Strategic and Operational Management with Optimization at Tata Steel

Sinha, Gopal P.; Chandrasekaran, B.; Mitter, Niloy; Dutta, Goutam; Singh, Sudhir B.; Choudhury, Aditya Roy; Roy, Priyanka

doi:10.1287/inte.25.1.6

Cited by 49 publications

(6 citation statements)

References 3 publications

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“…The very successful Edelman-prize-winning project on optimizing resources at Tata Steel Company (Sinha et al 1995) has led to OR being used in almost all important aspects of management decision making. This includes business plan formulation and monitoring performance against that plan, constrained resource distribution, makeor-buy decisions, calculating break-even prices, and short or immediate decisions that can be optimized.…”

Section: Tata Steelmentioning

confidence: 99%

Strategic Operations Research and the Edelman Prize Finalist Applications 1989–1998

Bell¹,

Anderson²,

Kaiser³

2003

Operations Research

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In an earlier study we examined the available evidence on the Edelman Prize finalist applications 1989–1998. This study concluded that 13 of the 42 private sector applications provide examples of strategic operations research (SOR) when SOR is defined as operations research that creates a sustainable competitive advantage. In a follow-up study we tested our classifications, gathering longitudinal information on the continued success of the Edelman applications. We contacted people who were familiar with all the private sector applications that were Edelman finalists 1989–1996 and had at least five years of history since the competition. We describe the post-Edelman history of these applications and use this data to reassess their strategic role. We found that the longitudinal data provides evidence to support our original classification, but also suggests that several additional applications were more strategic than was originally apparent. We conclude that almost 60% (20 of 34) of these applications created a sustainable competitive advantage for their firms and provide examples of SOR.

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Section: Tata Steelmentioning

confidence: 99%

Strategic Operations Research and the Edelman Prize Finalist Applications 1989–1998

Bell¹,

Anderson²,

Kaiser³

2003

Operations Research

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“…In the final group are firms in which the work appears standard and nothing appears to prevent competitors replicating it: Cerestar (Rajaram et al 1999); Grantham, Mayo, Van Otterloo and Company (Bertsimas, Darnell, and Soucy 1999); Hewlett Packard (Burmant, Gershwin, and Suyematsu 1998); L. L. Bean (Quinn, Andrews, and Parsons 1991); Merit Brass (Flowers 1993); PALCO (Fletcher et al 1999); Taco Bell (Hueter and Swart 1998); Tata Steel (Sinha et al 1995); and Yellow Freight Systems (Braklow et al 1992).…”

Section: Evidence Of Strategic Or/msmentioning

confidence: 99%

In Search of Strategic Operations Research/Management Science

Bell

Anderson

2002

Interfaces

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We define strategic OR/MS as "OR/MS work that leads to a sustainable competitive advantage." We found evidence of strategic OR/MS in the literature of strategic information systems (SIS) and OR/MS. We examined 30 early examples of SIS, many of which contained OR/MS work. Many of the most successful had high OR/MS content, while the least successful contained none. The inclusion of OR/MS work may be a key to sustaining an advantage from information technology. We also examined the Edelman Prize finalist articles published between 1990 and 1999. We found that 13 of the 42 private sector applications meet our definition of strategic OR/MS.

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“…In the steel industry, a number of studies have reported how to minimize cost, maximize profit or maximize capacity utilization, with a linear programming model (Sinha et al, 1995;Chen and Wang, 1997). However, little effort has been devoted to explicit the connection between the mathematical program and strategic decision-making.…”

Section: Introductionmentioning

confidence: 99%