Ananth Raman
UPS Foundation Professor of Business Logistics
Ananth Raman, UPS Foundation Professor of Business Logistics, specializes in operations management. He teaches courses in supply chain management, service operations, and the investor's perspective on operations to MBA students and executive participants. He teaches a doctoral course on operations management at Harvard Business School, and serves as primary thesis advisor for multiple doctoral students. He is co-director of a multi-year research project (the "Consortium for Operational Excellence in Retailing") to study retail operations, supply chain, and merchandising practices. Over 30 retailers from the United States, Japan and Europe have participated in this study. The project involves researchers from a number of universities including the Harvard Business School and the Wharton School of the University of Pennsylvania. He has consulted with, and been responsible for management education programs for executives in, a number of companies. His research on forecasting and inventory planning has been implemented at multiple companies. Raman has a Bachelor of Technology degree from the Indian Institute of Technology, Madras, an M.B.A. from the Indian Institute of Management, Calcutta, and a Ph.D. from the Wharton School, University of Pennsylvania.
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Book
| 2010
The New Science of Retailing: How Analytics Are Transforming the Supply Chain and Improving Performance
Marshall Fisher and Ananth Raman
Retailers today are drowning in data but lacking in insight: They have huge volumes of information at their disposal. But they're unsure of how to sort through it and use it to make smart decisions. The result? They're struggling with profit-sapping supply chain problems including stock-outs, overstock, and discounting. It doesn't have to be that way. In The New Science of Retailing, supply chain experts Marshall Fisher and Ananth Raman explain how to use analytics to better manage your inventory for faster turns, fewer discounted offerings, and fatter profit margins. Featuring case studies of retailing exemplars from around the world, this practical new book shows you how to accomplish the following: mine your sales data to identify "homerun" products you're missing; reinvent your forecasting and pricing strategies; build end-to-end agility into your supply chain; establish incentives that align your supply chain partners behind shared objectives; and extract maximum value from technologies such as point-of-sale scanners and customer loyalty cards. Highly readable and compelling, The New Science of Retailing is your playbook for turning all that data into a wellspring for new profits and unprecedented efficiency.
Keywords: Profit;
Knowledge Use and Leverage;
Logistics;
Supply Chain Management;
Mathematical Methods;
Retail Industry;
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Article
| Harvard Business Review
|
Health Care's Service Fanatics: How the Cleveland Clinic leaped to the top of the patient-satisfaction surveys
Ananth Raman and James Merlino
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Article
| Production and Operations Management
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The Manufacturer's Incentive to Reduce Lead Times
Santiago Kraiselburd, Richard Pibernik and Ananth Raman
It is generally a well acknowledged fact that, ceteris paribus, reducing the lead times between downstream and upstream parties in a supply chain is desirable from an overall system perspective. However, an upstream party (e.g., a manufacturer) may have strong disincentives to offer shorter lead times, even if lead time reduction came at no cost. This paper investigates a manufacturer's incentive to reduce lead times. We consider a setting in which the downstream party has the ability to exert a costly effort to increase demand (e.g., through sales promotions, advertising, etc.) during the selling season and compare two situations: one where there is zero lead time (i.e., all demand can be satisfied after observing the demand realization), and one where orders need to be made before demand is realized. In our analysis, the latter situation corresponds to a newsvendor model with the additional decision of choosing a sales effort to increase demand at a convex increasing cost after observing demand. We identify two interacting effects that may inhibit shorter lead times. A so-called "safety stock effect" can be observed when a lower risk of stocking out under short lead times induces the downstream party to alter its order quantity. A second effect, termed as "effort effect," arises if shorter lead times impact the downstream party's optimal sales effort and, as a consequence, lead to different order quantities. We provide a formal characterization of both effects, insight into how these effects interact, and information on which conditions the manufacturer has an incentive to offer shorter lead times.
Keywords: Cost;
Demand and Consumers;
Order Taking and Fulfillment;
Production;
Supply Chain Management;
Sales;
Manufacturing Industry;
Retail Industry;
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Article
| Production and Operations Management
|
The Effect of Product Variety and Inventory Levels on Retail Sales: A Longitudinal Study
Zeynep Ton and Ananth Raman
We examine the effects of product variety and inventory levels on store sales. Using four years of data from stores of a large retailer, we show that increases in product variety and inventory levels are both associated with higher sales. We also show that increasing product variety and inventory levels has an indirect negative effect on store sales through their impact on phantom products-products that are physically present at the store, but only in storage areas where customers cannot find or purchase them. Our study highlights a consequence of increased product variety and inventory levels that has previously been overlooked in studies of retail product variety and inventory management. It also quantifies the impact of phantom products on store sales. In addition, our study provides empirical evidence to support earlier claims that higher product variety and inventory levels lead to an increase in defect rate. We discuss the implications of our findings for retail inventory and assortment planning and for the design of retail stores.
Keywords: Buildings and Facilities;
Design;
Logistics;
Product;
Quality;
Sales;
Retail Industry;
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Article
| Management Science
|
Do Inventory and Gross Margin Data Improve Sales Forecasts for U.S. Public Retailers?
Saravanan Kesavan, Vishal Gaur and Ananth Raman
Firm-level sales forecasts for retailers can be improved if we incorporate cost of goods sold, inventory, and gross margin (defined here as the ratio of sales to cost of goods sold) as three endogenous variables. We construct a simultaneous equations model, estimated using public financial and non-financial data, to provide joint forecasts of annual cost of goods sold, inventory, and gross margin for retailers using historical data. We show that sales forecasts from this model are more accurate than consensus forecasts from equity analysts. Further, the residuals from this model for one fiscal year are used to predict retailers for whom the relative advantage of model forecasts over consensus forecasts would be large in the next fiscal year. Our results show that historical inventory and gross margin contain information useful to forecast sales, and that equity analysts do not fully utilize this information in their sales forecasts.
