I the May 2010 and September 2010 issues, we explore leading-edge thinking on service operations management education. A growing number of business and engineering schools have courses dedicated to the management of service operations. This growth reflects the increasing interest among faculty and students in understanding the contribution of services to modern economies. Although service operations courses have become quite standard in curricula, a newer trend of more focused service operations courses has emerged. We highlight teaching in retail operations management as a leading example of such a focus and provide examples of teaching materials used in this context. The May 2010 issue presents two games, one to teach global dual sourcing and the other to teach newsvendor-related concepts in a retail setting. In addition, this issue provides another example of an industry-specific service operations course, namely, healthcare operations management. Retailing is a compelling service setting in which to apply operations management theory. In the first paper of this issue, Allon and Van Mieghem provide an experiential learning opportunity pertaining to retail operations. Students play the role of sourcing managers who must make a strategic sourcing decision between two suppliers, one in Mexico and the other in China, with different costs and lead times. This allocation decision must be made dynamically as random demand is revealed. Through this learning tool, Allon and Van Mieghem demonstrate the complexity of these decisions while also offering insight into how such decisions substantially impact a firm’s financial performance. By making the link to research findings on the dual sourcing setting being simulated in the game, the authors provide an opportunity to illustrate how academic research can aid managers in making these difficult decisions. Another in-class game, described by Robb, Johnson, and Silver, focuses on a multi-item newsvendor problem frequently encountered by retail managers. The game highlights issues of demand estimation and tries to build student intuition about demand uncertainty and the role that shortage and procurement costs play in such ordering decisions. The set-up allows elicitation of demand from students, thus making the frequently abstract idea of uncertain demand much more tangible and accessible to students. Michael Lapre, in his article on teaching healthcare operations in MBA programs, introduces us to a specific service operations context. Healthcare, Lapre notes, represents 17% of GDP in the United States, and there is growing interest among MBA students, hospital administrators, and providers themselves in understanding process improvement techniques. With this article, we see how the management of healthcare operations is taught at Vanderbilt. Lapre describes what he found to be effective and ineffective, and he identifies the topical themes used in his course, as well as the cases associated with each theme. A further aim of this issue is to highlight the multidisciplinary aspect of teaching service operations. Kimes, Verma, and Hart present a case study on revenue management that draws connections between marketing issues such as brand image formation and human resources issues such as employee satisfaction to illustrate the interrelatedness of such concepts within the service sector. The case describes a loyalty program offered by a hotel chain for dining in hotel restaurants. Students explore the potential drawbacks of a fee-based loyalty program that offers customers
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