ࡱ>  ObjbjVV <<G $???P$?567:qqqq4555555$7X:~%5 | %5qq:5{#{#{# qq4{# 4{#{#t.0qP6?e!S/4P505e/:S":$008:?0L6{#,Gr%5%5"5 : :  鶹ƷƵ College of Business MAN 4597 GLOBAL SUPPLY CHAIN MANAGEMENT Fall 2012 Tuesday 7:10 10:00 PM; Location TBA Instructor: Dr. Karen Chinander Dye Office Hours: Tuesday & 1:00 2:00 PM Office: 344 Fleming Hall Thursday 3:30 5:30 PM Telephone: 561-297-3446 and by appointment M F Fax: 561-297-3043 on the Jupiter or Boca campus E-mail:  HYPERLINK "mailto:kchinand@fau.edu" kchinand@fau.edu Course Description Global Supply Chain Management (MAN 4597) 3 credits Prerequisite: Junior Standing Presents an overview of supply chain management: the management of sourcing, operations, and distribution processes along a supply chain. Examines how firms may gain a competitive advantage through supply chain activities. Topics include supply chain network design, purchasing, forecasting, inventory management, globalization and outsourcing, logistics, and information technology. Student Learning Outcomes: Upon completion of this course, students should be familiar with the following material: Understand the general concepts of supply chain management, including the drivers of supply chain performance. Describe the role of supply chain management and its impact on an organizations competitive advantage. Understand typical planning and decision making situations faced by supply chain managers and how these decisions are related to other business functions and activities. Understand how globalization impacts purchasing and the opportunities and challenges of global sourcing. Understand and be able to apply some of the basic conceptual and mathematical tools and techniques that can be used in planning and controlling supply chain activities. Understand how to develop and manage efficient and effective global supply chains. Required course material: Required text: Wisner, Tan, and Leong, 2012, Principles of Supply Chain Management: A Balanced Approach. 3rd edition, Cengage Learning. LINKS Supply Chain Management Fundamentals Simulation Manual  HYPERLINK "http://www.links-simulations.com/SCF/manualSCF.pdf" http://www.links-simulations.com/SCF/manualSCF.pdf Additional cases and readings, either posted on Blackboard or purchased from HBS Class handouts/ downloads: articles, notes, etc. check Blackboard Evaluation Criteria Midterm Exam 20% Final Exam 20% Cases/ homework 20% LINKS Simulation 30% Participation 10% 100% Grading Scale The following grading scale will be used: A = 93.00 - 100.00% B- = 80.00 - 82.99% D+ = 67.00 - 69.99% A- = 90.00 - 92.99% C+ = 77.00 - 79.99% D = 63.00 - 66.99% B+ = 87.00 - 89.99% C = 73.00 - 76.99% D- = 60.00 - 62.99% B = 83.00 - 86.99% C- = 70.00 - 72.99% F = 0.00 - 59.99% Midterm and Final Exam The midterm and final exam will be a combination of short answer, essay, quantitative problems, and a few multiple choice and true/false questions. Make-up exams will not be given, except if an exam is missed due to officially sanctioned University activities or personal religious observations. A review sheet will be provided before the exam. Course Readings and Case Discussions A schedule of topics covered is on the last page. Note also that this schedule is subject to slight modifications. Any changes will be announced in class and on Blackboard. Additional readings and cases may be distributed. Questions for discussion and analysis for each case will be posted on Blackboard. There will be a short quiz based off of the readings and discussion questions AT THE BEGINNING OF EACH CLASS. These quizzes are intended to assist student preparation prior to class discussion. Make-up quizzes will not be given, except if absent due to officially sanctioned