Keywords: Sales;
Forecasting and Prediction;
Distribution;
Goods and Commodities;
Cost;
Public Sector;
Profit;
Mathematical Methods;
Data and Data Sets;
Retail Industry;
United States;
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Journal Article
| Management Science
|
Inventory Record Inaccuracy: An Empirical Analysis
Nicole DeHoratius and Ananth Raman
This study explores the systematic variation in inventory record inaccuracy (IRI) observed both within and across stores. Traditional inventory models, with a few exceptions, do not account for the existence of IRI and those that do treat record inaccuracy as random. Examining nearly 370,000 inventory records from 37 stores of one retailer, we found 65% to be inaccurate. That is, the recorded inventory quantity of an item fails to match the quantity found in the store. We identify factors associated with this inaccuracy that are stock keeping unit- (SKU) and store-specific. SKU-specific factors such as item cost, selling quantity, and method of distribution account for the observed variation in IRI within stores. Store-specific factors such as the density and variety of inventory observed at each store account for the variation in IRI across stores.
Keywords: Information Management;
Measurement and Metrics;
Logistics;
Retail Industry;
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Article
| Manufacturing & Service Operations Management
|
Estimating Demand Uncertainty Using Judgmental Forecasts
Vishal Gaur, Saravanan Kesavan, Ananth Raman and Marshall L. Fisher
Keywords: Risk and Uncertainty;
Judgments;
Forecasting and Prediction;
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Article
| Manufacturing & Service Operations Management
|
Store Manager Incentive Design and Retail Performance: An Exploratory Investigation
Nicole DeHoratius and Ananth Raman
Keywords: Motivation and Incentives;
Management;
Design;
Performance;
Information;
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Article
| Management Science
|
An Econometric Analysis of Inventory Turnover Performance in Retail Services
Vishal Gaur, Marshall L. Fisher and Ananth Raman
Keywords: Mathematical Methods;
Assets;
Performance;
Sales;
Retail Industry;
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Article
| Management Science
|
Agency Costs in a Supply Chain with Demand Uncertainty and Price Competition
V.G. Narayanan, Ananth Raman and J. Singh
Keywords: Cost;
Supply Chain;
Risk and Uncertainty;
Price;
Competition;
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Article
| Harvard Business Review
|
Aligning Incentives in Supply Chains
V.G. Narayanan and Ananth Raman
Keywords: Motivation and Incentives;
Supply Chain;
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Article
| Production and Operations Management
|
Contracting in a Supply Chain with Stochastic Demand and Substitute Products
Santiago Kraiselburd, V.G. Narayanan and Ananth Raman
Keywords: Supply Chain;
Product;
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Journal Article
| ECR Journal
|
Building on Foundations of Sand?
Nicole DeHoratius and Ananth Raman
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Article
| ECR Journal
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Incentives: Getting What You Pay For
Nicole DeHoratius and Ananth Raman
Keywords: Motivation and Incentives;
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Article
| Production and Operations Management
|
Quantifying the Impact of Inventory Holding Cost and Reactive Capacity on an Apparel Manufacturer's Profitability
Ananth Raman and Kim Bowon
Keywords: Assets;
Cost;
Profit;
Apparel and Accessories Industry;
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Article
| Manufacturing & Service Operations Management
|
Optimizing Inventory Replenishment of Retail Fashion Products
Ananth Raman, Marshall Fisher and Kumar Rajaram
Keywords: Assets;
Product;
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Article
| Harvard Business Review
|
The Achilles Heel of Supply Chain Management
Ananth Raman, Nicole DeHoratius and Zeynep Ton
Keywords: Supply Chain;
Management;
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Article
| California Management Review
|
Execution: The Missing Link in Retail Operations
Ananth Raman, Nicole DeHoratius and Zeynep Ton
Keywords: Sales;
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Article
| Harvard Business Review
|
Rocket-Science Retailing Is Almost Here: Are You Ready?
Marshall L. Fisher, A. Raman and Anna McClelland
Keywords: Science;
Sales;
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Article
| POMS Series in Technology and Operations Management
|
Coordinating and Managing Supply Chains: The General Manager's Role
A. Raman
Keywords: Management;
Supply Chain;
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Article
| Production and Operations Management
|
Configuring a Supply Chain to Reduce the Cost of Demand Uncertainty
A. Raman, M. Fisher, J. Hammond and W. Obermeyer
Keywords: Supply Chain;
Cost;
Risk and Uncertainty;
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Article
| Operations Research
|
Reducing the Cost of Demand Uncertainty through Accurate Response to Early Sales
A. Raman and M. Fisher
Keywords: Cost;
Risk and Uncertainty;
Sales;
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Article
| Operations Research
|
Analysis of Distribution Strategies in the Industrial Paper and Plastics Industry
A. Raman, M. Cohen, N. Agrawal and V. Agrawal
Keywords: Strategy;
Pulp and Paper Industry;
Industrial Products Industry;
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Article
| Harvard Business Review
|
Making Supply Meet Demand in an Uncertain World
M. Fisher, J. Hammond, W. Obermeyer and A. Raman
Keywords: Supply and Industry;
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Article
| Bobbin
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Accurate Response: The Key to Profiting from Quick Response
A. Raman, M. Fisher, J. Hammond and W. Obermeyer
Keywords: Profit;
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Chapter
| The Global Market: Developing a Strategy to Manage Across Borders
| 2004
Managing Global Supply Chains
Ananth Raman and Noel Watson
Keywords: Supply Chain Management;
Globalized Markets and Industries;
Citation: Raman, Ananth, and Noel Watson. "Managing Global Supply Chains." In The Global Market: Developing a Strategy to Manage Across Borders, edited by John A. Quelch, and Rohit Deshpandé. San Francisco, CA: Jossey-Bass, 2004.
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Chapter
| Achieving Supply Chain Excellence through Technology
| 1999
Managing Short-Lifecycle Products
A. Raman and Marshall Fisher
Keywords: History;
Citation: Raman, A., and Marshall Fisher. "Managing Short-Lifecycle Products." In Achieving Supply Chain Excellence through Technology, edited by David L. Anderson. Montgomery Research, Inc., 1999.
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Chapter
| Quantitative Models for Supply Chain Management
| 1999
Managing Inventory for Fashion Products
A. Raman
Keywords: Logistics;
Fashion Industry;
Citation: Raman, A. "Managing Inventory for Fashion Products." In Quantitative Models for Supply Chain Management, edited by S. Tayur, R. Gaheshan, and M. Magazine. Kluwer Academic Publishers, 1999.
