PhD SUMMER ACADEMY 2014

June 16 - July 11, 2014Zaragoza Logistics Center

Zaragoza (Spain)

WELCOME TO THE PHD SUMMER ACADEMY 2014It is with great pleasure that we invite you to attend the PhD Summer Academy 2014 at the Zaragoza Logistics Center for an intense period of learning, debating, and discovering the fundamental concepts and recent trends in supply chain management, in addition to meeting your future colleagues and having a great time in Zaragoza, Spain.

This is the seventh summer academy to be organized at our center, and we are happy to announce that we have a group of distinguished professors from prestigious academic institutions taking part. The to-pics range from Decision Analysis, Robust Optimization, Global Operations Strategy , Sustainable Supply Chain, Revenue management and Pricing Control, Logistics Network and Transportation Management.

In addition to being introduced to different topics in the field by a group of distinguished professors, you will also have the opportunity to meet doctoral students from different institutions and exchange ideas. Although we expect applicants to come from different institutions, countries and backgrounds, one thing you will all have in common is excellence. You will be selected to be part of a discussion forum of outs-tanding scholars in the area of logistics and supply chain management.

Read the brochure and apply for admission. We are looking forward to meeting and working with you, and to helping you during your stay in Zaragoza. We hope that you are as excited and eager as we are here in Spain to start this knowledge exchange journey!

Jianjun Xu, PhDPhD Summer Academy DirectorZaragoza Logistics Center

David Gonsalvez, PhDDirector

Zaragoza Logistics Center

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INDEXCALENDAR (1 - 2)

INSTRUCTORS BIOGRAPHIES (3 - 5)

· PAOLO TOTH

· DICK DEN HERTOG

· M JOHNNY RUNGTUSANATHAM

· MARK FERGUSON

· CASEY LICHTENDAHL

· CHARLES CORBETT

PROGRAM DESCRIPTION (6 - 17)

· LOGISTICS NETWORK AND TRANSPORTATION MANAGEMENT

· ROBUST OPTIMIZATION

· GLOBAL OPERATIONS STRATEGY

· REVENUE MANAGEMENT AND PRICING CONTROL

· DECISION ANALYSIS

· SUSTAINABLE SUPPLY CHAIN

CERTIFICATE (18)

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· ·

1

CALENDAR

JUNE

Monday Tuesday Wednesday Thursday Friday

16 17 18 19 20

10:1513:15 Dick den Hertog Paolo Toth Paolo Toth Paolo Toth Dick den Hertog

14:1517:15 Dick den Hertog

23 24 25 26 27

10:1513:15

M. Rungtusa-natham

M. Rungtusa-natham

M. Rungtusa-natham

14:1517:15 Mark Ferguson Mark Ferguson

JUNE - JULY

Monday Tuesday Wednesday Thursday Friday

30 1 2 3 4

10:1513:15 Mark Ferguson C.Lichtendahl C.Lichtendahl

14:1517:15 C.Lichtendahl

7 8 9 10 11

10:1513:15 Research Fest Charles Corbett

14:1517:15 Research Fest Charles Corbett Charles Corbett

The aim of the summer academy school is to create a strong knowledge discussion forum to boost research results and advances in supply chain management.

Get ready for intense sessions of studies and research!

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Professor Course Hours

Paolo Toth Logistics Network and Transportation Management 9

Dick den Hertog Robust Optimization 9

M. Johnny Rungtusanatham Global Operations Strategy 9

Mark Ferguson Revenue management and Pricing Control 9

Casey Lichtendahl Decision Analysis 9

Charles Corbett Sustainable Supply Chain 9

2

Professor From Starting Date Ending Date

Paolo Toth University of Bologna, Italy 17/06/2014 19/06/2014

Dick den Hertog Tilburg University, Netherlands 16/06/2014 20/06/2014

M. Johnny Rungtusanatham The Ohio State University, USA 23/06/2014 27/06/2014

Mark Ferguson University of South Carolina, USA 25/06/2014 30/06/2014

Casey Lichtendahl University of Virginia, USA 30/06/2014 04/07/2014

Charles Corbett UCLA, USA 10/07/2014 11/07/2014

INSTRUCTORS’ BIOGRAPHIES

3

DICK DEN HERTOG

Dick den Hertog is a professor of operations research at Tilburg University. His re-search interests cover various fields in linear and nonlinear optimization, e.g., robust optimization and simulation-based optimization. He is also active in applying opera-tions research theory in real-life applications. He obtained his PhD degree in 1992 at Delft University of Technology. From 1992–1999 he worked as an OR consultant for CQM in Eindhoven. From 2006-2010 he was scientific director of CentER and vice-dean of research at the Faculty of Economics at Tilburg University.In 2000 he received the EURO Best Applied Paper Award, together with Peter Ste-houwer (CQM). In 2013 he and eight other team members received the Franz Edel-

man Award for Achievement in Operations Research and the Management Sciences. He was associate editor for Operations Research Letters and Journal of Industrial and Management Opti-mization, and is currently associate editor for both Management Science and Operations Research (area: optimization).

