For American companies, sending work overseas has been a hit or miss proposition. The winners cite the cost savings and expertise garnered abroad. However, for the losers, offshore projects gone awry can result in lost intellectual property and/or disgruntled customers. With the rate of offshoring on the rise, supply chain experts at Emory University’s Goizueta Business School and other Atlanta-area outsourcing experts say for companies to succeed, the ability to navigate risk and understand the intricacies of managing an offshore project are essential. When 'Winging it' Won't Work: How Spreadsheets Can Aid Start-ups with Production Planning
What does a start-up do when its production-planning needs require more than written notes on back of envelopes but aren’t quite advanced enough to use complex software? That question was posed to Steve Walton and Richard Metters, both information systems and operations management faculty at Emory University’s Goizueta Business School, by an alumnus who helped found The Permanent Escape and Rescue Ladder or PEARL Protected. Their answer evolved into the paper entitled, “Spreadsheets for Start-up Firms: Production Planning at PEARL Protected.” The paper details how the professors developed a production-planning process the entrepreneurs could use right in Excel. Betting on the ‘Killer App’ of Revenue Management
Ever been on the highway on a Friday night and decided to steer the car toward a casino? It’s a scenario that Harrah’s Cherokee Casino Hotel is not only betting on, but can predict. In a new paper, The “Killer Application” of Revenue Management: Harrah’s Cherokee Casino Hotel, Richard Metters, an associate professor of decision and information analysis at Emory University’s Goizueta Business School, and colleagues detail how Harrah’s use of revenue and customer relationship management systems is proving to be a powerful tool in predicting customer behavior. One surprise? The goal of the Cherokee is to have a full hotel with an average room rate of $0/night and still make a profit. Exploring the Strategic and Operational Tradeoffs in Internet and Physical Store Retailing
Americans shopping for the holidays over the Internet spent 26% more in 2006 than they did a year ago. According to a January 3 report from Virginia-based ComScore Networks, online sales in November and December jumped almost $25 billion. Although this is good news, operationally retail over the Internet and traditional retail have vastly different drivers, including supply chain structures and delivery mechanisms. In a new paper by Richard Metters and Steve Walton, associate professors of decision and information analysis at Emory University’s Goizueta Business School, the strategic and operational trade-offs inherent in multi-channel retailing are explored and the researchers offer options while noting one size does not fit all. In Offshoring One Size Does Not Fit All
The decision to offshore operations to another country is often made to reduce labor costs and, in some cases, to add talent. Although some companies have managed to make the transition work, many others avoid taking the step or forge ahead only to find that what worked back in the U.S. does not work in the new location. In a new paper titled, “Offshoring Services and National Culture,” Richard Metters, an associate professor of operations management at Emory University’s Goizueta Business School, interpreting the work of Emory faculty member Carla Freeman of the anthropology and women's studies department, explores the business challenges that occur when international cultures and operations management intersect.