industrial

production in the national economy

(6 contact hours, and 8 self-study hours)

- The concept of industry.

- Characteristics and roles of industrial production

Industrial classification

- The concept of industrial structure

- Factors affecting the industrial structure

- The role of industrial production in the

national economy.

Chapter 2.  State management of industry (macro management)

(3 contact hours and 4 self-study hours)

- Nature of state management of industry

- The need for state management of industries

- Organization of state structure for industrial management

Chapter 3. Industrial Policy

(6 contact hours and 8 self-study hours)

- Concept of industrial policy

- Classification of industrial policies

- Requirements for national industrial policy

- Concept of industrialization

- Experience in some countries in formulating industrial policies (Japan, Korea, China…)

Chapter 4. Some basic policies on industrial development in Vietnam

(3 contact hours and 4 self-study   hours)

- Vietnam's industrial development path

- Some results achieved in Vietnam's industrial development

- Some limitations and challenges for Vietnam's industrial development in the context of the knowledge economy

Chapter 5. Overview of the business

(3 contact hours and 4 self-study   hours)

- Concept of business

- Types of enterprises

- Corporate administration functions

Chapter 6. Overview of production management at industrial enterprises

(6 contact hours and 8 self-study hours)

-  General concept of production system in industrial enterprises

- The main contents in the management of production systems at industrial enterprises

- Forms of specialization of production in industry

- Forms of business diversification of industrial enterprises

- Forms of production centralization of industrial enterprises

- Forms of economic linkages between enterprises in industry

Chapter 7. The relationship between the industrial production system and the ecological environment

(6 contact hours and 8 self-study hours)

- Ecological environment and human relationship with the ecological environment

- The relationship between the industrial production system and the ecological environment

-  The process of industrial development and the impacts on the ecological environment

- A number of solutions to reduce environmental pollution in industrial development

- Green pepper and green production trends affect industrial production

- Challenges for Vietnamese enterprises in green production

Chapter 8. Industrial management training program

(3 contact hours and 4 self-study hours)

- Training program objectives

- Content of the training program

- Job opportunities of the training program

TEXTBOOKS AND REFERENCES

Textbook:

1. Nguyen Dinh Phan, Nguyen Kế Tuan. Book on Economics and Industrial Management, publisher of The National University of Economics, 2014.
2. Duong Manh Cuong, (2017), Introductory Lecture on Industrial Management, School of Economics and Management, Hanoi University of Science, and technology

Reference books:

3. Hold Paramount: The Engineer's Responsibility to Society by P. Aarne Vesilind and Alastair S. Gunn, 2nd Edition, Cengage Learning, ISBN 0-495-29586-8.
4. The Goal by Goldratt and Cox, 3rd Edition (an earlier edition is also acceptable), North River Press 2004, ISBN 0-88427-178-

• Credits: 2(2-1-0-4) ~ 3.25 ETCs
• Prerequisite: None
• Pre-courses: EM1100 (Principles of Microeconomics)
• Co-requisite Courses: None

Objectives and Contents: The course helps students grasp and apply pricing mechanism in the market economy, principles of firm’s inputs and outputs decision, and formulating competitive strategy of business group.

Main issues of the course include: price and determinants of market price; production and cost theories and its application; pricing methods; competitive strategy of business group; game theory and asymmetric information.

Content

Chapter 1: INTRODUCTIONS

1.1 Concepts and Scope of industrial economics and management

1.2 Course’s contents and methodology

1.3 Managerial decision making processes

1.4 Firm’s theory

Chapter 2: PRICES AND ITS DETERMINANTS

2.1 Demand, supply and price determination theories

2.2 Determinants of price

2.3 Demand estimation

2.4 Demand forecasting

Chapter 3: THEORY OF PRODUCTION, COST AND APPLICATIONS

3.1 Production function

3.2 Estimation of production function

3.3 Production cost theory

3.4 Estimation of production costs

Chapter 4: PRICING METHODS

4.1 Firm’s decision in competitive markets

4.2 Firm’s decision in imperfectly competitive markets

4.3 Pricing methods in a business

Chapter 5: COMPETITIVE STRATEGIES OF BUSINESS CORPORATION

5.1 Theory of industrial structure

5.2 Economic concentrations and pricing

5.3 Competitive strategies of business corporations

Chapter 6: GAME THEORY AND ASYMMETRIC INFORMATION

6.1 The basics of game theory

6.2 Simultaneous games and applications

6.3 repeated games and applications

6.4 Asymmetric information and business decisions

TEXTBOOKS AND REFERENCES

Textbook:

1. Lipczynski, J. O. S. Wilson and J. Goddard (2017), Industrial Organization, 5th edition, Pearson.

Reference books：

[1] Vũ Kim Dũng (2015). Giáo trình Kinh tế Quản lý. Trường ĐH Kinh tế Quốc dân, NXB Hồng Đức, Hà Nội.

[2] Nguyễn Đại Thắng (2009). Giáo trình Kinh tế học vi mô. NXB Giáo dục Việt Nam.

[3] Dennis W. Carlton and Jeffrey M. Perloff (2015), Modern Industrial Organization, 4th edition, Pearson Education.

[4] Michael Baye and Jeff Prince (2021), Managerial Economics and Business Strategy. 10th edition, International Edition, McGraw Hill

• Credits: 3(2-1-1-6) ~ 4.67 ETCs
• Prerequisite: None
• Pre-courses: None
• Co-requisite Courses: None

Objectives and Contents: The course provides students with an interdisciplinary approach to enable realization of successful systems. The course includes the following topics: defining customer needs and required functionality early in the development cycle, documenting requirements, designing and constructing the system, validating and deploying the system, and maintaining and evolving the system during its operational lifetime. This course also explores the system engineering process and its benefits to customers, users, managers, and maintainers, with the concepts reinforced by student workshops.

Content

Chapter 1: Overview of Systems Engineering

1.1 Introduction to systems engineering

1.1.1     Definitions

1.1.2     Architecture of  engineering systems

1.1.3     Some typical engineering systems

1.2 Introduction to systems engineering management

1.2.1     Development phasing

1.2.2     Systems engineering process

1.2.3     Life cycle integration

1.3 Summary points

Chapter 2:  Systems engineering process

2.1 Systems Engineering Process Overview

2.2 Requirements Analysis

2.2.1     Types of input requirements

2.2.2     How to analyze the input requirements

2.2.3     Requirement analysis outputs

2.3 Functional Analysis and Allocation

2.3.1     Introduction to functional analysis and allocation

2.3.2     Process for functional analysis and allocation

2.3.3     Functional architecture

2.4 Design Synthesis

2.4.1     Design development

2.4.2     Design synthesis tools

2.5 Verification

2.5.1     Verification objectives

2.5.2     Verification activities

2.6 Systems Engineering Process Outputs

2.6.1     Specifications

2.6.2     Standards

Chapter 3: System analysis and control

3.1 The need for system analysis and control

3.2 Tools for system analysis and control

3.2.1     Work-Breakdown-Structure (WBS)

3.2.2     Modelling and simulation

3.2.3     Metrics

3.3 Configuration Management

3.3.1     Foundations for configuration management

3.3.2     Configuration management structure

3.3.3     Interface management

3.3.4     Data management

3.4 Technical Reviews and Audits

3.4.1     Progress measurement

3.4.2     Technical reviews

3.4.3     Tailoring

3.5 Risk Management

3.5.1     Risk as reality

3.5.2     How to manage risks

Chapter 4: Planning, organizing, and managing

4.1 Systems Engineering Planning

4.1.1     Why engineering plans?

4.1.2  Elements of technical plans

4.1.3  Integration of plans – Program plan interfaces

4.2  Organizing and Integrating System Development

4.2.1  Integrated development

4.2.2  Integrated teams

4.2.3  Team maintenance

4.2.4  Team processes

4.2.5  Barriers to integration

4.3  Management Considerations and Summary

4.3.1  Management considerations

4.3.2  Ethical considerations

TEXTBOOKS AND REFERENCES

Textbooks:

[1] Ho Thanh Phong and Nguyen Tuan Anh (2013), Kỹ thuật hệ thống, Viet Nam National University Press, Ho Chi Minh City

[2] The Defense Acquisition University (2011), Systems Engineering Fundamentals, Press Fort Belvoir, Virginia.

