Roy D. Shapiro is the Philip Caldwell Professor of Business Administration at the Harvard University Graduate School of Business Administration. He is currently the faculty co-chair of the School's Technology and Operations Management Unit and chairs the MBA Required Course of the same name. He has taught elective courses in supply chain management and operations strategy as well as in Harvard University's Economics Department. He has also served as the School's Senior Associate Dean for Faculty Planning.
He graduated from M.I.T. with an S.B. in Mathematics, an M.S. in Operations Research, and an E.E. in Electrical Engineering. After some time designing computer models for radar tracking with Lincoln Laboratory in Lexington, Mass., he spent several years as an associate with Control Analysis Corp., a small Palo Alto, California-based consulting firm while obtaining a Ph.D. in Operations Research from Stanford University.
Professor Shapiro researches innovative systems and management approaches that integrate and coordinate material and information flows through the supply chain, so as to reduce or eliminate redundant activities. His work addresses coordinating mechanisms (e.g., continuous product replenishment, CPFR) that tie different supply chain entities together; how the attendant relationships are defined, forged, and managed; and information flows among relationship partners and how they are effectively generated, shared, and communicated.
Professor Shapiro has designed and/or taught executive programs for companies including Arthur Andersen, Ciba-Geigy, General Electric, IBM, Johnson & Johnson, Sara Lee, Schneider Electric, and Unilever. He has served as a consultant in both the public and private sectors: for Boston's Children's Hospital, the states of New York and California, and the Steel Service Center Institute; and for firms including Barilla, Eastman Kodak, Italtel, Johnson & Johnson, Frito-Lay, Perkin Elmer, and others. In addition to his activities in the U.S., Professor Shapiro has designed and taught executive programs and consulted in the U.K., Finland, France, Italy, Egypt, South Africa, Australia, Brazil, China and Japan.
Ferrozzi, Claudio, and R. D. Shapiro. From Logistics to Supply Chain Management. Turin: Istituto editoriale internazionale (ISEDI), 2000, Italian ed.
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Ferrozi, C., J. H. Hammond, and R. D. Shapiro. Logistics and Strategy. Turin: Istituto editoriale internazionale (ISEDI), 1993, Italian ed.
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Shapiro, Roy D., and Bruce Isaacson. "Preface." Preface to JIT II: Revolution in Buying & Selling, edited by Roy D. Shapiro and Bruce Isaacson. Newton, MA: Cahners Publishing Company, 1994.
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Shapiro, R. D., and J. Byrnes. "Focused Human Resources Management: Key to Logistics Effectiveness." In The Logistics Handbook, edited by J.F. Robeson and W. C. Copacino. New York: Free Press, 1994.
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Shapiro, R., and J. Byrnes. "Intercompany Operating Ties: Unlocking the Value in Channel Restructuring." Harvard Business School Working Paper, No. 92-058, January 1992.
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Shapiro, Roy. "ClearEyes Cataracts Clinic, Spreadsheet for Instructors (Brief Case)." Harvard Business School Spreadsheet Supplement 916-506, January 2016.
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Shapiro, Roy. "ClearEyes Cataracts Clinic, Spreadsheet for Students (Brief Case)." Harvard Business School Spreadsheet Supplement 916-505, January 2016.
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Shapiro, Roy D., and Paul E. Morrison. "Delwarca Software Remote Support Unit, Spreadsheet for Instructors (Brief Case)." Harvard Business School Spreadsheet Supplement 913-544, December 2012.
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Shapiro, Roy D., and Paul E. Morrison. "Delwarca Software Remote Support Unit, Spreadsheet for Students (Brief Case)." Harvard Business School Spreadsheet Supplement 913-543, December 2012.
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Shapiro, Roy D., and Paul E. Morrison. "Delwarca Software Remote Support Unit (Brief Case)." Harvard Business School Teaching Note 913-542, December 2012.
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Delwarca Software provides business software to large corporate clients around the world. The firm serves customers who prefer to assemble corporate solutions using a combination of software programs from various suppliers rather than implementing a single enterprise resource planning system. Consequently, Delwarca must provide telephone support services for complex software-hardware interaction and performance problems in addition to the typical software support issues around software installation and upgrades, malware attacks, and processing failures. The manager of the remote support unit implemented a new triage program for customer calls hoping to reduce customer wait time, improve customer satisfaction, and reduce costs. After one year, customer dissatisfaction is at an all-time high and he must perform a quantitative analysis of the current process, considering wait times for customers as well as cost per call, before making a final recommendation. This case can be used in a first-year MBA course in Service Management or Operations Management or a course in industrial engineering. It can also be used to introduce simple queuing theory.
Shapiro, Roy D., and Paul E. Morrison. "Bayonne Packaging, Inc., Spreadsheet Supplement (Brief Case)." Harvard Business School Spreadsheet Supplement 124-423, April 2012.
