2009-2010ANNUAL REPOR T

Greetings from DCMME/GSCMI at the Krannert School of Management. On behalf of the students, faculty and staff at the Center, thank you for taking the time to read our Annual Report. We have a lot to report and celebrate, but we also hope to convince you that your support is vital to our continued success. You will hear about our project with the GKEDA – the Greater Kokomo Economic Development Alliance (funded by the Walmart foundation), research by faculty winners of the DeVos Faculty Awards, student internships at TVS Motors in Bangalore, India, student’s summer internship posters, the MBA Global Supply Chain Management case competition, and a signifi cant increase in GSCM and MTM certifi cates awarded to students. Our project with GKEDA started off as research collaboration between Professor Avi Kak (in Purdue’s Electrical and Computer Engineering

Department) and myself. Mary Pilotte, Managing Director of the Center worked with Jeb Conrad from GKEDA to make the deployment at

Kokomo a reality. The project aims to represent every interested company as a bundle of capabilities, such that Kokomo can

showcase its manufacturers to potential OEMs or buyers. This focus on fi rm level capabilities, rather than products, will potentially go a long way towards enabling the kind of manufacturing restructuring that many regions across the country are engaged in. Our hope is that the tools we develop will enable targeted use of economic development funds to build up the specifi c capabilities that will increase the odds of economic activity in the region. The level of commitment from GKEDA staff , Graduate research assistants

at the Center and cooperation from companies in Kokomo suggests that we will have a successful story to tell as the

deployment continues. Student involvement at the Center is key to our vitality. As

the Annual Report will show, we continue nurture their enthusiastic participation in the Fall and Spring conferences, plant tours, interviews

with visiting managers, research eff orts, etc. We hope to continue this tradition and evolve new programs that will increase our presence in the undergraduate programs too. As all of you are well aware, decreased economic activity this past year has aff ected company sponsorship levels at the center. With aggressive cost cutting and planning, we managed to tide through the year with modest use of our savings. But we look forward to working with all of you to continue our hopes of developing a more robust fi nancing of the center, and conse-quently, growth. Please do give us a call to discuss any ideas or projects you may have – you will fi nd an eager and fl exible Center at your disposal. Thanks to all the faculty, staff and students who made this year a success. We hope to continue to partner with all of you in making the Center a vital component of your success and thus enable Krannert to continue to maintain its commitment to education and research in global supply chain management and manufacturing and technology management. Please call Mary Pilotte, Managing Director of the Center, for further details – we look forward to talking to all of you.

Best Regards

Ananth V. IyerDirector, DCMME and GSCMISusan Bulkeley Butler Chair in Operations Management

Director’s Report

2009

-201

0

Center Mission ..................... 1

Center Financials ................ 2

PartnershipAppreciation ........................ 4

Fall Operations Conference............................ 6

Global Internship India ......................................10

Center Projects ..................12

DeVos Research Highlights ............................14

Center in the News...........16

Industry Engagement .....18

Spring GSCM Conference..........................20

Student Case Competition ......................24

Student Academics...... 26

Student Involvement ......33

Engaged Faculty ...............36

GSCMI and DCMME focus on engagement with companies in problem identifi cation and study, teaching material development, professional development for interested companies and students, and sharing of best practices through meetings, conferences and correspondence between faculty and industry partners. Building on the Krannert School of Management’s outstanding reputation in the areas of operations manage-ment and logistics, the centers are ideally poised to help our corporate partners anticipate global supply chain and manufacturing manage-ment issues before they arise, diag-nose current problems, and develop best-practice solutions to the real-life challenges businesses face. In align-ment with Purdue’s learning, discovery and engagement philosophy, and through dialogue with our partners, we have identifi ed several goals that our members achieve through partnership.

VisibilityCompetition is intense for the most talented students, companies are seeking avenues to increase or sustain brand awareness among students

Student InteractionThrough high-quality and consistentinteractions organizations identify and target high-potential students for employment

VoicePartner organizations have a voice in shaping future leaders by providing guidance in course development, student programs, key events, executive speaker series and research projects

Direction The Centers manage project courses and student teams who are eager to research and analyze real problems faced by our partner organizations

Faculty Interaction Faculty members are an excellent resource for analyzing nonstandard, complex, data intensive problems faced by industry

Awareness The Centers provide valuable resources for scanning the environment for insights on trends, which is a critical component of sustainable competitiveness

Center Mission and Benefits of Partnership

MISSION & BENEFITSIN

SID

EHow can your company be part of our mission? Let’s begin a partnership today!

Center Financials

2

Upcoming EventsFall Operations ConferenceSeptember 17, 2010

Spring Global Supply Chain Management Conference & MBA Case Competition February 11, 201120

09-2

010

Income Summary2009-2010

91%

Partnership, Project & Scholarship Income

University Support

9%

Expense Summary 2009-2010

44%

Research Projects

Events & Marketing

21%

35%

Student Enrichment

The 2009-10 year certainly presented challenges for the global market, and our Centers were no exception to feeling the impact of the second year of recessionary pressure. The good news is that attention to careful fi scal management has allowed us to “ride out” this diffi cult year, while also striving to live up to the many important objectives of the Dauch Center for the Management of Manufacturing Enterprises, and the Global Supply Chain Management Initiative. Total income from all sources for 2009-10 including Center driven projects totaled $269K, off set by expenses totaling approximately $320K. While overall, giving to the Center was down, a portion of that decline was off set by a signifi cant project with the Greater Kokomo Economic Development Alliance, through generous sponsorship by the Walmart Foundation and Duke Energy. We remain excited about this unique opportunity to collaborate with the Howard County community, and are grateful to have received the fi nancial support from these key partners in the process. We hope you have enjoyed and benefi tted from of our new and improved web presence, the more frequent use of electronic “post cards” to stay connected with you, and links to paperless newsletters now launched through our website. Each of these items, along with moving towards more sustainable “e-binders” for conference events has not only helped to reduce Center expense, but has allowed us to share a greater variety of valuable information more quickly with each of you. Finally, to all of our dedicated Center Partners and the many event sponsors who assist us in accomplishing our mission of education, research and industry outreach throughout the year – we thank you, and look forward to a more optimistic and prosperous 2010-11 with you by our side.

Best Regards,

Mary Pilotte, Managing Director Dauch Center for the Management of Manufacturing Enterprises Global Supply Chain Management Initiative, Krannert School of Management

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WEST LAFAYETTE, Ind. – Purdue University’s Krannert School of Management has been ranked in a tie for the No. 9 spot among U.S. public MBA programs, according to rankings released Monday (Jan. 25) by the Financial Times. The publication lists Krannert as the highest-ranked MBA program in the state of Indiana.

Krannert’s MBA program jumped 26 spots to tie for 54th worldwide. The national ranking improved to 28th among all U.S. business schools. Krannert’s rank among Big Ten schools also rose, from ninth to fourth place, behind only Northwestern University, the University of Michigan and the University of Illinois. “I am delighted with this signifi cant improvement in Krannert’s worldwide MBA rankings,” said Richard A. Cosier, Leeds Professor of Management and dean of the Krannert School. “This impressive rankings outcome in a highly respected global business publication serves as proof that our students and alumni are among the best business school graduates in the world.” Cosier said the program will continue to be a strong investment for students worldwide. “We are particularly proud of our status as a top 10 public U.S. school,” Cosier said. “We believe that recent changes in our curriculum, which allow students to utilize their class-room knowledge in applied business settings under faculty supervision, will help make our program even stronger.” The Financial Times surveys graduates three years after they have completed the degree to assess the impact of the MBA

on their subsequent career progression and salary growth. The rankings are based on data collected from both alumni and business schools. The criteria used in the Financial Times rankings are grouped into three main areas: alumni salaries and career development, the diversity and interna-tional reach of the business school and its MBA program, and the research capabilities of each school. The Financial Times data shows that the average student who completes the Krannert MBA sees a 108 percent salary increase compared to compensation before earning their MBA. Three years after graduation, the average Krannert graduate earns $103,737. Krannert’s MBA also ranked in the top 50 schools as best value for the money, which compares salary to education and time costs in earning the degree. Krannert tied for the 54th overall slot with the Mays Business School at Texas A&M University and the Schulich School of Business at York University in Toronto, Canada. The London Business School in England ranked fi rst overall, with the Wharton School of Business at the University of Pennsylvania ranking second overall and fi rst in the United States. The Krannert School of Management off ers fi ve full-time master’s programs, two executive master’s programs and one weekend MBA option.

Writer: Tanya Brown, 765-494-2079, tanyabrown@purdue.eduSources: Richard Cosier, 765-494-4366, rcosier@purdue.eduJerry Lynch, 765-494-4388, lynch@purdue.eduhttp://www.purdue.edu/newsroom/general/2010/100125KrannertFTrank.html 1/25/2010

Financial Times ranks Purdue’s Krannert School as a top 10 public MBA program January 25, 2010

“This impressive rankings outcome in a highly respected global business publication serves as proof that our students and alumni are among

the best business school graduates in the world.” Richard A. Cosier, Leeds Professor of Management and dean of the Krannert School.

Manohar KalwaniSchool of Management Department Head

4

Partnership Appreciation

Center Partners

THANK YOUPARTNERS

Dedicated Industry partnerships are at the heart of success for the DCMME and GSCMI Centers. We thank our many distinguished industry partners for their signifi cant and ongoing fi nancial support. Our mission and the many important objectives set for the Center could not be accomplished with you! The Dauch Center for the Management of Manufacturing Enterprises and the Global Supply Chain Management Initiative provide current and new partners, students and faculty, the synergies of the two organizations working together with a shared support staff and a common structure. The goals of both are aligned and provide opportunities for students and partners involved in their specifi c interest areas of operations management, manufacturing, or supply chain. While providing generous fi nancial support, our Partners also provide us with invaluable guidance and counsel regarding current concerns and issues within industry. In addition, Partners provide employment opportunities for our students, research projects and case study materials for faculty, opportunities for plant tours, and speakers for executive sessions and conferences. The Partner relationship is designed to foster direct communication and promote mutually benefi cial relationships among industry and academic communities.

5

Event Sponsors Many companies choose to target their support to key events held throughout the year. This specifi c support is another way companies can engage and support the DCMME and GSCMI mission. We believe once you spend a day with us, you will want to come back! How can we help your fi rm become a Center Partner?

Fall Operations Conference

Rich MeyerInnovation is the best strategy for profi table growth BY ALAN SIU, MBA 2010, CENTER GA

On September 25, 2009 we had the privilege to hear from three speakers talk about Thriving Manufacturers’: Local Manufacturing Extension

Partnership Success. Rich Meyer, from the Manufacturing Extension Partnership Center at Purdue University focused his presentation on innovation of products and services as well as adapting to the market. “Innovation is the best strategy for profi table growth!” Companies have to set themselves apart from competition and react quickly to market opportunities in a bad economy. Don’t wait for customers to come knocking on the door.

Arthur W. Jasen, President of B. Walter & Co. is an amazing success story in the current economic downturn. In business for over 100 years, Arthur searched for Federal Grant Assistance during this downturn, one resource being the GLTAAC, Great Lakes Trade Adjustment Assistance Center (http://www.gltaac.org). This assistance program

provides manufacturers’ “professional expertise and fi nancial support needed to develop and implement recovery plans. Support might include market research, sales plan development, lean manufacturing, quality certifi cation, IT systems, or many other projects crucial to business success.” This program allowed the company to improve its fi nancial position. During a downturn it is important to keep your head up. “You can’t avoid the storm if your head is in the ground.” Bryston Cutter, Recruiting Manager for AIT Laboratories, spoke about how AIT Laboratories revenue has more than doubled over the last year and employee count has grown 30%. The com-pany’s success is related to its strong executive leadership, strong client satisfaction, and cutting

edge business and technology. It is important in a downturn to continue to keep customers happy as well as invest in employee training and resources.

DeVos2009-10 DEVOS Research Award Recipient Research OverviewsBY SAURABH CHOUDHURY (SONNY),

MBA 2011, CENTER GA

The Fall Operation Conference audience had the opportunity to hear from two of Krannert’s most renowned faculty and also this year’s DeVos award recipients, Dr. Vinayak Deshpande (pictured above) and Dr. Zhulei Tang (pictured top of opposite page). Both faculty shared their detailed analysis of utilizing limited resources in diffi cult situations. Dr. Deshpande spoke on capacity allocation when demand exceeds supplier’s inventory. He began with some examples in current industry that confronts these problems and the process they use to deal with it. Dr. Deshpande also talked about diff erent ways customers were manipulating the current process and the key questions that the research addressed. He then concluded his presentation with some insights of the various alternate solutions to the stated problem. Dr. Zhulei Tang spoke on ways to manage multichannel communication specifi cally targeting on advertisement via emails and catalogues. She started with diff erences between the two systems and the trade-off s that each one has. She continued her presentation with details of her research design and then de-scribed the results which were very unlike the preliminary thoughts. Professor Tang then completed her presentation talking about the impact of multichannel communication on demand and how customer history impacts future demands. Both the presentations were highly informative and enlightening to students as well as to the industry leaders. I am sure each one of us will take many insights from these presentations.