[3] Katsundo Hitomi (1996), Manufacturing Systems Engineering 2^nd edition, Taylor & Francis Group.

References:

[1] The Defense Acquisition University (2011), Systems Engineering Fundamentals, Press Fort Belvoir, Virginia.

[2] Adedeji B. Badiru (2014), Handbook of Industrial and Systems Engineering, 2^nd edition, Taylor & Francis Group.

[3] Andrew P. Sage & William B. Rouse (2009), Handbook of systems engineering and management, 2^nd edition, John Wiley & Sons, Inc.

[4] Avraham Shtub & Yuval Cohen (2016), Introduction to Industrial Engineering, 2^nd Taylor & Francis Group, LLC

• Credits: 2(2-1-0-4) ~ 3.25 ETCs
• Prerequisite: None
• Pre-courses: EM1010 (Introduction to Management)
• Co-requisite Courses: None

Objectives and Contents: This course aims to equip students with knowledge and skills relating to activities of organizations, groups in organization, factors influencing in activities of organizations and groups. This subject consists of: (1) Reseach methodology of organizational behavior; (2) the basis of individual behavior; (3) Values, attitudes and satisfaction towards work; (4) motivation; (5) the basis of group behavior; (6) group behavior and conflict; (7) innovation and development in organizations

Content

Chapter 1: General introduction to organizational behavior

1.1. Definition of organizational behavior

1.2. Roles of organizational behavior

1.3. Relationship between organizational behavior and management

1.4. Functions of organizational behavior

1.5. Opportunities and threats of organizational behavior

1.6. Related fields of study

Chapter 2: Foundations of individual behavior

2.1. Bio characteristics

2.2. Ability

2.3. Personality

2.4. Theories of learning

Chapter 3: Perception, values, attitudes and job satisfaction

3.1. Perception

3.2. Values

3.3. Attitudes

3.4 Job satisfaction

Chapter 4: Motivating employees

4.1. Definition and roles of motivation

4.2. Theories of motivation

4.3. Application in organizations

Chapter 5: Foundations of group behavior

5.1. Definition and classification

5.2. The importance of teamwork

5.3. Model of group behavior

5.4. Key factors of effective teamwork

5.5. Techniques of group decision making

Chapter 6: Organizational communication

6.1. Definition and functions of communication in organizations

6.2. Communication process

6.3. Types of communication in groups and organizations

6.4. Common forms of communication

6.5. Factors affecting communication

Chapter 7: Leadership and Authority

7.1. Definition of leadership

7.2. Human factor in organizations

7.3. Leadership methods

7.4. Leadership styles

7.5. Authority and types of legitimate authority organizations

7.6. Conflict in organizations

Chapter 8: Organizational Culture

8.1. Definition of organizational culture

8.2. Elements of building an organizational culture

8.3. The impact of culture on organizational behavior

8.4. Creating and maintaining organizational behavior

TEXTBOOKS AND REFERENCES

Textbooks:

• Bùi Anh Tuấn, Phạm Thúy Hương (2017). Organizational Behavior. National Economic University Publishing House (Vietnamese).

References:

• Stephen P. Robbins and Timothy A. Judge, (2018). Organizational Behavior, Student Value Edition 18th Edition, Pearson, ISBN: 978-0134729664.
• McShane S.L., Von Glinow M.A. (2017). Organizational Behavior, 8th edition, NewYork: McGraw-Hill Co

• Credits: 3(3-1-0-6) ~ 4.67 ETCs
• Prerequisite: None
• Pre-courses: EM1100 (Principles of Microeconomics)
• Co-requisite Courses: None

Objectives and Contents: This course aims to equip students with basic concepts of marketing, the role of marketing to individuals and organization doing business in market mechanism and key decisions of marketing in the enterprise. After completing this subject, students will be able to: describe the marketing activities to be done and the role of marketing in a business organization, distinguish between marketing and sales, presenting the general process of marketing activities in the enterprise: macro environment analysis, market research, competitors analysis, market segmentation, target market selection, developing marketing-mix strategies and programs; name and describe criteria used to market segmentation, target market selection; explain advantages and disadvantages of target market selection strategies; present the content of marketing-mix policies: Product, Price, Place, Promotion; compare various types of marketing-mix strategies for different types of products and market conditions.

This module consists of: overview of marketing; (2) marketing information system and market research; (3) marketing environment; (4) purchasing behavior of customers; (5) segmentation, target market selection and positioning; (6) decisions about products; (7) pricing decisions; (8) distribution decisions; and (9) marketing communication decisions.

Content

Chapter 1: Introduction to marketing (6 con-tact hours and 10 self-study hours)

1.1 Marketing as an Activity

1.2 Marketing as a Management Philosophy

1.3 Core Marketing Concepts

1.4 Roles of Marketing for Organizations and Individuals

Chapter 2: Marketing Information System and Market Research (8 contact hours and 10 self-study hours)

2.1 Marketing Information and Marketing Decisions

2.2 Collecting Internal Marketing Information

2.3 Collecting Marketing Intelligence

2.4 Market Research

Chapter 3: Marketing Environment for Enterprises (6 contact hours and 10 self-study hours)

3.1 Macro-marketing environment

3.2 Micro-marketing environment

Chapter 4: Customer Buying Behavior (8 contact hours and 10 self-study hours)

4.1 Importance of Studying Customer Buying Behavior

4.2 Buying Behavior of Consumers

4.3 Buying Behavior of Industrial Customers

4.4 Buying Behavior of Non-profit Organizations

Chapter 5: Market Segmentation, Targeting and Positioning (8 contact hours and 10 self-study hours)

5.1 Introduction

5.2 Market Segmentation

5.3 Target Market Selection

5.4 Positioning

5.5 Differentiation

Chapter 6: Product Decisions (P1) (6 contact hours and 10 self-study hours)

6.1 Introduction to P1

6.2 New Product Development

6.3 Product Brand Decisions

6.4 Package Decisions

6.5 Supportive Service Decisions

6.6 Product Portfolio Decisions

6.8 Product Life Cycle and Marketing Decision

Chapter 7: Price Decisions (P2) (6 contact hours and 10 self-study hours)

7.1 Introduction to P2

7.2 Pricing Methods

7.3 Types of Pricing Policies

7.4 Changing Prices and Adapting to Price Changes

Chapter 8: Place Decisions (P3) (6 contact hours and 10 self-study hours)

8.1 Introduction to P3

8.2 Channel Design Decisions

8.3 Channel Member Management Decisions

8.4 Retailing and Wholesaling

8.5 Logistics in Distribution

Chapter 9: Marketing Communication (P4) (6 contact hours and 10 self-study hours)

9.1 Introduction to P4

9.2 Integrated Marketing Communication (IMC)

9.3 Advertising

9.4 Sales Promotion

9.5 Public Relations (PR)

9.6 Direct Marketing

9.7 Personal Selling

TEXTBOOKS AND REFERENCES

Textbook:

Vietnamese Language Book

1. Nguyen Tien Dzung (2012), Giao trinh Marketing can ban (Basic Marketing Textbook), Vietnam Education Publisher.

English Language Book

1. Philip Kotler & Gary Amstrong (2021), Principles of Marketing, 18th edition, Pearson Publisher. ISBN-13: 978-1-292-34113-2

Reference books：

2. William D. Perreault Jr., Joseph P. Cannon, E. Jerome McCarthy (2013), Basic Marketing: A Marketing Strategy Planning Approach, 19^th edition, McGraw-Hill Education. ISBN-13: 978-0078028984.
3. Philip Kotler, Hermawan Kartajaya, and Iwan Setiawan (2017), Marketing 4.0: Moving from Traditional to Digital, John Wiley & Sons, Inc., Hoboken, New Jersey. ISBN 978-1-119-34106-2

• Credits: 2(2-1-0-4) ~ 3.25 ETCs
• Prerequisite: None
• Pre-courses: EM1170 (Introduction to the Legal Environment)
• Co-requisite Courses: None

Objectives and Contents: This course aims to equip students with insights into the general law and legal regulations that affect the economic activities of individuals and legal entities in a market economy from start-up, operate until terminated. After completing this subject, students will be able to: (1) have general understanding of state and law, specially business law; (2) distinguish types of enterprise, know the process of establishing an enterprise; (3) understand the rules of contract law, know how to draft common contracts in business; (4) firmly grasp regulations on competition law; (5) know how to resolve business disputes, the advantages and disadvantages of each mode of settlement in order to choose the most effective way to resolve disputes; and (6) understand how businesses can withdraw from the marketplace through bankruptcy or dissolution.

