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| Module code: DBBWL-230 |
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60CM (60 hours) |
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5 |
| Academic Year: 2 |
| Mandatory course: yes |
Language of instruction:
German |
Assessment:
Written exam (90 minutes)
[updated 24.09.2026]
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DBBWL-230 (P710-0024) Business Administration, Bachelor, regulation 01.10.2021
, study year 2, mandatory course
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The total student study time for this course is 150 hours.
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Recommended prerequisites (modules):
None.
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Recommended as prerequisite for:
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Module coordinator:
Prof. Dr. Thomas Kunz |
Lecturer:
Prof. Dr. Thomas Kunz
[updated 11.05.2026]
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Learning outcomes:
After successfully completing this module, students will be familiar with the objectives and tasks of procurement management. They will be familiar with the tasks involved in strategic and operational procurement, will be aware of the various organizational forms of purchasing and procurement concepts (global, single, multiple, and modular sourcing), and will be able to design procurement structures accordingly. They will also be familiar with the flow of materials, goods and information in the incoming goods area and will be able to design the incoming goods process accordingly. They will be able to manage suppliers and supplier relationships. They will be familiar with the objectives of supplier management, be able to analyze supplier structures and develop standard strategies. They will understand the process of supplier management and its operational phases, from supplier scouting to supplier integration. They will be familiar with e-procurement platforms (portals, electronic marketplaces, EDI solutions), tools (online consortia, online tenders, auctions, electronic catalogs, and ordering systems), and standards. Students will be familiar with the concept of Procurement 4.0 and the ongoing digital transformation, and will understand the key areas of focus in Procurement 4.0. They will also be familiar with the three pillars of sustainable procurement management and strategies for economically, ecologically, and socially responsible procurement.
In the area of traditional materials management, students will be familiar with the statistical methods commonly used. They will be able to distinguish between materials and goods using ABC, XYZ, GMK, and LMN analyses.
Building on this foundation, students will be able to perform program- or consumption-based material planning in the industrial sector using various methods (unit cost method, cost leveling method, time-series analysis, statistical forecasting methods), and they will master methods for optimizing order quantities and lot sizes.
In the context of time management, students will learn about various methods for lead-time scheduling as well as measures for reducing lead times (reducing waiting times, overlapping, splitting, and batch splitting). They will be able to perform capacity leveling and will be familiar with the various methods of detailed scheduling (shop floor control).
In the area of warehousing and logistics, students will be familiar with the functions of warehousing and will be proficient in various warehousing strategies (fixed-location system, chaotic warehousing, and hybrid models). They will be able to optimize inventory, calculate typical warehouse metrics, and manage the warehouse effectively.
Using Manufacturing Resource Planning (MRP II) and Kanban, students will master various production planning and control systems. At the same time, they will become familiar with push (MRP II) and pull (Kanban) concepts. Students will be able to identify the planning and application areas, the planning principles and the planning steps involved in the systems and will be able to critically assess the respective system. They will also be familiar with and able to apply the principles of lean production derived from the Toyota Production System, which include, among other things, the seven types of waste, variation, and overburden (muda, mura, and muri), as well as kaizen, the 6 S’s, andon, gemba, poka-yoke, mizenboushi, heijunka, etc.