University activities or personal religious observations. Since I realize it may not be possible for you to attend every single class, your lowest quiz grade will be dropped. LINKS Supply Chain Management Fundamentals Simulation One of the main learning tools for this course is an Internet-based simulation. The best way to understand how to manage a business and understand the strategic underpinnings of supply chain management is to do it. The simulation game allows you to undertake the strategic and operational management of a manufacturer of high technology set-top boxes with limited risk (either to investors, your bank account, or your career). Teams of 3-4 students will be formed for this exercise. Your team will submit decisions online during 6-8 rounds, scheduled for the second half of the semester. A detailed schedule of decision deadlines is provided in Blackboard. Decisions must be submitted by 1 P.M. for each decision's due date (the Monday prior to each class). It is highly recommended that each team enter their submissions at least one hour before the deadline for each period. No adjustments will be made in the event teams are unable to submit due to computer problems. Each student must pay for the simulation on the LINKS website. Failure to pay will result in an F grade for the simulation portion of the course grade. Payment is due prior to the first round of decisions to receive a discounted price. Key Learning Objectives from the Simulation: 1. Application: Over the course of time, and in your business courses, you have learned many functional business concepts and skills. While you have applied many of these skills to business cases, you never had to "live" with the results of your proposed actions. LINKS gives you a chance to move from textbook concepts and tools to actual application in an environment where you will see the supply chain results of your ideas and actions. 2. Integration: While the courses integrate business functions around key business decisions, there is still a natural tendency to think in functional silos. LINKS will help you see how firm level decisions, although efficient, affect the chain of suppliers and retailers. Your success will require decisions that are globally based and provide the best results for all entities in the supply chain. 3. Strategic thinking: We will be running 6-8 decision periods in LINKS. Rather than approach each of these decision periods independently, you will likely perform far better if you first step back and, based on your analysis of the supply chain and your company, develop a general guiding strategy. 4. Inference making: You have at your disposal a large volume of market research reports and various performance reports reflecting your firm's results. All teams in your industry have access to the same information. The issue then is which team is best able to apply that information. 5. Quantitative analysis: Related to #4 above, the data you have to work with will allow you to apply many of the quantitative tools. 6. Organizational structure: The simulation will begin in a basic mode with a few options. As the term progresses, new options will be introduced that will increase the complexity of your decision-making. As the simulation becomes more dynamic, you will need to become more efficient at reading and interpreting your reports. Assigning specific tasks and responsibilities to each team member will help improve your results. The simulation is dynamic and outcomes for each period depend upon decisions made by all teams in each industry, collectively. You will need to maintain a journal of deliberations and decisions including interpretations of industry dynamics, assumptions, strategic