Janice H. Hammond

Janice H. Hammond

Jesse Philips Professor of Manufacturing
Senior Associate Dean for Culture and Community

Jesse Philips Professor of Manufacturing
Senior Associate Dean for Culture and Community

Technology and Operations Management
+1 (617) 495-6620
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Janice H. Hammond
Unit
Contact Information
(617) 495-6620
Publications Research Summary

Books
Books

Journal Articles
Journal Articles

Book Chapters
Book Chapters

  • Abernathy, Frederick H., John T. Dunlop, Janice H. Hammond, and David Weil. "Globalization in the Apparel and Textile Industries: What Is New and What Is Not?" In Locating Global Advantage: Industry Dynamics in the International Economy, edited by Martin Kenney and Richard Florida. Stanford, CA: Stanford University Press, 2004. View Details
  • Hammond, Janice H., and Kristin M Kohler. "E-Commerce in the Textile and Apparel Industries." In Tracking a Transformation: E-commerce and the Terms of Competition in Industries, edited by Berkeley, The BRIE-IGCC Economy Project. Brookings Institution Press, 2001. View Details
  • 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. View Details
  • Hammond, J., and Theodore H. Clark. "Reengineering Channel Reordering Processes to Improve Total Supply-Chain Performance." In Global Supply Chain and Technology Management. Vol. 1, edited by Hau Lee and Shu Ming Ng. POMS Series in Technology and Operations Management. Miami: Production and Operations Management Society (POMS), 1998. View Details
  • Dunlop, J. T., J. H. Hammond, F A Abernathy, and D. Weil. "The Information-integrated Channel: A Study of the U.S. Apparel Industry in Transition." In Brookings Papers on Economic Activity: Micro Economics 1995, edited by M. N. Baily, P.C. Reiss, and C. Winston. Washington, D.C.: Brookings Institution, 1995. View Details
  • Hammond, J. H. "Quick Response in Manufacturing-retail Channels." In Globalization, Technology, and Competition: The Fusion of Computers and Telecommunications in the 1990s, edited by S. P. Bradley, J. A. Hausman, and R. L. Nolan. Boston: Harvard Business School Press, 1993, Korean ed. View Details

Cases and Teaching Materials
Cases and Teaching Materials

Presentations
Presentations

  • Hammond, J. H., Z. B. Tang, and F. H. Abernathy. "Design and Scheduling of Apparel Manufacturing Systems with Both Slow and Quick Production Lines." Paper presented at the IEEE Conference on Decision and Control, IEEE Computer Society Press, December 01, 1994. View Details

Other Publications and Materials
Other Publications and Materials

  • Hammond, Janice H., F.A. Abernathy, J.T. Dunlop, and D. Weil. "Executive Summary of Preliminary Findings of the U.S. Apparel Industry." Harvard Center for Textile and Apparel Research - Research Paper series, Harvard Center for Textile and Apparel Research, April 1995. (2d ed.) View Details
  • Hammond, J. H., J Dunlop, F A Abernathy, and D. Weil. "Improving the Performance of the Men's Dress Shirt Industry: A Channel Perspective." Harvard Center for Textile and Apparel Research, August 1991. View Details
All Publications

Janice H. Hammond is the Jesse Philips Professor of Manufacturing and the Senior Associate Dean for Culture and Community at Harvard Business School.  She currently teaches Supply Chain Management in the HBS MBA program. She serves as program chair for the HBS Executive Education International Women’s Foundation and Women’s Leadership Programs and created the online Business Analytics course for Harvard Business School Online CORe (a 9 to 11 week program that teaches business fundamentals via courses in Business Analytics, Economics, and Financial Accounting).

Professor Hammond has previously taught courses in Technology and Operations Management; Business Logistics and After-Sales Service; Decision Support Systems; Quantitative Methods; and Managerial Economics in the MBA program. She 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, as well as in numerous custom executive programs.

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; Faculty Chair of the HBS Analytics Program, 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. Prior to creating the Business Analytics course for Harvard Business School Online CORe, she completed two on-line learning courses: a global supply chain management simulation and a twenty-hour on-line quantitative analysis course.

Professor Hammond holds a Sc.B. degree in Applied Mathematics from Brown University and a Ph.D. in Operations Research from the Massachusetts Institute of Technology. She has published widely on the topics of logistics and channel coordination, and consults and teaches at several major multi-national corporations.

Books
Journal Articles
Book Chapters
  • Abernathy, Frederick H., John T. Dunlop, Janice H. Hammond, and David Weil. "Globalization in the Apparel and Textile Industries: What Is New and What Is Not?" In Locating Global Advantage: Industry Dynamics in the International Economy, edited by Martin Kenney and Richard Florida. Stanford, CA: Stanford University Press, 2004. View Details
  • Hammond, Janice H., and Kristin M Kohler. "E-Commerce in the Textile and Apparel Industries." In Tracking a Transformation: E-commerce and the Terms of Competition in Industries, edited by Berkeley, The BRIE-IGCC Economy Project. Brookings Institution Press, 2001. View Details
  • 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. View Details
  • Hammond, J., and Theodore H. Clark. "Reengineering Channel Reordering Processes to Improve Total Supply-Chain Performance." In Global Supply Chain and Technology Management. Vol. 1, edited by Hau Lee and Shu Ming Ng. POMS Series in Technology and Operations Management. Miami: Production and Operations Management Society (POMS), 1998. View Details
  • Dunlop, J. T., J. H. Hammond, F A Abernathy, and D. Weil. "The Information-integrated Channel: A Study of the U.S. Apparel Industry in Transition." In Brookings Papers on Economic Activity: Micro Economics 1995, edited by M. N. Baily, P.C. Reiss, and C. Winston. Washington, D.C.: Brookings Institution, 1995. View Details
  • Hammond, J. H. "Quick Response in Manufacturing-retail Channels." In Globalization, Technology, and Competition: The Fusion of Computers and Telecommunications in the 1990s, edited by S. P. Bradley, J. A. Hausman, and R. L. Nolan. Boston: Harvard Business School Press, 1993, Korean ed. View Details
Cases and Teaching Materials
Presentations
  • Hammond, J. H., Z. B. Tang, and F. H. Abernathy. "Design and Scheduling of Apparel Manufacturing Systems with Both Slow and Quick Production Lines." Paper presented at the IEEE Conference on Decision and Control, IEEE Computer Society Press, December 01, 1994. View Details
Other Publications and Materials
  • Hammond, Janice H., F.A. Abernathy, J.T. Dunlop, and D. Weil. "Executive Summary of Preliminary Findings of the U.S. Apparel Industry." Harvard Center for Textile and Apparel Research - Research Paper series, Harvard Center for Textile and Apparel Research, April 1995. (2d ed.) View Details
  • Hammond, J. H., J Dunlop, F A Abernathy, and D. Weil. "Improving the Performance of the Men's Dress Shirt Industry: A Channel Perspective." Harvard Center for Textile and Apparel Research, August 1991. View Details
Research Summary
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.

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