[updated 24.09.2026]
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Module content:
1 Fundamentals of procurement management
1.1 Basic definitions
1.2 Objectives and functions of procurement management
1.3 Organizational structures for purchasing
1.4 Strategic and operational procurement management
1.4.1 Sourcing strategies
1.4.1.1 Global sourcing
1.4.1.2 Single/Multiple sourcing
1.4.1.3 Modular sourcing
1.4.2 Procurement process
1.4.3 Flow of materials and information in the receiving department
1.4.4 Supplier management
1.4.4.1 Strategic supplier management
1.4.4.1.1 Objectives of supplier management
1.4.4.1.2 Analysis of the supplier structure
1.4.4.1.3 Developing standardization strategies
1.4.4.2 Operational supplier management
1.4.4.2.1 Supplier sourcing
1.4.4.2.2 Supplier evaluation
1.4.4.2.3 Supplier classification
1.4.4.2.4 Supplier development
1.4.4.2.5 Supplier selection
1.4.4.2.6 Supplier integration
1.5 E-Procurement
1.5.1 Platforms
1.5.2 Tools
1.5.3 Standards
1.6 Procurement 4.0
1.6.1 Stages of procurement development
1.6.2 The logic behind the analysis of Procurement 4.0
1.6.3 Areas of focus for Procurement 4.0
1.7 Sustainable procurement management
1.7.1 The three pillars of sustainable procurement
1.7.2 Economically viable procurement
1.7.3 Environmentally responsible procurement
1.7.4 Socially responsible procurement
2. Materials management
2.1 Scope and types of planning
2.2 Material classification as the basis for process selection (ABC/XYZ/LMN/GMK analysis)
2.3 Program-based material planning
2.3.1 Demand planning
2.3.2 Order planning
2.3.3 Order scheduling
2.4 Consumption-based material planning
2.4.1 Demand planning
2.4.2 Order planning
2.4.3 Order scheduling
3 Time management
3.1 Scope and planning areas (definition, rough and detailed scheduling)
3.2 Throughput scheduling
3.2.1 Definition of throughput time
3.2.2 Forward and backward scheduling
3.2.3 Measures to reduce throughput time
3.3 Capacity balancing
3.3.1 Creation of load profiles
3.3.2 Ways to adjust capacity supply and demand
3.4 Availability check
3.5 Detailed scheduling (shop floor control, priority rules)
4 Warehousing and logistics
4.1.Definition and functions of inventory management
4.2 Warehousing strategies
4.2.1 Centralization/Decentralization
4.2.2 Static warehousing
4.2.3 Dynamic warehousing
4.2.4 Zoning
4.3 Inventory management
4.4 Key figures in warehousing
5 PPS systems
5.1 Purposes of PPS systems
5.2 MRP II concept
5.2.1 Planning and application areas
5.2.2 Planning principles
5.2.3 Planning steps
5.2.4 Critical assessment
5.3 KANBAN
5.3.1 Planning and areas of application
5.3.2 Planning principles
5.3.3 Planning and control steps
5.3.4 E-Kanban
5.3.5 Critical assessment
6 The concept of lean production
6.1 The foundation of lean production: The Toyota Production System (TPS)
6.2 Aspects of lean production
6.2.1 Andon
6.2.2 Gemba
6.2.3 Heijunka
6.2.4 Jidoka
6.2.5 Kaizen
6.2.6 Kanban
6.2.7 Mizenboushi
6.2.8 The 3 Ms
6.2.9 Poka Yoke
6.2.10 Five S
[updated 24.09.2026]
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Teaching methods/Media:
Lecture with integrated tutorial
[updated 24.09.2026]
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Recommended or required reading:
Corsten, Hans/Gössinger, Ralf: Produktionswirtschaft, Einführung in das industrielle Produktionsmanagement, München, Oldenbourg.
Glaser, Horst/Geiger, Werner/Rohde, Volker: PPS: Produktionsplanung und -steuerung. Grundlagen – Konzepte – Anwendungen, Wiesbaden, Gabler.
Günther, Hans-Otto/Tempelmeier, Horst: Produktion und Logistik, Berlin, Springer.
Kummer, Sebastian; Grün Oskar, Jammernegg, Werner: Grundzüge der Beschaffung, Produktion und Logistik, München, Pearson Studium.
Hofbauer, Günter; Mashour, Tarek; Fischer, Michael: Lieferantenmanagement: Die wertorientierte Gestaltung der Lieferbeziehung, München, Oldenbourg Verlag.
Liker, Jeffrey K.: Der Toyota Weg: Erfolgsfaktor Qualitätsmanagement: 14 Managementprinzipien des weltweit erfolgreichsten Automobilkonzerns, München, FinanzBuch Verlag.
Ohno, Taiichi: Das Toyota-Produktionssystem, Frankfurt, Campus.
Pfohl, Hans-Christian: Logistikmanagement: Konzeption und Funktionen, Berlin Heidelberg, Springer.
Schulte, Christof: Logistik: Wege zur Optimierung der Supply Chain, München, Vahlen.
Takeda, Hitoshi: Das synchrone Produktionssystem. Just-in-Time für das ganze Unternehmen, Landsberg am Lech, mi-Fachverlag.
[updated 24.09.2026]
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