actions, the outcomes of those actions, and changes that may be necessary. The information that you compile during the simulation is to be used to create the SWOT analysis and the final paper due at the end of the semester. LINKS Assignments and Grading: Strategic Plan/ Charter Paper: (not graded, but required) (team paper) The strategic plan and charter contains a statement of the teams intended business-level strategy, and a charter that discusses individual team member performance expectations and consequences. The paper will serve as the teams guiding operational document and should be given consideration and thought. The agreement should be no more than 2 typed, double-spaced pages, and cover the following: name of the company and names of the partners and their email addresses strategic plan of the business (how will you achieve a competitive and unique position in your industry?) absence or nonperformance of a partner. How will this be handled? (Subject to approval of instructor) how will conflicts be resolved? SWOT Analysis: (5%) (team paper) After three rounds of the simulation, you will assess your current strategies and complete a SWOT analysis. The first part of the paper should be a professional document that highlights your first three periods performance, a write-up of how your performance compares to your strategy and goals contained in your original strategic plan/ charter paper, and write-up of what you perceive as the positives (strengths) and areas of improvement (weaknesses) in terms of the overall company performance. The last section of the paper should be devoted to your strategy for the next four periods of the simulation. This section will be similar to the mission statements except you now have had some experience in deciding your future course of action, and should detail your firm's perceived opportunities and threats in quantifiable terms. Quantitative LINKS Performance: (10%) (team performance) Your performance on the LINKS Supply Chain Management simulation will be assessed relative to historical benchmarks. Results from more than 400 teams are normally distributed on the time and energy invested, as well as the effectiveness with which you work as a team. Performance metrics can be found in the LINKS manual. Final Report: (10%) (team paper) Your final report should be a professional document, typed and double-spaced, and include attachments containing important graphs and tables relating to your company's performance. The journal of decisions that your team has taken towards accomplishing the goals that were discussed in your initial document and the SWOT analysis should be discussed in the report. This report should contain the following: Describe and analyze your strategies, tactics, and performance throughout the simulation (LINKS months 4 - 10), i.e. explained what worked/ didnt work, and why, and provide guidance/ instruction for your successors as to what they should do to continue leading your firm to excellence, Analyze the organizational structure and decision making processes of your team, Identify and discuss the two most successful parts of your supply chain management strategy and tactics, Identify the one thing you would change if you were going to participate in the simulation again and explain your reasoning, and Identify and discuss three to six major learning takeaways that your team gained from the LINKS simulation program. Be specific in terms of these learning takeaways as it pertains to your SPECIFIC team. Final Presentation: (5%) team presentation Each team will make a 15 minute presentation on items 3 - 5 above, along with a brief introduction describing your strategy. Each presentation will consist of 5 slides, one