6

Entitled “Manufacturing – Thriving Through the Storm,” the annual fall event brought together nearly 90 industry, faculty and both undergraduate and graduate students from the Krannert School of Management, to share best practices, discuss existing business diffi culties and set sites on executable opportunities to create optimism across the state, and beyond. Two hallmark events took center stage at this year’s conference; the always exciting student summer internship poster competition as well as the much anticipated roll out of results from the 2009 Gear and Fulcrum – Performance and Practice of Indiana Manufacturing Firms survey. Mr. Scott Brown of Katz Sapper & Miller, LLP (KSM - a certifi ed public accounting fi rm), and Center Director, Dr. Ananth Iyer, presented this year’s analysis of the informative manufac-turing operations study. For the third year, results from the Gear & Fulcrum survey provided insight to the state of manufacturing in Indiana.

Manufacturing —THRIVING THROUGH THE STORM

EVENT SPONSORS

7

Students

Faculty/Staff

Business

Student Volunteers

Fall Operations Conference Event Participation

2005-2006 2006-2007Globally

CompetitiveManufacturing

2007-2008Supplier

Relationships

2008-2009Manufacturing

in Transition

#of P

arti

cip

ants

Pam NormanA Valuable Resources - InternsBY JENNY TVEDT, MBA 2011, CENTER GA

During the fall conference we had the pleasure to welcome Pam Norman, Executive Director of Indiana INTERNnet to Purdue

University. Ms. Norman spoke to an audience of faculty, industry leaders, and students in which she shared her experience and provided advice on how companies can create internship programs that maximize learning and minimize costs. Pam Norman joined Indiana INTERNnet in January of 2006 and is responsible for launching a statewide awareness cam-paign to inform Indiana businesses of the Indiana INTERNnet program and the benefi ts of hiring an intern. Ms. Norman stressed the importance of internship sourcing by company executives, whether it be through campus recruiting, referrals, or candidate assessments. The students also had an opportunity to learn how mentor guidance, resume critique, and professional development can aff ect their future internship prospects. We would like to thank Pam Norman for her well received presentation containing information our students and company leaders can begin to apply immediately. We greatly appreciate the time and advice Ms. Norman shared, as well as her continued support for the Dauch Center for the Management of Manufacturing Enterprises.

Jeb ConradEmpowering Community ChangeBY BRIAN BOBO, MBA 2011, CENTER GA

Mr. Jeb Conrad visited the Fall Operations Conference off ering a new vision for Kokomo, IN. The President of the Greater

Kokomo Economic Development Alliance painted a bright future for the small town. He envisions a continued expansion of industries represented in Kokomo and a decrease on the reliance of the automobile industry.

OCTOBER 2009

6

45

6

29

2009-2010Manufacturing–

Thriving Through the

Storm

A town of not quite 50,000, the Kokomo economy has revolved around the auto industry. An industry Mr. Conrad sees as a strength, not a weakness. However, he foresees a changing culture within the town, a culture of expanding industries that take advantage of the current Kokomo work-force and the small, nimble size of the city. With a commitment to manufacturing, Mr. Conrad’s strategy is to take a “long view” of business and to move beyond just the automotive industry into renewable energy and other “green” focused business. A talented, trained and experienced workforce with a commitment to manufacturing has Mr. Conrad seeing the sky as the limit for new industry in Kokomo.

Scott BrownThe 2009 Gear and Fulcrum: Performance and Practice of Indiana’s ManufacturersBY MARK WOLFRED, MBA 2010, CENTER GA

Indianapolis accounting fi rm, Katz, Sapper and Miller (KSM) sponsored the annual

“Gear and Fulcrum Performance and Practice of Indiana Manufacturers” survey lead by principal investigator, Dr. Ananth Iyer. During the Fall Operations conference Mr. Scott Brown, Partner of KSM provided an overview of their fi rm and the value this important study off ers to their client base of operations and logistics fi rms. Dr. Iyer then spoke on the specifi c results of the 2009 survey. Optimism remained high with respondents as 85% of those with a negative ROA anticipate improved fi nancial performance in the coming year. In addition, Hoosier fi rms are busy making supply chain changes. These include reductions in manufacturing and corporate staffi ng levels. Bottom and middle performing fi rms are seeing an increase need in supplier fi nancing when compared to the top performing fi rms. Many fi rms are also investigating the possibility of entering new industries. It was also noted that Indiana fi rms see globalization as having a signifi cant eff ect on fi nished goods prices, but did not report a signifi cant decrease in raw material costs as a result, unless they were top performing fi rms. These fi rms also noted new market opportunities as a result of globaliza-tion. In summary, Indiana manufacturers are facing a time of transition. If these fi rms can embrace the challenges of globalization, they will position themselves not only to survive, but to thrive in the current economic climate.

The student internship poster competition is a key function held within the annual fall operations conference. The competition was created to benefi t both industry visitors as well as students by accomplishing 3 primary objectives: 1. To demonstrate to industry visitors the caliber of summer projects that Krannert students can complete during an internship within a fi rm, and to provide an alternative resource for locating student candidates interested in operations and supply chain careers. 2. Provide an opportunity for graduate students to promote their talents and market themselves by visiting with industry and explaining their work experience. 3. Expose undergraduate and 1st-year MBA students to the variety of companies and employment opportunities they might encounter when searching for internship employment themselves.

This year twelve students consisting of seven undergraduates and fi ve MBA’s took part in the poster competition. All industry attendees had the opportunity to participate as judges for the competition. Industry judges listened and asked questions as the students shared their internship work experience and summer accomplishments.

Indiana INTERNnet Sponsor’s Choice Award Ken Ng, BS 2010Shell Refi ning CompanySHELL REFINING COMPANY,PORT DICKSON, MALAYSIA

BACKGROUND:In the summer of 2009, I joined, as a Finance intern, at one of Royal Dutch Shell’s 34 refi neries around the world. The Shell Refi ning Company at Port Dickson, Malaysia produces a comprehensive range of petroleum products, over 80% of which are consumed within the country. The refi nery produces over 150,000 barrels of crude oil each day.

OBJECTIVE:In these trying economic times, companies small and large are making an eff ort to step up cost eff ectiveness. Shell Refi ning Company at Port Dickson is no diff erent. As part of the internship, I assisted in the investiga-tion of root causes of waste within the Global Asset Management Excellence (GAME) framework, that leads to ineffi ciency and higher costs. (The GAME framework is a swim-lane chart illustrating the steps involved with proposing a maintenance execution) In addition, I was also involved with Project Kaizen in identifying any form of potential cost improvements that can be made to reactive maintenance executions, the biggest proportion of the annual operational expenditure at the refi nery.

RESULTS:Following weeks of brainstorming, we took action and further developed our GAME framework by re-delegating certain jobs to diff erent skilled individuals and creating a company wide system that better tracks all past and current job proposals. As for Project Kaizen, a team was formed to evaluate contract workers’ on-site effi ciency. This was accomplished by monitoring workers’ hourly-paid activities for each job execution, in comparison to the job’s proposed budgeted hours.

8

Student Internship Poster Competition

September 17, 2010

Next Fall Operations Conference

Undergraduate 1st placeMatthew Weirich, BS 2011ROCHE DIAGNOSTICS

Process Improvement: Non-Inventory Materials

BACKGROUND:This summer was my third internship; my fi rst at Roche Diagnostics. I completed this internship at Roche’s U.S. headquarters for diagnostics in Indianapolis, Indiana. Roche Diagnostics is a world leader in diagnostics providing innovative and cutting-edge technology to a variety of diff erent markets. The internship was in the kit packaging department working in a process improvement roll

OBJECTIVE:Non-inventory items in the kit packaging depart-ment were unmonitored, disorganized, and many were unnecessary. There was no documented procedure for holding purchasers and venders accountable and therefore the purchasing methods were highly unorganized. The objective of this project was for me to consolidate the non-inventory items, consolidate venders, and create a docu-mented, sustainable procedure for the purchasing and storage of non-inventory items.

RESULTS:In order to proceed, it was necessary to fi rst locate and document all current non-inventory items and their locations. Then a team was created to meet and consolidate that list to only the necessary items. Storage units were moved, trashed, and created and each item deemed necessary was given a set storage location. Visual controls and minimum/maximum inventory levels were set for each item at each location. Quotes were received from vendors pertaining to the new list of neces-sary items and the vendors were consolidated from 12 vendors down to 3. A documented purchasing procedure was then created and an informational presentation was given to all factory employees informing them of the changes to the non-inventory items, locations, and procedures. After leading the team through all of these changes, a sustainable end product was created for the non-inventory items. The cost savings from consolidating to only necessary non-inventory items was about $2000 a year and the cost savings by consolidating vendors added another $1000 of savings a year plus newfound purchasing power through increased volumes.

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Other competing posters:

Graduate 1st PlaceNathan Gross, MBA 2010TVS MOTOR COMPANY

A Tool to Reduce Variation in Orders to Suppliers While Minimizing Other Costs

BACKGROUND:TVS Motor Company is the third-largest 2 and 3 wheeler manufacturer in India (and the tenth-largest in the world). They make nine models of 2-wheelers (motorcycles) and one 3-wheeler (auto rickshaw). They have seven plants in three cities spread across India (Mysore, Hosur, and Himachal Pradesh). As in many companies, production planning at TVS was time-consuming, intuition-based, and required much implicit knowledge. Every month, the Operations Plan-ning group would examine sales forecasts and update their yearly rolling production plan for all models. Then they would create a three-month rolling plan for all 27 model variants and daily production plans for the following month. While the group was quite adept at developing these plans, they believed we could develop tools to speed up their process and codify some of the implicit knowledge they developed over years of experience.

OBJECTIVE:Create a tool to speed up production planning while allowing the operator to see explicitly the trade-off s between variation in orders to suppliers, inventory carrying costs, and temporary workforce costs.

RESULTS:We created an Excel spreadsheet that generated yearly and three-month production plans using sales forecasts, inventory carrying cost rates, hiring costs, productivity rates, and varying work hours. The operator can use the spreadsheet to choose points to change production levels and the spreadsheet will automatically determine production levels to satisfy sales forecasts while maintaining minimum inventory. In doing so, it allows the operator to observe the eff ect on production rates, inventory levels, inventory carrying cost, and workforce cost.

MBA Students

Nathan Gross, MBA ‘10TVS MOTORS

Dheeraj Pandey MBA ‘10CLASSIFIED VENTURES, LLC

Saideep Kolar, MBA ‘10SEARS

Afza Wajid, MBA ‘10MOTOROLA INC

Preston Lehman, MBA ‘10CUMMINS

Undergraduate Students

Maurice Cadenhead, BS MGMT ‘11DCMME/GSCMI CENTERS

Divya A. Devli, BS MGMT ‘10VARUN SHIPPING COMPANY LIMITED

Miguel Juraidini, BS IND. MGMT ‘09INGERSOLL RAND

Grace Klose, BS IND. MGMT ‘11TOYOTA MOTOR CORPORATION

Nan Lu, BS MGMT ‘11IMPRO INDUSTRIES USA INC

Ken Ng, BS ECON ‘10SHELL REFINING COMPANY

Matthew Weirich, BS IND. MGMT ‘11ROCHE DIAGNOSTICS

Project # 1

Develop insights for new business (electric vehicles/ China)

Jesus Michael Santoyo Reddy Ortega

BackgroundAn opportunity may exist for electric vehicles from China to be distributed into the Indian Market place.

Business ObjectivesTo design cost eff ective manufacturing setup and distribution logistics for Electric Vehicles in India.

Project DeliverablesProvide options regarding possible business models and a recommendation for the most appropriate manufacturing and logistics setup for this new proposed product off ering.

Global Internship

10

Project # 2

Evaluation of the Scooty Institute

Matthias Christian Caspar Siebert Rasche Plump

BackgroundFew college bound females consider 2 wheel vehicles for transportation (<5%). A barrier appears to be riding skills and access to vehicles.TVS Scooty Institute is an initiative to off er riding classes for girls at a very nominal cost.

Business ObjectivesImprove market interest of college bound females by creating awareness, riding capability and brand awareness.

Project DeliverablesEvaluate the program eff ectiveness and consumer profi le. Provide suggestions for improving the program’s eff ectiveness. Evaluate the quality of outreach programs including road safety programs off ered in schools.

