Dr. Larry Lapide is the project director for MIT’s Supply Chain 2020 Project, a multiyear research effort looking into the future of logistics and supply chain
management. He is a recognized leader in supply chain technology and a frequent presenter at supply chain events. Dr. Lapide has written numerous
publications including his co-authorship of a Council of Logistics Management book, E-Business: The Impact on Supply Chain and Logistics. He was
profiled in 2001 by Supply Chain Technology News magazine as one of four top thought leaders in the supply chain arena. He was most recently VP
and service director for supply chain strategies, VP of research operations for business applications and GM for benchmarking services at AMR Research.
He holds a BSEE from The Cooper Union, an M.S. in E.E. from MIT and a Ph.D. in operations research from the University of Pennsylvania’s Wharton
School of Business. Dr. Lapide can be contacted at llapide@mit.edu.
Enabling Sales and Operations Planning Through Technology
Successful sales and operations planning requires committed, step-by-step process
changes to fully leverage software applications.
Ascet Volume 7, September 13, 2005
Special Interview: Dr. Yossi Sheffi and Dr. Larry Lapide
Dr. Yossi Sheffi and Dr. Larry Lapide of the MIT Center for Transportation & Logistics discuss their multiyear research project on the future of supply chain.
Ascet Volume 6, June 15, 2004
Supply Chain Planning Implementations
For companies, SCP applications require the installation of software, as well as the implementation of new business processes.
Ascet Volume 5, July 26, 2003
Better Metrics Improve Performance
Obtaining the right focus is key to getting the most out of benchmarking. Often, companies fail to see the broader picture when measuring their own performance.
Ascet Volume 4, May 16, 2002
The Innovators Will Control the Supply Chain
The race to the finish line in the e-business world will go to the quickest to effectively leverage electronic connectivity, especially via the Internet, to establish value-adding positions, and to maintain control of roles taken within e-supply chains.
Ascet Volume 3, April 15, 2001
What About Measuring Supply Chain Performance?
Most consultants' recipes for effecting business change and behavior in an organization use ingredients for measuring ongoing performance. Many feel that continuous improvement in an organization relies on "measuring, measuring, and measuring again." Once a company''s road map for change is laid out, it can develop a set of performance metrics or key performance indicators (KPIs) to ensure that it knows when it is meeting its objectives. Such organizations should choose a limited number of metrics and align executive to management-level measures.
Ascet Volume 2, April 15, 2000
Supply Chain Optimization: Just the Facts
Optimization technology offers great promise for improving a manufacturers' supply chain performance. Understanding it takes a great deal of work and effort on the part of users, but the benefits should far outweighs the efforts. Software vendors have recently designed products to give supply chain planners the ability to make better decisions, yielding increased value for both company shareholders and consumers.
Ascet Volume 1, April 15, 1999