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PAOLO TOTH

Paolo Toth is a Professor of Operational Research (O.R.) at DEI (Department of Electrical and Information Engineering), University of Bologna. Prior to join DEI, he was Full Professor of Automatic Control at the University of Florence. He received his Master Degree in Electronic Engineering from the University of Bologna.He has authored more than 160 scientific articles, mostly concerning the effective solution of optimization problems arising in real-world Loading, Routing and Railway Optimization systems. Also he has co-edited several books (The Vehicle Routing Problem, SIAM Monographs on Discrete Mathematics and Applications, 2002), and is co-author of the book Knapsack Problems: Algorithms and Computer Implemen-

tations (Wiley, 1990). He is currently a member of the Editorial Boards of several international journals. He was the president of AIRO, EURO and IFORS. In 1998, he was conferred the “EURO Gold Medal”, the highest distinction within Operational Research in Europe.

4

M. JOHNNY RUNGTUSANATHAM

Professor of Management Sciences in the Fisher College of Business at The Ohio State University, where he is also Faculty Director for Educational Technology and Academic Director for the Fisher EMBA: Energy. Prior to joining the Fisher Colle-ge of Business, Rungtusanatham held faculty and administrative positions at the University of Wisconsin-Madison, Arizona State University, and the University of Minnesota. His research into quality management, mass customization, and supply chain de-sign through buyer-supplier structural and relational dynamics has been awarded “best paper” and “best paper finalists” status from the Journal of Operations Mana-

gement, Production Planning & Control, and Decision Sciences Journal of Innovative Education. His re-search has also been recognized by Emerald Management Reviews, the Operations Management Division of the Academy of Management and the Council of Supply Chain Management Professionals.He has co-authored two introductory operations management textbooks. He has also co-authored three teaching cases.

MARK FERGUSON

Mark Ferguson is a Distinguished Business Foundation Fellow and Professor of Ma-nagement Science in the Darla Moore School of Business, University of South Ca-rolina. He received his Ph.D. in Business Administration from Duke University in 2001. He holds a B.S. in Mechanical Engineering from Virginia Tech and an M.S. in Industrial Engineering from Georgia Tech.

Dr. Ferguson has taught MBA and PhD level classes on Pricing Analytics for over ten years. His papers have won multiple awards and three of his research projects have been funded by the National Science Foundation. He is the co-author of the books

Segmentation, Revenue Management and Pricing Analytics and Pricing Segmentation and Analytics. He currently serves as the president for the INFORMS MSOM Society and was formerly the president for the INFORMS Revenue Management and Pricing Section. Prior to time in academia, he spent five years with IBM.

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INSTRUCTORS’ BIOGRAPHIES

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CASEY LICHTENDAHL

Casey Lichtendahl is an Associate Professor of Business Administration at the Dar-den School of Business at the University of Virginia. He teaches Quantitative Analy-sis courses in Darden’s MBA and Executive Education programs. His research fo-cuses on eliciting, evaluating, and combining probability forecasts and modeling consumption preferences. His work has appeared in leading academic journals such as Management Science and Operations Research. He serves as an Associate Editor for Management Science and Decision Analysis.Several of his research papers received publication awards from the Institute for Management Science and Operations Research (INFORMS).

Prior to joining Darden in 2006, Lichtendahl served as a visiting instructor in the economics department at Duke University while in the PhD program at Duke University’s Fuqua School of Business. He began his professional career in the beverage industry. In the 1990s, he co-founded the Tradewinds Beverage Company. In 2011, the company was acquired by Nestlé Waters North America

CHARLES J. CORBETT

Charles Corbett, Ph.D., is professor of Operations Management and Sustainability at the UCLA Anderson School of Management. He served as Chairman and Depu-ty Dean of Academic Affairs from 2009-2012, and previously as Associate Dean of the MBA program. He has received the Citibank Teaching Award, the Executive MBA Class of 2006 Outstanding Teaching Award and the Robbins Assistant Professor teaching award, in addition to the UCLA Staff Assembly’s Faculty/Staff Partnership Award and the Anderson School’s J. Clayburn LaForce Faculty Leadership Award. He was an AT&T Faculty Fellow in Industrial Ecology. He is the founder and co-director of the award-winning UCLA Leaders in Sustainability graduate certificate program

and founding director of the Easton Technology Leadership Program. His areas of teaching include operations of entrepreneurs and small business, sustainability, operations management and supply chain management. Professor Corbett holds a Ph.D. in Production and Operations Management from INSEAD in Fountain-bleau (France) and Drs. in Operations Research from Erasmus University Rotterdam (Netherlands).

