Research Interests: retailing, supply chain management
Andrés Catalán and Marshall L. Fisher (Draft), Assortment Allocation to Distribution Centers to Minimize Split Customer Orders.
Santiago Gallino, Richard Kum-yew Lai, Marshall L. Fisher (Working), Does Inventory Have a Scarcity Effect? New Evidence Using Extreme Weather For Exogenous Variation.
Marshall L. Fisher (2009), Rocket Science Retailing: The 2006 Philip McCord Morse Lecture, Operations Research, Vol. 57, No. 3, May-June 2009, pp. 527-540.
Abstract: Retailing is a huge industry. In the United States, retail business represents about 40% of the economy and is the largest employer. Retail supply chain management is still more art than science, but this is changing rapidly as retailers begin to apply analytic models to the huge volume of data they are collecting on consumer purchases and preferences. This industry-wide movement resembles the transformation of Wall Street that occurred in the 1970s when physicists and other "rocket scientists" applied their analytic skills to investment decisions. The Consortium for Operational Excellence in Retailing (COER) (codirected by Ananth Raman, Harvard Business School, and myself) is a group of academics working with about 50 leading retailers to assess their progress towards rocket science retailing and to accelerate that progress through selected research projects. After some brief comments on the current state of industry practice in retail supply chain management, this paper will describe examples of COER research in four areas: assortment planning, pricing, inventory optimization, and store execution.
Gurhan Kok, Marshall L. Fisher, Ramnath Vaidyanathan (2008), Assortment Planning: Review of Literature and Industry Practice, Invited chapter to appear in Retail Supply Chain Management, Smith Kluwer Publishers..
Marshall L. Fisher, Jayanth Krishnan, Serguei Netessine (Working), Retail Store Execution: an Empirical Study.
Karl Ulrich, Marshall L. Fisher, Kamalini Ramdas (2003), Managing Variety for Assembled Products: Modeling Component Systems Sharing, Manufacturing & Service Operations Management, 5 (2), pp. 142-156.
Jerry (Yoram) Wind, Vijay Mahajan, Marshall L. Fisher, Technology-Driven Demand: Implications for the Supply Chain (2001)
Several forces, ranging from technology that has dramatically reduced the cost of communication, to political developments such as the opening up of China, Vietnam, and Eastern Europe, have created an avalanche of outsourcing and offshoring and lead to supply chains that stretch halfway around the world. This course will study the many questions that arise in the management of such global supply chains, including: Which design and production activities to do in-house and which to outsource? Where to locate various activities around the world? How to forecast the many factors that influence these decisions, including inflation in cost factors such as labor and freight, and the likelihood of future government regulation or political instability? How to keep the supply chain flexible so as to adapt to change? How to manage a geographically disbursed supply chain, including what relationships to have with vendors to ensure low cost, high quality, flexibility, safety, humane labor practices and respect for sustainability of the environment? The course is highly interactive, using case discussions in most classes and senior supply chain executives in many sessions. Grades are based one-third each on class participation, indivudla write-ups of the discussion questions for 3 of the class sessions, and a course paper.
This course is highly recommended for students with an interest in pursuing careers in: (1) retailing and retail supply chains; (2) businesses like banking, consulting, information technology, that provides services to retail firms; (3) manufacturing companies (e.g. P&G) that sell their products through retail firms. Retailing is a huge industry that has consistently been an incubator for new business concepts. This course will examine how retailers understand their customers' preferences and respond with appropriate products through effective supply chain management. Supply chain management is vitally important for retailers and has been noted as the source of success for many retailers such as Wal-mart and Home Depot, and as an inhibitor of success for e-tailers as they struggle with delivery reliability. See M. L. Fisher, A. Raman and A. McClelland, "Rocket Science Retailing is Coming - Are You Ready?," Harvard Business Review, July/August 2000 for related research.
Amazon's new cashier-less convenience store aims to answer one of retail's thorniest challenges: Understanding why shoppers do what they do, and leveraging that knowledge into increasing sales.Knowledge @ Wharton - 2018/02/9