Janice H. Hammond
Jesse Philips Professor of Manufacturing
Janice H. Hammond is the Jesse Philips Professor of Manufacturing at Harvard Business School. She currently teaches Technology and Operations Management in the HBS MBA program. She also serves faculty chair for the HBS MBA Pre-matriculation Analytics Program; and program chair for the HBS Executive Education International Women’s Foundation and Women’s Leadership Programs.
Professor Hammond has previously taught courses in Supply Chain Management, Business Logistics and After-Sales Service, Decision Support Systems, Quantitative Methods, and Managerial Economics in the MBA program, and has taught in several of the HBS Executive Education courses for general managers, including Managing the Supply Chain; Manufacturing in Corporate Strategy; Retailing; and Managing Orders, Vendors, & Customers. She has previously served as Senior Associate Dean, Director of Faculty Planning; Unit Head for the Technology and Operations Management Unit; Course Head for the Required Technology and Operations Management Course; and as Faculty Chair of the January Cohort of the Harvard MBA Program.
Professor Hammond's current research focuses on speed and flexibility in manufacturing and logistics systems: specifically, how these systems develop the attributes necessary to respond quickly and efficiently to changing customer demand. An important component examines how coordinating mechanisms within organizations and along supply channels affect those channels' ability to compete. In particular, much of her work focuses on the interface between manufacturing and retail organizations. A portion of this research has been conducted in the textile and apparel industries under an industrial competitiveness grant from the Alfred P. Sloan Foundation. She is co-author with Fred Abernathy, John Dunlop, and David Weil of A Stitch in Time: Lean Retailing and the Transformation of Manufacturing -- Lessons from the Textile and Apparel Industries, published by Oxford University Press.
Professor Hammond has an active interest in the field of e-learning. She has completed two on-line learning courses: a global supply chain management simulation and a twenty-hour on-line quantities analysis course.
Professor Hammond holds an Sc.B. degree in Applied Mathematics from Brown University and a Ph.D. in Operations Research from the Massachusetts Institute of Technology.
Professor Hammond has published widely on the topics of logistics and channel coordination. She consults and teaches at several major multi-national corporations.
Click here for Teaching Cases and Harvard Business Review articles authored by Professor Hammond.
Competitive Dynamics of the Textile-Apparel-Retail Channel
Janice H. Hammond established in 1991 (with Frederick H. Abernathy and John Dunlop of Harvard University and David Weil of Boston University) the Harvard Center for Textile and Apparel Research. Funding provided by the Alfred P. Sloan Foundation has supported the Center's engagement in a host of research-including a major industry survey, industry workshops, field studies, computer modeling, and statistical analyses-into the competitive dynamics of the retail-apparel-textile channel in the United States and abroad. Specifically targeted by the research are technological innovations in the collection and dissemination of sales data that are transforming the way retailers plan and order merchandise and how these changes, in turn, affect the manner in which apparel and textile suppliers forecast demand, plan production, and manufacture and distribute apparel products.
Managing the Manufacturer-Retailer Interface
Janice H. Hammond is studying the impact of coordination on the performance of manufacturing and retail channels. The focus of her research is on the supply "channel", the set of firms that undertakes the chain of activities that begins with acquisition of raw materials and moves through logistics and manufacturing processes to the sale of the end product to consumers. Hammond is examining (1) the capabilities needed to achieve efficient, effective production and delivery of products, with an emphasis on how the speed and flexibility required to meet changing customer needs are best achieved at both the firm and channel levels, and (2) the types of coordinating mechanisms that can be established-among firms in a channel, among functions within firms, and among members of functional areas-in order to improve firm and channel performance.
Performance Impact of Continuous Replenishment Systems
Janice H. Hammond has conducted (with Ted Clark of Hong Kong University of Science and Technology) a survey of U.S. retailers to determine how the implementation of continuous replenishment programs between manufacturers and retailers affects supply channel performance. The survey data and manufacturers' order databases are being statistically analyzed to establish the impact of continuous replenishment systems on retail distribution center inventory and stockout levels and to provide insight into the nature and extent of the learning that takes place following initial implementation of a continuous replenishment program.
Innovations in Logistics: The Impact of Channel Coordination
Roy D. Shapiro (with Janice H. Hammond and Marshall L. Fisher) is studying innovative systems and management approaches that integrate and coordinate material and information flows through the supply chain so as to reduce or eliminate the redundant activities that tend to characterize these channels. His research focuses on companies worldwide in two industries-packaged consumer goods and textiles/apparel-that have successfully integrated suppliers, producers, transporters, warehousers, distributors, and retailers into systems that can be managed as coherent units through which goods flow smoothly. Shapiro's research addresses (1) coordinating mechanisms (e.g., continuous product replenishment, made famous by Procter & Gamble and Wal-Mart and emulated by dozens of channel partners) that tie different corporate entities into the channel and how the attendant relationships are defined, forged, and managed, and (2) information flows among relationship partners (that identify what is critical) and how they are effectively generated, shared, and communicated.