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LOGISTICS NETWORK AND TRANSPORTATION MANAGEMENT

Professor: Paolo Toth

Dates: 17/06, 18/06, 19/06

The objective of this short course is to present the main concepts concerning the effective solution of optimization problems arising in the passenger railway systems. These systems are highly complex and require the solution of several planning and operational problems that can be analyzed and solved through the application of mathematical models and optimization algorithms, which generally lead to a significant improvement in the performance of the system, and also to a large reduction in the time required for solving these problems. Because of its high complexity, the planning process is generally divided into several phases, each co-rresponding to the solution of a difficult combinatorial optimization problem. After a description of the whole planning process and of its main phases, the Train Timetabling, Train Platforming, Train-Unit As-signment and Crew Management phases, and the corresponding optimization problems, will be analyzed in more detail, by considering the different objectives and constraints arising in real-world applications. For each considered problem, alternative Mixed Integer Linear Programming (MILP) formulations will be presented, and effective heuristic algorithms, driven by the relaxations of the MILP formulations and uti-lizing efficient local search procedures, will be proposed. Computational results on real-world instances will be reported. Some background in formulating MILP models and in designing heuristic algorithms will be assumed.

READINGS · Caprara, L. Kroon, M. Monaci, M. Peeters, P. Toth, “Passenger Railway Optimization”, in G. Laporte, C. Barnhart, eds. Transportation, Volume 14, Handbooks in Operations Research and Management Scien-ce, Elsevier, 129-187, 2006.

· Caprara, L. Kroon, P.Toth, “Optimization Problems in Passenger Railway Systems”, Wiley Encyclopedia in Operations Research and Management Science, Volume 6, 3896-3905, 2011.

· V. Cacchiani, P. Toth, “ Nominal and Robust Train Timetabling Problems”, European Journal of Opera-tional Research 219, 727-737, 2012.

· Caprara, M. Fischetti, P. Toth, “Modeling and Solving the Train Timetabling Problem”, Operations Re-search 50, 851-861, 2002.

· Caprara, M. Monaci, P. Toth, P.L. Guida, “A Lagrangian Heuristic Approach to Real-World Train Timeta-bling Problems”, Discrete Applied Mathematics 154, 738-753, 2006.

PROGRAM DESCRIPTION

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7

ROBUST OPTIMIZATION

Professor: Dick den Hertog

Dates: 16/06, 18/06, 20/06

Optimization problems often contain parameters that are uncertain. The recent methods developed in Robust Optimization try to find solutions that are robust against these uncertainties. The idea is to define a so-called uncertainty region for the uncertain parameters, and then require that the constraints should hold for all parameter values in this uncertainty region. For several optimization problems, and for seve-ral choices of the uncertainty region, it has been shown that this so-called robust counterpart problem can be reformulated as tractable optimization problems.

The main topics treated are:

- Uncertain linear optimization problems · Data uncertainty in LO · Tractability of robust counterparts · Non-affine perturbations · Applications in logistics

- Uncertain nonlinear optimization problems · Tractability of robust counterparts · Examples · Applications in logistics

- Robust adjustable multistage optimization · Adjustable robust counterpart · Affine decision rules · Non-affine decision rules · Applications in logistics

- Robust counterpart approximations of scalar chance constraints · How to specify an uncertainty set? · Chance constraints · Safe tractable approximations · Applications in logistics

- Globalized robust counterparts of uncertain problems · Motivation and definition of globalized robust counterpart · Computational tractability

READINGS

· Handouts.

· Selected parts of: A. Ben-Tal, L. El-Ghaoui, A. Nemirovski, Robust Optimization, Princeton Series in Applied Mathematics, 2009.

PROGRAM DESCRIPTION

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8

GLOBAL OPERATIONS STRATEGY

Professor: M. Johnny Rungtusanatham

Dates: 23/06, 25/06, 27/06 Strategy is concerned with devising and implementing a plan of action to achieve a stated goal. For ope-rations and supply chain managers, this goal can be efficiently stated as RIGHT6 – that is, efficiently ma-king and delivering goods and services to the right customer, at the right cost, in the right quantity, with the right quality, and at the right place and right time. This seminar examines three specific streams of conceptual and/or empirical research focusing on how supply chains can be consciously designed or managed to help achieve the goal of RIGHT6.This seminar unfolds over three days. For each day, students will be assigned no more than three back-ground readings and four discussion readings. We will not focus on assigned background readings; the-se are intended to give students a historical perspective regarding the topic. Class time will be devoted to evaluating assigned discussion readings.

To go through the assigned discussion readings properly, please use the guided questions in Table 1.

Seminar Prerequisites:

Please read the following articles in the sequence presented below in order to better understand theory-

driven empirical research:

· Davis, M. S. 1971. That’s Interesting! Towards a Phenomenology of Sociology and a Sociology of

Phenomenology. Philosophy of the Social Sciences. 1: 391-344.