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Chapter
| Global Supply Chain and Technology Management
| 1998
Configuring a Supply Chain to Reduce the Cost of Demand Uncertainty
J. H. Hammond, Marshall L. Fisher, Walter Obermeyer and A. Raman
Keywords: Supply Chain Management;
Cost Management;
Demand and Consumers;
Risk Management;
Risk and Uncertainty;
Citation: Hammond, J. H., Marshall L. Fisher, Walter Obermeyer, and A. Raman. "Configuring a Supply Chain to Reduce the Cost of Demand Uncertainty." In Global Supply Chain and Technology Management. Vol. 1, edited by Hau Lee, and Shu Ming Ng, 76–90. POMS Series in Technology and Operations Management. Miami: Production and Operations Management Society (POMS), 1998.
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Chapter
| Strategic Supply Chain Alignment: Best Practice in Supply Chain Management
| 1998
Matching Supply with Demand in Supply Chains: The Impact of Factor Markets and Mismatched Incentives
A. Raman
Keywords: Supply Chain Management;
Motivation and Incentives;
Citation: Raman, A. "Matching Supply with Demand in Supply Chains: The Impact of Factor Markets and Mismatched Incentives." In Strategic Supply Chain Alignment: Best Practice in Supply Chain Management, edited by John L. Gattorna. Gower, 1998.
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Working Paper
| HBS Working Paper Series
| 2013
Improving Store Liquidation
Nathan Craig and Ananth Raman
Store liquidation is the time-constrained divestment of retail outlets through an in-store sale of inventory. The retail industry depends extensively on store liquidation, not only as a means for investors to recover capital from failed ventures, but also to allow managers of going concerns to divest stores in efforts to enhance performance and to change strategy. Recent examples of entire chains being liquidated include Borders Group in 2012, Circuit City in 2009, and Linens 'n Things in 2008; the value of inventory sold during these liquidations alone is $3B. The store liquidation problem is related to but also differs substantially from the markdown optimization problem that has been studied extensively in the literature. This paper introduces the store liquidation problem to the literature and presents a technique for optimizing key decision variables, such as markdown, inventory, and store closing decisions during liquidations. We show that our approach could improve net recovery on cost (i.e., the profit obtained during liquidations stated as a percentage of the cost value of liquidated assets) by 2 to 7 percentage points in the cases we examined. The paper also identifies ways in which current practice in store liquidation differs from the optimal decisions identified in the paper and traces the consequences of these differences.
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Working Paper
| HBS Working Paper Series
| 2012
When Supply-Chain Disruptions Matter
William Schmidt and Ananth Raman
Supply-chain disruptions have a material effect on company value, but this impact can vary considerably. Thus, it is important for managers and investors to recognize the types of disruptions and the organizational factors that lead to the worst outcomes. Prior research remains unsettled as to whether improvements to firm operational efficiency aggravate or alleviate the impact of disruptions. Improved operational efficiency may leave firms more exposed when a disruption occurs, or it may improve firms' agility and allow them to respond more effectively to a disruption. We hypothesize that the impact of improved operational efficiency depends on whether the disruption is due to factors that are internal versus external to the firm and its supply chain. We use a sample of over 500 disruptions collected from company press releases and find empirical evidence that a higher rate of improvement in operating performance aggravates the impact of internal disruptions but not external disruptions. By taking advantage of an exogenous policy shock regarding corporate disclosure rules, we also find that managers show systematic bias in the disruptions they choose to announce, and we control for this effect in our model specifications.
Keywords: Supply Chain;
Operations;
Performance Efficiency;
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Working Paper
| HBS Working Paper Series
| 2011
Signaling to Partially Informed Investors in the Newsvendor Model
William Schmidt, Vishal Gaur, Richard Lai and Ananth Raman
We investigate a puzzling phenomenon in which firms make investment decisions that purposefully do not maximize expected profits. Using an extension to the newsvendor model, we focus on a relatively common scenario in which the firm's investor has imperfect information concerning the quality of the firm's investment opportunities. We apply Perfect Bayesian equilibrium solution concepts and confirm that over a range of reasonable model parameters the firm's investment decision does not maximize expected profits. Surprisingly, this includes instances in which a firm with a higher quality investment opportunity finds it attractive to underinvest, thereby behaving as if she faces a lower quality investment opportunity. This is particularly interesting as prior research in the finance literature has shown that firms will overinvest in high quality projects when investors have imperfect information about the quality of the firm's opportunities. While we conduct our analysis in the context of an inventory stocking decision, our model is generalizable to other types of capacity investment decisions.
Keywords: Decision Choices and Conditions;
Investment;
Profit;
Logistics;
Performance Capacity;
Game Theory;
Valuation;
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Working Paper
| HBS Working Paper Series
| 2013
The Impact of Supplier Reliability on Retailer Demand
Nathan Craig, Nicole DeHoratius and Ananth Raman
To set inventory service levels, firms must understand how changes in service level affect customer demand. While the effects of service level changes have been studied empirically at the level of the end consumer, relatively little is known about the interaction between a retailer and a supplier. Using data from a manufacturer of branded apparel, we show increases in service level to be associated with statistically significant increases in retailer orders (i.e., demand, not just sales). Controlling for other factors that might affect demand, we find a 1 percent increase in historical service level to be associated with a 12 percent increase in demand from retailers, where historical service level is the type 1 service level performance of the apparel manufacturer over the prior year. Further, we find that retailers that order frequently exhibit a more substantial reaction to changes in service level, an outcome that is consistent with retailers learning about and reacting to changes in supplier service level. Our study not only provides the first empirical evidence of the impact of changes in service level on demand from retailers but also illustrates a method for estimating this relationship in practice.
