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Noam Shamir
Noam Shamir

MANAGERIAL ECONOMICS & DECISION SCIENCES
Visiting Assistant Professor of Managerial Economics & Decision Sciences

Print Overview
Noam Shamir is a Visiting Assistant Professor of Managerial Economics and Decision Sciences and an Assistant Professor at Tel-Aviv University in Israel. He joined the faculty in 2010, after completing his PhD in Operations, Information and Technology at the Stanford Graduate School of Business. His research interests include supply chain management, incentives for information sharing among competing firms and the effect of repeated interaction on supply chain contracting.
Print Vita
Education
Ph.D., 2010, Operations, Information and Technology, Stanford University, Graduate School of Business
M.S., 2008, Statistics, Stanford University
M.S., 2005, Managerial Decisions and Operations Research, Tel-Aviv University
B.S., 2003, Computer Science and Management, Tel-Aviv University

Academic Positions
Assistant Professor, Recanati Graduate School of Business Administration, Tel Aviv University, 2011-present
Visiting Assistant Professor of Managerial Economics & Decision Sciences, Kellogg School of Management, Northwestern University, 2010-2011

 
Print Research
Research Interests
Economics of information in supply chains; Supply chain management and coordination; Economics of queuing systems; competition in operations management

Working Papers
Shamir, Noam. A Model of Collusion in the Service Industry.
Shamir, Noam. Asymmetric Forecast Information and the Value of Demand Observation in Supply Chains.
Shamir, Noam. Can Vertical Information Sharing Facilitate Horizontal Tacit Collusion?.
Shamir, Noam. The Substitution Effect between Information Sharing and Signaling Cost.

 
Print Teaching
Full-Time / Part-Time MBA
Operations Management (OPNS-430-0)

This course counts toward the following majors:Operations.

Operations management is the management of business processes--that is, the management of the recurring activities of a firm. This course aims to familiarize students with the problems and issues confronting operations managers, and to provide the language, concepts, insights and tools to deal with these issues to gain competitive advantage through operations. We examine how different business strategies require different business processes and how different operational capabilities allow and support different strategies to gain competitive advantage. A process view of operations is used to analyze different key operational dimensions such as capacity management, cycle time management, supply chain and logistics management, and quality management. Finally, we connect to recent developments such as lean or world-class manufacturing, just-in-time operations, time-based competition and business re-engineering.