· Sutton, R. I. and B. M. Staw. 1995. What Theory is Not. Administrative Science Quarterly. 40: 371-

384.

· Whetten, D. A., T. Felin, and B. G. King. 2009. The Practice of Theory Borrowing in Organizational

Studies: Current Issues and Future Directions. Journal of Management. 35: 537-563.

· Barratt, M., T. Y. Choi, and M. Li. 2011. Qualitative Case Studies in Operations Management. Journal

of Operations Management. 29: 329-342.

· Forza, C. 2002. Survey Research in Operations Management: A Process-Based Perspective. Interna-

tional Journal of Operations and Production Management. 22: 152-194.

· Rungtusanatham, M., C. Wallin, and S. Eckerd. 2011. The Vignette in a Scenario-Based Role-Playing

Experiment. Journal of Supply Chain Management. 47: 9-16.

PROGRAM DESCRIPTION

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9

SEMINAR DATES, TOPICS, AND ASSIGNMENTS

June 23: Strategic Buyer-Supplier Relationships

Background Readings

· Dwyer, F. R., P. H. Schurr, and S. Oh. 1987. Developing Buyer-Seller Relationships. Journal of Mar-keting. 51: 11-27.

· Fichman, M. and D. A. Levinthal. 1991. Honeymoons and the Liability of Adolescence: A New Pers-pective on Duration Dependence in Social and Organizational Relationships. Academy of Management Review. 16: 442-468.

· Ring, P. S. and A. H. Van de Ven. 1992. Structuring Cooperative Relationships between Organizations. Strategic Management Journal. 13: 483-498.

Discussion Readings

1. Villena, V. H., E. Revilla, and T. Y. Choi. 2011. The Dark Side of Buyer-Supplier Relationships: A Social Capital Perspective. Journal of Operations Management. 29: 561-576.

2. Chen, Y-S., M. J. Rungtusanatham, S. M. Goldstein, and A. F. Koerner. 2013. Theorizing through Metaphorical Transfer in OM/SCM Research: Divorce as a Metaphor for Strategic Buyer-Supplier Rela-tionship Dissolution. Journal of Operations Management. 31: 579-586.

3. Wang, Q., U. Kayande, and S. Jap. 2010. The Seeds of Dissolution: Discrepancy and Incoherence in Buyer-Supplier Exchange. Marketing Science. 29: 1109-1124.

4. Strategic Manufacturer-Industrial Supplier Relationship Dissolution: Accelerant and Deterrence Effects. WORKING PAPER. [Request through Seminar Professor]

June 25: Supply Chain Risk and Disruptions

Background Readings

· Kleindorfer, P. R. and G. H. Saad. 2005. Managing Disruption Risks in Supply Chains. Production and Operations Management. 14: 53-68.

· Manuj, I. and J. T. Mentzer. 2008. Global Supply Chain Risk Management. Journal of Business Logis-tics. 29: 133-155.

· Ellis, S. C., J. Shockley, and R. M. Henry. 2011. Making Sense of Disruption Risk Research: A Con-ceptual Framework Grounded in Enactment Theory. Journal of Supply Chain Management. 47: 65-96.

Discussion Readings

1. Hendricks, K. B. and V. R. Singhal. 2005. An Empirical Analysis of the Effect of Supply Chain Dis-ruptions on Long-Run Stock Price Performance and Equity Risk of the Firm. Production and Operations Management. 14: 35-52.

2. Craighead, C. W., J. Blackhurst, M. J. Rungtusanatham, and R. B. Handfield. 2007. The Severity of Supply Chain Disruptions: Design Characteristics and Mitigation Capabilities. Decision Sciences. 38: 131-156.

3. Bode, C., S. M. Wagner, K. J. Petersen, and L. M. Ellram. 2011. Understanding Responses to Supply Chain Disruptions: Insights from Information Processing and Resource Dependence Perspectives. Aca-demy of Management Journal. 54(4): 833-856.

4. Macdonald, J. R. and T. M. Corsi. 2013. Supply Chain Disruption Management: Severe Events, Reco-very, and Performance. Journal of Business Logistics. 34: 270-288.

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June 27: Supply Chain Integration

Background Readings

· Frohlich, M. T., and R. Westbrook. 2001. Arcs of Integration: An International Study of Supply Chain Strategies. Journal of Operations Management. 19: 185-200.

· Lueschner, R., D. S. Rogers, and F. F. Charvet. 2013. A Meta-Analysis of Supply Chain Integration and Performance. Journal of Supply Chain Management. 49: 34-57.