Keywords: Customer Satisfaction;
Forecasting and Prediction;
Learning;
Consumer Behavior;
Service Delivery;
Performance Expectations;
Apparel and Accessories Industry;
Service Industry;
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Working Paper
| HBS Working Paper Series
| 2007
Incorporating Price and Inventory Endogeneity in Firm-Level Sales Forecasting
Saravanan Kesavan, Vishal Gaur and Ananth Raman
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Case
| HBS Case Collection
|
2013
Beijing’s Terminal 3: Building a New Gateway to China
Douglas Fearing, Ananth Raman and G.A. Donovan
Citation: Fearing, Douglas, Ananth Raman, and G.A. Donovan. "Beijing’s Terminal 3: Building a New Gateway to China." Harvard Business School Case 613-051, January 2013.
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Case
| HBS Case Collection
|
2012
SCMS: Battling HIV/AIDS in Africa
Ananth Raman, Noel Watson, Santiago Kraiselburd and Emmanuel Akili
In 2005, USAID and the U.S. President's Emergency Plan for AIDS Relief (PEPFAR), created the Supply Chain Management System (SCMS) to procure and distribute essential medicines and supplies; provide technical assistance to transform existing supply chains; and collaborate with in-country and global partners to coordinate efforts. The new U.S. Global Health Initiative (GHI) initialized in 2010 sought to build on these efforts through strengthened platforms and systems. PEPFAR's five-year strategy, as contribution to the GHI, focused on transitioning the program from an emergency response to a sustainable, country-owned effort. The case describes the general approach designed by SCMS, the intricacies of its successful implementation in Ethiopia, and the challenges moving forward in that country.
Keywords: HIV;
AIDS;
procurement coordination;
developing countries;
healthcare;
supply chain management;
public health;
Ethiopia;
Supply Systems for healthcare delivery in developing countries;
Healthcare Logistics Industry;
Health Disorders;
Health Care and Treatment;
Service Delivery;
Supply Chain Management;
Logistics;
Developing Countries and Economies;
Programs;
Transition;
Strategy;
Pharmaceutical Industry;
Health Industry;
Ethiopia;
Africa;
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Case
| HBS Case Collection
|
2012
(Revised from original 2012 version)
Merck: Operating Science-Based Business
Ananth Raman, Inga Maurer and William Schmidt
Merck is known for its commitment to investing in basic R&D. Are Merck's long-term investments justifiable when the firm faces extreme earnings pressure?
Keywords: Science-Based Business;
Management;
Research and Development;
Business and Shareholder Relations;
Operations;
Pharmaceutical Industry;
United States;
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Background Note
| HBS Case Collection
|
2013
(Revised from original 2012 version)
Inventory-Based Lending Industry Note
C. Fritz Foley, Ananth Raman and Nathan C. Craig
Keywords: Banks and Banking;
Financing and Loans;
Banking Industry;
Citation: Foley, C. Fritz, Ananth Raman, and Nathan C. Craig. " Inventory-Based Lending Industry Note." Harvard Business School Background Note 612-057, May 2013. (Revised from original January 2012 version.)
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Case
| HBS Case Collection
|
2013
(Revised from original 2011 version)
Cleveland Clinic: Improving the Patient Experience
Ananth Raman and Anita L. Tucker
Healthcare has traditionally focused on medical outcomes and financial performance. The big question is always, "How much is it going to cost?" What would happen, though, if healthcare also considered the question of "How does the patient feel?" This case looks at the Cleveland Clinic's attempt to answer the latter question by attempting to institutionalize empathy as part of its delivery of care.
Keywords: Health Care and Treatment;
Customer Satisfaction;
Performance Improvement;
Service Delivery;
Value Creation;
Personal Characteristics;
Human Needs;
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Case
| HBS Case Collection
|
2010
The Cleveland Clinic: Improving the Patient Experience (Abridged)
Ananth Raman, Anita L. Tucker and Rachel Gordon
Healthcare has traditionally focused on medical outcomes and financial performance. The big question is always, "How much is it going to cost?" What would happen though if healthcare also considered question of "How does the patient feel?" This case looks at the Cleveland Clinic's attempt to answer the latter question by attempting to institutionalize empathy as part of its delivery of care.
Keywords: Customer Satisfaction;
Ethics;
Health Care and Treatment;
Six Sigma;
Performance Improvement;
Safety;
Value Creation;
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Exercise
|
2010
Investor Meets Calendar Retailer (AMP)
Ananth Raman, Vishal Gaur and Richard Lai
Keywords: Investment;
Retail Industry;
Citation: Raman, Ananth, Vishal Gaur, and Richard Lai. "Investor Meets Calendar Retailer (AMP)." Harvard Business School Exercise 611-031, October 2010.
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Case
| HBS Case Collection
|
2010
Merck: Investing in Science-Based Business (Abridged)
Ananth Raman and Inga Katharina Maurer
Ray Gilmartin faces a dilemma. His company's credibility has been damaged by the recent withdrawal of Vioxx, a multi-billion dollar drug. Moreover, the withdrawal of Vioxx would imply that Merck would fail to meet analysts' earnings expectations for 2005 unless Gilmartin cuts the R&D budget. Cutting the budget might hurt morale and productivity in Merck labs.
Keywords: Factories, Labs, and Plants;
Cost Management;
Production;
Research and Development;
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Case
| HBS Case Collection
|
2010
(Revised from original 2008 version)
Airbus A380—Turbulence Ahead
Ananth Raman, William Schmidt and Vishal Gaur
Multiple delays of the Airbus A380 have shocked analysts and investors alike. What are the causes of these delays and how should investors respond to the signals they may be sending about the company's outlook?
Keywords: Investment;
Product Development;
Outcome or Result;
Performance Expectations;
Air Transportation Industry;
Citation: Raman, Ananth, William Schmidt, and Vishal Gaur. " Airbus A380—Turbulence Ahead." Harvard Business School Case 609-041, January 2010. (Revised from original October 2008 version.)
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Exercise
|
2009
Investor Meets Calendar Retailer
Ananth Raman, Vishal Gaur and Richard Lai
Keywords: Investment;
Retail Industry;
Citation: Raman, Ananth, Vishal Gaur, and Richard Lai. "Investor Meets Calendar Retailer." Harvard Business School Exercise 610-037, November 2009.