Project # 3

Marketing spend eff ectiveness analysis

Daniel Kent Schwartz Van Horn

BackgroundBy product category, analyze marketing spend and evaluate the estimated benefi ts of the programs verses the realized benefi ts.

Business ObjectivesTo maximize the eff ectiveness of the spend to set direction for the future.

Project DeliverablesRecommend key metrics to maximize future benefi ts and set a direction for future planning.

The objective of this innovative and challenging global program is to expose students to best practices within India’s manufacturing sector, including those of Deming award-winning TVS Motor Company. This unique study abroad experience provides an opportunity for students to globalize their resume and problem solve in a “real life” professional context, taking the form of a consulting level project. The trip is hosted by the Dauch Center for Management of Manufacturing Enterprises and the Global Supply Chain Management Initiative, and is sponsored through the generous support of TVS Motor Company.

“As future participants in a global workforce, we have the ability to interact socially and intellectually with a nation whose economy is emerging from a labor-intensive past to a technologically advanced future, while still benefi ting from the support system of our friends and from the University.”Monica Harvey Undergraduate BS Econ 2012

11

Project # 6

Integration of information system with logistics

Mark Sobers

BackgroundMonthly orders are generated by dealers for each model, and split into weeks.

Business ObjectivesGenerate a transportation/logistics plan, informing dealers of reliable receipt of goods.

Project DeliverablesBased on the monthly orders, while considering constraints, (inventory, truck availability, credit, etc.), generate a reliable daily transportation model.

Project # 4

Buying patterns verses Customers profile - Scooty

Courtney Sheng Schwartz Tang

BackgroundInformation exists for the Scooty brand product. A wealth of information can be gained by evaluating this data.

Business ObjectivesEvaluate if the actual customer for the target design, is in fact the customer making the purchases. What do we know about the customer, and how does that align with product attributes?

Project DeliverablesDesign customer cluster profi les and compare this data to original assumptions.

Project # 5

Analyze dealership service data – Gain insights into customer complaints

Marc Gaurav Monica Kelly Vijayvargiya Harvey

BackgroundDetails exists behind dealership service data. A wealth of information can be gained by evaluating this data.

Business ObjectivesAnalyze dealership service data/complaint information to better predict quality trends and develop a proactive corrective response.

Project DeliverablesStudy the complaint information from the jobcards and using some form of model collect of “in the fi eld data,” to make recommendations.

Go Global with your DCMME/GSCMI International Internship Experience!

“India is not the easiest place for an American student to get along, but the trip was defi nitely worth it. The trip will open your eyes to a wild, adventurous land where you will learn a lot about history, culture, civilization, business, other students, but most importantly yourself. I encourage the trip for anyone who is up for an adventure, wants to see the world or just under-stand where 1/6th of the world population lives.”Daniel A Schwartz MBA Class of 2011President, International Business Club

• Unique opportunity to experience operations from a truly global perspective.

• Execute in a cross-functional team, analyze a specifi c problem and resolve it in a brief 3 week internship.

• Take concepts learned in the classroom and apply them to real life business situations.

• Experience communications and cultural in a foreign land.

Center Projects

Academic Year

12

2009-10

“Working with the Dauch Center for the Management of Manufacturing Enterprises/Global Supply Chain Management Initiative was great. They gave us insightful information that proved key to our decision-making and planning for a new business venture.”

Jeff DarlingPresidentWabash Center, Inc.

Can Wabash Center assist the community in going green?The simple answer, yes – but the opportunity comes with a long list of considerations before signing on. In spring 2010, DCMME/GSCMI graduate assistants under the guidance of Managing Director Mary Pilotte, had the unique opportunity to present to Wabash Center’s executives (http://www.wabashcenter.com/), a detailed overview of the E-Waste Recycling industry and unique operating platform. Wabash Center is a nonprofi t organization home to a number of programs and services that work to enhance the quality of life of those with disabilities or special needs. The desire to learn more about the E-Waste industry was brought forth by Jeff Darling, President and CEO of Wabash Center after learning that the greater Lafayette region might have an opportunity to develop such capabilities. After 8 weeks of research, students Manminder Singh (MBA 2011), Jenny Tvedt (MBA 2011), and Mark Wolfred (MBA 2010) presented their detailed fi ndings to the Wabash Center team. The review included:1. A “big picture” view of the industry including investment requirements and regulatory demands. 2. An in depth explanation of the E-Waste supply chain, including a video of the actual recycling and reclamation processes, and development of a model supply chain view.3. Financial considerations related to successful operations.4. Ideas related to marketing and collecting the E-Waste.5. Recommendations as to where Wabash Center could fi t into the regional industry landscape. While the materials and information shared were in no way exhaustive, the consultant level presentation left the Wabash Center team better informed regarding questions to ask and issues to resolve prior to considering next steps. The fi rst presentation also lead to a subsequent report out to a larger community audience. We thank Wabash Center for yet another opportunity to assist their team, this community, and for providing contextual learning for MBA students at the Centers involved in the project.

Obsolete Computers

Obsolete Computersin Storage

Recycling activities

consisting of collection and separation at

component level

Remanufacturing

Recyclers/Smelters(PCBs, Batteries, Glass)

CRT Manufacturers

Plastic Manufacturers

Municipal Waste Landfi ll

Hazardous Waste Landfi ll

Overview of Recycling Chain

GSCMI helps north central Indiana with emerging industries and markets

It was mid-summer 2009 and the dire situation facing Kokomo Indiana was in all the news across the state. The automotive industry was in full crisis and the long-standing relationship between industrial giants Chrysler, Delphi Electronics and the Howard county region was equally fragile. It was a random video piece launched by the BBC that brought the DCMME/GSCMI Centers, - just 45 miles from Kokomo, in contact with the extraordinary mindset of the Greater Kokomo Economic Development Alliance (GKEDA) team. They were on a mission to help revitalized their community, and under the leadership of GSCMI Director, Dr. Ananth Iyer, a great story of collaboration between academia, industry and community was about to unfold. Dr. Iyer had a vision of helping fi rms and communities look at themselves in terms of capabilities rather than their existing products or markets. Jeb Conrad, CEO and President agreed that the idea of “Supply Chain Transformation” had met the right community at the right time. The Alliance and GSCMI began developing the idea of creating an Economic Development Supply Chain Transformation tool, in which local capabilities could be viewed under new light and matched and/or easily adapted to emerging industries such as alternative energy, medical devices, food processing, warehousing and the next generation of advanced manufacturing. With generous funding from the Walmart Foundation and Duke Energy, the project was launched in late fall 2009, and fi rst prototypes were shared with the GKEDA team spring 2010. The completed project, scheduled to wrap up in July 2010, will deliver a functioning industrial community capability database, such that GKEDA can quickly represent their com-munity and it’s valuable resources through a variety of lenses and views. The overall project objective is to increase opportunities for new business development in Howard County and the greater Kokomo region. In the words of the GKEDA team, “This program will set GKEDA apart assisting in distinguishing our community from others we compete within economic development.”

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“Partnering with the Purdue Dauch Center for the Management of Manufacturing Enterprises will allow GKEDA to provide our suppliers in-depth information critical to business attraction, while showcasing the level of qualifi cations of our existing manufacturers. The results from this program will also identify potential opportunities for targeted business attraction and connect our existing industries to emerging markets, such as alternative energy. This program will set GKEDA apart assisting in distinguishing our community from others we compete within economic development.”

Jeb Conrad President & CEO Greater Kokomo Economic Development Alliance

Jan Hendrix Vice President Greater Kokomo Economic Development Alliance

Don McCreary Director and Program Manager Entrepreneurial Education Inventrek Technology Park

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DeVos Research Highlights

The Doug and Maria DeVos Faculty Summer Support Award in Global Supply Chain Management has generously awarded $25,000 to two faculty each year in support of themes revolving around Global Supply Chain Management. This research is conducted over the summer academic break. This important sponsorship has been funded since 2005 and has benefi tted a diverse set of faculty from across Krannert School of Management. Without these vital funds, chosen faculty would have been unable to carry out their important mission of looking at Global Supply Chain Management thorough a rigorous academic lens, innovating new approaches and applying fresh solutions. Each year, the research style has varied from theory development, to empirical research based on primary or secondary data sets. While the primary purpose of the research funding was aimed at enabling faculty to pursue their research agenda which complements GSCMI’s mission, additional incentive has been provided to researcher willing to broadly commu-nicate the results of their summer work to DCMME/GSCMI Center partners through the annual Fall Operations Conference. The summary of researchers and their DeVos Research overviews that follow are a tribute not only to the academic capa-bility that can be found at the Krannert School of Management, but also to the entire DeVos family, for which this work is dedicated. We are proud to have been the guardians of the DeVos Faculty Summer Support Award in Global Supply Chain Management for its 5-year term, and are equally proud of the strong works that were born due to the DeVos’s family leadership in promoting research in the fi eld of Global Supply Chain Management studies.

Summer 2005-06 DeVos Award Recipients (Co-Researchers)

Vehicle Routing Optimization

Yanjun Li Associate Professor of Management

Ph.D., Operations Research, Carnegie Mellon University

MSIA, Operations Research, Carnegie Mellon University B.S., Applied Mathematics, University of Beijing

5 Years of Research Support (2005-2010)

A Retrospective and Tribute to the Doug and Maria DeVos GSCM Summer Research Awards

Mohit Tawarmalani Associate Professor of Management

Ph.D. Industrial Engineering, University of Illinois

M.S., Industrial Engineering, University of Illinois

B.S., Mechanical Engineering, Indian Institute

Summer 2006-07 DeVos Award Recipients

Valuing Timeliness in Global Supply Chains

David Hummels Professor of Economics

Ph.D., Economics, University of Michigan, 1995

M.A., Economics, University of Michigan, 1992

B.A. summa cum laude,Political Science and Economics

Over half of U.S. exports and a third of U.S. imports arrive in the market via air cargo, despite the fact that air shipping is many times more expen-sive than ocean shipping. Hummels uses international trade data with modal detail to estimate a willing-ness to pay for speed equal to nearly 1 percent of a manufactured goods value for every day saved in transit. We examine two key hypotheses: One, rapid transportation provides fi rms with a real option to manage demand volatility. Two, rapid transportation allows fi rms to closely link stages of production in global supply chains.

Many companies face the situation where organic growth over time can lead to ineff ective or ineffi cient logistics networks. These networks may also be robbingfi rms of improved customer service while keeping transportation costs unnecessarily high. The purpose of this research is to take a case study in the furniture industry and examine opportunities for logistics routing optimization which will lead to main-tained or improved customer service while also reducing overall network costs.

Impact of Bid Revelations in Procurement Settings

Karthik Kannan Assistant Professor of Management

Ph.D., Information Systems, Carnegie Mellon University

M.S., Electrical and Computer Engi-neering, Carnegie Mellon University

M. Phil., Public Policy and Manage-ment, Carnegie Mellon University

B.E., Electrical and Electronics Engineering, REC

There is an interest in understanding the implications of information policies in procurement contexts. The informa-tion policy chosen aff ects the suppliers’ bidding behaviors and, in turn, the procurer’s surplus. In this work, there is focus on some of the key aspects of the procurer’s decision problem not considered in prior works, and contrib-ute to the growing body of knowledge that provides insights helpful to a procurer in electronic marketplace in choosing the appropriate policy.

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Summer 2007-08 DeVos Award Recipients

Global Supply Chain Management with Unknown Demand Distribution

Arnab Bisi Assistant Professor of Management

Ph.D., Mathematics and Statistics, Hong Kong University

M.S., Statistics, Indian Statistical Institute

B.S., Statistics, University of Calcutta, India

Because global supply chain man-agement usually involves a plethora of countries, it usually comes with a plethora of diffi culties that need to be dealt with appropriately. In this research we study the optimal procurement, distribution and pricing policies for managing global supply chains of both seasonal and non-seasonal products.

Website Features and Online Shopping: How Technology Usage Impacts Consumer Demand

Yu Hu Assistant Professor of Management

Ph.D., Management Science, M.I.T.

M.S., Economics, University of Wisconsin-Madison

B.S., Finance, Tsinghua University

With increased investment in website technologies comes the responsibility to provide economic justifi cation. Does consumers’ technology usage have an impact on consumer demand? Does consumers’ usage of diff erent tech-nologies lead to diff erent purchasing patterns?