· Mackelprang, A. W., J. L. Robinson, E. Bernardes, and G. S. Webb. FORTHCOMING. The Relationship between Supply Chain Integration and Performance. Journal of Business Logistics. [Request through Seminar Professor]

Discussion Readings

1. Flynn, B. B., B. Huo, and X. Zhao. 2010. The Impact of Supply Chain Integration on Performance: A Contingency and Configuration Approach. Journal of Operations Management. 28: 58-71.

2. Saeed, K. A. and M. K. Malhotra. 2011. Interorganizational System Characteristics and Supply Chain Integration: An Empirical Assessment. Decision Sciences. 42: 7-42.

3. Schoenerr, T. and M. Swink. 2012. Revising the Arcs of Integration: Cross-Validations and Exten-sions. Journal of Operations Management. 30(): 99-115.

4. Davies, J. and N. Joglekar. 2013. Supply Chain Integration, Product Modularity, and Market Evalua-tion: Evidence from the Solar Energy Industry. Production and Operations Management. 22: 1494-1508.

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REVENUE MANAGEMENT AND PRICE OPTIMIZATION: THEORY AND PRACTICE

Professor: Mark Ferguson

Dates: June 25, 27, and 30th

This module, to be taught over three 3-hour sessions, will introduce students to facility location mode¬ling. We will cover the three main concepts of revenue management: forecasting demand, segmenting cus-tomers and allocating capacity or customizing price offers to each distinct customer segment such that the firm’s profits are maximized. At the successful completion of this module, a student will be able to evaluate and analyze revenue improvement opportunities where capacity or prices can be changed to better match supply with demand.

Some background in optimization and probability theory will be as¬sumed. Students should have access to a laptop computer with Microsoft Excel installed as well as the Solver add-in.

Excel as well as other software will be used during the class exercises.

· June 25 – Forecasting with price and promotion effects

· June 27 – Capacity based revenue management

· June 30 – Price optimization in B2C and B2B settings

Required text

Segmentation, Revenue Management and Pricing Analytics by Tudor Bodea and Mark Ferguson (to be provided)

Supplementary text

Pricing and Revenue Optimization by Robert Phillips

The Theory and Practice of Revenue Management by Talluri and van Ryzin

PROGRAM DESCRIPTION

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12

FORECASTING AND THE WISDOM OF CROWDS

Professor: Casey Lichtendahl

Dates: 30/06, 02/07, 04/07

Course Overview

The wisdom-of-crowds effect in forecasting is the idea that the average forecast often outperforms any individual forecast. This idea has been around since 1906 when Galton observed that the average guess for the weight of an ox at an English countryside fair was within one pound of the ox’s true weight. In many operations management settings, however, this notion is ignored. Firms often rely on the opinion of a single best expert.

In this course, we will explore recent research in forecasting and the wisdom of crowds. We will also study the implications of the wisdom of crowds in the context of machine learning, when ensembling multiple models’ forecasts. In the last decade or so, the machine learning community has developed many ensembling techniques that improve on the single-model selection algorithms. For instance, the machine-learning model called the random forest is an average of several regression trees and typically is more accurate than the best regression tree.In addition to combining expert forecasts and ensembling models, we will examine the topics of eliciting and evaluating expert forecasts. We will approach these topics from both a decision-analysis and psycho-logical perspective. We will look closely at proper scoring rules, which are truthful revelation mechanisms for probability forecasts. These rules can be used to elicit and evaluate probability forecasts.

Course Goals

The goals of the course include:

· To become familiar with the research in eliciting, evaluating, and combining multiple forecasts.

· To practice preparing and giving short research presentations.

· To identify ways to use the methods covered in this course in your own research.

Course Preparation and Student Engagement

Prior to the course, I suggest you read the following two books: “The Signal and the Noise” by Nate Silver and “The Wisdom of Crowds” by James Surwiecki. These books are popular press books and will provide excellent context for our in-class discussions.

For each class, I will ask each student to prepare a 10-minute presentation of one of the assigned rea-dings. I will circulate a sign-up list prior to each class. For each reading, one student will be asked to present. In addition to preparing to present one of the readings, I would like you to read the other as-signed papers and to be ready to ask questions of the presenter(s). Note that a couple of the readings are case studies and will require you to perform some analysis with Excel or R.

A good research presentation will provide a brief background on the context for the paper and related work, present the main results of the paper, and offer some directions for future research. A good pre-senter should be able to explain things clearly and handle potentially difficult questions. The best pre-sentations will identify a problem in operations management where a paper’s method/message may be applicable.

PROGRAM DESCRIPTION

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Session 1. Combining Point Forecasts and Learning from Others.

1. Series of short Galton papers.

· Francis Galton. 1907. Vox populi. Nature 75 450-451.· Francis Galton. 1907. One vote, one value. Nature 75 414.· Francis Galton. 1907. The ballot-box. Nature 75 509-510.· R.H. Hooker. 1907. Mean or median. Nature 75 487-488.