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Teaching Note
| HBS Case Collection
|
2009
(Revised from original 2008 version)
David Berman (TN)
Ananth Raman, Vishal Gaur and Saravanan Kesavan
Teaching Note for [605081].
Keywords: Financial Services Industry;
Citation: Raman, Ananth, Vishal Gaur, and Saravanan Kesavan. " David Berman (TN)." Harvard Business School Teaching Note 609-006, September 2009. (Revised from original July 2008 version.)
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Case
| HBS Case Collection
|
2009
Supply Chain Optimization at Hugo Boss (A)
Ananth Raman, Nicole DeHoratius and Zahra Kanji
We evaluate the impact of a supply chain pilot implemented at Hugo Boss. This pilot entailed altering the way in which Hugo Boss orders from its suppliers. We explore the challenge of assessing the impact of supply chain change, the link between operational performance and firm performance, and the relationship between sales, inventory, and product availability.
Keywords: Order Taking and Fulfillment;
Logistics;
Supply Chain Management;
Performance Evaluation;
Sales;
Apparel and Accessories Industry;
Retail Industry;
Europe;
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Supplement
| HBS Case Collection
|
2009
Supply Chain Optimization at Hugo Boss (B) - The M-Ratio
Ananth Raman, Nicole DeHoratius and Zahra Kanji
We evaluate the impact of a supply chain pilot implemented at Hugo Boss. This pilot entailed altering the way in which Hugo Boss orders from its suppliers. We explore the challenge of assessing the impact of supply chain change, the link between operational performance and firm performance, and the relationship between sales, inventory, and product availability.
Keywords: Supply Chain;
Performance Evaluation;
Problems and Challenges;
Sales;
Change;
Valuation;
Consumer Products Industry;
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Case
| HBS Case Collection
|
2009
(Revised from original 2003 version)
Operational Execution at Arrow Electronics
Ananth Raman and Zeynep Ton
Distribution center operations (from order taking to order fulfillment) and the importance of attending to process details at Arrow Electronics, a large distributor of electronic components and computer products are described. The case also details the actions the company takes to achieve and maintain accurate inventory records and the importance of inventory record accuracy to the company's strategy.
Keywords: Information;
Distribution;
Logistics;
Strategy;
Electronics Industry;
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Teaching Note
| HBS Case Collection
|
2009
(Revised from original 2006 version)
Borders Group, Inc. (TN)
Zeynep Ton and Ananth Raman
Teaching Note for (9-601-037).
Keywords: Retail Industry;
Citation: Ton, Zeynep, and Ananth Raman. " Borders Group, Inc. (TN)." Harvard Business School Teaching Note 606-144, March 2009. (Revised from original May 2006 version.)
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Case
| HBS Case Collection
|
2008
(Revised from original 2008 version)
AREVA T&D
Ananth Raman, Vincent Marie Dessain, Ane Damgaard Jensen and Gudrun Urfalino Kristinsdottir
The case explores the rapid and highly effective turnaround at AREVA's transmission and distribution (T and D) business by focusing on the division's operations. The division was struggling in 2004 when newly-appointed CEO Philippe Guillemot and his team improved performance substantially by focusing on four levers— industrial footprint realignment, competitive sourcing, process efficiency, and a competitive product offering. In 2008, the case challenges students to identify the best path forward. How can the progress achieved from 2004 to 2007 be sustained? AREVA T and D hopes to surpass ABB and Siemens in sales and profitability by focusing on superior product offerings, through "customer intimacy" (e.g., involving customers in new product development) and developing a reputation for environmentally friendly behavior. What is the role of operations management in this context?
Keywords: Business Divisions;
Customer Focus and Relationships;
Product Development;
Organizational Change and Adaptation;
Performance Improvement;
Environmental Sustainability;
Citation: Raman, Ananth, Vincent Marie Dessain, Ane Damgaard Jensen, and Gudrun Urfalino Kristinsdottir. " AREVA T&D." Harvard Business School Case 608-174, October 2008. (Revised from original June 2008 version.)
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Case
| HBS Case Collection
|
2007
(Revised from original 1997 version)
Tale of Two Electronic Components Distributors
Ananth Raman and Bharat P. Rao
Discusses the role of distribution intermediaries in the electronic components industry, and describes operations at two of these distributors. Serves as a vehicle to discuss the functions provided by distributors in the channel. Also lets students understand the differences between the distributors and discuss how each of them is going to deal with issues like consolidation and the rapid growth of the Internet. Also introduces students to the complexity of managing operations at a small distributor.
Keywords: Growth and Development Strategy;
Distribution Channels;
Consolidation;
Internet;
Distribution Industry;
Electronics Industry;
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Case
| HBS Case Collection
|
2006
(Revised from original 2005 version)
David Berman
Ananth Raman, Vishal Gaur and Saravanan Kesavan
Examines the decision of a hedge fund manager who is considering investing in a retail stock. The protagonist is concerned about the retailer's inventory level. Explores the relationship between the retailer's inventory and future earnings--and, hence, the relationship between inventory level and stock price.
Keywords: Supply Chain Management;
Decisions;
Stocks;
Stock Options;
Mathematical Methods;
Asset Management;
Financial Management;
Earnings Management;
Valuation;
Financial Services Industry;
Citation: Raman, Ananth, Vishal Gaur, and Saravanan Kesavan. " David Berman." Harvard Business School Case 605-081, October 2006. (Revised from original April 2005 version.)
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Case
| HBS Case Collection
|
2006
(Revised from original 1994 version)
Sport Obermeyer Ltd.
Janice H. Hammond and Ananth Raman
The case describes operations at a skiwear design and merchandising company and its supply partner. Introduces production planning for short-life-cycle products with uncertain demand and allows students to analyze a reduced version of the company's production planning problem. In addition, it provides details about information and material flows that allow students to make recommendations for operational improvements, including comparisons between sourcing products in Hong Kong and China.
Keywords: Product;
Supply Chain;
Demand and Consumers;
Production;
Planning;
Globalized Markets and Industries;
Forecasting and Prediction;
Industry Growth;
Apparel and Accessories Industry;
Sports Industry;
United States;
Hong Kong;
Citation: Hammond, Janice H., and Ananth Raman. " Sport Obermeyer Ltd." Harvard Business School Case 695-022, August 2006. (Revised from original October 1994 version.)
