Deishin Lee
There are 3 articles for this faculty member.
About Faculty in this Article:
Deishin Lee is an assistant professor in the Technology and Operations Management unit at Harvard Business School.
Got Local Food?
| Authors: | Baris Ata, Deishin Lee, and Mustafa H. Tongarlak |
|---|---|
| Published: | January 19, 2012 |
| Paper Release Date: | January 2012 |
| Feature: | Working Papers |
As consumers become more aware of the health and environmental implications of how food is grown and produced, demand for local food has increased considerably. This paper examines the operational tradeoffs in fresh produce supply to gain insights on what drives the structure of the supply chain and how "local food" can become a viable sourcing strategy for a large retailer. HBS professor Deishin Lee and coauthors show that there are complementary operational synergies when retailers and farmers increase scale and specialize. This implies that when small farmers are capacity constrained, they can be squeezed out of the supply chain. Technological advances in farming practices, efficiency gains in transportation, and space constraints in retail stores result in supply chain members mutually benefitting from their decision to increase scale, leading to specialization. The study characterizes the conditions under which vertical differentiation and operational scope can increase the viability of the small local farmer. This paper contributes to work on supply chain design and environmental sustainability.
Published in 2011
Transforming Manufacturing Waste into Profit
| Published: | October 3, 2011 |
|---|---|
| Feature: | Research & Ideas |
| Forum: | open for comment; 16 Comments posted |
Every manufacturing process leaves waste, but Assistant Professor Deishin Lee believes much of this left-behind material can be put to productive—and profitable—use.
Published in 2007
Managing Know-How
| Authors: | Deishin Lee and Eric Van den Steen |
|---|---|
| Published: | February 8, 2007 |
| Paper Release Date: | January 2007 |
| Feature: | Working Papers |
For many firms, the ability to create, organize, and disseminate know-how is a key factor in their ability to succeed. But should all companies engage in formal knowledge management? If not, which companies derive most value from a formal knowledge system? Conditional on implementing such a system, should the company focus more on learning from successes or learning from failures? Should such knowledge systems simply capture all experience, or should they be more selective? This paper develops and applies an economic framework to examine these questions.