2. Marshall Fisher and Ananth Raman. 1996. Reducing the cost of demand uncertainty through accurate response to early sales. Operations Research 44 87-99.

3. R.P. Larrick and Jack B. Soll. 2006. Intuitions about combining opinions: misappreciation of the ave-raging principle. Management Science 52 111-127.

4. K. C. Lichtendahl Jr. and Yael Grushka-Cockayne. 2013. Surveying Professional Forecasters. Darden Case Study (with Excel file).

5. Albert Mannes. 2009. Are we wise about the wisdom of crowds? The use of group judgments in belief revision. Management Science 55 1267-1279.

6. Ottaviani, Marco, Peter Norman Sorensen. 2006. The strategy of professional forecasting. Journal of Financial Economics 81 441–466.

7. K.C. Lichtendahl Jr., Y. Grushka-Cockayne, and Phillip E. Pfeifer. 2013. “The Wisdom of the Competi-tive Crowd,” Operations Research, 61 1383-1398.

8. S. Bikhchandani, D. Hirshleifer, and I. Welch. 1992. “A Theory of Fads, Fashion, Custom, and Cultural Change as Informational Cascades.” Journal of Political Economy 100 992-1026.

Session 2. Distributional Forecasts: Eliciting, Evaluating and Combining.

1. Daniel G. Goldstein and David Rothschild. 2014. Lay understanding of probability distributions. Judg-ment and Decision Making 9 1-14.

2. David V. Budescu and Ning Du. 2007. Coherence and Consistency of Investors’ Probability Judgments. Management Science 53 1731-1744.

3. Robert L. Winkler. 1996. Scoring rules and the evaluation of probabilities. Test 5 1-60.

4. Tilmann Gneiting and Adrian E. Raftery. 2007. Strictly proper scoring rules, prediction, and estimation. J. Amer. Statist. Assoc. 102 359–378.

5. Victor Richmond R. Jose and R. L. Winkler. 2009. Evaluating quantile assessments. Operations Re-search 57 1287–1297.

6. Paul J. Healy, Sera Linardi, J. R. Lowery, and J. O. Ledyard. 2010. Prediction markets: alternative me-chanisms for complex environments with few traders. Management Science 56 1977-1996.

7. Nolan Miller, Paul Resnick, and Richard Zeckhauser. 2005. Eliciting informative feedback: The peer-prediction method. Management Science 51 1359-1373.

8. Kenneth C. Lichtendahl Jr. and Robert L. Winkler. 2007. Probability Elicitation, Scoring Rules, and Competition Among Forecasters. Management Science, 53 (11), 1745-1755.

9. J. R. Radzevick and D. A. Moore. 2011. “Competing to be certain (but wrong): Market dynamics and excessive confidence in judgment.” Management Science 57 93-106.

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Session 3. Combining Expert and Model Opinions: Man and Machine.

1. Robert T. Clemen. 1989. Combining forecasts: A review and annotated bibliography. International Journal of Forecasting 5 559–583.

2. E Van den Steen. 2011. Overconfidence by bayesian-rational agents. Management Science 57 884-896.

3. Hora, S.C. 2004. Probability judgments for continuous quantities: linear combinations and calibration. Management Science. 50 597-604.

4. V. Richmond R. Jose, Yael Grushka-Cockayne, and K. C. Lichtendahl Jr. 2014. Trimmed Opinion Pools and the Crowd’s Calibration Problem. Management Science. 60 463-475.

5. K. C. Lichtendahl Jr., Y.Grushka-Cockayne, and R. L. Winkler. 2013. Is It Better to Average Probabili-ties or Quantiles? Management Science. 59 1594-1611.

6. K. C. Lichtendahl Jr., Yael Grushka-Cockayne, and R.L. Winkler. 2014. The Benefits of Eliciting, Eva-luating, and Aggregating Quantiles. Working paper.

7. K. C. Lichtendahl Jr. Segmenting Clinton and Obama Voters. 2013. Darden Case Study (with Excel and R files).

8. N. Meinshausen. 2006. Quantile Regression Forests. Journal of Machine Learning Research 7 983-999.

9. Y. Grushka-Cockayne, Victor Richmond R., Jose, and K. C. Lichtendahl Jr. Trimming Overconfident Weak Learners. Working Paper.

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PROGRAM DESCRIPTION...................................................................

SUSTAINABLE SUPPLY CHAINS AND OPERATIONS

Professor: Charles J. Corbett

Dates: 10/07, 11/07

This course will provide several perspectives on sustainability in supply chains and operations. This area is far broader than we can possibly cover in three half days, so we will highlight a few specific topics.

