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Chris Caplice Chris Caplice is a numbers guy. Throughout his career, he has applied a mathematical approach to analyzing and solving transportation and supply chain problems.
He's also the founder of the MIT FreightLab, which researches the way freight transportation is designed, procured, and managed. Caplice holds a Ph. He also served five years in the Army Corps of Engineers, achieving the rank of captain. Two of your degrees are in civil engineering.
How did that background lead you to the field of supply chain management, and does it influence your work today? My path went from understanding how to build bridges and roads to being interested in how that infrastructure system interacts with the users.
This naturally led to freight transportation, logistics, and eventually, supply chain management.
Engineering is the perfect discipline for supply chain professionals for two reasons. First, it helps you understand how to make trade-offs between cost and service—a core concept that underlies all supply chain management decisions.
Second, it requires the user to have a solid understanding of the theory along with the ability to ground [that theory] in reality. The analysis and discipline that I learned in my civil engineer days at VMI and UT Austin shape the way I approach and solve supply chain problems today.
Some see supply chain management SCM as a business management discipline, while others place it in the realm of engineering. Do you see those approaches as competitive or complementary?
SCM is such a new discipline that the first generation of supply chain management experts is still working! The divisions between the approaches to SCM reflect these experts' different origins.
Those with engineering roots tend to take a mathematical approach and look for the hard trade-offs between options. Those with a more managerial or business background tend to look at the relationships and how companies interact. These are both valid approaches to the same core problems.
In fact, you are starting to see more overlap between the two camps as the discipline matures. So, I think they are complementary rather than competitive.
How does your research translate into information that transportation and logistics managers can apply in the real world? I'm proud of a couple of things that I have been a part of over the last 20 years, mainly because they have such direct applicability to practitioners.
The first is combinatorial auctions for better transportation procurement, which came out of my Ph. This was controversial in the mids, but today it is a standard feature in practically all transportation management systems. The FMIC models capture not only the transportation rates across North America, but also the impact that different business practices and policies have on carriers and their rates.
Both of these models were designed as communication tools to improve the relationship between shippers and carriers. In both cases, the underlying mathematical model supports the practical decision-making. What do you think will be the most important trend in supply chain education in the next decade, and why?
I think we are learning how to better use the complete portfolio of education options.
Face-to-face discussions and lectures are great when everyone can gather at a common location. However, in many cases, students learn certain concepts better at their own pace and speed. SC1x Supply Chain and Logistics Fundamentals, its first online supply chain course—and over 30, students from countries registered!
We ended up awarding 2, certificates of completion—equivalent to 28 years of residence teaching at MIT in my typical course.
So, I believe that online education will play a big role in education. But the biggest trend will be the customization and blending of these different ways of teaching and learning for individual students.
Harlan II Jim Harlan understands supply chain management from the ground up. Harlan, who is Eastman Chemical Co. He says his decades of experience building and providing operations support services for many of Eastman's global assets as well as leading across diverse technologies, cultures, and organizations made the transition to supply chain "very natural.
Eastman has manufacturing operations in 15 countries and customers in over countries.
How do you keep an eye on such a far-flung supply chain?Starbucks Corp., on a mission to boost profit and appease apprehensive investors, is dismissing about 5 percent of its non-restaurant workers. The company said it's laying off about corporate employees, most of whom work in its Seattle headquarters.
If love is an adventure, it's one yet to be embarked upon by Kenya Denise McQueen. A beautiful L.A. career woman, Kenya works as a senior manager at a prestigious accounting firm, and is on the 61%(). Swot: Coffee and Starbucks Global Quest.
SWOT Analysis Watch the video, How to Perform a SWOT Analysis, and then conduct a SWOT analysis using the Starbucks’ Global Quest Is the Best Yet to Come?Case provided in the Course Materials section. A survey by MyVoice demonstrates how connected Starbucks became to local consumers in just ten years: for those respondents, Starbucks was the most loved and most often visited self-service coffee shop.
That’s enough to convince me it’s not foreign anymore – Starbucks adapted with its new surroundings and fit them perfectly. Starbucks’ Global Quest Read the Starbucks’ Global Quest Is the Best Yet to Come?
case provided in the Course Materials section. From the perspective of an executive with the firm, prepare a page, three-year strategic management proposal to Starbuck’s managing board of directors.
Jan 01, · Yet their ideas, delineated in brief and engaging essays, are not just for tech-heads. The responses Brockman received to the most recent question The Earth can cope with global warming, schools should be banned and we should learn to love bacteria.
such as the quest for power, instant gratification, or annihilation.