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Shapiro, Roy D., and Paul E. Morrison. "Bayonne Packaging, Inc., Faculty Spreadsheet (Brief Case)." Harvard Business School Spreadsheet Supplement 124-424, April 2012.
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A printer and paper converter produces customized packaging used by industrial customers to deliver promotional materials, software, luxury beverages, and gift food and candy. The company specializes in creating innovative packaging solutions for its customers and providing full service from design through final delivery. Even though revenue has tripled, performance has been declining and the firm posted its first loss in over 10 years. The new VP of Operations has been hired to address operational problems resulting in cost overruns, quality problems, and late deliveries. He tours key departments including quality control and sales and visits the various work centers in the plant as he investigates the challenges in the current production process. This case can be used in a first-year MBA-level course in Operations Management. Students are asked to create a process flow diagram and perform break-even, capacity, utilization, and yield analyses before making their final recommendations for improving the firm's performance.
First set of exercises meant to be used with ExtendSim, a simulation system created by Imagine That, Inc. of San Jose, California. These exercises allow students to investigate the impact of variable processing times on the performance of simple in-line processes. Unadvertised per Case Records. Includes color exhibits.
Second set of exercises meant to be used with ExtendSim, a simulation package created by Imagine That, Inc. of San Jose, California, that allows students to investigate the impact of adding buffers to simple in-line processes with uncertain processing times.
Describes the continuous flow process used to process cranberries into juice and/or sauce. Requires student to analyze process flows to determine where the bottlenecks are and to decide how, and whether, to expand capacity. Original version written by J.G. Miller and R.P. Olson.
This case follows Toyota's remarkable growth and geographic expansion from 1990 to 2010 and, in the recalls of 2009 and 2010, poses questions about the impact of that growth. Issues of increasing technological complexity also play a part.
IFP, Ltd. is a Europe-based multinational mining and minerals company contemplating an investment to produce forest products in Indonesia. The primary case decisions are 1) how to assess political and operating risk, 2) how to integrate economic and political risk analysis in order to select among the alternative spatial and operating configurations, and 3) how to manage operations in order to minimize risk. This case is an effective vehicle for discussing the complex issues involved in operating in the difficult, uncertain political environment of a developing country.
DR Corporation is a manufacturer of major appliances. The traffic manager is facing a decision of selecting a carrier for the inbound movement of motors. The primary case decisions are 1) what factors are critical to the decision; 2) how to calculate the tradeoffs among transportation costs, inventory costs, and order costs; and 3) how the company's managers should coordinate to make the decision. Acts as a very effective introduction to total supply chain cost calculations and problems of internal coordination for supply chain decision making. Coupled with ChemBright, DR Corporation is a particularly effective way to introduce supply chain management.
Considers decisions facing the leader of a manufacturing staff project team assigned to a plant where yields have deteriorated sharply. The process is complex: the plant organization is not cooperative, and there are deep disagreements about what is wrong and how to fix it. Provides an opportunity to analyze yields and productivity, as well as the organizational and personal challenges inherent in line-staff interaction.
Reading Rehab Hospital has experimented with a popular concept in health care--patient-focused care--intended to increase quality and reduce costs by organizing care delivery around particular diagnoses or "service lines," rather than around the functions or disciplines of the care providers. It is equivalent to a product rather than a process focus. Unfortunately, it is not clear whether the benefits of this new healthcare model are sufficient to compensate for the drawbacks.
Two competitors in the Northeast steel service center industry have made very different choices with regards to logistics and operating strategy. One distributes from a large central location; the other operates seven widely scattered warehouses. Students can diagnose and discuss the significant impacts of these choices, especially in an economic downturn.
eShip is a small Israeli start-up with a potentially exciting new concept for the residential package-delivery value chain--the Automatic Delivery Machine (ADM). Much like today's ubiquitous ATMs, ADMs would allow consumers to have parcels delivered to a nearby ADM rather than to their residences. When a package is delivered, the consumer would be contacted, given a PIN, and could retrieve the package anytime, day or night. Currently, carriers (FedEx, UPS, and the U.S. Postal Service) bear huge costs for local deliveries (the so-called last-mile cost), perhaps as much as $6 billion annually. Most of this cost would disappear if packages could be delivered to ADMs rather than to residences. At the core of eShip's concept is a sophisticated information system that links all the ADMs over the Internet. This case focuses on eShip's attempt to formulate a business model to facilitate entering the U.S. market. The dilemma centers on the role that eShip should play in the value chain and with whom it should partner. Although the ADM concept potentially creates huge value, capturing some of that value is a daunting challenge, particularly in the face of the size and power of U.S. carriers.
Third set of exercises meant to be used with EXTEND, a simulation system created by Imagine That, Inc. of San Jose, California. These exercises allow students to investigate the impact of variable processing times on the performance of simple in-line processes. Unadvertised per Case Records.
Shapiro, Roy D., and Donald Rosenfield. "Baker Precision Instruments, Inc., TN." Harvard Business School Teaching Note 698-099, June 1998. (Revised January 2002.)