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Supplement
| HBS Case Collection
|
2006
India's Big Bazaar
Ananth Raman and Laura Winig
Keywords: Retail Industry;
India;
Citation: Raman, Ananth, and Laura Winig. " India's Big Bazaar." Harvard Business School Video Supplement 606-711, June 2006.
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Case
| HBS Case Collection
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2006
Big Bazaar
Ananth Raman and Laura Winig
Describes a high-growth Indian retailer, Pantaloon Retail (India) Ltd., and two of the company's formats--Big Bazaar and Food Bazaar. Challenges students to debate the company's concept, its strategic decision on how quickly it would like to grow, and some key decisions on its supply chain. At the time of the case (2006), small "mom-and-pop" stores still dominated Indian retailing, but that was changing rapidly because of the entry of "organized" retailers such as Pantaloon. Pantaloon's management faced some exciting opportunities as well as some potential competition from global retailers that were planning to enter the Indian market and large Indian business houses that were planning to establish retailing businesses.
Keywords: Business Units;
Transformation;
Growth and Development Strategy;
Emerging Markets;
Market Entry and Exit;
Supply Chain Management;
Competition;
Corporate Strategy;
Retail Industry;
India;
Citation: Raman, Ananth, and Laura Winig. " Big Bazaar." Harvard Business School Case 606-099, April 2006.
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Case
| HBS Case Collection
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2004
Bradman and Tendulkar, LLC
Ananth Raman and Vishal Gaur
An investment firm is trying to project inventory turns for Radio Shack, a chain of consumer electronics stores. The investment firm has access to public financial data but not to internal operational metrics. It needs to project inventory turns because inventory impacts cash flow, which affects valuation.
Keywords: Forecasting and Prediction;
Cash Flow;
Demand and Consumers;
Distribution Channels;
Mathematical Methods;
Valuation;
Citation: Raman, Ananth, and Vishal Gaur. "Bradman and Tendulkar, LLC." Harvard Business School Case 604-085, February 2004.
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Case
| HBS Case Collection
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2003
(Revised from original 2000 version)
Borders Group, Inc.
Zeynep Ton and Ananth Raman
Describes Borders Group, a well-known retail chain, in late 1999 and its traditional strengths and rapid growth in the 1990s. By 1990, however, the company had fallen behind Amazon.com and Barnes & Noble in leveraging the Internet for book retailing, although it potentially had an opportunity to be the leader in integrating the store with the Internet in a "bricks and clicks" model. Allows students to explore the opportunities and pitfalls in pursuing bricks and clicks. Highlights the need for excellence in store execution.
Keywords: Supply Chain Management;
Customer Value and Value Chain;
Distribution Channels;
Service Operations;
Business Growth and Maturation;
Economic Growth;
Industry Growth;
Growth and Development;
Internet;
Business Model;
Order Taking and Fulfillment;
Supply and Industry;
Retail Industry;
Publishing Industry;
Citation: Ton, Zeynep, and Ananth Raman. " Borders Group, Inc." Harvard Business School Case 601-037, February 2003. (Revised from original August 2000 version.)
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Case
| HBS Case Collection
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2002
(Revised from original 1998 version)
Hamptonshire Express
V.G. Narayanan and Ananth Raman
Presents a series of problems that face a newspaper publisher, including inventory level, effort level, subsidy for unsold inventory, and commission for sales. Each problem is accompanied by one or more spreadsheets. Students must make various operational decisions.
Keywords: Marketing Channels;
Motivation and Incentives;
Performance;
Operations;
Problems and Challenges;
Decision Making;
Sales;
Demand and Consumers;
Media and Broadcasting Industry;
Publishing Industry;
United States;
Citation: Narayanan, V.G., and Ananth Raman. " Hamptonshire Express." Harvard Business School Case 698-053, August 2002. (Revised from original March 1998 version.)
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Teaching Note
| HBS Case Collection
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2002
(Revised from original 1998 version)
Hamptonshire Express TN
V.G. Narayanan and Ananth Raman
Teaching Note for (9-698-053).
Citation: Narayanan, V.G., and Ananth Raman. " Hamptonshire Express TN." Harvard Business School Teaching Note 698-073, August 2002. (Revised from original April 1998 version.)
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Case
| HBS Case Collection
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2001
(Revised from original 2001 version)
Supply Chain Management at World Co., Ltd.
Ananth Raman, Marshall L. Fisher and Anna Sheen McClelland
Describes a supply chain with very quick (i.e., two week) response times and allows students to explore how such short response times are achieved. Allows students to explore why other supply chains, with much longer response times, might not be able to replicate this performance.
Keywords: Supply Chain Management;
Supply Chain;
Knowledge Management;
Organizational Change and Adaptation;
Management Practices and Processes;
Performance Improvement;
Citation: Raman, Ananth, Marshall L. Fisher, and Anna Sheen McClelland. " Supply Chain Management at World Co., Ltd." Harvard Business School Case 601-072, November 2001. (Revised from original April 2001 version.)
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Teaching Note
| HBS Case Collection
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2001
Norwalk Furniture (A) and (B) TN
Ananth Raman
Citation: Raman, Ananth. "Norwalk Furniture (A) and (B) TN." Harvard Business School Teaching Note 601-153, June 2001.
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Teaching Note
| HBS Case Collection
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2001
Supply Chain Management at World Co., Ltd. TN
Ananth Raman
Teaching Note for (9-601-072).
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Teaching Note
| HBS Case Collection
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2001
i2 Technologies, Inc. TN
Ananth Raman
Teaching Note for (9-699-042).
Keywords: Information Technology Industry;
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Teaching Note
| HBS Case Collection
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2001
CompUSA: The Computer Superstore TN
Ananth Raman
Teaching Note for (9-699-026).
Keywords: Computer Industry;
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Teaching Note
| HBS Case Collection
|
2001
Merchandising At Nine West Retail Stores TN
Ananth Raman
Teaching Note for (9-698-098).