Summer 2009-10 DeVos Award Recipients

The Impact of Retail Competition and Correlation of Capacity and Allocation in Decentralized Supply Chains

Vinayak Deshpande Assistant Professor of Management

Ph.D., Operations Management, Wharton School

M.A., Managerial Economics, Wharton School

M.S., Operations Research, Columbia University

B.S. Tech, Mechanical Engineering, I.I.T. Bombay

Management Science has provided some guidelines about the allocation of scarce capacity and inventory in centralized supply chains. Cachon and Lariviere is the one of the fi rst papers in supply-chain literature to examine capacity allocation in a decentralized supply chain. This research will examine the same basic model, but from the perspective of the supplier, to provide insights into the decentralized allocation problem from a supply-chain perspective.

Managing Multichannel Communications: A Field Experimental Study of Emails and Catalogs

Zhulei Tang Assistant Professor of Management

Ph.D., Information Systems, Carnegie Mellon University

M.S., Industrial Administration (Information Systems)

M.A., Economics, Boston College

B.A., Economics, Peking University (China)

Today, most fi rms employ multiple channels to interact with their custom-ers. Firms increasingly use emails, telephone, TV, and catalogs to reach their customers. This trend has cre-ated a challenge for fi rms to allocate their resources to multiple channels to achieve the highest profi ts. The results from research will help guide understanding in the diff erent eff ects of emails and catalogs on consumer demand.

Summer 2010-11 DeVos Award Recipient

Disorganization and Diversifi cation in Global Supply Chains

David Hummels Professor of Economics

Ph.D., Economics, University of Michigan, 1995

M.A., Economics, University of Michigan, 1992

B.A. summa cum laude,Political Science and Economics

We propose to study the evolution of global supply chain complexity at industrial and economy-wide levels. We will examine how the extent and growth of that complexity is a response to the competing impera-tives of comparative advantage and diversifi cation, and also examine whether highly interconnected global supply chains dampen or heighten the international transmis-sion of business cycle shocks.

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Center

There are some indications that the economy

is making a rebound from the recession.

But the road ahead is long and promises to

be rough. Some companies won’t survive.

A conference Friday at Purdue University’s Kran-

nert School of Management focused on helping

manufacturers fi nd their way through these

diffi cult times. The conference attracted approxi-

mately 50 people. “The best of manufacturing

gets brought out when you’re up against a crisis.

The eff ort is what we’re looking at,” said Ananth

Iyer, director of Krannert’s Dauch Center for the

Management of Manufacturing Enterprises and

the Global Supply Chain Management Initiative.

IN THE NEWS

An annual survey that examines Indiana’s manufacturing industry confi rms what many Hoosiers already know—the recession has impacted the sector. However, the fourth annual “Gear and Fulcrum: Performance and Practice of Indiana’s Manufacturers” survey also shows the vast majority of Indiana manufacturers—about 95 percent—are optimistic about the future, expecting steady or improved results in 2010. The survey, commissioned by Indianapolis-based account-ing fi rm Katz, Sapper & Miller, reports more than half of the 3,800 respondents believe the recent economic downturn had a signifi cant, negative impact on sales volume. In fact, study leaders say 175 of respondents to past surveys are no longer in business. “I think [the survey] is critical; when things are good, success can hide some problems. [In the current economic environment], I think the companies that don’t make changes won’t survive,” says Scott Brown, Partner-in-Charge of the Manufacturing and Distribution Services Group at Katz, Sapper & Miller. “It’s heartening that the majority of respondents are looking optimistically toward the future and thinking things are going to get better—presumably because of the changes they’re making in their businesses to make things better.” “Overall, manufacturers seem to be doing what it takes to try to survive this recession,” says survey principal inves-tigator Ananth Iyer, Susan Bulkeley Butler Chair in Opera-tions Management at Purdue University’s Krannert School of Management. “Times have been tough, but our read is that manufacturers are pulling themselves up from their bootstraps

and trying to fi x it themselves. So, when things turn around, the hope is it will be a brighter day.” Iyer says the sector, un-doubtedly, had to maneuver a bumpy road in 2009, including decreased sales volumes, tightening credit and lower selling prices for fi nished goods. However, one purpose of the study is for the sector to benefi t by sharing best practices, which organizers say are even more valuable in a tough economic environment. While the study’s top performers have several characteristics in common, Iyer believes their most important “best practice” is globalization. “One piece that stood out very distinctly is that [the top performers] had a global focus in two directions: they looked at sources for inputs, but they also looked for global markets,” says Iyer. “I think the reality is that even fi rms that are not very large should think about ways they can take advantage of global opportunities—both as buyers and as sellers.” One adjustment Iyer recommends as the sector emerges from the economic downtown is deeper collaboration—”both upstream and downstream.” He says advancing technology allows collaborators to exchange ideas without visiting in person, which also cuts the cost—an impor-tant factor when budgets are tighter than ever. “Even though times this year are tough, we think if the respondents are right, things are going to get signifi cantly better fairly soon,” says Iyer. “I think tough times bring out the best in management, and I hope manufacturers in Indiana show the rest of the country—and the world—that they can, in fact, compete, and that they’re very eff ective business managers here in IndianaSource: Inside INdiana Business

Study: Hoosier Manufacturers Feel Optimistic About 2010

Keeping an eye on the future, while dealing

with existing conditions, was cited more than

once as a vital ingredient in success in manu-

facturing.

B. Walter & Co. was founded in Wabash

in 1887 and originally manufactured wooden

wagon wheels. Three years ago the company

sold the portion of its business that supplies

wood products to the furniture industry. Now it

concentrates on its metal stamping work. That is

part of a survival plan that includes getting lean,

improving its fi nancial position and shedding

non profi table items. “We found some work that

was non-automotive related. That was a key to

our profi tability,” said B. Walter president Arthur

Jasen. “We have several new products in the

pipeline. We’re still a very small company, so for

us to move forward takes a long time. The com-

panies that take the time to make themselves

stronger will be a success. You must move

forward.”

Purdue’s Manufacturing Extension Partnership

Center provides programs and funding possibili-

ties that can help companies plan for growth,

even during down times. “Companies that are

successful anticipate those threats,” said Rich

Meyer, business growth services leader with the

manufacturing partnership center.

Indianapolis-based AIT Laboratories recruits

the West Lafayette campus heavily for potential

employees. The company specializes in provid-

ing laboratory testing for the pain management,

forensics and pharmaceutical industries. “We

count our lucky stars every day that we’re in the

business we’re in,” recruiting manager Bryston

Cutter said. “It isn’t like this everywhere. It won’t

be like this forever.” What’s going to be next?”

Cutter said. “How can we diversify ourselves?

Growing at this rate ... we’re making sure we

keep up with other companies our size.”

By MAX SHOWALTER • Journal & Couriermshowalter@jconline.com • September 26, 2009

Manufacturers sort through what works best in diffi cult times

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The Greater Kokomo Development Alliance (GKEDA) has received more than $82,000 from the Walmart Foundation for a program to link businesses and increase economic development. The “Linking Supply Chain Management with Emerging Economies” is a partnership with Purdue University’s Krannert School of Management’s Global Supply Chain Management Center. GKEDA President Jeb Conrad says it will provide a unique tool for existing and new business recruitment.Source: Inside INdiana Business

KOKOMO, Ind. – December 2009 – The Walmart Foundation awarded the Greater Kokomo Economic Develop-ment Alliance (GKEDA) $82,500 for a program designed to link businesses and increase economic development. The grant will help fund the “Linking Supply Chain Management with Emerging Economies” project, which is managed in partnership with Purdue University’s Krannert School of Manage-ment’s Global Supply Chain Manage-ment Center. The project being funded started as a research idea between two faculty members, Professor Avi Kak and Dr. Ananth Iyer, but evolved into a partnership with GKEDA through the enthusiasm and eff orts of Jeb Conrad, president and CEO of GKEDA, and the coordination eff orts of the Managing Director of the Global Supply Chain Management Initiative, Mary Pilotte. “The Alliance is excited about leading this partnership program that will pro-vide us with a unique and distinguishing tool for both existing and new business recruitment,” said Jeb A. Conrad.“We

Kokomo Launches Supply Chain Linking Initiative

InsideINdianaBusiness.com Report

could not launch this program without the commitment from the Walmart Foundation, Purdue University and the City of Ko-komo.” “This is a key program that will continue the eff ort to move Kokomo to-wards diversifying our economy,” stated Mayor Greg Goodnight, City of Kokomo. “The city is appreciative of the Walmart Foundation investment, and supports GKEDA and Purdue University for their leadership on this project.” “Walmart is pleased to support the Greater Kokomo Economic Development Alliance in this program,” said Jason Wetzel, senior manager of public aff airs for Walmart in Indiana. “Linking businesses to valuable resources within the community and else-where strategically assist in economic development. This is Walmart’s way of continuing to serve the community by giving back to help build a strong economic business infrastructure.”… …“The Global Supply Chain Management Center at Purdue’s Krannert School of Management is honored to have the opportu-nity to forge a deeper relation-ship with the GKEDA and the business community around the Kokomo region,” said Dr. Ananth Iyer, Susan Bulkeley Butler Chair in Operations Management and the Director of Dauch Center for the Management of Manufac-turing Enterprises and Global Supply Chain Management Initiative at the Krannert School of Management. “The partner-ship that has unfolded between our Centers, and Jeb Conrad’s team has provided rich insights into economic development issues and opportunities

to engage students and faculty from Purdue University and the Krannert School of Management, to assist in the economic success of local communities. The fi nancial support of the Walmart foundation in forging such partnerships is deeply appreci-ated.” Walmart State Giving Program Contributes More Than $837,500 in Indiana. Within the last year, the Indiana State Giving Program awarded more than $837,500 to local organizations such as Salvation Army, Down Syndrome Indiana, Indiana Recycling Coalition, Keep Indianapolis Beautiful, Tri-State Food Bank, FBI/AFCA Child Identifi cation Program and the Greater Fort Wayne Chamber of Commerce.

Kokomo Launches Supply Chain Linking Initiative - Newsroom - Inside INdiana Business... Page 2 of 2http://www. insideindianabusiness.com/newsitem.asp?ID=39111/22/2010 2:44:56 PM

OSCO Visits SIA BY MARK WOLFRED, MBA 2010

In October, a group of un-dergraduate students from the Krannert Operations and Supply Chain Organi-zation (OSCO) toured the Subaru of Indiana assembly plant in Lafayette, IN. The tour provided a comprehensive view of how Subaru assembles their vehicles. From stamping of the steel coils to welding of the body to painting of the components, visitors were able to see how these processes came together in this world class assembly line. Keen observers also noticed Subaru’s commitment to the environment through its reduced emissions and waste dis-posal systems. Lastly, Subaru’s quality testing department ensures that its vehicles on the road are held to some of the highest standards in the industry. SIA allows Lafayette, Indi-ana to be home for one of the premiere automotive plants in the country and OSCO greatly appreciated the opportunity to learn from this road trip.

Oshkosh Meets OSCO BY YOUJUNG KIM, UNDERGRADUATE BSIM 2011

There was a great opportunity provided for Krannert students at Purdue University on October 28th, to partici-pate in a company information session with the Oshkosh Corporation. Oshkosh is one of the leading manufacturers in the markets of defense, fi re and emergency, concrete placement and refuse hauling equipment. There were about 20 students who attended the event, along with staff members from Krannert and a few students who were Co-ops for Oshkosh in the past. Mr. Bob Murkley, plant manager from Oshkosh, was our guest speaker. He spoke in-depth regarding the company, what kind of businesses they focus on, and how they have grown over the years. Mr. Murkley mentioned the impor-tance of team work and how much the company values their employees and their quality of work. As mentioned on the Oshkosh company website, Osh-kosh builds and designs the world’s toughest trucks with diff erent specialties and truck bodies. They build the best equipment by getting to know the people who use them.

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The undergraduate Operations and Supply Chain Organization (OSCO) and the Dauch Center for the Management of Manufactur-ing Enterprises would like to give special recognition and thanks to Mr. Bob Murkley for taking time from his busy schedule to meet with us here at Purdue. The entire group was very impressed with Oshkosh, and we hope to have opportunities in the future to learn more about them!

John Deere: A Company’s History Setting the Stage for its Future BY SAKETH CHINNI, MBA 2011

Anyone out at Krannert in the wee hours on November 20th, would have wondered what this group of 25 people were doing out at 5:45 am on that cold and misty morning. While that morning was frosty and uninviting, the trip to John Deere’s facilities proved to be anything but. The friendliness and warmth shown by the hosts, the glimpse into the large scale operations conducted at the Davenport Works and Harvester Works facilities, and the chance to hobnob with several senior executives, was more than enough reward and left all of us leaving innervated, happy and content about a day well spent. At Davenport Works, the Factory Manager Derek Boudreau and his team gave us an overview of John Deere and the Davenport Works facility. Some of their core competencies are in Heavy Plate Thermal Cutting, Fabrication and Precision Machining. We saw how John Deere focuses on capitalizing on their core skills by only manufac-turing specialized or unique components that go into the vehicles they produce.