This module consists of (1) overview of business law, (2) corporate law, (3) law on business contracts, (4) law on competition, (5) law on business dispute settlement, (6) laws on bankruptcy and dissolution of enterprises.

Content

Chapter 1: Introduction to the Business Law

1.1 Concept, role and importance of Business Law

1.2 Position of Business Law in Vietnamese legal system

1.3 Source of Business Law

1.4 Business entities - Traders

1.5 Limited liability and infinite liability

1.6 Business classification in Vietnam

Chapter 2: Law on business organization

2.1 Business households and business individuals - Basic legal issues

2.2 Enterprises - The main form of business organization

2.3 Types of businesses under the laws of Vietnam

Chapter 3: Laws on business contracts

3.1 Concept and classification of contracts in business

3.2 Principles for business commitment, performing and terminating contracts

3.3 The conditions in to the effect of a business contract

3.4 Invalid business contract and method of handling

3.5 The structure of a business contract

3.6 The breach of contract in business and sanctions

3.7 Drafting business contracts skills

3.8 Some common contracts in business

Chapter 4: Competition law

4.1 The concept, characteristics and role of competition

4.2 Overview of competition law

4.3 Anti-unfair competition law

4.4 Law to control prohibited competition behaviors

Chapter 5: Solving business disputes

5.1 Concept and classification of business disputes

5.2 Dispute resolution and requirements for business dispute resolution

5.3 Methods for resolving business disputes

5.3.1 Dispute resolution by negotiation

5.3.2 Dispute resolution by mediation

5.3.3 Dispute resolution at Commercial Arbitration

5.3.4 Resolving disputes in Court

5.3.5 Some other methods of resolving business disputes

Chapter 6. Legislation on corporate and cooperatives bankruptcy

6.1 Overview of corporate and cooperatives bankruptcy

6.2 Law on resolving enterprise and cooperative bankcruptcy

6.3 Legal consequences of bankruptcy settlement

TEXTBOOKS AND REFERENCES 

Text books

Vu Quang (2012), Luật Kinh doanh, National Political Publishing House

Pham Duy Nghia (2011), Luật Kinh tế, Public Security Publishing House

HLU (2009), Luật Thương Mại, Public Security Publishing House.

Pham Duy Nghia (2006), Luật Doanh Nghiệp, Tình huống- Phân tích - Bình luận. Hanoi National University Publishing House

Le Minh Toan, Vu Quang (2004). Luật Kinh tế Việt Nam. National Political Publishing House.

References

Legal documents

Constitution of the Socialist Republic of Vietnam 2013

Enterprise Law 2014, Investment Law, Commercial Law, Civil Code 2013, Bankruptcy Law 2014, Cooperative Law 2012, Civil Procedure Code 2015, Competition Law 2004, Commercial Arbitration Law 2010…and other laws and regulations guiding documents (Decree, Circular, Decision, Directive...)

Monographs and scientific articles

Pham Duy Nghia (2004). Economic Law Monograph - Postgraduate monograph, National University Hanoi  Publishing House

Nguyen Ngoc Bich - Nguyen Dinh Cung (2009). Company: capital, management & disputes under the Enterprise Law 2005, Hanoi Knowledge Publishing House.

Websites: http://www.viet-studies.info/

Other common pages on Economics - Economic Law on the Internet

• Credits: 3(3-1-0-6) ~ 4.67 ETCs
• Prerequisite: None
• Pre-courses: MI2020 (Probabilities and Statistics)
• Co-requisite Courses: None

Objectives and Contents: This course equips students with basic knowledge of data collection, descriptive analysis, inferential statistical analysis, forecast based on statistics in economics and business. After completing this subject, students will be able to: understand characteristics of two main fields of statistics; know how to present, describe statistical data by frequency tables, graphs, and quantities such as mean, median, and standard deviation; calculate the confidence intervals of the mean and the population proportion; know how to state the null hypothesis and the alternate hypothesis; perform parametric test on one, two and more than two populations; perform univariate and multivariate regression and correlation analysis; know how to forecast based on time series; understand the scope of the application and know how to perform some common non-parametric tests.

This module consists of (1) overview of statistics; (2) statistical data collection; (3) descriptive analysis by frequency table and graphs; (4) descriptive analysis by numerical measures; (5) random variables and common probability distributions; (6) distribution of sample parameters; (7) estimation and confidence intervals; (8) one-sample and two-sample tests of hypothesis; (9) analysis of variance (ANOVA); (10) linear regression and correlation analysis; (11) multiple regression; (12) non-parametric tests; (13) forecast on time series data and (14) index.

Content

Chapter 1: Introduction to Statistics

1.1 Definitions and history of statistics

1.2 Methods of statistical research

1.3 Roles of statistics in economics and business

1.4 Some commonly used concepts in statistics

1.5 Overview of statistical research process

Chapter 2: Statistical data in economics and business

2.1 Definitions and classification of data

2.2 Basic statistical indicators in economics and business management

2.3 Collecting data methods

2.4 Sampling methods

2.5 Survey methods

2.6 Errors in statistical surveys

Chapter 3: Statistical data visualization by tabular and graph displays

3.1 Visualizing Data For A Categorical Variable

3.2 Visualizing Data For A Quantitative Variable

3.3 Summarizing Data For Two Variables

3.4 Data visualization practice with Excel/SPSS

Chapter 4: Summarizing data by numerical measures

4.1 Measures of central tendency

4.2 Measures of dispersion

4.3 Measures of distribution shape and detecting outliers

4.4 Five-number summaries and box plots

4.5 Measures of association between two variables

4.6 Descriptive data analysis practice with Excel/SPSS

Chapter 5: Interval Estimation and Hypothesis testing about population parameters

5.1 Sampling distributions

5.2 Theory about interval estimation and hypothesis testing

5.3 Interval estimation and hypothesis testing for one population

5.4 Interval estimation and hypothesis testing for two population

5.5 Determining sample size

5.5 Hypothesis testing and decision making

Chapter 6: Analysis of variance

6.1. An introduction to experimental design and analysis of variance

6.2 One-way ANOVA

6.3 Two-way ANOVA

6.4 ANOVA practice with Excel/SPSS

Chapter 7: Nonparametric test

7.1 Introduction to nonparametric test

7.2 Wilcoxon signed-rank test

7.3 Wilcoxon test for difference between two independent samples

7.4 Wilcoxon test for difference between two matched samples

7.5 Kruskal Wallis test for multiple independent samples

7.6 Chi-square test for the goodeness of fit

7.7 Chi-square test for the independence

7.8 Non-parametric test practice with SPSS

Chapter 8: Regression and correlation

8.1 Introduction to correlation and regression

8.2 Simple linear regression

8.3 Linear ccorrelation

8.4 Correlation between qualitative variables

8.5 Multiple linear regression

8.6 Regression with qualitative variables

8.7 Non-linear regression

8.8 Data Analysis with regression in Excel/SPSS

TEXTBOOKS AND REFERENCES

Textbook:

English Language Book

1. Anderson, David R., Dennis J. Sweeney, Thomas A. Williams, Jeffrey D. Camm, James J. Cochran (2017), Statistics for Business and Economics 13th, South-Western Cengage Learning, USA.