Keywords: Retail Industry;
United States;
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Teaching Note
| HBS Case Collection
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2001
Coordinating + Managing Supply Chains: Course Overview Note TN
Ananth Raman
Describes the MBA elective course on supply chain management at HBS. Coordinating and Managing Supply Chains focuses on the managerial aspects of supply chains. Acquaints students with practical issues in a variety of supply chains and then identifies barriers to, and frameworks and tools for, improving supply chain operations. The course emphasizes the difficulty of achieving the vision of supply chain integration that has been argued effectively by many authors and makes clear that suitable information technology and appropriate algorthims are a necessary, but not sufficient, ingredient for supply chain integration. Cases in the course illustrate that barriers to integrating supply chains often relate to behavioral (e.g., misaligned incentives and change management) and process (e.g., execution problems in stores and distribution centers) issues that fall squarely in the domain of the general manager. Because effective supply chain management necessitates the crossing of functional as well as organizational boundaries, the course draws upon students' knowledge of diverse functional areas, such as finance, marketing, operations, and organizational behavior. Consequently, it is most effectively employed in MBA or Executive Education programs oriented toward general management.
Keywords: Finance;
Framework;
Knowledge Use and Leverage;
Management Practices and Processes;
Managerial Roles;
Marketing;
Supply Chain Management;
Performance Improvement;
Planning;
Behavior;
Integration;
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Teaching Note
| HBS Case Collection
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2001
Retail Operations TN
Ananth Raman
Describes the teaching objectives and content of the Retail Operations Module in the Coordinating and Managing Supply Chains elective course at HBS. First describes the motivation for developing a module on retail operations in a supply chain course and then addresses the themes and content in the module.
Keywords: Curriculum and Courses;
Operations;
Supply Chain Management;
Motivation and Incentives;
Retail Industry;
Citation: Raman, Ananth. " Retail Operations TN." Harvard Business School Teaching Note 601-150, June 2001.
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Teaching Note
| HBS Case Collection
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2001
Role of Intermediaries in Supply Chains TN
Ananth Raman
Describes the role of intermediaries in the Coordinating and Managing Supply Chains elective course at HBS. Contrary to many observers' predictions, intermediaries have continued to survive and even grow. This module examines the ways in which intermediaries can add value to a supply chain. Also closely examines how intermediaries reduce labor and capital costs and align incentives in supply chains.
Keywords: Cost of Capital;
Cost Management;
Labor;
Supply Chain Management;
Motivation and Incentives;
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Teaching Note
| HBS Case Collection
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2001
Aligning Incentives for Supply Chain Efficiency TN
Ananth Raman
Teaching Note for (9-600-110).
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Case
| HBS Case Collection
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2001
(Revised from original 1998 version)
Merchandising at Nine West Retail Stores
Ananth Raman and Colin S Welch
Describes the merchandising decision process (organization, structure, and incentives) at Nine West retail stores, a large footwear retailer in the United States. Also describes changes currently occurring at Nine West and thus provides a context in which students can recommend changes to the merchandising process and the structure of the merchandising organization. To explain how merchandising decisions are made at a fashion retailer and to explore how changes in the environment will impact the merchandising organization.
Keywords: Organizational Structure;
Situation or Environment;
Motivation and Incentives;
Decision Making;
Change;
Budgets and Budgeting;
Forecasting and Prediction;
Brands and Branding;
Marketing Strategy;
Product Marketing;
Retail Industry;
Apparel and Accessories Industry;
United States;
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Teaching Note
| HBS Case Collection
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2001
Campbell Soup Company: A Leader in Continuous Replenishment Innovations TN
Ananth Raman
Teaching Note for (9-195-124).
Keywords: Demand and Consumers;
Price;
Policy;
Production;
Customers;
Food and Beverage Industry;
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Background Note
| HBS Case Collection
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2000
Aligning Incentives for Supply Chain Efficiency
V.G. Narayanan and Ananth Raman
Introduces students to the basics of principal-agency theory as it applies to supply chains. Operational problems in supply chains can often be traced to incentive issues. Students and managers lack frameworks to analyze incentive problems in supply chains. This note offers such a framework.
Keywords: Supply Chain Management;
Motivation and Incentives;
Framework;
Management Analysis, Tools, and Techniques;
Agency Theory;
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Teaching Note
| HBS Case Collection
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1999
(Revised from original 1995 version)
Dore-Dore TN
Janice H. Hammond and Ananth Raman
Teaching Note for (9-692-028).
Keywords: Performance Productivity;
System;
Design;
Quality;
Apparel and Accessories Industry;
Citation: Hammond, Janice H., and Ananth Raman. " Dore-Dore TN." Harvard Business School Teaching Note 696-045, August 1999. (Revised from original July 1995 version.)
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Case
| HBS Case Collection
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1999
(Revised from original 1998 version)
i2 Technologies, Inc.
Ananth Raman and Jasjit Singh
Describes the emergence and growth of i2 Technologies and the supply chain planning software industry. In December 1998, i2's market capitalization was in excess of $2 billion; the supply chain planning software industry had annual sales of approximately $1 billion and was expected to grow at 57% annually. By describing i2's products and the process that the company followed to sell and implement its software at companies, the case provides students with the background needed to understand why i2 was successful. This understanding enables students to address issues like what i2 should do in the future, and whether new competition such as SAP poses a substantial threat to i2's future success.
Keywords: Technology;
Information Technology;
Software;
Supply Chain Management;
Production;
Forecasting and Prediction;
Information Technology Industry;
Citation: Raman, Ananth, and Jasjit Singh. " i2 Technologies, Inc." Harvard Business School Case 699-042, February 1999. (Revised from original December 1998 version.)
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Case
| HBS Case Collection
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1998
(Revised from original 1998 version)
CompUSA The Computer Superstore
Ananth Raman and Anna Sheen McClelland
Examines the CompUSA organization, focusing especially on the operations and the company culture. Highlights the economics of PC retailing and the importance of a responsive supply chain for their product category. The description of company culture emphasizes the role of people-management and incentives in achieving responsiveness.