Industry Engagement

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At the end of the day, the one thing that really stuck with us was the passion that we saw not just in current employees but also in retirees and even visitors. It showed us the importance of developing a brand and then living up to it. The insights gained and lessons learned from this trip encompassed a wide variety of areas and is an experience we are not going to forget anytime soon.

Green and Yellow – It Must be Deere Country BY BENJAMIN CROCKETT, MBA 2011

People from nearly every corner of the world associate the green and yellow Deere with farming and agriculture in general, but also often think of quality and consistency. The legacy of John Deere is rich, and the traditions of excellence continue. A group of over 20 of us from Krannert were recently granted a rare glimpse of just a few of the operations that make Deere so great, and were privileged to hear insight from both executives and key operations leaders who illustrate excellence in leadership, including Sam Allen – CEO (also a Purdue Graduate). After a few hours within walls of the Davenport and Harvester Works factories it was apparent that the focus on safety, qual-ity, delivery and effi ciency is as robust as it has ever been. In the face of other corporations failing to effi ciently utilize a UAW workforce, Deere has maintained very positive relationships with the UAW and has profi tably negotiated contracts for many years, culminating in the most recent contract that will last until 2015. Additionally leaders at Deere have worked in step with the UAW to implement incentives that create a drive to maintain a safe and effi cient workforce. While Deere admits that opportunities abound to make improvements, the momentary look we had was remarkable and for that glance we at Krannert are grateful. Thank you John Deere!

Mark Wolfred Center Graduate Assistant MBA 2010

Mark Wolfred completed his MBA at Krannert with a concentration in Operations and Finance. He graduated from Purdue University with a Bachelor of Science in Industrial Engineering in 2006. Following his undergraduate studies, he went to work at Bastian Material Handling in Indianapolis. Upon graduation Mark will join Shell Oil Com-pany with a full-time position.

Local Manufacturer Opens its Doors to Krannert Operations Club BY PRESTON LEHMAN, PRESIDENT,

KRANNERT OPERATIONS CLUB, MBA 2010

In October, the Krannert Operations Club had the opportunity to tour the Caterpillar Large Engine Center (LEC) in Lafayette, Indiana. The facility is the home of the new C175 engine and the 3500 and 3600 series engines. Members visited with senior manufacturing engineers at Caterpillar and took a two hour tour of the shop fl oor. The group saw the machining department, C175 assembly line, 3500 and 3600 assembly lines, and the newly designed paint department. The Krannert Operations Club would like to thank Caterpillar for the opportunity to visit their impressive facility and opportunity to see a world-class manufacturing operation up close.

Exceeding Expectations – FedExBY PRESTON LEHMAN, PRESIDENT,

KRANNERT OPERATIONS CLUB, MBA 2010

On March 25th, 2010, the Krannert Operations Club had the privilege of touring FedEx’s Hub at Indianapolis International Airport. The facility is FedEx’s second largest in the world and about 20 Krannert students – MBA’s and undergraduates attended the event. The students showed up at nearly 11 pm and toured the inbound and outbound operations, sorting department, air traffi c controller tower, control room, and other departments until the wee hours of the morning, returning to Purdue at about 3 am. All the students were very impressed with the world-class operations of FedEx. After the tour, students had the opportunity to meet with senior level managers at FedEx and ask questions about their opera-tions. The Krannert Operations Club would like to sincerely thank FedEx for the great opportunity to tour their facility, and sincerely hope this tour can become an annual event to benefi t both.

EVENT SPONSORS

Spring Global Supply Chain Management Conference

As renewable energy policy hits center stage with news of $3.4 bil-lion dollars in government support, many were wondering how this emerging “clean energy economy” would unfold. What will this surge in funding mean to the alternative energy sector, and equally impor-tant – how will those changes impact more traditional industries and the customers they serve? The Dauch Center for the Management of Manufacturing Enterprises and the Global Supply Chain Management Initiative hoped to help create a climate of curiosity as they shared with conference participants the issues and best practices across industries and around the world.

On Thursday, February 11, the evening before the conference, the Net Impact Club with funding from Purdue CIBER and GSCMI, screened the movie “Garbage Dreams.” Over 40 students and faculty attended the event and a lively discussion followed. The movie, a documentary set in Cairo, focused on the role of a garbage collecting community that has existed for over 100 years and has a recycling rate of over 80%. The city, in an attempt to modernize, is moving to automated garbage picking trucks with single stream collection and a recycle rate of 20%. The issues discussed included the friction caused when automation replaces a labor intensive industry in a location with low labor costs.

On Friday, February 12, the main event began with nearly 240 industry leaders, researchers, fi eld practitioners and students gathered to exchange perspectives on the conference theme, “Powering the Global Supply Chain.” Keynote speaker Peter J. Walters, Vice President Purchasing& Distribution off ered a unique perspective on how Saint-Gobain Containers is supplying solutions to the major challenges of energy savings and protecting the environment. Leaders from a range of industries joined in to share their fi rm’s insights and perspectives. The event is hosted annually by the Global Supply Chain Management Initiative (GSCMI), and co-hosted through support from Purdue’s Center for International Business Education and Research (CIBER).

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POWERING the Global Supply Chain

Panel 1 Ed Weston, Great Lakes WIND Network

Why Wind?

BY MARK WOLFRED, MBA 2010, CENTER GA

Ed Weston, director of Great Lakes Wind Network (GLWN), kicked off the conference with a discussion of the wind energy industry sector. He began his presentation by illustrating the tremendous growth rate in electrical capacity created as a result of wind turbine generators. In fact, the world has over 160,000 Megawatts installed, or enough power to supply 40 million homes. Leading this surge in power is China, which installed over 34% of 2009’s new capacity. Why would one want to invest its business into the wind energy? Well, as Mr. Weston pointed out, wind will represent 20% of the energy on the electric grids by the year 2030. In fact, the wind market anticipates an annual growth rate of over 20% for the next fi ve years. Further driving this growth is state legislation. Currently, twenty-nine states have passed laws mandating utilities to have a minimum level of their power supplied by alternative energies. With wind being the most cost eff ective new energy at this point in time, it’s a logical conclusion that wind will continue to rise in importance.

Unfortunately, the U.S. still imports a majority of the turbines running in the market today. While

this is concerning from a balance of payments viewpoint, it also represents an opportunity for

the U.S. market to grow. Wind Energy represents an exciting new industry with signifi cant growth potential.

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Yet, in order to capitalize on its value in the United States, more information needs to be obtained from and shared across all stakeholders. Companies such as Great Lakes Wind Network represent an invaluable source of knowl-edge. Those who choose to utilize this pool of information will have positioned themselves for success.

Dr. Karl-Heinz Mertins, John Deere Renewables

Wind is Global

BY JENNY TVEDT, MBA 2011, CENTER GA

As part of our annual GSCMI conference, we had the privilege to hear from Dr. Karl Heinz Mertins, the Director of Technologies and Operations at John Deere Renewables.

He spoke about the future of wind energy and specifi cally addressed the three challenges facing this new, fast growing industry: the global supply chain, logistics, and quality. In 2009, the U.S. experienced strong growth in wind generation and constructed more than 9,000 wind turbines to avoid 62 million tons of CO2. John Deere Renewables utilized their core competencies in supply chain, techno-logical expertise, real-estate development, and market assessment to integrate business processes successfully in the wind industry. The synergy between green energy, co-existing with agricultural land use remains a signifi cant relationship between John Deere Renewables and constructing new wind farms. With continued growth in the wind industry and the global supply chain inherent in the successful execution of wind energy business processes, John Deere Renewables and Dr. Mertins will remain at the forefront of technology and value creation. We thank Dr. Mertins for sharing his innovative ideas and best practices with the participants.

“The annual Global Supply Chain Management conference adds real value, with a timely focus provided by real supply chain professionals working closely together with promising students to provoke thought and discussion regarding extracting bottom line results in cost and service.”Peter J. WaltersVice President of Purchasing and DistributionSaint-Gobain Containers

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Tom Schmitt, Federal Express

The Currency of Sustainability BY SAURABH CHOUDHURY (SONNY), MBA 2011, CENTER GA

Spring Conference attendees had the honor to hear from Tom Schmitt, Chief Solution Offi cer of Federal Express. Mr. Schmitt spoke about

the impact of sustainability on the global supply chain and specifi cally talked about three key steps that FedEx has taken to bring sustainability: leading in currencies that matter, effi ciency in transportation and global citizenship. Mr. Schmitt spoke about the diff eren-tiating strategy that FedEx is currently implementing and how this strategy is a selling point to their customers. The three benefi ts that FedEx emphasizes to their customers are ‘time’ or the speed with which they deliver, ‘value’ for money and ‘sustainability’ in using FedEx services. FedEx is able to bring effi ciency in their transportation logistics by using fuel-effi cient planes and hybrid trucks. Today customers around the world need to know the exact amount of carbon emission at every stage of their process and FedEx has been able to off er this service through their global citizenship initiative. Considering sustainability as one of the important evaluation metrics has helped companies such as FedEx bring value to their customers. Leaders such as Tom Schmitt will defi nitely help organizations create a cleaner, healthier world and at the same time bring value to their stakeholders.

“I really enjoyed the GSCMI Conference. I had the opportunity to volunteer with the case competition fi nalist groups. I was able to learn about issues aff ecting global supply chain, which I had no previous knowledge. I witnessed top executives of companies like Saint-Gobain Containers and Fed Ex discuss global supply chain and sustainability initiatives. Attending this conference introduced me to the Center and global supply chain. I look forward to applying what I have learned into a future career in Human Resources.”

Tanesha Q. McElroy Master of Science in Human Resources Management, Class of 2011

Panel 2 Keynote Speaker Peter J. Walters, Saint-Gobain Containers

Procurement Value in Powering the Global Supply Chain BY SAKETH CHINNI, MBA 2011, CENTER VOLUNTEER

As the VP of Purchasing & Distri-bution at Saint-Gobain Containers Inc. (SGC), Peter J. Walters was the right person to give us the inside perspective on how incorporating procurement best

practices helps drive value for companies. At the outset, he mentioned “Without a good diverse ap-proach, supply chain doesn’t work” and throughout the presentation, he shared with us his insights and experience, showing how SGC was able to harvest tremendous savings in the process. For instance, by increasing the amount of recycled glass content to 90% at one of their glass bottle manufacturing plants, SGC has been able to obtain a savings of 45% in energy costs alone. Two of the key factors that SGC communicated are instrumental to the success of delivering savings, are getting the best people and the best technology and putting them to work at the right time in the right manner. Mr. Walters emphasized the importance of hiring right and how integrity, intellect and energy can go a long way to driving value for a company. One key learning he shared with us was how purchasers must be business partners and the inherent importance of getting procurement teams involved early in the process, right from the RFP phase itself. The presentation demonstrated to the conference audience how best practices help not only in driving value for the company through increased savings but also by protecting the environment. Most importantly, Mr. Walters showcased and drove home the impor-tance and the dynamic and holistic nature of procurement in today’s business environment.

Saurabh Choudhury Center Graduate Assistant MBA 2011

Saurabh Choudhury is currently working on his MBA at Krannert with a concentration in Operations and Strategy. He graduated from Sikkim Manipal University with a Bachelor of Technology in Computer Engineering. During the summer of 2010, Saurabh will be working at Praxis Management Consulting as an intern.

23

Panel 3 Annetta Davis, ENERDEL

Technology Powering the Supply Chain BY ALAN SIU, MBA 2010, CENTER GA

Annetta Davis, Military/Aero-space Program Manager at ENERDEL spoke about developing technology to serve global markets with energy storage solutions in

the form of large format lithium ion batteries. ENERDEL is an Indiana based company focusing on manufacturing of commercial-scale automotive-grade lithium-ion battery systems. They have set a goal to power cars via lithium-ion battery system that can be charged in as little as 15 to 20 minutes per day. The future of the global lithium battery market is forecasted to increase substantially from $2 million to $66 billion in 2020 with target markets of transportation, energy storage, government, military, and aero-space. ENERDEL has developed an infrastructure to capture the market, by partnering with Mazda and Ithochu to develop a smart grid integration. In August 2009, EnerDel received $118.5 million in federal grant funding. ENERDEL’s battery in electric vehicles can last approximately 65% longer than a hybrid electric vehicle. In addition, ENERDEL’s batteries have a zero landfi ll goal with many of its components recyclable. With the technology in place and strategic partnerships around the world to develop their infrastructure, ENERDEL seems primed to be the leader in energy storage solutions for many years to come.