The course has three modules. In the first, we will discuss several papers that represent a typical Ope-rations Management perspective on sustainable supply chains, including closed-loop supply chains, empirical work linking sustainability strategy with supply chain strategy, and more. The second module will take a very different perspective, from the industrial ecology/life cycle assessment community. Scholars in that area have been tracking environmental (and sometimes social) impacts throughout supply chains, and hence have a lot to teach us about how to quantitatively measure sustainability in a supply chain context. Conversely, work in that area does not always take many nuances of supply chains into account, that we know all too well from an OM perspective, such as the bullwhip effect, inventory obsolescence, transportation economies, etc. In the third module we will examine emerging issues in sustainable supply chains, partly using some academic papers, but also identifying some areas where little or no research exists yet, such as water footprinting or social life-cycle assessment.

The papers listed below are just samples, the final selection of readings will be determined later.

Module 1: The Operations Management Perspective on Sustainable Supply Chains

Discussion papers on closed-loop supply chains:

· Fleischmann, Moritz, Patrick Beullens, Jacqueline M. Bloemhof-Ruwaard, and Luk N. Wassenhove. “The impact of product recovery on logistics network design.” Production and operations management 10, no. 2 (2001): 156-173.

· C.Corbett and G. A. DeCroix. “Shared-savings contracts for indirect materials in supply chains: Chan-nel profits and environmental impacts.” Management science 47, no. 7 (2001): 881-893.

· Ferguson, Mark E., and L. Beril Toktay. “The effect of competition on recovery strategies.” Production and operations management 15, no. 3 (2006): 351-368.

Discussion papers on adoption and diffusion:

· Bowen, Frances E., Paul D. Cousins, Richard C. Lamming, and Adam C. Farukt. “The role of supply management capabilities in green supply.” Production and operations management 10, no. 2 (2001): 174-189.

· Corbett, Charles J. “Global diffusion of ISO 9000 certification through supply chains.” Manufacturing & Service Operations Management 8, no. 4 (2006): 330-350.

· Albuquerque, Paulo, Bart J. Bronnenberg, and Charles J. Corbett. “A spatiotemporal analysis of the glo-bal diffusion of ISO 9000 and ISO 14000 certification.” Management science 53, no. 3 (2007): 451-468.3 Pagell, Mark, and Zhaohui Wu. “Building a more complete theory of sustainable supply chain mana-gement using case studies of 10 exemplars.” Journal of supply chain management 45, no. 2 (2009): 37-56.

· Jira, Chonnikarn, and Michael W. Toffel. “Engaging supply chains in climate change.” Manufacturing & Service Operations Management 15, no. 4 (2013): 559-577.

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Background and survey papers:

· Fleischmann, M., J. M. Bloemhof-Ruwaard, R. Dekker, E. van der Laan, J. A. E. E. van Nunen, L. N. Van Wassenhove. 1997. Quantitative models for reverse logistics: A review. Eur. J. Oper. Res. 103(1) 1–17.

· Guide Jr, V. Daniel R. “Production planning and control for remanufacturing: industry practice and re-search needs.” Journal of Operations Management 18, no. 4 (2000): 467-483.

· Kleindorfer PR, Singhal K, Van Wassenhove LN (2005) Sustainable operations management. Production Oper. Management 14(4):482–492.

· C.Corbett, and R. D. Klassen. “Extending the horizons: environmental excellence as key to improving operations.” Manufacturing & Service Operations Management 8, no. 1 (2006): 5-22.

· Linton, Jonathan D., Robert Klassen, and Vaidyanathan Jayaraman. “Sustainable supply chains: an in-troduction.” Journal of Operations Management 25, no. 6 (2007): 1075-1082.

· Seuring, Stefan, and Müller. “From a literature review to a conceptual framework for sustainable supply chain management.” Journal of cleaner production 16, no. 15 (2008): 1699-1710.

· Tang, Christopher S., and Sean Zhou. “Research advances in environmentally and socially sustainable operations.” European Journal of Operational Research 223, no. 3 (2012): 585-594.

Module 2: The Industrial Ecology and Life-Cycle Assessment Perspective on Sustainable Supply Chains

Discussion papers:

· Huang, Y. Anny, Christopher L. Weber, and H. Scott Matthews. “Categorization of scope 3 emissions for streamlined enterprise carbon footprinting.” Environmental science & technology 43, no. 22 (2009): 8509-8515.

· Lenzen, Manfred, Joy Murray, Fabian Sack, and Thomas Wiedmann. “Shared producer and consumer responsibility—theory and practice.” Ecological Economics 61, no. 1 (2007): 27-42.

· Weber, Christopher L. “Uncertainty and variability in product carbon footprinting.” Journal of Industrial Ecology 16, no. 2 (2012): 203-211.

· Ziegler, Friederike, Ulf Winther, Erik Skontorp Hognes, Andreas Emanuelsson, Veronica Sund, and Harald Ellingsen. “The carbon footprint of Norwegian seafood products on the global seafood market.” Journal of Industrial Ecology 17, no. 1 (2013): 103-116.