for your introduction/ strategy, one each for the two successes, and one each for the single thing you would change and the major learning takeaways from the simulation. Individual Peer Review: You will have a chance to confidentially assess the performance of your teammates. If you receive any poor performance reviews from your teammates, your overall grade will be negatively affected. Class Participation You are expected to read and prepare the assigned readings before coming to class. Class participation requires your active and regular participation in class discussions. You are encouraged to ask questions, and to relate course material to previous job experiences and current business events. Infrequent class attendance will negatively affect your participation grade. Other factors of your participation grade include: Is the participant a good listener? Is he/ she focused on the class discussion? (Please turn off all electronic devices, including laptops, cellphones, etc. at the beginning of class.) Are comments made relevant to the class discussion? Are they linked to other comments? Do comments show insightful and appropriate analysis of the case? Do comments clarify and highlight important aspects of earlier comments and lead to a clearer statement of the concepts being covered? Is there a willingness to test new ideas, or are all comments safe? Does the student participate on the Blackboard discussion board, posting articles and notes relevant to the course material? If you are absent from a class, it is your responsibility to obtain notes from a classmate. You are responsible for all material covered in class regardless of whether or not you attend. Any in-class quizzes cannot be made up. Academic Integrity Policy This instructor reserves the right to discipline any student for academic dishonesty. Examples of academic dishonesty include 1) plagiarism, 2) assistance to, or from, another student on an exam, as well as 3) any other activity deemed to interfere with the educational mission within the classroom. Such disciplinary action may include the assignment of a failing grade on affected examinations, projects, etc., or the course as a whole, and possibly dismissal from the university. Such disciplinary action will include a grade of zero on the assignment or examination, or the course as a whole, and possibly dismissal from the university. In addition, a letter will be filed in the students academic file. Note: A zero score on such assignments or examinations CANNOT be made up and will be included in the calculation of a students overall course grade. For a complete description of FAUs honor code policy, please see: HYPERLINK "http://www.fau.edu/regulations/chapter4/4.001_Code_of_Academic_Integrity.pdf"http://www.fau.edu/regulations/chapter4/4.001_Code_of_Academic_Integrity.pdf Incomplete Grades An incomplete is only meant for students who have completed a significant portion of the class, but are unable to complete the course due to severe hardships beyond their control. It is not meant to accommodate students who decide that the workload is too heavy or their grade is not high enough. University policy states that an I may be given only if a student has a passing grade in the course. If an I is given, work must be completed within the time period specified by the instructor which is not to exceed 12 months from the time the incomplete is given. Important Dates August 24 Last day to drop/ add without consequences (no W or fees assigned) August 27 Last day to drop without receiving a W (fees will be assigned) September 17 Last day to drop and receive a 25% tuition adjustment October 12 Last day to drop course without receiving an F grade Disability