Author's profile

ManMohan Sodhi
Cass Business School


Professor and Subject Leader, Operations and Supply Chain Management,
Faculty of Management.Professor Sodhi received his Ph.D. in management science from the Anderson Graduate School of Management at UCLA in 1994. Subsequently, he taught operations management at the University of Michigan Business School where his research in the trucking industry was funded by the Sloan Foundation. His research interests lie in supply chain management, in particular in supply chain risk.

Author articles

  • As a major multinational company pledges to achieve total traceability for the palm oil it uses, Professor Sodhi examines whether this goal is practical or not and suggests how an organisation may benefit from such a commitment.

    10/02/2017 | 8,121
  • The US spends proportionately more on healthcare than most other Western nations, but it may not get the best value. A Six-Sigma analysis reveals the small amount of hospitals accounting for the greater share of the costs.

    03/01/2014 | 3,301
  • Flood is the most frequently occuring natural disaster worldwide, with Asia suffering the highest incidence. While humanitarian efforts and initiatives to alleviate suffering caused by floods are ongoing, we believe there is a new opportunity to coordinate "last mile" humanitarian efforts in the event of a flood, using micro-retailers. Micro-retailers are the 'last mile' nodes in traditional retail supply chains in many Asian countries, and we propose the use of social enterprise to buttress these supply chains for distribution of essential goods by coordinating with micro-retailers before and after floods. In support of this we also present a stylised model to quantify the benefits of our proposal.

    25/02/2013 | 12,282
  • As policy makers seek to draw lessons from the growth of Chinese manufacturing, we need to better understand the evolving strategies adopted by Chinese manufacturers since the economic reforms of the 1980s. Focusing on the apparel and electronics sectors, we look at how Chinese manufacturers sought to move to higher value-adding parts of the supply chain in different ways during the period 2001-2011 and how their western OEMs (original equipment manufacturers) responded. As a first step towards understanding the co-evolving strategies and tactics of Chinese contract manufacturers and western OEMs, we use a simple game-theoretic framework of contract manufacturer and OEM strategies to look at the actual tactics many Chinese contract manufacturers adopted.

    10/02/2017 | 9,242

  • Although supply chain finance appears to offer a win-win-win proposition for buyers, suppliers and banks, buyers have been reluctant to adopt these solutions. It has been suggested that accounting requirements on supply chain finance render its adoption unattractive for buyers through reclassification of accounts payable to debt, thus increasing the debt held by the buyer on their balance sheet.

    To investigate whether this is indeed the case, preliminary research was carried out through interviews with four financial organisations.

    14/01/2013 | 13,033