Softwares:

1. Microsoft Excel and tools support for statistical analysis (add-ins) Data Analysis and IBM SPSS.

Reference books：

1. Daniel J. Denis (2019), SPSS Data Analysis for Univariate, Bivariate, and Multivariate Statistics, John Wiley & Sons, Inc, USA.
2. Douglas A. Lind, William G Marchal, Samuel A. Wathen (2012), Basic Statistics for Business and Economics 8th, McGraw-Hill Education, USA

• Credits: 2(2-1-0-4) ~ 3.25 ETCs
•  Prerequisite: None
• Pre-courses: None
• Co-requisite Courses: None

Objectives and Contents: This course equips students with basic knowledge of concepts, methods, and techniques that support the design, improvement, administration, configuration, enactment, and analysis of business processes, in order to minimize cost and maximize value creation through continuously assessing the efficiency and effectiveness of these processes. After completing this course, students will be able to: (1) model simple business processes in terms of people, and activity sequences involved, the data and materials flowing through those sequences; (2) assess the documented business processes using their key performance indicator such as efficiency, intended service quality, process flexibility and costs associated with occurred failures; (3) diagnose problems and formulate improvements as well as estimate the effects of these improvements in terms of the above process metrics; and (4) explain the concept of business process management and its relationships with other modern management solutions such as Total Quality Management, Lean and Six Sigma, Enterprise Resource Planning, and Business Process Reengineering.

This subject presents the following topics (1) Introduction to Business Process Management; (2) Business processes modeling; (3) Business process analysis; and (4) Business process improvement.

Content

Chapter 1: Introduction to Business Process Management

a. Definition of Business Process

b. Typology of Business Process

c. Concepts and roles of Business Process Management

d. Principles of Business Process Management

e. Business Process Management System

f.  Information Technology in Business Process Management

Chapter 2: Business Process Design, Modelling, and Simulation

a. Concepts and roles of Business Process Design

b. Business Process Models

c. Steps to design Business Process

d. UML language in Business Process Design

e. Definition and classification of Business Process Modeling

f.  Steps to Business Process Modeling

g. Application of @Risk and SimQuick in Business Process Modeling

Chapter 3: Business Process Analysis

a. Definitions and content of Business Process Analysis

b. Criteria for measuring Business Process Performance

c. Business Process Analysis Models (Balance Scorecard, Cost of Quality, DEA)

d. Practice Business Process Analysis with Excel Add-ins

Chapter 4: Business Process Improvement

1. Definitions and Importance of Business Process Improvement

2. Tools for Business Process Improvement (7 QC tools, Lean, 6 Sigma)

3. Steps for Business Process Improvement Programme

4. Change Management during Business Process Improvement

TEXTBOOKS AND REFERENCES 

Textbook:

English Language Book

1. Laguna, Manuel, & Marklund, Johan. (2013). Business process modeling, simulation and design. CRC Press.

Reference books：

Vietnamese Language Materials

1. Brocke, Jan vom, and Michael Rosemann (2015). Handbook on Business Process Management 1: Introduction, Methods, and Information Systems. Springer Publishing Company, Incorporated.

1. Brocke, Jan vom, and Michael Rosemann (2015). Handbook on Business Process Management 2: Strategic Alignment, Governance, People and Culture. Springer Publishing Company, Incorporated
2. Boutros, T., & Purdie, T. (2014). The process improvement handbook: a blueprint for managing change and increasing organizational performance. McGraw-Hill Education

• Credits: 3(2-2-0-6) ~ 4.67 ETCs
• Prerequisite: None
• Pre-courses: None
• Co-requisite Courses: None

Objectives and Contents: This course aims to provide students with basic and modern knowledge of operation management – managing all activities related to the process of creating products and services in the business. After completing this subject, students will be able to: apply equipped methods and quantitative models to solve the various problems of business management through the accompanying exercises and assignments. This module provides students with the important theoretical background in production system, main issues of operation management, and methods, quantitative and qualitative analytical tools to solve those problems

Content

Chapter 1. OVERVIEW OF PRODUCTION AND PRODUCTION MANAGEMENT

(4 contact hours, and 6 self-study hours)

Understand the production

Production classification

Contents and goals of production management

The relationship between production management and other management functions in the enterprise

Structure of production system

Productivity

Chapter practice exercises

Chapter 2. CAPACITY MANAGEMENT

contact hours and 12   self-study hours)

Definition of capacity

Capacity classification

Calculating capacity

The criteria for evaluating the use of capacity

Chapter practice exercises

Chapter 3. PRODUCTION CYCLE

(8 contact hours and 12   self-study hours)

Definition of production cycle

Structure of the production cycle

Calculating production cycles for simple manufacturing processes

Calculating production cycles for complex manufacturing processes

Solutions to reduce production cycle

Chapter practice exercises

Chapter 4. PRODUCTION PLANNING

(8 contact hours and 12 self-study   hours)

The concept and importance of planning in production management

General process of production planning

Aggregate plan (medium-term production plan)

Short-term production planning

Chapter practice exercises

Chapter 5. ORGANIZATION OF LINE

MANUFACTURING

(8 contact hours and 12 self-study   hours)

Concept of production line

Classification of production lines

Organization of production line continuous

Organization of production line discontinuous

Solutions to ensure efficient operation of the production line

Chapter practice exercises

Chapter 6. SHORT-TERM PRODUCTION

PLANNING

(4 contact hours and 6 self-study hours)

Overview of short-term production planning

Manufacturing Operations Planning Systems

Method for Job-shop scheduling

Chapter practice exercises

Chapter 7. PLANNING FOR

SERVICE SYSTEM

(8 contact hours and 12 self-study hours)

The concept and characteristics of the service

Service classification

Short-term production planning for service system

Queuing theory

Chapter practice exercises

Chapter 8. PLANNING FOR A PROJECT-BASED PRODUCTION

(8 contact hours and 12 self-study hours)

Project concept

Methods of planning for project-based production

Reduce project cycle time (PERT/COST)

Adjust plans when resources are limited

Chapter practice exercises

TEXTBOOKS AND REFERENCES

Textbook:

1. Nguyen Thanh Hieu, Truong Duc Luc & Nguyen Dinh Trung. (2018). Operational management Curriculum. Publishing House of the National Economics University.
2. Nguyen Van Nghien. (2009). Production and operation management. Vietnam Education publishing house.

Reference books：

• William J. Stevenson. 2021. Operation Management. McGraw-Hill Companies. ISBN13: 9781260238891. 14^th
• Jay Heizer, Barry Render, Chuck Munson. 2017. Operations Management: sustainability and supply chain management. Published by Pearson. ISBN: 13:0-13-413042-2. 12^th Edition

• Credits: 3(2-1-1-6) ~ 4.67 ETCs
• Prerequisite: None
• Pre-courses: EM3417 (Operations Management)
• Co-requisite Courses: None

Objectives and Contents: Computer Integrated Manufacturing (CIM) includes all of the engineering functions of CAD/CAM and the firm’s business functions that are related to manufacturing. CIM also encompasses the whole lot of enabling technologies including total quality management, business process reengineering, concurrent engineering, workflow automation, enterprise resource planning and flexible manufacturing. The course aims to equip student with knowledge and skills, necessary to develop and operate a Computer Integrated Manufacturing System for the firms.