Policy In compliance with the Americans with Disabilities Act (ADA), students who require special accommodation due to a disability to properly execute coursework must register with the Office for Students with Disabilities (OSD), and follow all OSD procedures. Please provide me with the necessary documentation as soon as possible so that we can make arrangements for you to take tests according to the prescribed procedures. Religious Accommodation Policy In accordance with rules of the Florida Board of Education and Florida law, students have the right to reasonable accommodations from the University in order to observe religious practices and beliefs with regard to admissions, registration, class attendance and the scheduling of examinations and work assignments. Students who wish to be excused from coursework, class activities or examinations must notify the instructor in advance of their intention to participate in religious observation and request an excused absence. The instructor will provide a reasonable opportunity to make up such excused absences. MAN 4597 Supply Chain Management Class Schedule for Fall 2012 (any changes will be announced in class) Week Date Topic Reading LINKS Assignment/ Activity Due 1 Aug 21 Course Introduction Introduction to Supply Chain Management Chap. 1 2 28 Performance Measurement Along the Supply Chain Chap. 14; LINKS questionnaire due Efficiency articleBB , Fisher article 3 Sep 4 Demand Forecasting Chap. 5 MAPS forecasting Inventory Management Chap. 7 LINKS teams assigned 4 11 Resource Planning Chap. 6 Beer Game Simulation Simulation InstructionsBB 5 18 Supply Chain Process Integration Chap. 13 Coordination in the supply chain Barilla Spa (A)HBS 6 25 Domestic U.S. and Global Logistics Chapter 9 LINKS overview LINKS ManualBB Link Review for Midterm/ Team meetings 7 Oct 2 Midterm Exam 8 9 Sourcing Decisions in a Supply Chain Chap. 2, and 3 Team meetings with Prof. Dye Sourcing article FisherBB Wed 10 Email Strategic Plan before 1st decision LINKS decision 1 (month 4) due at NOON 9 16 Supply Chain Risk/ Global SC Networks Sloan Mgmt. Review ArticlesBB Link Postponement Chap. 11, Chap. 9, p. 333 - 336 Wed 17 LINKS decision 2 (month 5) due at NOON 10 23 Office Depot Distribution Center Tour, Weston, FL Wed 24 LINKS decision 3 (month 6) due at NOON 11 30 Reverse Logistics Chap. 9, p. 336-339 Ethical and Sustainable Supply Chains Chap. 4 SWOT Analysis Due before class Individual Team meetings with Prof. Dye Wed 31 LINKS decision 4 (month 7) due at NOON 12 Nov 6 Information Technology and ERP systems Chap. 6, p. 190 - 201 Nike Supply Chain articleBB Wed 7 LINKS decision 5 (month 8) due at NOON 13 13 Customer Relationship Management Chap. 10 Wed 14 LINKS decision 6 (month 9) due at NOON 14 20 Review of course & supply chain mgmt. Team Meetings Zappos CaseHBS Wed 21 LINKS decision 7 (month 10) due at NOON 15 27 LINKS team presentations and discussion Final Team Reports Due 16 Dec 4 Final Exam   27;<CZ[_deh|  ) . _ ` d кۯФulc[c[S[c[Sc[S[cShzOJQJh;OJQJh;5OJQJh^5OJQJhBh25CJOJQJhB5OJQJaJhq5OJQJaJhz5OJQJaJhB5CJOJQJh55CJOJQJh_5CJOJQJh#5CJOJQJhz5CJOJQJhU$5CJOJQJhU$56CJOJQJhuK156CJOJQJ23[e `  0F*$]gd;$ 0F*$]a$gdQ 0F*$]gd; $ 0*$a$gd^ $ H*$a$gdB$ 0!@*$a$gdx \ 0*$ $ H*$a$ H*$gdQ + , I J b ޷֯yog[L[L<h@/BhQ5OJQJ\aJh"/h"/CJOJQJaJh"/CJOJQJaJhOJQJhz0J#OJQJhzhzOJQJhzhz0J"OJQJhz0J"5OJQJhQhzOJQJh:OJQJh;OJQJh|hz0JOJQJ#jh|hzOJQJUhzOJQJjhzOJQJUhz5OJQJhzhz5OJQJ J ?  +'(BS| gdz 0*$gd*CJOJQJaJhuK1hJ>*CJOJQJaJhJhJCJOJQJaJhQCJOJQJaJh_CJOJQJaJh`OCJOJQJaJhU$5OJQJh75h!CJOJQJaJh75h!5OJQJ'DFJLNUWX^ %/46@Arf[S[h_OJQJhG'h_OJQJh_CJOJQJaJh_>*CJOJQJaJh*hU$CJOJQJaJh,#CJOJQJaJh^CJOJQJaJh)OJQJh)5OJQJhC5OJQJh^5OJQJhBhB5CJOJQJaJhBhBCJOJQJaJhBCJOJQJaJh) CJOJQJaJvwtuv 6!7! 