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Procter & Gamble's (P&G) Pringles potato chips have been a very successful brand. This case reviews the development and first launch in the United States, then in markets around the world. Italy is one of the last countries where Pringles will be launched. Should P&G Italy employ the successful launch strategy used throughout Europe or devise its own?
Shapiro, Roy D., and Marie-Therese M. Flaherty. "Intercon Japan TN." Harvard Business School Teaching Note 697-011, October 1996. (Revised March 2000.)
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A brief note on the origins and uses of standard times in production process flow diagrams and on the benefits and drawbacks of division of labor. A rewritten version of two earlier notes.
The management of a small manufacturer of circuit boards faces a number of production and operations management problems. The first day on this case is used to analyze the production capacity of various stages in the process and to examine bottlenecks and key production flow decisions. The emphasis is on physical flows. The second day the emphasis is on information flows. We look in detail at the problems faced by the company, discuss the tools and techniques of process analysis that can be used to determine the relative importance of those problems, identify solutions, and discuss implementation issues.
AT&T's Universal Card Services (UCS) has been extremely successful during its short lifetime. Dedicated to improving service quality and customer satisfaction, chief quality officer Rob Davis and his quality team have designed and put into place an unusual measurement and compensation system based on more than 100 performance measures monitored and communicated daily.
Bowen, H. Kent, and Roy D. Shapiro. "Stonehaven, Inc.: Analysis." Harvard Business School Background Note 696-076, October 1995. (Revised January 1997.)
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A brief introduction to simulation--what it is, why it's used, etc. Meant to set context for a first class on simulation. A rewritten version of an earlier note.
Shapiro, Roy D., and Marie-Therese M. Flaherty. "International Sourcing at Intercon TN." Harvard Business School Teaching Note 697-010, October 1996.
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Shapiro, Roy D., and Marie-Therese M. Flaherty. "Intercon Singapore, Teaching Note." Harvard Business School Teaching Note 697-012, October 1996.
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Shapiro, Roy D., and Marie-Therese M. Flaherty. "Global Iron Proposal (A) and (B), Teaching Note." Harvard Business School Teaching Note 697-013, October 1996.
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Shapiro, Roy D., and Marie-Therese M. Flaherty. "Liz Claiborne, Inc. and Ruentex Industries, Ltd. Case Series TN." Harvard Business School Teaching Note 697-014, October 1996.
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Ellis finds itself in a weakening competitive position largely due to the lack of rationalization in its plants. Driven by a strong traditionally decentralized sales organization, Ellis finds that all plants want control over all product lines. As a result, overall economics of scale are not achieved, and duplication of resources has weakened Ellis' cost position. Case gives enough data for students to make specific recommendations.
Shapiro, Roy D., and Bruce Isaacson. "Bose Corporation: The JIT II Program (A), (B), (C), (D), and Videotape TN." Harvard Business School Teaching Note 695-017, September 1994.
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Bose Corp. is evaluating an unusual plan to manage relationships with vendors that supply components for Bose speakers. The company must decide: 1) which planning and ordering activities should be performed by Bose and which can be performed by vendors, 2) how much access vendors should have to Bose computer systems and facilities, and 3) how to adapt vendor relations as the company grows or as markets change. Students are asked to consider both the buyer's and the vendor's perspective on the buyer-seller relationship.
Details the evolution of a value-creating supplier-buyer partnership. Describes the buyer's (Liz Claiborne) manufacturing and marketing strategy, and details the workings of the firm's relationship with an important Taiwanese supplier of piece goods (Ruentex Industries Ltd.).
Quantum is faced with a difficult ethical dilemma--industry studies provide evidence that chemicals used in semiconductor manufacturing may cause women working in fabrication cleanrooms to suffer a higher likelihood of spontaneous abortions. The possibility of other reproductive health risks exist also. Barring all women of child-bearing age from fabrication areas may be viewed as sex discrimination and cause legal ramifications. Full automation is too costly for this small company. What should they do?
Shapiro, Roy D. "Great Lakes Diversified Corp.: The Detroit Plant--1980, Teaching Note." Harvard Business School Teaching Note 690-022, January 1990. (Revised February 1990.)
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Shapiro, Roy D. "Corning Glass Works: Erwin Automotive Plant, Note on Ethical Issues, Teaching Note." Harvard Business School Teaching Note 690-023, January 1990. (Revised January 1990.)
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Janice A. Klein, Ramchandran Jaikumar and Roy D. Shapiro
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Klein, Janice A., Ramchandran Jaikumar, and Roy D. Shapiro. "EG&G Sealol (A)." Harvard Business School Case 686-045, September 1985. (Revised March 1987.)
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Jaikumar, Ramchandran, and Roy D. Shapiro. "Distribution Systems, Inc." Harvard Business School Case 683-047, October 1982. (Revised November 1983.)
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Shapiro, R. "E-Commerce and the Supply Chain: The Rhetoric and the Reality." Breakthrough in Logistics, Japan International Transport Institute, February 2001.
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