Opleidingsplan
Hier staan de opleidingsplannen voorhet 3e en 4ejaar. Voor de Havo en de MAS (MBO) zijn verschillende opleidingsplannen. De MAS stroom heeft een verkort traject. Kijk daarom in het juiste schema om te zien hoe je 3e en 4e jaar verloopt.
Agrarisch ondernemerschap -HAVO stroom 4 jaar
Derde studiejaar
Vierde studiejaar
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1e semester
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2e semester
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Periode 1
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Periode 2
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Periode 3
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Periode 4
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Project stage
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Afstuderen
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Studieloopbaan begeleiding
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Agrarisch ondernemerschap - MAS-stroom 3,5 jaar
Derde studiejaar
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1e semester
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2e semester
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Periode 1
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Periode 2
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Periode 3
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Periode 4
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Supply chain management
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Ondernemerschap
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Projectstage
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Minor
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Minor
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Studieloopbaan begeleiding
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Vierde studiejaar
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1e semester
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2e semester
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Periode 1
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Periode 2
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Periode3
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Periode 4
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Afstuderen
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Studievak: Supply Chain Management
Within agricultural supply chains, logistics, marketing and information management play an important role. Important reasons for this are the often limited shelf-life of agricultural products and the relatively great variations in quality and quantity of raw materials. Moreover, consumers are increasingly demanding fresh products, and expect a differentiated supply of reliable and guaranteed quality.
An important new aspect which plays a role in the management of agricultural chains is sustainability. Besides the demands concerning product quality and costs, the sustainable chain will have to take into account the fact that the present method of agricultural production, processing and distribution can also be continued into the far future. All these demands have to be met while retaining efficiency. Besides information technology and a closed cooling chain, this calls for a further development of logistics and marketing concepts.
Professional task: The students have to make a chain description and a plan for optimising the business related activities between the manufacturer and the retailer in this particular chain. This chain description and optimisation plan is based on relevant information and thorough research of the chain.
Context: A chain in the food&agribusiness where the several links in the chain want to collaborate closer to fulfil the wishes of the end consumers and other stakeholders better and more efficient.
Role: Chain manager of the manufacturer in the chain who has to make a plan to optimise the business related activities between the manufacturer and the retailer.
Result: a report of the chain description included a detailed plan for optimising the business relation between the manufacturer and the retailer.
In a number of (guest) lectures topical subjects which play an important role in chain collaboration will be addressed. With the help of various cases from the agri-food business, problems concerning logistics, marketing, information sharing and costs will be addressed. These cases will not only deal with chain aspects regarding content, but also with the process aspects regarding chain collaboration. Furthermore, special attention will be paid to various forms and possibilities of chain integration and to planning and distribution problems in a real-life co-making relationship between a retailer and a producer of salads.
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Studievak: Financieel management
De module richt zich zowel op een bedrijf uit de MKB sector als ook op het primaire bedrijf.
De eerste weken wordt een overzicht gegeven van wat financieel management inhoudt op beide bedrijven . Onderdelen hiervan worden getraind via korte casussen. Vervolgens gaan de studenten een bedrijfsovername uitwerken van een voorbeeldbedrijf. Keuze wordt gemaakt uit een MKB-bedrijf en een primair bedrijf. Gevolg is een bedrijfsovername plan waarin sterk de financiele gevolgen en meest gunstige situatie voor partijen wordt doorgerekend. Ook de fiscale consequenties worden berekend.
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Studievak: Business Strategy & Change Management
The focus in the module Strategic Management will be on the strategic planning process. What major strategic schools can we distinguish in the past decades ? What are the main stages in the process of strategic planning? What are the tools and models available and when to use which tool and/or model for what purpose? Who within the organization is responsible for the strategic planning ? How is the approach towards the translation of strategic planning into operational planning and the implementation?
Furthermore we will pay attention to management of change. What are the main streams ? How to develop a flexible organization? What does a good implementation look like? How to choose the best change strategy, intervention model, counselling model etc.
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