Professor Martin A. Lariviere joined the faculty at the Kellogg School of Management in 2000. Professor Lariviere's research has focused on applying economic analysis to operations management problems. Much of his work has focused on supply chain contracting, examining how contract terms can improve supply chain performance. He has also studied how the behavior of self-interested customers impacts service operations.

His research has appeared in leading academic journals such as Manufacturing & Service Operations Management, Management Science, Operations Research, and Marketing Science. He has also written articles for Harvard Business Review and Sloan Management Review. He has been a member of the editorial boards of Manufacturing & Service Operations Management, Management Science, and Operations Research. Professor Lariviere has also held a number of leadership positions in the Manufacturing and Service Operations Society of INFORMS. He is a Distinguished Fellow of the MSOM Society and a recipient of the Saul Gass Expository Writing Award.  

Professor Lariviere received his PhD from Stanford University. Prior to joining Kellogg, he was an Associate Professor at Duke University's Fuqua School of Business.

 

 

 

 

 

Service management, supply chain management, supply chain contracting and incentives

• PhD, 1995, Business, Stanford University
• BA, 1988, Economics, Yale University, Distinction in the major, Magna Cum Laude

• John L. and Helen Kellogg Professor of Managerial Economics & Decision Sciences, Managerial Economics & Decision Sciences, Kellogg School of Management, Northwestern University, 2011-present
• Professor, Kellogg School of Management, Northwestern University, 2007-present
• Director, Center for Operations and Supply Chain Management, Kellogg School of Management, Northwestern University, 2004-present
• Professor (by courtesy), Industrial Engineering and Management Science, Robert R. McCormick School of Engineering and Applied Science, Northwestern University, 2007-2010
• Associate Professor of Managerial Economics and Decision Sciences, Kellogg School of Management, Northwestern University, 2000-2007
• Associate Professor of Operations Managerment, Fuqua School of Business, Duke University, 1999-2000
• Assistant Professor of Operations Management, Fuqua School of Business, Duke University, 1995-1999

• Research Associate, Charles River Associate, 1988-1989

• Saul Gass Expository Writing Award, INFORMS
• Distinguished Fellow, Manufacturing and Service Operations Management Society
• Distinguished Service Award, Manufacturing and Service Operations Management Society, 2009
• Manufacturing and Service Operations Management Best Paper, Manufacturing and Service Operations Management, 2007

• Department Editor, Management Science, 2009-
• Senior Editor, Productions and Operations Management, 2007-present
• Associate Editor, Manufacturing and Service Operations Management, 2003-2008
• Associate Editor, Management Science, 2000-2006
• Associate Editor, Operations Research, 2000-2005

Operations management, service operations, operations economics

Operations Management (OPNSX-430-0)
Operations Management examines the basic principles of managing the production and distribution of goods and services. The course approaches operations as a managerial integration function and provides frameworks and tools to target and implement improvements in business processes.

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.

Operations and Supply Chain Management (KELLG_MA-324-0)
Management of business processes-i.e., a firm's recurring activities. Challenges facing operations managers; the language, concepts, insights, and tools needed to gain competitive advantage through operations and supply chains; different strategies for different processes and supply chain structures, and the operational capabilities allowing and supporting them.