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Matching Supply with Demand: An Introduction to Operations Management https://www.mheducation.com/cover-images/Jpeg_400-high/0078096650.jpeg 4 2019 9780078096655 Cachon Matching Supply with Demand 4e is a clear, concise and more rigorous approach to an introductory Operations management course. Written by Wharton authors who use their guiding principles “real operations, real solutions” to bring the text and concepts to life, writing the majority of chapters from the perspective of specific companies. The “real solutions” refers to providing students with tools and strategies they can implement in practice and apply the authors models in a realistic operational setting. The authors strive for “real simple” by using as little mathematical notation as possible, focusing on many real world examples and consistent terminology and phrasing throughout.
09780078096655
Matching Supply with Demand: An Introduction to Operations Management

Matching Supply with Demand: An Introduction to Operations Management, 4th Edition

ISBN10: 0078096650 | ISBN13: 9780078096655
By Gerard Cachon, Christian Terwiesch

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* The estimated amount of time this product will be on the market is based on a number of factors, including faculty input to instructional design and the prior revision cycle and updates to academic research-which typically results in a revision cycle ranging from every two to four years for this product. Pricing subject to change at any time.

Program Details

Cachon Matching Supply with Demand 4e is a clear, concise and more rigorous approach to an introductory Operations management course. Written by Wharton authors who use their guiding principles “real operations, real solutions” to bring the text and concepts to life, writing the majority of chapters from the perspective of specific companies. The “real solutions” refers to providing students with tools and strategies they can implement in practice and apply the authors models in a realistic operational setting. The authors strive for “real simple” by using as little mathematical notation as possible, focusing on many real world examples and consistent terminology and phrasing throughout.

1. Introduction
2. The Process View of the Organization
3. Understanding the Supply Process: Evaluating Process Capacity
4. Estimating and Reducing Labor Costs
5. Batching and Other Flow Interruptions: Setup Times and the Economic Order Quantity Model
6. The Link between Operations and Finance
7. Quality and Statistical Process Control
8. Lean Operations and the Toyota Production System
9. Variability and Its Impact on Process Performance: Waiting Time Problems
10. The Impact of Variability on Process Performance: Throughput Losses
11. Scheduling to Prioritize Demand
12. Project Management
13. Forecasting
14. Betting on Uncertain Demand: The Newsvendor Model
15. Assemble-to-Order, Make-to-Order, and Quick Response with Reactive Capacity
16. Service Levels and Lead Times in Supply Chains: The Order-up-to Inventory Model
17. Risk-Pooling Strategies to Reduce and Hedge Uncertainty
18. Revenue Management with Capacity Controls
19. Supply Chain with Capacity Coordination

APPENDICES
1. Statistics Tutorial
2. Tables
3. Evaluation of the Loss Function
4. Equations and Approximations
5. Solutions to Selected Practice Problems
Connect

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Available within Connect, SmartBook 2.0 is an adaptive learning solution that provides personalized learning to individual student needs, continually adapting to pinpoint knowledge gaps and focus learning on concepts requiring additional study. SmartBook 2.0 fosters more productive learning, taking the guesswork out of what to study, and helps students better prepare for class. With the ReadAnywhere mobile app, students can now read and complete SmartBook 2.0 assignments both online and off-line. For instructors, SmartBook 2.0 provides more granular control over assignments with content selection now available at the concept level. SmartBook 2.0 also includes advanced reporting features that enable instructors to track student progress with actionable insights that guide teaching strategies and advanced instruction, for a more dynamic class experience.

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About the Author

Gerard Cachon

Professor Cachon is the Fred R. Sullivan Professor of Operations, Information, and Decisons at The Wharton School of the University of Pennsylvania, where he teaches a variety of undergraduate, MBA, executive, and Ph.D. courses in operations management. His research focuses on operations strategy, and in particular, on how operations are used to gain competitive advantage. 


His administrative responsibilities have included Chair of the Operations, Information and Decisions Department, Vice Dean of Strategic Initiatives for the Wharton School, and President of the Manufacturing and Service Operations Society. He has been named an INFORMS Fellow and a Distinguished Fellow of the Manufacturing and Service Operations Society. 

His articles have appeared in Harvard Business Review, Management Science, Marketing Science, Manufacturing & Service Operations Management, and Operations Research. He is the former editor-in-chief of Manufacturing & Service Operations Management, and Management Science. He has consulted with a wide range of companies, including 4R Systems, Ahold, Americold, Campbell Soup, Gulfstream Aerospace, IBM, Medtronic, and O’Neill. 

Before joining The Wharton School in July 2000, Professor Cachon was on the faculty at the Fuqua School of Business, Duke University. He received a Ph.D. from The Wharton School in 1995. 

He is an avid proponent of bicycle commuting (and other environmentally friendly modes of transportation). Along with his wife and four children he enjoys hiking, scuba diving and photography.

Christian Terwiesch

Professor Terwiesch is the Andrew M. Heller Professor at the Wharton School of the University of Pennsylvania. He also is a professor in Wharton’s Operations and Information Management Department as well as a Senior Fellow at  the Leonard Davis Institute for Health Economics. His research on operations management, research and development, and innovation management appears in many of the leading academic journals, including Management Science, Operations Research, Marketing Science, and Organization Science. He has received numerous teaching awards for his courses in Wharton’s MBA and executive education programs. Professor Terwiesch has researched with and consulted for various organizations, including a project on concurrent engineering for BMW, supply chain management for Intel and Medtronic, and product customization for Dell. Most of his current work relates to health care and innovation management. In the health care arena, some of Professor Terwiesch’s recent projects include the analysis of capacity allocation for cardiac surgery procedures at the University of California–San Francisco and at Penn Medicine, the impact of emergency room crowding on hospital capacity and revenues (also at Penn Medicine), and the usage of intensive care beds in the Children’s Hospital of Philadelphia. In the innovation area, recent projects include the management of the clinical development portfolio at Merck, the development of open innovation systems, and the design of patient-centered care processes in the Veterans Administration hospital system. 


Professor Terwiesch’s latest book, Innovation Tournaments, outlines a novel, process-based approach to innovation management. The book was featured by BusinessWeek, the Financial Times, and the Sloan Management Review.

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