1$7$8$H$gdRb 0*$]gd; 0*$gd`O 0*$ 0rP^*$gd)  /hvT2  rP^*$gd) ABOjmnsuvwJK_iĸНxm`mUxxKh_CJOJQJh;5CJOJQJh;6>*CJOJQJh;>*CJOJQJh75CJOJQJh;CJOJQJh`OOJQJh`O5OJQJhh,#CJOJQJaJhCCJOJQJaJhAfCJOJQJaJh)CJOJQJaJh^CJOJQJaJh`OCJOJQJaJh`lCJOJQJaJhXCJOJQJaJ'f^=IpȻլ|||pdpdpXXhJCJOJQJaJh'jCJOJQJaJhe'CJOJQJaJh75CJOJQJaJh;CJOJQJaJhCJOJQJaJhCJOJQJaJhe'hRbCJOJQJaJh5CJOJQJaJhe'5CJOJQJaJhe'hRb5CJOJQJaJh75h;CJOJQJaJhRb>*CJOJQJ4567Fktuvy  彰֡zhYMhAhRbCJOJQJaJh) CJOJQJaJhhRbCJ OJQJaJ "he'hRb6CJOJQJ]aJhJhRb>*OJQJaJh'j>*OJQJaJhJhe'>*OJQJaJhhRbCJOJQJaJh5CJOJQJaJh755CJOJQJaJhMCJOJQJaJhe'hRbCJOJQJaJhM5CJOJQJaJhYy5CJOJQJaJ  3 5 6 6!7!:!K!W"X"["q""""" $,$-$.$$$4&A&J&O&v&w&}&ĸvgWhe'hRb5CJOJQJaJhBhRbCJOJQJaJhYyCJOJQJaJhJCJOJQJaJhe'CJOJQJaJh75hRbCJOJQJaJhhYyCJOJQJaJh75CJOJQJaJh;CJOJQJaJ"he'hRb6CJOJQJ]aJhe'hRbCJOJQJaJh75ht>CJOJQJaJ7!W"X"""v&w&&&(n(( )))))-- 1$7$8$H$gdYy & F hh1$7$8$H$]^hgdM[ & F hh1$7$8$H$]^hgdM[ & F hh1$7$8$H$^hgdM[ 1$7$8$H$gdRb}&&&&&&(((()))**,,----0-1-...G0H0I0Źwwkww\ŹwOwkwh'j>*CJOJQJaJhBhRbCJOJQJaJhJCJOJQJaJhe'hRbCJOJQJaJhBhe'CJOJQJaJhCCJOJQJaJh75CJOJQJaJhECJOJQJaJhe'CJOJQJaJhe'he'>*CJOJQJaJhRb5CJOJQJaJhe'hRb5CJOJQJaJhe'5CJOJQJaJ-K-...J0K0l11&22u3w3344555577U8 & F 0*$gdM[ 0*$gd(f  0*$gdCN & F1$7$8$H$gdM[ 1$7$8$H$gdRbI0J0K00000000k1l1p1r1}11113L3q3t3w333404C4L4q4444595;5g5־ֲֲֲ֦֦{֦֦֦o_oohYyhYy>*CJOJQJaJhYyCJOJQJaJhe'he'>*CJOJQJaJhCJOJQJaJhe'hECJOJQJaJhCCJOJQJaJhJCJOJQJaJhMCJOJQJaJhECJOJQJaJhe'hRbCJOJQJaJhe'h(fCJOJQJaJhRbCJOJQJaJ$g5~5555555567e77777T89998:9:::;:::ȹymymyaRFhCNCJOJQJaJh*hj6CJOJQJaJh,CJOJQJaJhj6CJOJQJaJhRCJOJQJaJht>CJOJQJaJh(fCJOJQJaJh*hCN>*CJOJQJaJhAfCJOJQJaJh*hCNCJOJQJaJhCNOJQJhECJOJQJaJhMCJOJQJaJhYyCJOJQJaJhM8CJOJQJaJU888v999:::;:;:;>>????AA*$gd`l$a$gd`l 0*$gd`l 0*$]gd75 0*$]gd`l 0*$gd 0*$gdCN 0*$^gdj6 & F 0*$gdM[::::::;; ;2;9;:;;;;;; < <h<n<{<<==]=g=x==>>>>Ǿ|||papap|aZ hS~h75hCWh75CJOJQJaJh75CJOJQJaJhqECJOJQJaJhM8CJOJQJaJh*h`lCJOJQJaJh`l5OJQJhqE5OJQJh755OJQJht>5OJQJhhjQ=CJOJQJaJhCNCJOJQJaJhCN6CJOJQJaJh#+PhCN6CJOJQJaJ >>:?;?BGBBBBBC첣tf[OCOCOCOCOh,#CJOJQJaJh;CJOJQJaJh#5OJQJaJh#+Ph#5OJQJaJhCNCJOJQJaJh#+Ph`lCJOJQJaJh`lOJQJh`lCJOJQJaJh th75CJOJQJaJh75 hS~h750JCJOJQJaJ+jhS~h75CJOJQJUaJhS~h75CJOJQJaJ%jhS~h75CJOJQJUaJAA>BBBCC(CDDDUGVGWGXGYGZG[G\G]GgdjQ= 0*$ 0*$gdqE &  P !h*$]hgdqE 0*$gd; 0*$gd#C&C(C(DWDxDDDDDDDDDD F+FTGUG\G]G`GeGGGGGնՖ}ume]R]Jho'OJQJhqEhQ7OJQJhQ7OJQJhqEOJQJh_OJQJh&#OJQJh) 5OJQJh14hqE5CJOJQJaJhD.hqECJOJQJaJhqEhqE5CJOJQJaJh?hqE5CJOJQJaJhxbhqECJOJQJaJhqECJOJQJaJhxbhqE5B*CJphhqE5B*OJQJaJph]GGGGH%H\Ha!$  v8FTrD%(@@0]0^a$gdI $ # v8FTrD%(@@,],a$gdI/$ v8Tr#D%(+@@0&dP]0^`a$gdI $ D%(@@a$gd$ D%(@@a$gd$ D%(@@a$gdqEGGGGGGGGGGGGGGGGGGGHH׶vivi\OB5vh)hQCJOJQJh)hJCJOJQJh)hk#CJOJQJh)hCJOJQJh)hICJOJQJh)hq>MCJOJQJh)hxCJOJQJh)h(&oCJOJQJ0jh)hQCJOJQJUaJmHnHu,jh)h?CJOJQJUmHnHuhw2eCJOJQJh%RhU$CJOJQJhQ7hU$5OJQJhqEOJQJhIOJQJHHHHHHH$H&H'H(H)H*H+HRHSHTH[H\HȺ~o~_O?/_/_h)hqE5CJOJQJaJh)h(&o5CJOJQJaJh)h"5CJOJQJaJh)ht5CJOJQJaJh)h%\CJOJQJaJh)h%\5CJOJQJaJh)hq>M5CJOJQJaJh)h(&o5CJOJQJh)h55CJOJQJh)hqE5CJOJQJh)hx5CJOJQJ,jh)h?CJOJQJUmHnHu$jh)h?CJUmHnHu\H]H^H`HeHfHHHHHHHHHHHHHHHHĵĦėĦwgXI9h)hCJH*OJQJaJh)h"guCJOJQJaJh)h@=CJOJQJaJh)h@=CJH*OJQJaJh)hFCJH*OJQJaJh)hI5CJOJQJaJh)hCJOJQJaJh)hCJOJQJaJh)hw2eCJOJQJaJh)hICJOJQJaJh)h(&oCJOJQJaJh)hxCJOJQJaJh)h?nCJOJQJaJ\HHH*IeIoE*$  v8FTrD%(@@,&dP],^a$gd@=+$ v8FTrD%(@@,&dP],^a$gd42 & v8FTr#D%(@@0$d&dNP]0^gd@=2 & v8FTr#D%(@@0$d&dNP]0^gdIHHHHHHHIII#I$I%IOIeIfIgIhIkImIIIϿp`QHQHQHQ9h)hQ7CJOJQJaJh)h@=CJh)h@=CJOJQJaJh)h@=5CJOJQJaJh)h"gu5CJOJQJaJh)h=UCJOJQJaJh)h=U5CJOJQJaJh)h"5CJOJQJaJh)hQ75CJOJQJaJh)hI5CJOJQJaJh)h'j5CJOJQJaJh)hx5CJOJQJaJh)h45CJOJQJaJeIIII.JfJJJoKK# v8FTrD%(@@0&dP]0^gdI$ v8FTr#D%(+@@]a$gdI8$ ) v8FTr#D%(+@@@0$d&dNP]0^a$gdI v8FTrD%(@@0]0`gdI  v8FTrD%(@@0]0`gd@=IIIIIIIIIIIIIIIIJʻ{k[{K{;+h)hM5CJOJQJaJh)hQ75CJOJQJaJh)h"5CJOJQJaJh)h55CJOJQJaJh)h'j5CJOJQJaJh)h_65CJOJQJaJh)h?n5CJOJQJaJh)hvzCJH*OJQJaJh)hFCJH*OJQJaJh)h?