Robert is an empiricist who studies supply chains. He received his B.S. in industrial engineering, operations research from UC Berkeley in 2006, and his Ph.D. in business administration from the Stanford Graduate School of Business in 2012. He grew up in Palos Verdes, CA.

• PhD, 2012, Operations, Information, and Technology, Stanford Graduate School of Business, Stanford University
• BS, 2006, Industrial Engineering Operations Research, University of California, Berkeley

• Donald P. Jacobs Scholar/Assistant Professor, Managerial Economics and Decision Sciences, Kellogg School of Management, Northwestern University, 2012-present
• Lecturer: Introduction to Operations (PhD), Stanford Graduate School of Business, Stanford University, 2009-2011
• Course Assistant: Electronic Commerce (MBA), Stanford Graduate School of Business, Stanford University, 2009-2011
• Teaching Assistant: Discrete Event Simulation (undergraduate), University of California at Berkeley, 2006-2006
• Research Assistant: Cohn Visual Detection Laboratory, University of California at Berkeley, 2004-2005

• Referee: Management Science, Manufacturing and Service Operations Management, 2009-present
• Participant: Chicago-Argonne Initiative for Computational Economics, Program on estimation of structural econometric models, 2009-2009
• Student consulting project, Restoration Hardware, 2006-2006
• Semiconductor Manufacturing Consultant, Leachman & Associates, 2006-2007
• Manufacturing Engineering Co-op, Intel, 2005-2005
• Industrial Engineering Co-op, Disneyland, 2005-2005
• Participant: Georgia Tech East Asia Industrial Engineering Program, Tsinghua University and National University of Singapore, 2004-2004

• Outstanding Reviewer Recognition, Production and Operations Management Society (POMS), 2016
• Finalist, Manufacturing & Service Operations Management Best Paper Award, Manufacturing & Service Operations Management
• Finalist, Management Science Best Paper in Operations Management Award, INFORMS, 2011-2014
• Finalist, Management Science Best Paper in Operations Management Award, INFORMS, 2010-2013
• Finalist, George Nicholson Student Paper Competition, INFORMS, 2011
• Finalist, MSOM Student Paper Competition, MSOM Society, 2011
• Winner, Best Student Paper Competition, Production and Operations Management, 2011

Structural Estimation in Operations Management (OPNS-523-0)
This seminar class covers structural estimation in operations management contexts---inventory management, supply chain coordination, service operations, facility positioning, and production scheduling. Each week, we study one or two papers in depth. Each paper presents both an economic model and an empirical means to estimate it; we focus on the empirical methodologies. There are weekly computer lab sessions covering the R programming language and several rigorous programming assignments.

Operations Management (OPNSM-430-0)


Operations Management (Turbo) (OPNS-438-5)
This course was formerly known as OPNS 438-A/OPNS 438-B
This accelerated course serves as an introduction to Operations Management. The course approaches the discipline from the perspective of the general manager, rather than from that of the operations specialist. The coverage is very selective: Students concentrate on a small list of powerful themes that have emerged recently as the central building blocks of world-class operations. The course also presents a sample of operations management tools and techniques that have proved extremely useful through the years. The topics discussed are equally relevant in the manufacturing and service sectors.

Operations Management (OPNS-430-0)
1Ys: This course is typically waived through the admissions process or the equivalent course Operations Management (Turbo) (OPNS-438A) was completed during the Summer term. MMMs: This course is equivalent to the MMM core course Designing and Managing Business Processes (OPNS-440) 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.