Chad Martin, Purdue University

Renewable Energy – Powering the Hoosier Supply Chain BY MARY PILOTTE, CENTER MANAGING DIRECTOR

Chad Martin, a valuable campus resource working with communities across the state via the county extension offi ce, promotes education and industry awareness for small and large wind energy. He also works to improve farm energy conservation and explore applications for biofuels and biomass.

Mr. Martin shared how Renewable Energy Extension eff orts involve bringing cutting edge research to meaningful application across the region. In his presentation, he pointed out that all four energy production components should be put to work in Indiana. Indiana establishing a wind energy policy to help promote development of wind farms was cited as an example of how policy must lead development for our state. As consumers of various energy sources, we can help promote alternative energy by encouraging our leading government offi cials to write policies that help make Indiana an alternative fuel friendly state. Chad also highlighted the signifi cance of these developments to the state economy. Using wind energy again as the example, and quoting the U.S. Department of Energy, it is estimated that nearly 1,550 short term construction jobs, and 250 long term “peripheral jobs” can be attributed to each 1000 MW of new wind development. With the uncertain economy creating instability in the job market for many Hoosiers, alternative energy may be a true “alternative” for the prosperity of Indiana, as well as many other Midwestern states. The entire conference audience enjoyed learning about the signifi cant renewable energy resources on campus at Purdue, and the GSCMI Center looks forward to future opportunities to network with the local extension professionals as well as the Energy Center at Discovery Park.

1st PLACEFIRST PLACE • $5,000 • University of Minnesota - Gopher Team Meifeng Liu, Goodwin Sonstegard, Ya-Hui Huang and Sally Mills

24

The 2010 GSCMI conference entitled Powering the Global Supply Chain, provided an opportunity to bring together students, company representatives and faculty to discuss the operational issues around sustainability and alternative energy. The conference also invited students from schools with MBA Programs around the globe to participate in the 5th annual MBA case competition. Case competitions are not only a fun way to test developing business acumen, they are growing increasingly popular across MBA programs and students. The Krannert School of Management and the GSCMI Center is proud to be leading innovation in operations and supply chain case materials with our unique competition. In this year’s competition, there were big schools and small schools, schools from the Midwest to the Northeast, domestic schools and international schools who submitted their entry into the prestigious competition. A total of 28 teams registered, 23 teams created Phase 1 case solutions, and an elite group of 6 teams were left standing with an invite to Phase II, which involved receiving more case materials and having less than 24 hours to prepare a new solution. The 6 fi nalist teams were then challenged to present their fi ndings in front of the entire conference audience of over 200 attendees! All students invited to the com-petition, as well as the many Krannert Operations Club student volunteers had their resumes presented to all industry attendees, providing for a tremendous career networking opportunity. During the fi nal presentations, industry judges challenge each team’s solution with a round of questioning and teams were evaluated on their ability to eff ectively present and defend their solutions. In the end, the two competing University of Minnesota teams placed fi rst and second, proudly followed by the all fi rst year MBA student team from Purdue. Prize winners took home a total of $8,000 in prize money along with bragging rights until the 2011 conference and MBA Case Competition.

Student Case Competition

Case Overview The fi ctitious case used in the competition, loosely developed from issues faced by bottle manufacturing giant Saint-Gobain Containers, depicted a company faced with serious challenges as they evaluated the supply chain implications for increasing recycled glass content in their bottle making process. Concepts merging the trade-off s between sustainability and operational effi ciencies presented students with an opportunity to exercise their

knowledge of the core issues, all relevant to current discussions

in Krannert and the world news around us.

The 2010 case located students inside a company with a rich history of producing product with raw materials and processes

that are in many ways – as old as time – glass making. The

top three teams with the most compelling solutions received cash

awards for their eff orts, thanks to the generous sponsorship of Caterpillar, Chevron, Eaton Corporation, John Deere, Purdue CIBER and Unilever.

Thank you MBA Case Competition

Sponsors!

SECOND PLACE • $2,000 • University of Minnesota - Team 2 Andrew Wallmeyer, Jake Horak, Abby Sugahara and Lucas Kinzel

THIRD PLACE • $1,000 • Purdue University - Boilermaker Team Saurabh Choudhury (Sonny), Daniel Schwartz, Anju Oommen, and Scott Nickerson

25

Spring Global Supply Chain Management Event Participation

Students Faculty/Staff Business Student Volunteers

2005-2006Intellectual

Property

2006-2007Sustainability

2007-2008Risk

Management

2008-2009New Challenges in Managing the

Global Supply Chain

#of P

arti

cip

ants

JUDGES

A special thanks the followingindustry executives for serving as judges for the MBA Case Competition. . .

Pete WaltersVP Purchasing and DistributionSaint-Gobain Containers

Darrell WinemanDirector PurchasingSaint-Gobain Containers

Don FoleyDirector, Advanced Manufacturing and LogisticsIndiana Economic Development Corporation

Jay GoreDirector, Energy CenterPurdue University Discovery Park

Eyal H. Barash, Esq.Chief Patent Counsel Aptuit

David McKinnisTechnical Assistance ProgramPurdue University

Phase 1 Competing TeamsBoston UniversityIndian Institute of Management, ShillongtIndiana UniversityMichigan State University (2 teams entered)Purdue UniversityRollins CollegeUniversity of Akron (2 teams entered)University of British ColumbiaUniversity of Michigan (2 teams entered)University of Minnesota (2 teams entered)University of North Carolina - Chapel HillUniversity of Rochester (2 teams entered)University of Southern CaliforniaUniversity of Virginia (2 teams entered)

2009-2010Powering the Global Supply

Chain

122

12

71

55

Finalist Teams

Indiana UniversityPurdue UniversityUniversity of Akron Team Zippie ZUniversity of Michigan Team TIGOUniversity of Minnesota Team 2University of Minnesota Gopher Team

Student Academics

26

MBA students who are interested in operations or supply chain can enroll in a variety of elective courses which will lead them to an option area certifi cate in manufacturing technology management (MTM) or global supply chain management (GSCM). The certifi cates are administered and tracked by the DCMME/GSCMI Centers, and represent signifi cant accomplishment on behalf of the individual student who has purposely chosen a career track in operations management, manufacturing management or supply chain management.

Involvement in either or both of these options present students the opportunity to:

• Select courses related to manufacturing or supply chain across all functional areas

• Complete projects led by faculty in Manufacturing or Supply Chain Management

• Attend Best Practice Study Abroad tours globally

• Gain greater insight into the details of their chosen area of future employment

• Participate in hands-on learning events

• Develop a global perspective on current events through programs, articles and speakers

MBA Option Areas

MTM

GSCM

Both

10 Year History MTM and GSCM Option Certifi cates Awarded

“My association with the DCMME/GSCMI Center has undoubtedly been one of the most enriching experiences of my two years as an MBA student at Purdue. The selfl ess help and opportunities provided to me by Mary Pilotte and her staff has been invaluable to me in improving my knowledge of the operations and supply chain domain and growing as a professional. I am grateful to them and encourage all students not to miss the wonderful opportunity of being involved with the center!” Saideep KolarMBA 2010

0

10

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40

50

60

20002001

20022003

20042005

20062007

20082009

2010

70

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90

Manufacturing & Technology Management Option

Managing a manufacturing or operations focused enterprise has never been more challenging or exciting than today. As the focus of corporate leaders is increasingly shifting towards innovation, high-value and high-margin products in new and evolving industries, students must be well-prepared to succeed in today’s highly competitive world. The MTM option focus allows students to prepare for these challenges, particularly related to manufacturing.

Option objective:Develop skills in every functional area required to be a successful manager and leader in an operations focusedor industrial manufacturing industry.

Course Requirements:MTM students must take at least fi ve courses from the following seven manufacturing focused subject areas to satisfy Part I:

Human Resources in ManufacturingProduct Design & DevelopmentProduction Planning & ControlSystems Integration & Information ManagementTotal Quality ManagementManufacturing StrategyFinance for Manufacturing

Part II requires four additional electives selected from the following general subject areas:

Business LawEconomicsFinanceGlobalizationMarketingMISOBHROperationsQuantitative MethodsStrategy

27

Global Supply Chain Management Option

This option allows students to learn how the network of suppliers, manufacturing facilities, distribution centers and customers located around the world work together to ensure that the right product arrives at the right place at the right time for the right price.

Option Objective: To focus on managing issues associated with . . .• Structuring, understanding and procuring from global supply chains that include domestic and foreign suppliers • Serving the supply chains of global customers

Course Requirements:This option certifi cate off ers an interdisciplinary approach toward managing a global operation. Required courses selected from across Krannert’s functional areas equip students with the knowledge they need to succeed. To complete the option you must complete fi ve elective courses, at least two courses each from Group I and Group II.

Group IMGMT 52200 New Product DesignMGMT 56100 LogisticsMGMT 56400 Mgmt of Service OperationsMGMT 57100 Data MiningMGMT 59000 Procurement ManagementMGMT 59000 Digital Business & Info StrategiesMGMT 62300 Business MarketingMGMT 64900 Marketing in a Global EconomyMGMT 66700 International Ops MgmtMGMT 68400 Info Security for Managers Group IIMGMT 50900 International AccountingMGMT 59025 Supply Chain in the Health IndustryMGMT 60300 Tax and Business StrategyMGMT 64300 Financial Instruments & StrategyMGMT 64500 Mergers, Acquisitions & Corp. ControlMGMT 64900 Global Marketing ManagementMGMT 65500 Competitive StrategyMGMT 68800 Developing a Global Business StrategyMGMT 69100A Tax StrategyMGMT 60300 Tax & Business StrategyOBHR 65000 International HR MgmtOBHR 59000 /66900 Negotiations in Organizations

Group I or II (only after 2 classes from each group are achieved:

SA59004 or MGMT 59000 India Internship Study AbroadSA59000S or MGMT 69100V China Study Abroad

John AdeAmy AllenNadim AhmedSu AreewrongesMichael BolenPatrick Eugene BoyleChun Yi ChangYun-Ching ChangJoshua CoxDerek CsaszarLiang FengMatthew Fyff e

Joseph GarrottTimothy GoldFaruk GozogluNathan GrossBrendan HackettBrandon Tyler HicksEric KennedyNikolaus LadischSusan Soo-Jung LeePreston Byron LehmanPei-Ling LuLauren Marcus

Anubhooti PareekKavvya RaoRoss SchindlerQing ShengJong Hoon SonKousthub Srinivasa RaghavanMei-Lin TengThomas ThigpenPallavi TyagiWei XiongLu Zhang

Anas KaakehCarlos BermudezJaekyun ChungMeng-Wen ChungHitesh GoelSamarth GogiaPeter M. GrecoVikesh Gumpalli

Kristin HoltzHae KimHamzah NassifDheeraj PandeyAvik SahaSarath Chandran SambandamAlexander Schmidt

Nattanich ThongkraisaenMichael TianArjun VenkataramanStephanie K. WilliamsHristian YovchevJianghua ZhangZhaofeng Zhang

Durga Sundeep AdivishnuFraz AhmedShutaro AndoMichelle BaconScott BarnesNikhil ButalaMonica ChiangMilagros ContrerasJaime Correa EscobarMichael CulpepperGaurav DasguptaDavid E Gillis

Dylan HaneyBenjamin HarpenauDiana HenaoMelissa Jaff eeMeeta KasanShipra KaulJayme KhooEugene KimSaideep KolarGilberto LeonrosasWen LiFernando LucioVineet Mahajan

Ulka MalekarRyan Christopher McCombsAndrei MunteanuRachel MyersMichael OwusuMinwoo ParkGiovanna PovisPankaj RautJonathan R. RyanSamir SahooApurva SethiRoland Shepherd

Rashmi SinghAlan SiuTara StadeleBien TrinhMarshall Alan VanNahmenAfza WajidCecily WaldenMasaki WatanabeJohn Robert WatersMark B. WolfredFrancis WongPo Chien Yen

GRA

DU

ATES

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GSCM Certifi cate Graduates:

MTM Certifi cate Graduates:

Both MTM & GSCMI Certifi cate Graduates:

2010

Undergraduate B.S. Industrial Managementwith a Manufacturing Management Minor

Undergraduate students with interests similar to those of the MBA students can pursue an industrial management major with a manufacturing management minor. The goal for each group is to nurture meaningful summer internship experiences, and secure full-time employment upon graduation. Coursework in the MM minor builds on the strong analytical base of the BSIM program. On this base is built an interdisci-plinary set of courses in advanced manufacturing planning and control systems, manufacturing strategy, and the management of advanced manufacturing organizations. The vast majority of the graduates with the MM minor are ex-pected to assume entry-level positions directly in the production or operations function of manufacturing fi rms. They will not only be knowledgeable about contemporary manufacturing techniques, but be attentive to human resource considerations, to fi nancial implications, and the market-driven competitive position of the fi rm. In brief, the objective is that MM graduates have the skills to manage tomorrow’s as well as today’s factories, and, indeed, to contribute to the successful design of tomorrow’s. The Operations Management (OM) department in Krannert’s School of Management also off ers two additional minors launched in 2008. The 15 credit hour Applied Science Minor in Operations Management is designed for students in the Industrial Manage-ment program, and the nine credit hour optional minor in Opera-tions Management is designed for all management majors. The operations function spans the manufacturing of products, the production of services and the movement of goods through-out the supply chain. Typically, students interested and educated in this area, obtain employment with titles that include Production Planner, Procurement Specialist, Global Supply Chain Associate, Six Sigma/Lean initiative Associate, Manufacturing Analyst and Management Associate. The Operations Management discipline is consistently ranked highly by national and international publi-cations. A distinguishing feature of Krannert is that it is uniquely designed to off er a mix of 400 level classes and 500-level classes that serve our equally and highly ranked MBA program in Opera-tions Management.

