Excerpt from Optimizing the Value Chain on Desktop Workstations

About twenty years ago, managers began to sense that emerging information technologies could provide timely data which, when used to integrate diverse activities, would allow costs to be significantly reduced. In most companies, however, accomplishing integration proved elusive because harnessing the new technologies proved much more difficult than anticipated. Some firms have taken ten years, or more, to create and organize the data bases and computer infrastructure upon which to establish integrated planning and control.

This situation is changing radically. Many companies have finally assembled reasonably complete and accessible corporate information systems. As a result, managers are actively seeking new tools for analyzing their large, numerical data bases to identify strategies for reducing costs and improving competitive advantage.

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Jeremy Shapiro is a professor emeritus in the Sloan School of Management at MIT. For nine years he served as the co-director of MIT's Operations Research Center. Previously, he was employed by Procter and Gamble, Hughes Aircraft Company, and the Port of New York Authority. He received his B.M.E. and M.I.E. degrees from Cornell University and a Ph.D. degree in Operations Research from Stanford University. Dr. Shapiro has published over 60 papers in the areas of operations research, mathematical programming, logistics, supply chain management, finance, and marketing. He is also president of SLIM Technologies, LLC, a Boston-based firm specializing in the implementation and application of modeling systems for supply chain management and other business problems. His outside interests include reading, traveling, biking and playing tennis. He is married to Martha J. Heigham and has three children, Alexander, Lara, and Nicholas.

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