After completing the course, students will be able to:

• Understand what CIM is, why CIM is needed and CIM’s components
• Understand production system and potential areas for CIM applications
• Understand principles to deploy and operate a CIM system

The course is composed by the following topics: (1) Chapter 1: Overview of Production System; (2) Introduction to Computer Intergrated Manaufacturing, (3) Material Handling and Identification Technologies, (4) Manufacturing system, and (5) Manufacturing support system

Content

Part 1: Introduction to CIM

1.1      CIM concepts (Computer, Manufacturing, Integration)

1.2      CIM Architecture (Process involved and Subsystems)

1.3      Reasons for CIM application

1.4      CIM challenges

1.5      Present Scenario and Future Prospect

Part 2: Production Systems Organization and Opportunities for CIM Aplications

2.1 Overview of the production systems

2.1.1 Basic concepts

2.1.2 Structure of the producion systems

2.1.2.1 Major components of the production systems

2.1.2.2 Types of production systems and layout

2.1.2.3 Opportunities for CIM applications

2.1.3 Automation in production systems

2.1.3.1 Introduction to automation

2.1.3.2 Control technologies

2.1.4 Manual labour in production

2.1.4.1 Manual labour in factory operation

2.1.4.2 Manual labour in manufacturing support system

2.1.5 Manufacturing metrics and economics

2.1.5.1 Production performance metrics

2.1.5.2 Manufacturing costs

2.2 Material handling and identification

2.2.1 Material transport systems

2.2.1.1 Overview of material handling

2.2.1.2 Material transport equipment

2.2.1.3 Analysis of material transport system

2.2.2 Storage systems

2.2.2.1 Introduction to storage system

2.2.2.2 Conventional storage methods and equipment

2.2.2.3 Analysis of storage system

2.2.3 Automatic identification and data capture

2.2.3.1 Overview of automatic identification methods

2.2.3.2 Bar code technologies

2.2.3.3 Radio frequency identification

2.2.3.4 Other AIDC technologies

2.3 Manufacturing systems

2.3.1 Overview of manufacturing systems

2.3.1.1 Components of a manufacturing system

2.3.1.2 Types of manaufacturing systems

2.3.2 Single station manufacturing cells

2.3.2.1 Single-station manned cells

2.3.2.2 Single-stations automated cells

2.3.2.3 Application of single-station cells

2.3.2.4 Analysis of single-station cells

2.3.3 Automated production lines

2.3.3.1Fundamentals of automated production lines

2.3.3.2 Applications of automated production lines

2.3.3.3 Analysis of transfer lines

2.3.4 Automated aseembly systems

2.3.4.1 Fundamentals of automated assembly systems

2.3.4.2 Applications of automated assembly systems

2.3.5 Group technology and cellular manufacturing

2.3.5.1 Part families and machine groups

2.3.5.2 Cellular manufacturing

2.3.5.3 Applications of group technology

2.3.5.4 Analysis of cell manufacruring

2.3.6 Flexible manufacturing cells and systems

2.3.6.1 What is flexible manufacturing system

2.3.6.2 FMC/FMS components

2.3.6.3 FMS application considerations

2.3.6.4 Analysis of flexible manufacturing systems

2.3.6.5 Alternative approach to flexible manufacturing

2.4 Manufacturing support system

2.4.1 Product design and CAD/CAM in the production system

2.4.1.1 Product design and CAD

2.4.1.2 CAM, CAD/CAM and CIM

2.4.1.3 Quality function deployment

2.4.2 Process planning and concurrent engineering

2.4.2.1 Process planning

2.4.2.2 Computer-Aided process planning

2.4.2.3 Concurrent enineering and Design for manufacturing

2.4.2.4 Advanced manufacturing planning

2.4.3 Production planning and control systems

2.4.3.1 Aggregated production planning and Master production schedule

2.4.3.2 Material requiement planning

2.4.3.3 Capacity planning

2.4.3.4 Shop floor control

2.4.3.5 Inventory control

2.4.3.6 Manufacturing resources planning (MRP)

2.4.3.7 Enterprise resource planning (ERP)

2.4.4 Quality control

2.4.4.1 Inspection principles and practices

2.4.4.2 Inspection technologies

Part 3 CIM Implementation

3.1 Approach and philosophy for CIM implementation

3.2 Factors influencing CIM implementation

3.3 CIM implementation processes

TEXTBOOKS AND REFERENCES

Text books

Mikell P. Groove (2015), Automation, Production Systems, and Computer-Integrated Manufacturing, Fourth Edition, Pearson Higher Education, Inc

Reference books

Vietnamese sources

Tien Minh Do (2020), Lecture notes on CIM, School of Business and Management, Hanoi University of Science and technology

English sources

1. Ramachandran, M.L. Moorthy and A. John Rajan (2016), Computer integrated manufacturing systems, First Edition, Air walk publications
2. Mikell P. Groover (2010), Fundamentals of modern manufacturing: materials, processes and systems, Fourth Edition, John Wiley & Sons, Inc

• Credits: 3(3-1-0-6) ~ 4.67 ETCs
• Prerequisite: None
• Pre-courses: None
• Co-requisite Courses: None 

Objectives and Contents: The course is aimed at providing students basic knowledge of supply chain in companies; help them understand the impoartance of supply chain in enhancing competitive advantage of companies in particular, and of the whole supply chain.

Upon completion of the course, students should be able to

• Identify the roles of each partner in the supply chain
• Organize SC management and companies’ logistics activities
• Strategic position planning for each company in SC, and the coordination among companies in SC
• Understand successful factors in SC

The course relates to advanced knowledge in Logistics and SMC, demand management, supplier identification and selection, inventory and transportation management, supply contract and information for supply chain management.

Content

Chapter 1: Understand supply chain and supply chain management (4 hours)

1.1. Supply chain (SC) definition

1.2. Objective of supply chain

1.3. Supply chain management (SCM) definition

1.4. The importance of supply chain decision

Chapter 2: Supply chain performance: Achieving the strategic fit and scope (4 hours)

2.1. What is competitive and SC strategies?

2.2. Achieving the strategic fit

2.3. Expanding the strategic scope

2.4. Challenges for maintaining the strategic fit

Chapter 3: Supply chain drivers and metrics (4 hours)

3.1. Financial measures of performance

3.2. Drivers of SC

3.3. Framework for structuring drivers

3.4. Driver and its metrics

Chapter 4: Supply chain network (4 hours)

4.1. Network design in SC

4.2. Global issues in designing SC network

4.3. Emergence of ecommerce and distribution networks

Chapter 5: Planning in supply chain (4 hours)

5.1. Demand forecasting

5.2. Aggregate planning

5.3. Sales and operation planning

Chapter 6: Coordination in the supply chain (4 hours)

6.1. Bullwhip effect

6.2. The effect of lack coordination

6.3. Obstacles to coordinate

6.4. Managerial level to achieve coordination

6.5. Types of coordination

Chapter 7: Supply chain coordination contract (or Risk sharing contract) (4 hours)

7.1. Double marginalization

7.2. SC coordination definition

7.3. SC contract to coordinate

Chapter 8: Inventory planning and management (4 hours)

8.1. Cycle inventory

8.2. Safety inventory

8.3. Determining the optimal level of product availability

Chapter 9: Designing and planning transportation network (4 hours)

9.1. The role of transportation

9.2. Modes of transportation

9.3. Transportation infrastructures and policies

Chapter 10: Sourcing management (4 hours)

10.1. The role of sourcing

10.2. In-house or outsource?

10.3. Rewards and incentive when outsourcing

10.4. Supplier selection

Chapter 11: Pricing and revenues management in supply chain (4 hours)

11.1. The role of pricing and revenue management in SC

11.2. Case of multiple customer segment

11.3. Case of perishable products

11.4. Case of seasonal demand...

Chapter 12: IT technology in Supply chain (4 hours)

12.1. Role of IT in SC

12.2. SC IT framework

12.3. CRM, SRM, Internal SC management...

Textbook:

1. Sunil Chopra and Peter Meindl (2016), Supply Chain Management: Strategy, Planning And Operation, Pearson, 6th edition
2. Shoshana Cohen and Joseph Roussel (2005) Strategic Supply Chain Management – The five disciplines for top perfomance, Mc Graw-Hill

• Credits: 3(3-1-0-6) ~ 4.67 ETCs
• Prerequisite: None
• Pre-courses: EM3417 (Operations Management)
• Co-requisite Courses: None

Objectives and Contents: This course aims to equip students with basic concepts relating to business analysis in order to managing and  supervising the implementation of strategic objectives of enterprises. After completing this subject, students will be able to: discern definitions and relation between economic indicators; understand and apply analysis methods; accurately analyze  production and business situation of the enterprise in relation to the relevant factors; propose measures to improve business performance .

This module consists of (1) overview of business analysis; (2) business analysis methods; (3) analysis of production capacity and business results; (4) cost analysis; (5) analysis of sales; (6) profit analysis; (7) analysis of business effectiveness; and (8) business analysis with the KPI.