BSIM/MM requires an interdisciplinary set of three courses in:• Advanced Manufacturing Planning and Control Systems• Manufacturing Strategy• Management of Manufacturing Organizations

To ensure some exposure to the technical realities of the manu-facturing environment, the student must also choose at least two additional approved courses in:• Quantitative Methods• Technology• Industrial Engineering• Management Information• Systems Analysis and Design• Computer-Integrated Manufacturing• Organizational Behavior & Human Resources

Attracting talented students to Krannert is increasingly a function of the fi nancial package that Purdue can off er. It is only through the generous sponsored scholarships provide by our Centerpartners, that students who express sincere interest in supply chain and manufacturing management can benefi t from Krannert’s highly regarded undergraduate and MBA programs. A special thanks to all who contribute to scholarship funding for our DCMME/GSCMI students!

2009-2010 DCMME/GSCMI Scholars

Caterpillar DCMME ScholarshipDANIELLE R. KALAJIAN

BENJAMIN P.MATTHIES

KAITLIN A. ROSINSKI

MEHMET SATOGLU

MATTHEW W. WEIRICH

Delphi Manufacturing HOLLY BOUGHER

Ensign Bickford ScholarshipMARC KELLY

E.T. Weiler DAVID BURKHOLDER

Sears Holdings Corporation BENJAMIN P. MATTHIES

MICHAEL A. REDDY

U.S. Steel CODY R. BEARDEN

SKYLAR P. BUFFINGTON

KAITLIN A. ROSINSKI

KENDAL PAUL ROSS STU

DEN

T SC

HO

LARS

HIP

S

29

30

Company MBA Undergrad

5/3 Bank x Abbott Laboratories x ADP x Air Products x Airgas x Aldi, Inc. x APC by Schneider Electric x Archer Daniels Midland x AT&T x Bank of America x x Beck’s Superior Hybrids x Bio2com x Cargill x Caterpillar Inc. x CB Richard Ellis x Cerner Corporation x Charles Schwab x Citi x Citigroup x Consolidated Electrical Distributors x Crowe Horwath x Cummins x Danaher x Dauby, O’Connor, & Zaleski, LLC x Defense Finance & Accounting Services x xDell x Deloitte x Dow Chemical x Ecolab x Edward Jones x Eli Lilly & Company x x Emerson Electric x Ernst & Young, LLP x ExactTarget x Exxon Mobil x x Federal Aviation Administration x Frederic Printing x Frito-Lay x

Company MBA Undergrad

GEICO x General Electric x x General Mills x x Harper Global x Homestead Dairy & Legacy Dairy x Hormel Foods x Humana x x IBM/IBM Consulting x Ingersoll-Rand x Intel x Internal Revenue Service x International Paper x John Deere x Johnson & Johnson x JP Morgan Chase x x Katz, Sapper & Miller x Kehe Food Distributors x Kohl’s Department Stores x KPMG x Kraft Foods x Kroger Corporation x Kruggel, Lawton, and Co. x Lafayette Bank & Trust x Lafi se Corporation x Liberty Mutual x Lifesong Ministries x Lockheed Martin x Luxury Yacht Group x Menards x Morgan Stanley x Morningstar x National City Bank x Northrop Grumman x NorthShore University Health System x Northwestern Mutual Financial Network x Oceanic Electronics x Old Castle Materials x

Company MBA Undergrad

Oshkosh Corporation x Otis Elevator Company x Outcome Sciences x Owens-Illinois (0-I) x Payless Liquors x Peerless Pump x PPG Industries x PricewaterhouseCoopers x Procter & Gamble x x QVIT x Raytheon x x Roche Diagnostics x Samsung Electronics x Schneider Electric x Sears Holding Corporation x x Shell x Sherwin Williams x Shree Padma Biofuels x Solo Cup Company x Sprint/ Nextel x Stress Engineering Services x Target Corporation x Tata Consultancy Services x Terex x The Boeing Company x Total Quality Logistics x Tripadvisor LLC x TTI Group x United States Air Force x United States Marine Corps x United Technologies x U.S. Airways x Walgreens x WellPoint x Wells Fargo Financial x West Monroe Partners x White Horse Christian Center x Woodforest National Bank x Xerox x

Just a few of the many Recruiting Companies recruiting at Krannert School of Management

Admissions (All Programs)Applications ........................................................ 1,054Admitted ................................................................ 402Enrolled ................................................................. 157Business Administration (MBA) ............................ 114Business Administration (MSIA) ............................ 26Human Resource Management (MSHRM) ............ 17

Statistics (MBA only)Mean Undergraduate GPA ............................. 3.32/4.0Middle 50% GPA Range ............................... 3.0–3.68Mean GMAT Score ................................................ 643Middle 50% GMAT Range ............................. 600–700International Students........................................... 39%Mean Post-baccalaureate Work Experience..................................... 3.66 yearsPost-bac Work Experience .................................. 81%Mean Pre-bac Work Experience1 ............... 2.66 years1 Pre-baccalaureate experience is calculated for those students who graduated in 2009 and those in the 3+2 programs and includes military, full-time, and signifi cant internship/co-op experiences.

Demographics (All Programs)Average Age ................................................ 27 yearsWomen ................................................................ 34%Minorities ............................................................ 18%Underrepresented Minorities ............................... 11%International Students ......................................... 43%Countries Represented .......................................... 14Undergraduate Schools Represented ................. 102Purdue Baccalaureate Degrees ......................... 26%

Student Profiles

53% Humanities/Social Science

35% Business

15% Science/Technology

9% Humanities/Social Science

17% West/Southwest

14% Northeast/Mid Atlantic

12% South

57% Midwest

31

2009-2010 Bachelor of Science in Industrial Management with Manufacturing Management Minor Statistics

BSIM Program overall .....................106 Pre-IM* ............................................. 304Upper-level IM**................................ 76 - IM/Engr: 33 - IM/MM: 2 - IM/Ops: 16 0Total BSIM with MM minor...................1120* Management students in their freshman and sophomore year who have not formally declared IM as their major.** Juniors and seniors management students who have declared IM as their major.

Brian BoboCenter Graduate Assistant MBA 2011

Brian Bobo is currently working on his MBA at Krannert with a concentration in Operations and Information Systems. He graduated from Auburn University with a Bachelor of Science in Man-agement Information Systems. During the summer of 2010, Brian will be working at Bank of America as an intern.

6% Economics

34% Engineering

12% Engineering/

Science/Technology

36% Business

Undergraduate Majors (MBA/MSIA)

Undergraduate Majors (MSHRM)

Masters Undergraduates

2010

32

The Centers off er a variety of opportunities for students and industry to come together to share their interests and express their experiences. This priceless engage-ment provides an avenue for networking, recruiting and exchanging information in a relaxed environment. The following is a guideline of how a student might navigate and leverage their time at Krannert and engagement with the DCMME/GSCMI Centers key events available in a typical two year graduate program.

• Enroll in MTM/GSCMI certifi cate eligible courses• Network at Fall Operations Conference• Acquire a summer internship with a Center partner fi rm• Expand your global resume with an international experience• Engage with industry through center projects, plant tours, and company info-sessions• Network at GSCM Spring Conference and MBA Case Competition

• Acquire a Full-Time Position!

Bringing Students and Industry Together Two Centers designed to exceed your expectations.

Take Control of Your Future. Enroll

in MTM/GSCM

Courses.

Network at the Fall

Operations Conference.

Participate as a Case

Competitor in the Spring Conference.

Go Global with the

India Internship.

Acquire a Summer

Internship.

Enter the Fall Poster

Competition for Summer Internships.

Go On Plant Tours and Explore

Industry.

Student Involvement

33

Alan Siu Center Graduate Assistant MBA 2010

Alan Siu completed his MBA at Krannert with a concentration in Operations/Supply Chain Management and Manage-ment Information Systems. He graduated from UC Berkeley with a Bachelor Degree in Interdisciplinary Studies Field/Operations Management. Upon graduation Alan will join Ingersoll Rand Company with a full-time position.

DCMME/GSCMI has been a critical component of my MBA education. Participating in several of its programs helped me synthesize what I learned in classes, gave me exposure to the manufacturing industry (particularly signifi cant for a career-changer), and provided important opportunities for career development. Nathan Gross MBA 2010

OSCO RAVI MODY PRESIDENT, OPERATIONS AND SUPPLY CHAIN ORGANIZATION 2009-10B.S. INDUSTRIAL MANAGEMENT, PURDUE UNIVERSITY 2012Concentrations in Industrial Engineering, Marketing, and Entrepreneurship.

Ravi has directed his experience at Krannert in many diff erent areas but has focused in on the area of Op-erations Management. This upcoming summer, Ravi is undertaking a seven month Co-op opportunity at

Oshkosh Corporation. Working as a team coordinator, he will use his experience in operations along with his leadership experience, gained through roles in numerous Purdue organizations, to carry out his position. KYLE YOUNGINCOMING PRESIDENT, OPERATIONS AND SUPPLY CHAIN ORGANIZATION 2010-11B.S. INDUSTRIAL MANAGEMENT, PURDUE UNIVERSITY 2012

Kyle is in pursuit of his Bachelor Science degree in Industrial Management and will be concentrating his studies at Krannert in the function areas of Operations and Finance. This summer Kyle will be interning with

Careers Development Group located in London. He will be working in the fi nance division as a fi nancial analyst.

Summary of Club Events 2009-2010 Academic Year

OCTOBER 2009 Oshkosh Corporation Info Session (Purdue) Subaru Plant Tour (Lafayette, IN)

NOVEMBER 2009

John Deere Corporate Headquarters Plant Trip (Moline, IL)

JANUARY 2010

Pepsi Americas Info Session (Purdue)

FEBRUARY 2010 Volunteer Outing at St. Toms Catholic Church

OSCO Group Social Exchange & Networking

34

Outgoing KOC President (2009-2010)PRESTON LEHMAN MBA CLASS OF 2010

Preston received a Bachelors of Science in Industrial Management from Purdue University in 2005. After graduating he joined Hormel

Foods as a Production Supervisor. Preston worked for Hormel Foods at their Austin Plant in Minnesota for 3 years before returning to Purdue to pursue a Masters in Business Administra-tion. He is concentrating his graduate studies at Krannert in Operations Management. This past summer Preston interned at Cummins in Colum-bus, Indiana. He worked on projects to reduce the energy consumption at Cummins’ manu-facturing facilities. Preston has accepted the position of Group Leader for Subaru of America, beginning his new role May 2010.

Incoming KOC President (2010-2011)ALEJANDRO ALMEIDA MBA CLASS OF 2011

Alejandro (Alex) received a BBA in Marketing and Management from the University of Wisconsin-Madison in 2003. Alex has

acquired six years of management experience, including four years as General Manager of two large truss plants in Florida and Wisconsin. Under Alejandro’s leadership, the team at these two facilities designed, engineered, and manu-factured wood and steel truss components for residential and commercial construction. Alejandro will concentrate his graduate studies in Operations and Strategy. Alejandro will ap-ply what he has learned at Purdue during his upcoming internship with Bank of America in Charlotte, North Carolina, where he will participate in that company’s Quality and Change Delivery Associate Intern Program.

Krannert Operations Club The mission of Krannert Operations Club is to provide MBA students focused in operations, manufacturing or supply chain management career interests, increased industry exposure needed to be eff ective managers in the workplace. This is accomplished by hosting and sponsoring guest speakers, kaizen events, plant tours, case competitions, workshops, meetings with alumni, and numerous leadership opportunities through the Centers.

Summary of Club Events 2009-2010 Academic Year

SEPTEMBER 2009

Club Information Call out Krannert Alumni Speaker: Pierre LaMere, 3M – Lean Six Sigma Black Belt Internship Panel Speakers – What’s it all about?