-NCJOJQJaJh)hICJOJQJaJh)hM5CJOJQJaJh)hx5CJOJQJaJh)hq>MCJOJQJaJLKNKOKPKQKTKUKWK]K^K_K|K~KKKK̽rbPb@0h)hQ5CJOJQJaJh)hbq5CJOJQJaJ"h)h5CJH*OJQJaJh)h5CJOJQJaJh)h"CJOJQJaJh)hQCJOJQJaJh)hCJOJQJaJh)h(&oCJOJQJaJh)hCJOJQJaJh)huK1CJOJQJaJ"h)hq>M5CJH*OJQJaJh)h[v5CJOJQJaJ"h)hF5CJH*OJQJaJKKKKKKKKKKKKKKKKKLLufWHuHu9h)hxCJOJQJaJh)hFCJOJQJaJh)h7CJOJQJaJh)h5CJOJQJaJh)hbqCJOJQJaJh)h"CJOJQJaJh)hCJOJQJaJh)h(&oCJOJQJaJh)huK1CJOJQJaJh)hxCJOJQJaJh)hbq5CJOJQJaJh)h5CJOJQJaJh)hk#5CJOJQJaJL L LLLLLLL*L,LBLCLILNLOLPLiLоvggXI9h)hD05CJOJQJaJh)hCJOJQJaJh)h[vCJOJQJaJh)h=UCJOJQJaJh)h@=CJOJQJaJh)hCJOJQJaJh)hJCJOJQJaJh)h(&oCJh)h"CJh)hJCJ"h)hbq5CJH*OJQJaJh)h]3CJOJQJaJh)hJ5CJOJQJaJh)hFCJH*OJQJaJLBLwLLLMG1 v8FTr#@@0]0gdI7 v8FTN :D%(+@@@0&d(d-DM PR]0^gdI4$ v8FTrD%(@@0&d(dPR]0^a$gdI7 v8FTN :D%(+@@@0$d&d-DM NP]0^gdI v8FTr^gd@=iLrLvLwLxLzL{L|LLLLLLLLLLLrbRCb3Ch)hq>M5CJOJQJaJh)hD0CJOJQJaJh)huK15CJOJQJaJh)he75CJOJQJaJh)h"5CJOJQJaJh)h5CJOJQJaJh)h(&oCJOJQJaJh)hq>MCJOJQJaJh)hx5CJOJQJaJh)h?n5CJOJQJaJh)h7CJOJQJaJh)h5CJOJQJaJh)h=U5CJOJQJaJLLLLLLLLLLLLLLLIMMMkMlM²¢҃teVGe5"h)hq>M5CJH*OJQJaJh)h"CJOJQJaJh)h#CJOJQJaJh)hD0CJOJQJaJh)huK1CJOJQJaJh)hxCJOJQJaJh)h5CJOJQJaJh)hk#5CJOJQJaJh)hD05CJOJQJaJh)hQ5CJOJQJaJh)h75CJOJQJaJh)hCJOJQJaJh)hQCJOJQJaJMlMMMN?NsNll93 v8FTN (0&d(d-DM PR]0^gdD0/ v8FTr#D%(@@0&d(dPR]0^gd33 v8FTN (@0$d&d-DM NP]0^gdD0 v8FTr#+@@@0]0^gdI v8FTr#@@0]0gdIlMnMoMpMzM{MMMMMMMMMMMMMMtk\MC9/h)h(&o5CJh)h"5CJh)hQ5CJh)h}+CJOJQJaJh)hD0CJOJQJaJh)hjCJh)h(&oCJOJQJaJh)h5CJOJQJaJh)h"CJOJQJaJh)h%CJOJQJaJh)ht5CJOJQJaJh)htCJOJQJaJh)h(&o5CJOJQJaJh)h"5CJOJQJaJh)h%5CJOJQJaJMMMMMMMMMMMMMMMMNյŕwhYJ;Jh)h"CJOJQJaJh)hD0CJOJQJaJh)h(&oCJOJQJaJh)h4CJOJQJaJh)hxCJOJQJaJh)h?nCJOJQJaJh)hL5CJOJQJaJh)hk#5CJOJQJaJh)hQ5CJOJQJaJh)h5CJOJQJaJh)hD05CJOJQJaJh)h75CJOJQJaJh)hD05CJNNN;N=N>N?N@NENFNGNHNINcNeNhNlNó⤕ueUE5h)hk#5CJOJQJaJh)h75CJOJQJaJh)hD05CJOJQJaJh)h(&o5CJOJQJaJh)h"5CJOJQJaJh)hQ5CJOJQJaJh)h}+CJOJQJaJh)hD0CJOJQJaJh)h35CJOJQJaJh)h3CJH*OJQJaJh)h3CJOJQJaJh)h7CJOJQJaJh)huK1CJOJQJaJlNpNqNsNtNvNwNxNzN{N|NNNNNNNNN³कwhYO@1h)h"CJOJQJaJh)hQCJOJQJaJh)hj5CJh)h4CJOJQJaJh)h@=CJOJQJaJh)h?CJOJQJaJh)hLCJOJQJaJh)hD0CJOJQJaJh)h(&oCJOJQJaJh)hxCJOJQJaJh)h3CJOJQJaJh)hCJOJQJaJh)h7CJOJQJaJh)h5CJOJQJaJsNNN O.ObOc03 v8FTN (@@0&d(d-DM PR]0^gd@=%  v8FTr#(L,@@0&dP]0^gd@=  8FTr#(L,@@0]0^gd@=3 v8FTN (@@0&d(d-DM PR]0^gdD0& v8FTr#(L,@@0L&dP]0^Lgd3NNNNNNNNNNNN)O,O-O.O:ObO|m^N>N.h)h@=5CJOJQJaJh)h@=>*CJOJQJaJh)h@=CJH*OJQJaJh)h@CJOJQJaJh)h"CJOJQJaJh)hjCJOJQJaJh)hD0CJOJQJaJh)h(&oCJh)h=UCJOJQJaJh)h@=CJOJQJaJh)h5CJOJQJaJh)h5CJOJQJaJh)hD05CJOJQJaJh)hq!CJOJQJaJbOcOeOfOiOjOkOOOOOOOOOOĵyiYI9h)h| r5CJOJQJaJh)hB5CJOJQJaJh)huK15CJOJQJaJh)hQ5CJOJQJaJh)hQCJOJQJaJh)ho'CJOJQJaJh)hUCJOJQJaJh)hjCJOJQJaJh)h-WJCJOJQJaJh)h"CJOJQJaJh)h(&oCJOJQJaJh)hxCJOJQJaJh)h@=CJOJQJaJbOOOOOOOOOOOOOOOd& v8FTrD%(L,@@0L&dP]0^LgdB& v8FTrD%(L,@@0&dP]0^gdBOOOOOOOh!Tjh!TUh)h@=5CJOJQJaJ@....()()))()()00P8$:pt>BP/ =!"#$% DpC....()()))()()00P08$:p?BP= /! " #h$ % DpDyK kchinand@fau.eduyK Hmailto:kchinand@fau.eduyX;H,]ą'c DyK yK http://www.fau.edu/regulations/chapter4/4.001_Code_of_Academic_Integrity.pdf^% 666666666vvvvvvvvv6666668666666666666666666666666666666666666666666666666hH6666666666666666666666666666666666666666666666666666666666666666662 0@P`p2( 0@P`p 0@P`p 0@P`p 0@P`p 0@P`p 0@P`p8XV~_HmH nH sH tH D`D @=NormalCJOJQJ_HmH sH tH J@J  Heading 1$$ H*$@&a$5B@B  Heading 2 x@& 5OJQJDA D Default Paragraph FontViV  Table Normal :V 44 la (k (No List PP TOC 1, (#$0*$]^`0LL TOC 2( (#$0*$]^`0LL TOC 3( (#$p0*$]^p`0LL TOC 4( (#$@ 0*$]^@ `0LL TOC 5( (#$0*$]^`0DD TOC 6  (#$0*$^`0:: TOC 70*$^`0DD TOC 8  (#$0*$^`0DD TOC 9  (#$0*$^`0P P Index 1( (#$`*$]^``P P Index 2( (#$0*$]^`000 toa*$ (#$*"* Caption:/: _Equation Caption0U`0 Hyperlink>*B**W * Strong5\.X . Emphasis6]RYR + Document Map -D M OJQJ^JFV F "0FollowedHyperlink >*B*ph0o!0 z collegetextb2o12 z collegetextit`F@B` 3List Continue 3 $$^`a$OJQJPK![Content_Types].xmlj0Eжr(΢Iw},-j4 wP-t#bΙ{UTU^hd}㨫)*1P' ^W0)T9<l#$yi};~@(Hu* Dנz/0ǰ $ X3aZ,D0j~3߶b~i>3\`?