Content

Chapter 1: Overview of business analytics

1.1 Definitions and roles of business analytics

1.2 Business analytics methods

1.3 Business analytics resources

1.4 Business analytics contents

1.5 Modern evaluation tools for managers

Chapter 2: BSC, KPI and management based on targets

2.1 Concept of management based on targets

2.2 Value chain of business

2.3 BSC – Balanced scorecard

2.4 KPIs – Criteria matrix

2.5 Modern perspectives of using BSC and KPIs

Chapter 3: Customers and business partners

3.1 Customers and business partners

3.2 Concerns of customers and business partners

3.3 Criteria to evaluate the customers and business partners’ satisfactions

3.4 Models and methods to measure the satisfactions of customers and business partners (Rater, SERVQUAL, SERVPERF)

Chapter 4: Inner process

4.1 Overview

4.2 Value chain

4.3 Manufacturing system

Chapter 5: Business finance analyzing

5.1 Costs and production costs analyzing

5.2 Break-even point and manufacturing-stop point analyzing

5.3 Revenue, benefits, and financial critertia analyzing

5.4 Financial information and decision-making process in business

Chapter 6:   Renovation, renew and development ability

6.1. Overview

6.2. Human resource

6.3 Infrastructure, technology, informatic system

TEXTBOOKS AND REFERENCES 

Textbook:

English Language Book

1. Umit S. Bititci (2016), Managing Business

Performance: The Science and the Art, John Wiley & Sons, ISBN:9781119025672

2. Paul Roetzer (2014), The Marketing Performance Blueprint: Strategies and Technologies to Build and Measure Business Success, John Wiley & Sons, ISBN: 978-1-118-88358-7

Reference books：

Vietnamese reference books

1. Nguyen Van Cong (2015), Business Analytic, NEU Publishing House
2. Bui Van Truong (2007), Business Analytic, Labour and Society Publishing House

English reference books

1. Steven M. Bragg (2002), Business Ratios and Formulas 3rd Edi., A Comprehensive Guide
2. Business Analytics for Managers: Taking Business Intelligence beyond Reporting

• Credits: 3(3-1-0-6) ~ 4.67 ETCs
• Prerequisite: None
• Pre-courses: IT1130 (Introduction to Information Technology)
• Co-requisite Courses: None

Objectives and Contents: This course aims to equip students with basic concepts relating to building and adminstrating the management information system, methods to analyze factors and develop decision support system for enterprises. After completing this subject, students will be able to:  design and manage organizations with the help of information technology; identify and access the latest information technology; manage changes in the organization due to changes in information technology; identify and master market opportunities driven by information technology to develop existing organizations and create new ones.

This module consists of: (1) overview of the information system; (2) components of the information system: hardware, software, communication systems, and database; (3) building and developing information systems; (4) decision support system; (5) integrated information system; (6) e-commerce; and (7) management of information system applications in changing business environments.

Content

Chapter 1. Overview of the management information system (4 contact hours and 10 self-study hours)

1. Data, Information, and Information Systems

2. Components of Management Information System

3. Types of Management Information Systems

4. Roles of Management Information System

5. Global Business and Information Systems

Chapter 2. COMPONENTS OF THE INFORMATION SYSTEM: HARDWARE, SOFTWARE, COMMUNICATION SYSTEMS (8 contact hours and 20 self-study hours)

1. Hardware Platforms

2. Software Platforms

3. Communication Systems

4. Emerging Technologies

Chapter 3. COMPONENTS OF THE INFORMATION SYSTEM: DATABASE (14 contact hours and 22 self-study hours)

1. Database Management Systems

2. Database Models

3. Data Warehouse

4. Tools and Technologies for Accessing Information from Database

5. Information Policies, Data Administration, and Data Quality Assurance

Chapter 4. BUILDING AND DEVELOPING INFORMATION SYSTEMS (14 contact hours and 22 self-study hours)

1. Management Information System Development Cycles

2. Methodologies for Modeling and Designing Systems

3. New Approaches for Developing Information Systems

4. Managing Information System Project

Chapter 5. DECISION SUPPORT SYSTEM (4 contact hours and 15 self-study hours)

1.    Decision Support Systems

2.    Expert Systems

3.    Group Decision Support Systems

4.    Geographic Information Systems

5.    Business Intelligence and Knowledge Management

Chapter 6. INTEGRATED INFORMATION SYSTEM (4 contact hours and 15 self-study hours)

1. Enterprise Applications

2. Interorganizational Systems

3. ERP, SCM, and CRM

4. E-commerce

Chapter 7. SECURING INFORMATION SYSTEM (3 contact hours and 8 self-study hours)

5. Business Values of Security and Control

6. Risks to Information Systems

7. Controls

8. Security Measures

9. Securities and Disaster Recovery

Chapter 8. MANAGEMENT OF INFORMATION SYSTEM APPLICATIONS IN CHANGING BUSINESS ENVIRONMENTS (3 contact hours and 8 self-study hours)

1. Managing Knowledge

2. Enhancing Decision Making

3. Managing Global Systems

4. Creating and Maintaining Strategic Information Systems

TEXTBOOKS AND REFERENCES 

Textbook:

Laudon, K.C. & J.P. Laudon (2020). Management Information Systems: Managing the Digital Firm, 16^th edition, Prentice Hall: New Jersey, USA.

Reference books：

[1] Phạm Thị Thanh Hồng (2012). Giáo trình Hệ thống thông tin quản lý, NXB Bách khoa Hà Nội

[2] Trần Thị Song Minh (2012). Giáo trình Hệ thống thông tin quản lý, NXB Đại học Kinh tế quốc dân

[3]  Haag, Stephen and Cummings, Maeven (2012). Management Information Systems for the Information Age, 9th Edition, McGraw-Hill Education;

[4] R. Kelly Rainer, Brad Prince, and Hugh J. Watson (2015). Management Information Systems, 3rd Edition, Willey

[5] Luther M Maddy III (2017). Excel 2016: Database and Statistical Features, CreateSpace Independent Publishing Platform

[6] Joseph Valacich and Christoph Schneider (2018). Information System Today, Managing in the Digital World, 8th Edition, Pearson

• Credits): 2(2-1-0-4) ~ 3.25 ETCs
• Prerequisite: None
• Pre-courses: None
• Co-requisite Courses: None

Objectives and Contents: This course aims at providing knowledge and skills of reading, translating, speaking English- Vietnamese at elementary level in Industrial Management. After this course, students are able to: Understand and apply the reading procedure and translating skill for professional english in  industrial management field, apply reading scheme for well-understanding and fast reading; Translating Enlgish- Vietnamese for topics in Industrial management field; Improve pronounciation and presentation. This subject includes the below contents: (1) theory of reading and translating; (2) Reading about Principle of Industrial Management; (3) Topic about Operation Management; (3) Topic about Quality Management; (4) Topic about Strategy; (6) Topic about Human Resource; (7) Topic about Logistics and Supply chain management.

Content

Lecture 1 - Production management

1. Introduction to production system

• Some basic concepts
• Production system structure
• Manufacturing operations

2. Automation in production system

• Some basic concepts
• Characteristics of the automated system
• Functions of automated system
• Major components of the automated system
• Types, principles and strategies of automation

3. Computer-integrated manufacturing (CIM)

• Some basic concepts
• CIM components
• Reasons for CIM implementation
• Key challenges in CIM implementation
• Factors involved when considering a CIM implementation
• CIM implementation Process

4. Manufacturing Metrics and Economics

• Production Performance Metrics
• Manufacturing Costs
• Exercises

Lecture 2 - Supply chain management

1. Some basic concepts

• Supply chain definition
• The supply chain’s strategic importance

2. Impacts of Corporate strategies on supply chain decisions

• Low cost strategy
• Response strategy
• Differentiation strategy

3.  Sourcing issues and strategies

• Sourcing issues
• Six sourcing strategies

4. Supply chain risks and mitigation tactics

• Supply chain risks
• Supply chain risk mitigation tactics

5. Measuring supply chain performance

Lecture 3 - Warehouse management

1. Fundamentals of warehouse

•  Definition of warehouse
• Types of warehouse
• Functions of a warehouse
• The changing role of warehouses
• Warehouse designing

2.    Inventory management

• Functions of inventory
• Types of inventory
• ABC analysis

Lecture 4 - Quality management

1. Overview of product quality

• Some basic concepts (product, customer, product quality, etc.)
• How to build quality into product
• Criteria for assessment of product quality
• Factors influencing product quality

2.    Overview of service quality

• Some basic concepts (service, service characteristics, service quality, etc.)
• Criteria for the service quality assessment
• Factors influencing the service quality

3.    Introduction to quality management

• Quality management concepts
• Reasons for quality management
• Quality management activities
• Quality management principles

4.    Introduction to quality management (Continued)

• Quality management methods
• Quality management tools
• Quality management systems

Lecture 5 - Project management

1.    Basic concepts

• Project definition
• Project’s characteristics
• Project life cycles

2.    Project development

• Project feasibility study
• Project appraisal.