OCTOBER 2009

DCMME Fall Operations Conference and Student Internship Competition Host ClubTeam Case Competition – University of Michigan Global Business Competition Caterpillar Large Engine Center Plant Tour ( Lafayette, IN)

NOVEMBER 2009

Team Case Competition – Carnegie MellonTepper School of Business International Case Competition Krannert Alumni Speaker: Mary Slater, Shell Lubricants – Project Manager

DECEMBER 2009

John Deere Corporate Headquarters Plant Tour (Moline, IL) KOC Member Social Event – Dinner and Bowling

FEBRUARY 2010

GSCMI Spring SCM Conference & MBA Case Competition Execution & Host Club

MARCH 2010

FedEx Hub Tour (Indianapolis, IN) Team Case Competition – Michigan State Supply Chain Case Competition

APRIL 2010

Team Case Competition – United Technologies International Case Competition Team Competition – MIT Sloan’s Operations Simulation Competition

2010-2011 Newly Elected Offi cersVice President: Tao Tao Wang Vice President: Saketh Chinni Vice President: Vikram Kurkal Vice President: Manminder Singh

2010-2011 KOC Plans and InitiativesThe Krannert Operations Club will continue next year to focus on providing opportunities for its members to interact with local businesses and industry leaders. Events that support this initiative include plant tours, guest speakers and participation in case competitions. The club will setup plant tours at least every 8 weeks to expose students to unique industries and facilities. Once a month, the club plans to have a guest speaker come to Rawls Hall and provide insight on industry trends in Supply Chain and Operations Management. Operation Club members participated in 4 case competitions this year, the club is looking at participating in 2 additional case competitions next year, one of those being an international competition. Finally, the Operations Club goal is also to support DCMME events including the fall and spring conferences.

35

Student Volunteerism Goes Viral!Having spent fi ve years in Advertising and Marketing prior to starting MBA, Vishwas Bharadwaj was longing to go back to his roots and stay in touch with his marketing profession. That’s when he volunteered to take up the lead on marketing the GSCMI Conference. Right after the event, he came forward encouraging DCMME/GSCMI to engage in post-event marketing in an eff ort to stay in touch with current and prospective partners and the student community. Vishwas approached fellow MBA student RJ Taylor with the idea of producing a video for DCMME/GSCMI. RJ’s video editing and creative production talents are well-known around the Krannert School of Management as he is continuously producing fi lms for numerous graduate student activities. RJ is majoring in Human Resource Management, but also has a true passion for artistic endeavors. RJ was more than happy to contribute his skills and knowledge, knowing that the project would benefi t the school’s recruiting eff orts, image, and current and potential relationships with companies. Together he and Vishwas believed that the initiative would engage the student and corporate community and keep the communication channel going between the two and the Centers open. The student driven initiative gave both students a fantastic platform to explore their talents and contribute meaningfully, which will be seen and heard by senior executives, students and counterparts from other business schools. And for DCMME/GSCMI, it comes as a great branding and marketing tool for the future. “We were just blown away by the quality of their video,” said Center Managing Director Mary Pilotte, “this is defi nitely taking student volunteerism to a new high – we couldn’t be more proud of their work!” Thanks again Vishwas and RJ!

To view the Center video visit www.gscmi.org.

Jenny Tvedt Center Graduate Assistant MBA 2011

Jenny Tvedt is currently working on her MBA at Krannert with a concentration in Strategy and Marketing. She graduated from University of Washington with a Bach-elor of Science in Political Science and Biochemistry. During the summer of 2010, Jenny will be working at Sears Holdings as an intern.

Student VolunteersThe Centers off er many occasions for both undergraduate and graduate students to experience action-based activities which give real-world experience and provide unsurpassed preparation for them to assume leadership roles. Over the past year, we have had more than 50 undergraduate and MBA students take time out of their busy schedules to help make our many events and activities successful. We salute our many amazing student volunteers. Thank you for all your hard work in making our DCMME/GSCMI events special!

EVENT TEAM LEADERSSaketh Chinni, MBA 2011Ben Crockett, MBA 2011Meeta Kasan, MBA 2010Saideep Kolar, MBA 2010 Vikram Kurkal, MBA 2011Preston Lehman, MBA 2010 Bishan Nandy, MSIA 2011 Jesus Santoyo-Ortega, MBA 2011Siddanagouda Patil, MBA 2011Sergio Uribe, MBA 2011Tao Tao Wang, MBA 2011

OTHER STUDENT VOLUNTEERS Lindsey Weiss, undergrad 2010Francis Wong, MBA 2010Chaitali Agate, MBA 2011Selina Alibaruho, MBA 2011Vishwas Bharadwaj, MBA 2011Brian Bobo, MBA 2011Saketh Chinni, MBA 2011 Saraubh (Sonny) Choudhury, MBA 2011Poornanand Chundi, MBA 2011Ben Crockett, MBA 2011 Amita Deshpande, MSIA 2010Brock Hileman, MBA 2011Chun Taik Jo, MBA 2011YouJung Kim undergrad 2011Vikram Kothandaraman, MBA 2011Ashwin Kumar, MBA 2011Vikram Kurkal, MBA 2011Jorge Leal, MSIA 2010Matt Lunsford, UG Nan Lu, UGJuan Manuel Mantilla, MBA 2011Tanesha McElroy, MSHRM 2011Scott Nickerson, MBA 2011Michael Owusu, MBA 2010Rick Patel, MBA 2011Mike Pitts, MBA 2011Arkajit Rakshit, MBA 2011Kunal Saigal, MSIA 2010Sarath Sambandam, MBA 2010Maia Shaw, MBA 2011Manminder Singh, MBA 2011Kyu Suek Song,MBA 2011Jenny Tvedt, MBA 2011Amanda Thayer, MBA 2011Xiaojing Wang, MBA 2011 Jee Yeun Yun, MBA 2011Yaping Zhang, MBA Yongil Zheng, MBA 2011Saideep Kolar, MBA 2010Mingjie Wang, MBA 2011 Mark Wolfred, MBA 2010Alan Siu, MBA 2010

Vishwas BharadwajMBA 2011Vice President - Krannert Graduate Marketing Associationvishwas@purdue.edu

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Ananth IyerSusan Bulkeley Butler Chair in Operations Management and Director, DCMME and GSCMIPh.D., Industrial and Systems Engineering, Georgia Institute of Technology, 1987

Professor Iyer was named Purdue University Faculty Scholar in 1999. His teaching and research interests are operations management and

logistics. Professor Iyer’s research currently focuses on analysis of the impact of promotions on logistics systems in the grocery industry, and analysis of the impact of competitors on operational management models.

EngagedFaculty

We are grateful for the many faculty at Krannert who participate in Center sponsored events, projects and research. Thanks to each of them for their eff orts to progress the scholarly works in operations and global supply chain management.

Should your company be interested in research related to a particular faculty member, please feel free to contact the Center to learn more about opportunities for engagement.

Tom BrushPh.D., Economics and Business Administration, University of Michigan, 1990

Professor Brush teaches courses in stra-tegic management and manufacturing strategy. His research interests in the area of manufac-turing strategy include

the management of international plant networks, plant location for multinational fi rms, supplier relationships, and the transfer of capabilities such as fl ow manufacturing within fi rms.

Suresh ChandPh.D., Industrial Administration, Carnegie Mellon

Professor Chand teaches operations management. His current research interests are in the areas of production lot sizing and scheduling

for multi period production inventory problems with varying demand forecasts. Professor Chand has been with Krannert since 1979. He is currently associate editor for Management Science, area editor for Production and Operations Management, and senior editor for Manufacturing and Service Operations Management.

Vinayak DeshpandePh.D., Operations Management, Wharton School, 2000

Professor Deshpande teaches operations management. His research interests are in the areas of supply chain coordination, service parts

management, and contingency logistics systems. His other topics of study include military applications and inventory models.

Joice HuPh.D., Operations, Case Western Reserve University, 2006

Professor Hu joined the Krannert faculty in 2006. Her research interests are supply chain manage-ment, service operations management, coordina-tion of operations with fi nance, and operations

management applications of the econom-ics of industrial organizations.

Greg HundleyProfessor of ManagementPh.D., Industrial Relations, University of Minnesota, 1981

Professor Hundley’s interests include human resource management, compensation and reward, international human resource manage-ment, and entrepreneur-

ship. His current areas of research include strategic human resource management, self employment, and international com-pensation.

David HummelsPh.D., Economics, University of Michigan, 1995

Professor Hummels’ teaching interest is in international economics. His research focuses on empirical investigations in international trade, with a special emphasis on prod-

uct diff erentiation, barriers to trade, and the eff ects of transportation and infrastructure on trade and economic development. His most recent work, funded by the National Science Foundation, focuses on the eff ect of disruptions to international commerce, such as those caused by the 9/11 attacks, and the West Coast port lockout.

Karthik KannanPh.D., Information Systems, Carnegie Mellon University, 2003

Professor Kannan’s teach-ing interests include database management, electronic commerce and telecommunication.His current research focuses on markets and pricing of information

goods/services, and economics of informa-tion security.

Aldas Kriauciunas

Director, DCMME and GSCMI

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Professor of ManagementPh.D., Corporate Strategy and International Business, University of Michigan, 2004

Professor Kriauciunas teaches international strategy and strategic management, organizing the classroom more like a meeting than a lecture. His research focuses on understanding factors impeding and assisting

fi rm-level change.

Yanjun LiPh.D., Operations Research, Carnegie Mellon University, 2002

Professor Li’s teaching interests include manage-ment science, statistics, production, optimization models, and algorithms. His current research includes discrete optimization and application, approximation

algorithms, network and graph, location and distribution, vehicle routing, lot sizing and scheduling, inventory and supply chain man-agement, and fi nancial optimization.

Jackie ReesPh.D., Decision and Information Sciences, University of Florida, 1998

Professor Rees’ teaching interests include principles of MIS, database manage-ment systems, data mining, decision support systems and information secu-rity. Her current research interests include genetic

algorithms and machine learning, informa-tion security, and complex systems.

Byung RoProfessor of ManagementPh.D., Accounting, Michigan State University, 1976; M.B.A., Accounting, University of California; M.A., Business Administration, Seoul National University B.A., Business Administration, Yeungnam University

Professor Ro teaches fi nan-cial accounting. His current researchinterests include the infor-mation content of account-ing data withrespect to the capital mar-ket variables, accounting

method change/choice, managerial com-pensation, corporate restructuring, fair value accounting, and fi rm valuation.

George J. Shanthikumar

Richard E. Dauch Chair in Manufacturing and Operations Management

Professor Shanthi-kumar joined the Krannert faculty in 2009. Prior to coming to Purdue, he was a Chancellor’s Professor of Industrial Engineer-ing and Operations Research at the Univer-

sity of California, Berkeley. His research interests are in integrated interdisciplin-ary decision making, model uncer-tainty and learning, production systems modeling and analysis, queueing theory, reliability, scheduling, semiconductor yield management, simulation stochas-tic processes, and sustainable supply chain management.

Mohit TawarmalaniPh.D.,Industrial Engineering, University of Illinois, Urbana-Champaign, 2001

Professor Tawarmalani’s teaching interests are determin-istic and stochastic operations research, logistics, production planning, engineering economics, statistics, and decision analysis. His research interests

include mathematical programming, complexity and approximation, and symbolic computing.

Jim WardPh.D., Operations Research,

Carnegie Mellon University, 1980

Professor Ward’s primary teaching interests are logistics and capacity planning systems. His current research interests

include inventory-distribution system design, location models, and interactive computing.

Learn how you can become involved in Center activities and events!

Are you or your fi rm involved in exciting initiatives or activities within operations or supply chain management? If so, drop us a line! Email us at: gscmi@purdue.edu, today!

How many ways does your contribution enrich Purdue University?

17 Industry Executive Presentations

12 Students Participating in the Summer Internship Poster Competition 164 Students Attending Industry Information Sessions 159 Students participating in the GSCMI Conference (case competitors, volunteers and attendees) 75 Students Attending Plant Tours & Facility Visits 13 Students Participating in the International Internship India

155 Students Receiving the MTM or GSCM Option Certifi cate 15 Faculty involved in research and our Center endeavors

Over 610 ways when you partner with DCMME & GSCMI!

KRANNERT SCHOOL OF MANAGEMENT

The Dauch Center for the Management of Manufacturing Enterprises (DCMME)

and

Global Supply Chain Management Initiative (GSCMI)

Mary Pilotte, Managing Director Krannert Building, Room 413

403 West State StreetWest Lafayette, IN 47907-2056

765-494-2860 www.dcmme.orgwww.gscmi.org

gscmi@purdue.edu