· Teehan, Paul, and Milind Kandlikar. “Sources of variation in life cycle assessments of desktop compu-ters.” Journal of Industrial Ecology 16, no. s1 (2012): S182-S194.

Background and review papers:

· Finnveden, Göran, Michael Z. Hauschild, Tomas Ekvall, Jeroen Guinee, Reinout Heijungs, Stefanie Hellweg, Annette Koehler, David Pennington, and Sangwon Suh. “Recent developments in life cycle as-sessment.” Journal of environmental management 91, no. 1 (2009): 1-21.

· Guinee, Jeroen B., Reinout Heijungs, Gjalt Huppes, Alessandra Zamagni, Paolo Masoni, Roberto Buo-namici, Tomas Ekvall, and Tomas Rydberg. “Life cycle assessment: past, present, and future.” Environ-mental science & technology 45, no. 1 (2010): 90-96.

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Module 3: Emerging Issues in Sustainable Supply Chains

Discussion papers:

· Raz, Gal, Cheryl T. Druehl, and Vered Blass. “Design for the Environment: Life-Cycle Approach Using a Newsvendor Model.” Production and Operations Management 22, no. 4 (2013): 940-957.

· Hoen, K. M. R., T. Tan, J. C. Fransoo, and G. J. Van Houtum. “Effect of carbon emission regulations on transport mode selection under stochastic demand.” Flexible Services and Manufacturing Journal 26, no. 1-2 (2014): 170-195.

· P. Castka and M. A. Balzarova. “ISO 26000 and supply chains—On the diffusion of the social responsi-bility standard.” International Journal of Production Economics 111, no. 2 (2008): 274-286.

· Dreyer, Louise Camilla, Michael Z. Hauschild, and Jens Schierbeck. “Characterisation of social impacts in LCA.” The International Journal of Life Cycle Assessment 15, no. 3 (2010): 247-259.

· Caro, Felipe, Charles J. Corbett, Tarkan Tan, and Rob Zuidwijk. “Double counting in supply chain carbon footprinting.” Manufacturing & Service Operations Management 15, no. 4 (2013): 545-558.

· Keskin N, Plambeck E (2011) Greenhouse gas emissions accounting: Allocating emissions from proces-ses to co-products. Working paper, Stanford University, Stanford, CA.

· Mueller, Martin, Virginia Gomes Dos Santos, and Stefan Seuring. “The contribution of environmental and social standards towards ensuring legitimacy in supply chain governance.” Journal of Business Ethics 89, no. 4 (2009): 509-523.

· Berger, Markus, and Matthias Finkbeiner. “Water footprinting: How to address water use in life cycle assessment?” Sustainability 2, no. 4 (2010): 919-944.

Background and review papers:

· “Closed-loop supply chains: environmental impact”, J. Bloemhof and C. J. Corbett, in Wiley Encyclo-pedia of Operations Research and Management Science, J.J. Cochran (ed.), John Wiley & Sons, 2010.

· A. Marucheck, N. Greis, C. Mena, and L. Cai. “Product safety and security in the global supply chain: Issues, challenges and research opportunities.” Journal of Operations Management 29, no. 7 (2011): 707-720.

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The PhD Summer Academy 2014 program is administered under the MIT-Zaragoza International Lo-gistics Program, one of the select MIT educational and research partnerships (http://www.zlc.edu.es/about-us/networks/mit-global-scale/). Upon completion of all courses to which you have enrolled, you will be awarded a certificate stating that you have completed a PhD summer course under the MIT-Zaragoza Program.

CERTIFICATE

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“The program is well structured, so that you can prepare the lectures and discussion materials in advance. Also, the program syllabus offers a balanced mix of topics, including theoretical and empiri-cal research approaches, allowing you to gain valuable insight from Professors of leading universities worldwide.”Mayolo A. Lopez, 3rd year PhD student at Hamburg University of Technology, Germany

“The summer academy at ZLC was a great opportunity for students of Operations Management to come in contact with some of the current research being done by one of the most prominent faculties

in the field.”Aadhaar Chaturvedi, 2nd year PhD Student at IESE Barcelona

“I enjoyed the summer school for three reasons; 1) we attended some very interesting courses from outstanding lecturers; 2) I had lecturers from the authors of recently published papers and 3) I got the chance to make some good friends among the students and lecturers.”Mahyar Eftekhar, 1st year PhD student at HEC School of Management - Paris in Operations Management

PhD Summer Academy July 2013

FONDO SOCIAL EUROPEO“Construyendo Europa desde Aragón”

PhD Summer Academy 2014MIT-Zaragoza International Logistics Program

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Fax: + 34 976 077 601phdacademy@zlc.edu.es

www.zlc.edu.es/phd-summer-academy

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visa requirementscigarcia@zlc.edu.es

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