3. Project Implementation

•  Project organization
• Project planning
• Project monitoring and control

4.    Project completion

• Project commissioning
• Project evaluation

Lecture 6 - Productivity

1.    Basic concepts

• Definition
• Classifications

2.    Measurement of productivity

• Single factor productivity and
• Total factor productivity

3.    Factors affecting productivity

• Man
• Technologies
• Management
• Natural conditions
• Socio-economic and political factors

4.    Productivity improvement

• Combining the Resources for Production
• Selecting a Site
• Selecting the Design and Layout
• Production Control

Textbook

1. Mikell P. Groove (2019), Automation, Production system and Computer-Integrated Manufacturing, Fiffth Edition, John Wiley & Sons, Inc.
2. Roger G. Schroeder &Susan Meyer Goldstein (2018), Operations Management in the Supply Chain, Seventh Edition, mcgraw-Hill Education.
3. Itay Abuhav (2017), ISO 9001:2015— A Complete Guide to Quality Management Systems, Taylor & Francis Group
4. Erik Larson and Clifford Gray (2017), Project Management: The Managerial Process, Seventh Edition, mcgraw Hill

• Credits: 2(2-1-0-4) ~ 3.25 ETCs
• Prerequisite: None
• Pre-courses: EM3230 (Applied Statistics)
• Co-requisite Courses: None

Objectives and Contents: The course is aimed at providing students with knowledge and methods for identifying quality problems; applying quality control tools for root cause analyses and propose solutions to quality problem and quality enhancement, as well as quality systems.

After successfully completing the course, students should be able to do the following:

• Understand the philosophy and basic concepts of quality control.
• Demonstrate the ability to use the methods of statistical process control.
• Demonstrate the ability to design, use, and interpret control charts for variables.
• Demonstrate the ability to design, use, and interpret control charts for attributes.
• Perform analysis of process capability and measurement system capability.

The course refers to basic knowledge on quality, quality management, quality control in production and service through statistical methods, and other quality assurance like benchmarking, QFD.

Content

Chapter 1: The basics of product and service quality

1.1 Overview of product quality

1.2 Overview of service quality

1.3 Quality cost

Chapter 2: Quality management

2.1 General introduction to quality management

2.2 Quality management methods

2.3 Quality management cycle

2.4 Some misconceptions in quality management

Chapter 3. Focus on the customer.

3.1. Customer satisfaction and engagement

3.2. Get to know customers

3.3. Understanding customer wishes

3.4. Connecting customer desires with product/service design, manufacture and delivery

3.5. Building a customer-oriented organization

3.6. Customer relationship management

3.7. Measuring customer satisfaction and engagement

3.8. Quality in practice

Chapter 4: Focus on human resources

4.1 General introduction about employees and employee management

4.2 Promoting employee participation

4.3 Organize effective teamwork

4.4 Salary and bonus

Chapter 5: Focus on the process

5.1 Process management and process management principles

5.2 Design of production and service processes

5.3 Process control

Chapter 6: Quality management tools

6.1 Statistical Tools

6.2 Non-Statistical Tools

Chapter 7: Quality management system

7.1. Quality management system concept

7.2. The role of the quality management system

7.3. Principles of operation & implementation of quality management system

7.4. Steps to build a quality management system

7.5. Several quality management systems

TEXTBOOKS AND REFERENCES 

Textbooks

Nguyen Thi Thu Hien, (2021). Quality management notes. Schools of Economics and Management, Hanoi Univeristy of Science and Technology

References

Vietnamese references

Nguyễn Đình Phan và Đặng Ngọc Sự (2012). Quality management. National Economics University publishing

English references

Evans, J. R., & Lindsay, W. M. (2013). Managing for quality and performance excellence. Cengage Learning.

Luis Rocha-Lona, Jose Arturo Garza-Reyes and Vikas Kumar (2013), Building Quality Management Systems: Selecting the Right Methods and Tools, Taylor & Francis Group, LLC

John S. Oakland (2014), Total Quality Management and Operational Excellence: Text with cases, Taylor & Francis Group

Itay Abuhav (2017), ISO 9001:2015 - A Complete Guide to Quality Management Systems, Taylor & Francis Group

• Credits: 2(2-1-0-4) ~ 3.25 ETCs
• Prerequisite: MI2020 (Probability and Statistics)
• Pre-courses: None
• Co-requisite Courses: None

Objectives and Contents: This course will provide students with knowledge relating to the setting up and using mathematical models to find the optimal method to support decision making process in business operations. After completing this subject, students will be able to identify the characteristics of the problem, proper model to use for the problem, and manage to apply software like excel, lingo to solve the model.

The course introduces deterministic and stochastic optimization models and techniques with typical problems arising in the industry, including: linear programming; simplex algorithm, transportation models, network models and integer models.

Content

Chapter 1. Introduction to Optimization Models

1.1 Operations Research and Decision Making

1.2 Modeling Principles

1.3 Modeling Process

Chapter 2. Linear Programming

2.1 Basic Concepts of linear programming

2.2 LP Formulation

2.3 Graphical method

2.4 Solving model in excel

2.5 Solving model in lingo

2.6 Sensitivity analysis

Chapter 3. Transportation Problems

3.1 The Transportation Problem

3.2 Transshipment Problem

3.3 The Assignment Problem

Chapter 4. Network Problems

4.1 Concept and Terminology

4.2 Minimum Spanning Tree Problem

4.3 Shortest-Path Problem

4.4 Maximum Flow Problem

4.5 CPM/PERT Problem

4.6 Minimum Cost Network Flow Problem

Chapter 5. Integer Programming

5.1 Introduction

5.2 Binary Variable in Special Constraints

5.3 Fixed-Charge Problems

5.4 Set-Covering Problems

5.5 Branch-and-Bound Method

5.6 Heuristic Method

Textbook:

F.S. Hillier and G.J. Lieberman, (2021), Introduction to Operations Research, 11ed, Mc Graw-Hill Higher Education Reference   books：

[1] W.L. Winston, Operations Research Applications and Algorithms, 4ed, International Thomson Publishing, 2002

• Credits: 2(2-1-0-4) ~ 3.25 ETCs
• Prerequisite: None
• Pre-courses: None
• Co-requisite Courses: None

Objectives and Contents: After completing of this course, students should be able to:

·       Understand basic knowledge of Technology and Innovation Management.

·       Know how to make a plan, implement and control for MTI.

·       Improve the making decision skill for MTI

The main content of the course includes: Management of Technology and Innovation course focuses on how the firms plan, implement, and evaluate the Technology and Innovation process. The basic concepts of Technology and Innovation  are studied. The major responsibility of students in this course is to acquire the basic knowledge and techniques of process of Technology and Innovation management  and to make decisions of Innovation of Technology in the firm, that follows the specific strategy.