Keywords: Supply Chain;
Organizational Culture;
Motivation and Incentives;
Supply Chain Management;
Computer Industry;
Retail Industry;
United States;
Citation: Raman, Ananth, and Anna Sheen McClelland. " CompUSA The Computer Superstore." Harvard Business School Case 699-026, December 1998. (Revised from original October 1998 version.)
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Teaching Note
| HBS Case Collection
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1997
Coordination: An Overview TN
Ananth Raman
Teaching Note for (9-696-001).
Keywords: Auto Industry;
Manufacturing Industry;
United States;
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Teaching Note
| HBS Case Collection
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1997
Apparel Exports and the Indian Economy TN
Ananth Raman
Teaching Note for (9-696-065).
Keywords: Apparel and Accessories Industry;
India;
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Teaching Note
| HBS Case Collection
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1997
Tale of Two Electronic Components Distributors TN
Ananth Raman and Bharat P. Rao
Teaching Note for (9-697-064).
Keywords: Distribution Channels;
Negotiation Deal;
Consolidation;
Growth and Development;
Internet;
Complexity;
Electronics Industry;
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Teaching Note
| HBS Case Collection
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1997
Module Overview: Coordinating and Managing Supply Chains: Matching Supply and Demand TN
Ananth Raman
Prepares students to configure operating and distribution systems to provide product (or service) supply to match customer demand. Begins by introducing students to the supply-demand mismatch problem, documenting its significance in many companies, and suggesting ways to quantify its components. Also examines the underlying causes of mismatched supply and demand; although emanating primarily from a firm's inability to forecast demand, supply-demand mismatch is exacerbated by poor planning, operational constraints, and high working capital costs among other factors. Helps students identify how managers can reduce supply-demand mismatch costs, not only by reducing exacerbating factors but also by employing other mechanisms, such as effective use of supply chain intermediaries.
Keywords: Demand and Consumers;
Working Capital;
Distribution;
Cost of Capital;
Management Practices and Processes;
Supply Chain Management;
Forecasting and Prediction;
Supply and Industry;
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Teaching Note
| HBS Case Collection
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1997
Northco (A) TN
Ananth Raman and Kim Bowon
Teaching Note for (9-697-017).
Keywords: Manufacturing Industry;
Apparel and Accessories Industry;
Citation: Raman, Ananth, and Kim Bowon. " Northco (A) TN." Harvard Business School Teaching Note 697-125, April 1997.
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Case
| HBS Case Collection
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1997
(Revised from original 1996 version)
Northco (A)
Ananth Raman and Bowon Kim
A small school-uniform manufacturer wrestles with seasonal demand. The company is saddled with excess inventory when it is bought by a leveraged buyout firm. Students are required to identify ways to analyze and solve the problem.
Keywords: Management;
Product;
Demand and Consumers;
Production;
Leveraged Buyouts;
Corporate Finance;
Manufacturing Industry;
Apparel and Accessories Industry;
United States;
Citation: Raman, Ananth, and Bowon Kim. " Northco (A)." Harvard Business School Case 697-017, April 1997. (Revised from original October 1996 version.)
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Case
| HBS Case Collection
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1997
(Revised from original version)
Apparel Exports and the Indian Economy
Ananth Raman
Indian apparel exports are enjoying considerable success in the international markets. However, the future is uncertain owing to impending technological, regulatory, and market changes. This case explores the long lead times for sourcing apparel from India and provides situational context for students to explain this phenomenon.
Keywords: Working Capital;
Supply Chain Management;
Supply and Industry;
Apparel and Accessories Industry;
India;
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Background Note
| HBS Case Collection
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1995
Coordination: An Overview
Ananth Raman
Designed to accompany Module II of the first-year required course on Technology and Operations Management. Particularly useful in conjunction with Corning Glass Works: Erwin Automotive Plant, Toyota Motor Manufacturing, U.S.A., Inc., Johnson Controls, Automotive Systems Group: The Georgetown Kentucky Plant, Process Flow Design Exercise (A) and (B), and Sport Obermeyer Ltd.
Keywords: Management;
Operations;
Technology;
Auto Industry;
Manufacturing Industry;
United States;
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Teaching Note
| HBS Case Collection
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1995
Sport Obermeyer, Ltd. TN
Janice H. Hammond and Ananth Raman
Teaching Note for (9-695-022).
Keywords: Apparel and Accessories Industry;
Sports Industry;
United States;
Hong Kong;
Citation: Hammond, Janice H., and Ananth Raman. " Sport Obermeyer, Ltd. TN." Harvard Business School Teaching Note 696-012, July 1995.
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Conference Presentation
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01
Jun
2000
Phantom Stockouts: Problem Description, Research Design, Preliminary Results
A. Raman and Zeynep Ton
Citation: Raman, A., and Zeynep Ton. "Phantom Stockouts: Problem Description, Research Design, Preliminary Results." In Proceedings of the MSOM Conference. Paper presented at the INFORMS Society on Manufacturing and Service Operations Management Conference, University of Michigan, June 01, 2000.
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Other Unpublished Work
A Technique to Estimate Retail Demand and Lost Sales
A. Raman and Giulio Zotteri
Keywords: Mathematical Methods;
Demand and Consumers;
Sales;
Retail Industry;
Citation: Raman, A., and Giulio Zotteri. "A Technique to Estimate Retail Demand and Lost Sales."
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Other Unpublished Work
Cross Sectional Analysis of Phantom Products at Retail Stores
Zeynep Ton and Ananth Raman
Keywords: Distribution;
Logistics;
Retail Industry;
Citation: Ton, Zeynep, and Ananth Raman. "Cross Sectional Analysis of Phantom Products at Retail Stores."
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Other Unpublished Work
| 2001
Inventory Record Inaccuracy: An Empirical Analysis
Nicole DeHoratius and A. Raman
Citation: DeHoratius, Nicole, and A. Raman. "Inventory Record Inaccuracy: An Empirical Analysis." April 2001.
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Other Unpublished Work
| 2001
Linking Operations and Finance in Retailing
A. Raman, Vishal Gaur and Marshall Fisher
Keywords: Operations;
Corporate Finance;
Retail Industry;
Citation: Raman, A., Vishal Gaur, and Marshall Fisher. "Linking Operations and Finance in Retailing." April 2001.
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