/[G\!-Rk.sԻ..a濭?PK!֧6 _rels/.relsj0 }Q%v/C/}(h"O = C?hv=Ʌ%[xp{۵_Pѣ<1H0ORBdJE4b$q_6LR7`0̞O,En7Lib/SeеPK!kytheme/theme/themeManager.xml M @}w7c(EbˮCAǠҟ7՛K Y, e.|,H,lxɴIsQ}#Ր ֵ+!,^$j=GW)E+& 8PK!Ptheme/theme/theme1.xmlYOo6w toc'vuر-MniP@I}úama[إ4:lЯGRX^6؊>$ !)O^rC$y@/yH*񄴽)޵߻UDb`}"qۋJחX^)I`nEp)liV[]1M<OP6r=zgbIguSebORD۫qu gZo~ٺlAplxpT0+[}`jzAV2Fi@qv֬5\|ʜ̭NleXdsjcs7f W+Ն7`g ȘJj|h(KD- dXiJ؇(x$( :;˹! I_TS 1?E??ZBΪmU/?~xY'y5g&΋/ɋ>GMGeD3Vq%'#q$8K)fw9:ĵ x}rxwr:\TZaG*y8IjbRc|XŻǿI u3KGnD1NIBs RuK>V.EL+M2#'fi ~V vl{u8zH *:(W☕ ~JTe\O*tHGHY}KNP*ݾ˦TѼ9/#A7qZ$*c?qUnwN%Oi4 =3ڗP 1Pm \\9Mؓ2aD];Yt\[x]}Wr|]g- eW )6-rCSj id DЇAΜIqbJ#x꺃 6k#ASh&ʌt(Q%p%m&]caSl=X\P1Mh9MVdDAaVB[݈fJíP|8 քAV^f Hn- "d>znNJ ة>b&2vKyϼD:,AGm\nziÙ.uχYC6OMf3or$5NHT[XF64T,ќM0E)`#5XY`פ;%1U٥m;R>QD DcpU'&LE/pm%]8firS4d 7y\`JnίI R3U~7+׸#m qBiDi*L69mY&iHE=(K&N!V.KeLDĕ{D vEꦚdeNƟe(MN9ߜR6&3(a/DUz<{ˊYȳV)9Z[4^n5!J?Q3eBoCM m<.vpIYfZY_p[=al-Y}Nc͙ŋ4vfavl'SA8|*u{-ߟ0%M07%<ҍPK! ѐ'theme/theme/_rels/themeManager.xml.relsM 0wooӺ&݈Э5 6?$Q ,.aic21h:qm@RN;d`o7gK(M&$R(.1r'JЊT8V"AȻHu}|$b{P8g/]QAsم(#L[PK-![Content_Types].xmlPK-!֧6 +_rels/.relsPK-!kytheme/theme/themeManager.xmlPK-!Ptheme/theme/theme1.xmlPK-! ѐ' theme/theme/_rels/themeManager.xml.relsPK] ]?G B  'A }&I0g5:>GIJKLMNO(*,./0234579:<=?ABCEGHIKLMNPQSTUVXY[ S7!-U8A]G\HeIJLMsNbOO)+-168;>@DFJORWZ J}6;77GXXX@  @H 0(   (  VB  C D"?VB  @ C D"?VB  C D"?VB  C D"?B S  ???@@G$)t)t ''(t@h(t+$ +$ + +d +d (]?G$00`?G>*urn:schemas-microsoft-com:office:smarttags PersonName=*urn:schemas-microsoft-com:office:smarttags PlaceType=*urn:schemas-microsoft-com:office:smarttags PlaceName9*urn:schemas-microsoft-com:office:smarttagsplace?*urn:schemas-microsoft-com:office:smarttags stockticker H~@@BBFCNC4F=FG$G%G,GGGGGGGGGGGGGJ !'!!!!!9%=%&&????@@@@(B,B3C;CGGGGGGGGGGG33333333333333 ~c!!(K(;(;GGGGGGGGGGGGGGGJ ~::::\?\?GGGGGGGGGGGGG2&PC-"> 6*̽UXKB !kp0{*hh^h`OJQJo(hHh8^8`OJQJ^Jo(hHoh^`OJQJo(hHh ^ `OJQJo(hHh ^ `OJQJ^Jo(hHohx^x`OJQJo(hHhH^H`OJQJo(hHh^`OJQJ^Jo(hHoh^`OJQJo(hH ^`OJPJQJ^Jo(-^`OJQJ^Jo(hHo^`OJQJo(hH  ^ `OJQJo(hH[[^[`OJQJ^Jo(hHo++^+`OJQJo(hH^`OJQJo(hH^`OJQJ^Jo(hHo^`OJQJo(hHhh^h`o(.^`o() ^`hH. L^`LhH.   ^ `hH. XX^X`hH. (L(^(`LhH. ^`hH. ^`hH. L^`LhH.^`o(. ^`hH. L^`LhH.   ^ `hH. [[^[`hH. +L+^+`LhH. ^`hH. ^`hH. L^`LhH. 6*UXC-" !kH 2& `ed=@h+h^h`567>*CJOJQJS*Y(o(hH         L`        ؼ        j        OX 2l[&%$CNF(+K_H1nA) _Q Z a r { U 0 P ^ %$NVGfa!s,#nX2LM5>)'\iy >`!q!xg"&# Z#8P$U$L&U&I'o'))*+}+Y+,<-mu-"/D0uK1%2S2b23]3575j6o7e719X$:;@=jQ=>'>AA@/B,:B^B,kBNBCELEqEZcFyF _HI^IsI J-WJaSKMq>?-.ʱ2#+{%!=)~E'4HZU_uD@?uIm%Q7%j8kKn(',JC"3_6R`OU|t)LxM8:;QJ .RU(!?F^z`V>t?@ P[v*aruBJM[6X#%RzR NGwux&fDM =yQ|mJFb)i`lHg#QO8o7Ej]14LR3%\qO|_"P+5;1[k[Pwk#GG@؉G`@Unknown G*Ax Times New Roman5Symbol3. *Cx ArialO1 CourierCourier New;. *Cx Helvetica5. .[`)Tahoma?= * Courier New;WingdingsA BCambria Math")kk  =$ =$!)24GG 3q)HX?U$2!xxUNIVERSITY OF MIAMIKaren Chinandermjenning$      Oh+'0\    $ 0<DLTUNIVERSITY OF MIAMIKaren ChinanderNormal mjenning2Microsoft Office Word@@nh@tS@tS =՜.+,D՜.+,P  hp  University of Miami$G UNIVERSITY OF MIAMI Title 8@ _PID_HLINKSA[Mhttp://www.fau.edu/regulations/chapter4/4.001_Code_of_Academic_Integrity.pdf v:3http://www.links-simulations.com/SCF/manualSCF.pdf 3 mailto:kchinand@fau.edu   !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]_`abcdeghijklmnopqrstuvwxyz{|}~Root Entry F8Data ^1Tablef:WordDocument SummaryInformation(DocumentSummaryInformation8MsoDataStorepN#P6F024GMXE5UPT==2pN#P6Item  PropertiesUCompObj y   F'Microsoft Office Word 97-2003 Document MSWordDocWord.Document.89q