Content

PART 1: THEORY

Chapter 1: Overview of innovation and innovation management

1.1 Overview of innovation

1.2 The relationships between innovation and business

1.3 Overview of innovation management

1.4 Innovation and technological strategy

Chapter 2: Models of innovation

2.1 Static Models

Model 1

Model 2

Model 3

Model 4

2.2 Dynamic Models

Model 5

Model 6

2.3 Conclusions

Chapter 3: Business strategy and innovation strategy

3.1 Definitions of Business strategy

3.2 Definitions of Innovation strategy

3.3 The relationship between Business strategy and Innovation strategy

3.4 Some basic Innovation strategies in business

Chapter 4: Innovation management

4.1 Overall definition

4.2 Model of Innovation management process in business

4.3 Strategic planning for innovation

4.4 Implementation of innovation

4.5 Evaluation of the innovation process

Chapter 5: Factors affecting to the innovation process in business

5.1 Resources

5.2 Organization

5.3 External environments

PART 2: PRACTICAL LEARNING

Helping students learn about innovation activities, innovation management and models of innovation process in business practice

Nguyen Thi Thu Hien, (2021). Innovation quality management notes. Schools of Economics and Management, Hanoi University of Science and Technology

References

Vietnamese References

Nguyen Ngoc Dien, Luc Thi Huong (2012). Innovation Strategy. IPP Vietnam

English References

1. JOE TIDD and JOHN BESSANT (2018). Managing Innovation Integrating Technological, Market and Organizational Change. Sixth Edition
2. Alexander Brem (2010). The Boundaries of Innovation and Entrepreneurship
3. Robert A. Burgelman and others (2009). Strategic management of Technology and Innovation

• Credits: 3(3-1-0-6) ~ 4.67 ETCs
• Prerequisite: None
• Pre-courses: None
• Co-requisite Courses: None

Objectives and Contents: This course provides students with the knowledge and method of analyzing, managing projects. Upon completion of this course, the students could be able to make and analyze the project, implement, organize and control the project.

This course covers the subjects: Project analyzing method; project control; evaluation of project performance; evaluation view points and apply the knowledge in project management. 

Content

Chapter 1: Overviewing of investment projects

Chapter 2: Projects' Cash flow

Chapter 3: Value of Cash flow over time

Chapter 4: Indicators for evaluating the effectiveness of investment projects

Chapter 5: Analyzing the financial efficiency of investment projects

Chapter 6: Analyzing the effectiveness of investment projects in term of risk

Chapter 7: Analyzing the social-economics efficiency of investment projects

Chapter 8: Investment projects management

Textbook

Analyzing the effectiveness of investment projects - Lectures. Published by NXB NB Chính trị Quốc gia 2013

Organization and implementation of the project - monograph, Published by NXB NB Chính trị Quốc gia 2014

Practice problems: Analyzing the effectiveness of investment projects. Published by NXB NB Chính trị Quốc gia 2015

Dr. Phạm Phụ,  Analyzing and choosing investment projects (economics - technology), published by NXB Trường ĐHBK TP Hồ Chí Minh

Tung Au, Thomas P. Au - Allyn and Bacon, Inc, Engineering Economics for Capital Investment Analysis

Hard ; Seymour Smidt, Decide on estimating investment capital

Dr. Đặng Minh Trang (2003), Calculating investment projects (economics - technology), published by

Dr. Đặng Minh Trang (2004),  Investment project management, Hanoi: published by Nhà xuất bản Thống kê.

Project Standard Guide Microsoft Office Project 2003

Microsoft office project 2003. Steps by steps

• Credits: 3(3-1-0-6) ~ 4.67 ETCs
• Prerequisite: None
• Pre-courses: None
• Co-requisite Courses: None

Objectives and Contents: After completing this subject, students are required to understand the role of managerial accounting, skills to build managerial accounting reports, specially skills at analyzing and using reports to support decision making process. The knowledge of this module will be good background for students to work as a managerian accountant in enterprises or perform managerial accounting as supplement to financial accoungting. In addition, this course support students who pursue CMA certificate to work as a managerial accountant at an international firm.

The module includes: overview of managerial accounting in corporate management; classification of costs and cost accounting; analysis of relation between cost, output and profit; analysis of divisions' reports; budgeting; Controlling cost through cost norms and cost analysis; Use managerial accounting information to make short-term decisions; Use managerial accounting information to make long-term decisions.

Content

Chapter 1. Introduction of management accounting (4 con-tact hours and 6 self-study hours)

1.1. Definitions, roles, and functions of management accounting

1.1.1. Definitions

1.1.2. Roles

1.1.3. Functions

1.2. Objects and methods of management accounting

1.2.1. Objects

1.2.2. Methods

1.2.3. Management accounting and financial accounting

1.3. Organization of management accounting

1.3.1. Content

1.3.2. Model of organization

Chapter 2: Basic Cost Management Concepts (4 con-tact hours and 6 self-study hours)

2.1. Definitions of costs

2.2. Cost Classifications based on functions

2.2.1. Production costs

2.2.2. Non-production costs

2.3. Cost Classifications based on economic content

2.4. Cost Classifications for Predicting Cost Behavior

2.4.1. Variable cost

2.4.2. Fixed cost

2.4.3. Mixed cost

2.5. Cost Classifications based on business results

2.6 Other cost classifications

2.6.1 Direct and indirect

2.6.2 Controllable and non-controllable costs

2.6.3 Sunk cost

2.6.4 Opportunity cost

Chapter 3: Product Costing systems (8 con-tact hours and 12 self-study hours)

3.1. Job-Order Costing System

3.1.1. Definitions

3.1.2. Method

3.2. Process-Costing System

3.2.1. Definitions

3.2.2. Method

Chapter 4. Cost-Volume-Profit Analysis (8 con-tact hours and 12 self-study hours)

4.1 Defintions

4.1.1 Contribution margin

4.1.2 Contribution margin ratio

4.2 Cost structure and operating leverage

4.2.1 Cost structure

4.2.2 Operating leverage

4.3 The Break-Even Point

4.3.1 Definitions

4.3.2 Analysis of Break-Even Point

4.4 Cost-Volume-Profit Analysis for making decisions

4.4.1 Variable costs and revenues

4.4.2 Fixed costs and revenues

4.4.3 Variables costs, Fixed costs and revenues

4.4.4 Fixed costs, selling prices and revenues

4.4.5 CVP Analysis with Multiple Products

Chapter 5: Master Budgets (8 con-tact hours and 12 self-study hours)

5.1 Definitions and procedures of budgeting

5.1.1. Definitions

5.1.2. Procedures

5.2 Standard costs

5.2.1 Definitions

5.2.2 Content

5.3. Master budgets

5.3.1 Sales budget

5.3.2 Production budget

5.3.3 Direct material cost budget

5.3.4 Direct labor cost budget

5.3.5 Manufacturing overhead budget

5.3.6 Finished products, Cost of goods sold budget

5.3.7. Selling and administrative costs budget

5.3.8 Financial statements budgets

Chapter 6: Standard costing and Variance analysis (8 con-tact hours and 12 self-study hours)

6.1 Standard costing and standard costs

6.1.1. Definitions

6.1.2. Content

6.2 Cost variances analysis

6.2.1. Direct material costs variance analysis

6.2.2. Direct labor costs variance analysis

6.2.3. Manufacturing overhead costs variance analysis

6.2.4. Other costs variance analysis

Chapter 7: Responsibility accounting and segment reporting (8 con-tact hours and 12 self-study hours)

7.1. Definitions and functions

7.1.1. Definitions

7.1.2. Functions

7.2. Responsibility centers

7.2.1. Classification

7.2.2. Evaluating responsibility centers

7.3. Segment reporting

7.3.1. Definitions

7.3.2. Analysis of segment reporting

Chapter 8: Pricing calculations (8 con-tact hours and 12 self-study hours)

8.1. Objectives and roles of pricing products and services

8.2. Factors effecting pricing calculations

8.3. Methods of Pricing calculations

8.4. Pricing calculations for new products and services

Chapter 9. Decision Making: Relevant Costs and Benefits (8 con-tact hours and 12 self-study hours)

9.1. Decision Making process

9.2. Relevant Information

9.3. Applying Relevant Information for Decision Making

9.3.1. Accept or Reject a Special Offer

9.3.2. Add or Drop a Service, Product, or Department

9.3.3. Outsource a Product or Service

9.3.4. Joint Products: Sell or Process Further

TEXTBOOKS AND REFERENCES 

Textbook

[1] Management accounting 1 & 2. (2021). Department of Accounting, University of Economics Ho Chi Minh City, University of Economics Ho Chi Minh City Publishing House.

References

[1] Management Information textbook- ICAEW-CFAB

[2] Hilton, R.W. and Platt, D.E., (2017) Managerial Accounting: Creating Value in a Global Business Environment,11th edn (Global Edition), McGraw-Hill, New York.