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Ashok K. Soni - Indiana University, Kelley School of Business. Bloomington, IN, US

Ashok K. Soni Ashok K. Soni

Executive Associate Dean for Academic Programs | Indiana University, Kelley School of Business

Bloomington, IN, UNITED STATES

Professor Soni's current work is devoted to the development of business analysis programs

Secondary Titles (2)

  • Professor of Operations & Decision Technologies
  • Sun Kyun Wang Professorship

Media

Publications:

Ashok K. Soni Publication

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Industry Expertise (2)

Education/Learning Research

Areas of Expertise (5)

Enterprise Systems and Applications Emerging Technologies Operations Research & Business Analytics Supply Chain Management Computer Simulation

Accomplishments (7)

Distinguished Service Award (professional)

2012

Kelley School of Business

Innovative Teaching Award (Business Analytics) (professional)

2011

Kelley Direct Program Teaching Excellence Award (professional)

2004, 2005, 2009, and 2011

Arcelor Mittal Faculty Fellowship (professional)

2008-2013

SAP Faculty Fellowship (professional)

2002-2008

Victor Cabot Faculty Fellowship Award (professional)

2000

TERA Award (professional)

2000

Education (4)

Indiana University, Kelley School of Business: DBA, Business Administration 1981

Indiana University, Kelley School of Business: MBA, Business Administration 1979

Strathclyde University: M.S., Graduate Studies 1973

Manchester University: B.S., Undergraduate Studies 1971

Media Appearances (5)

Humana receives Analytics Leadership Award from IU Kelley School of Business

IU Bloomington Newsroom  online

2015-10-30

“We are excited to recognize the successful journey of our corporate partners in applying analytics for a myriad of business applications,” said Ash Soni, executive associate dean for academic programs and a professor of operations and decision technologies at Kelley. “These projects reflect the kind of education the Kelley School strives for: applying strong quantitative skills for solving real business problems.”...

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Connected Classroom: Business Schools Partner Mooc Disruptors For Growth

Business Because  online

2015-09-20

“We have continued to evolve our delivery as technology and other tools have changed,” says Ash Soni, executive associate dean at Indiana’s Kelley School of Business. “Like many businesses, we are continuously innovating and evolving, and strive toward creating the ideal model.” ...

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Harvard's Virtual Classroom Highlights Digital Future Of Business Education

Business Because  online

2015-09-02

Ash Soni, executive associate dean for academic programs at the Kelley School of Business, one of the first to offer an online MBA, says it’s about fitting students’ changing needs. For the global manager, flexibility is paramount.

“Like many businesses, we are continuously innovating and evolving and strive toward creating the ideal model,” he says. “However, as our environment changes, so does the model.”...

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BTN LiveBIG: Indiana, NFLPA partner to give football players a second career

BTN: Big Ten Network  online

2015-01-05

“There are a series of offerings, from short program to full degree,” said Ashok Soni, executive associate dean of academic programs for the Kelley School of Business. “Players have the option to choose their needs, whatever fits their particular agenda. But they still have to have certain GPAs or GMAT scores to advance.” ...

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New MBA Broadens IU Kelley's Global Reach

Inside Indiana Business  online

Soni, who hold degrees from both universities, says a key component to the agreement is IU's web-based education presence. "We are big in the online space, so most of our courses will be offered online with some in-residence experiences." He says Manchester has been in the global education environment for a long time with its array of international locations in Asia, Europe and South America. The universities say students will learn from the same business faculty currently involved with each highly-recognized school...

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Articles (4)

A Case of Pratt and Whitney Aircraft's Commercial Spares Planning Communication of the International Information Management Association Journal (CIIMA)

2006

This case study, which can be used as a teaching case, deals with jet engine spare parts planning at Pratt and Whitney Aircraft Company, a division of United Technologies Corporation. The case includes background on the company’s history and an overview of their jet engine manufacturing operations. The primary focus of the case is on the application and evaluation of forecasting models for demand planning within an ERP system environment. An Excel-based decision support system (DSS), which is available from the authors upon request, enables the evaluation of alternative time series forecasting models for a variety of jet engine spare parts. The DSS workbook replicates the many features and options available in SAP’s forecasting system, which has been purchased by Pratt and Whitney.

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Model Based Interpretation of Survey Data: A Case Study of Enterprise Resource Planning Implementations Mathematical and Computer Modelling

2006

The selection of the appropriate analysis tools for survey data is an important decision for all researchers dealing with responses on questionnaires. Over the last two decades a number of approaches have been used for classifying variables, statistically measuring significance and developing predictions of outcomes. This paper compares and evaluates the use of regression analysis, logistic (logit) models, discriminate analysis and data envelopment analysis (DEA), for empirical data from a survey of enterprise resource planning (ERP) implementations in the US manufacturing sector. The data collected from this survey contains a mix of subjective and objective data, and provides an opportunity to assess the impact of these modeling techniques on measuring outcomes and a decision-maker’s acceptability of the results. The analysis illustrates that regression based tools are more valuable in developing predictive models, while logit and discriminate models are powerful in classifying the outcomes. The genetic search-based discriminate model is intuitively appealing, whereas DEA provides additional information with respect to understanding the process of arriving at the outcome over other tools. The analysis further shows that these techniques can be used in a complementary manner to insights that they cannot provide when used individually. In addition to the feasibility of these techniques, this analysis also provides important insights into ERP implementations.

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Value Chain Resource Planning: Adding Value with Systems Beyond the Enterprise Business Horizons

2004

Competition is no longer limited to the realm of the enterprise. Entire value chains are now starting to act as formidable entities, competing against each other for similar markets. The structures of these partnered communities are both increasingly idiosyncratic and hard to duplicate, which strengthens the sustainability of the competitive advantages of their constituents. But their effectiveness is only as good as the capabilities supported by interfirm information technologies. ERP is at the core of these extended systems, though in reality their architectures reach far beyond that. Modern management now requires the consideration of novel Value Chain Resource Planning concepts to sustain forward momentum.

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The Impact of Organization Size on Enterprise Resource Planning (ERP) Implementations in the U.S. Manufacturing Sector Omega

2003

Enterprise Resource Planning (ERP) systems have experienced a phenomenal growth in the last 5 years and at present they are pervasive in the US manufacturing sector. This paper describes an attempt to chronicle this phenomenon through a series of case studies and an extensive survey. Manufacturing companies ranging in size from a few million dollars in annual revenues to over a hundred billion dollars are included in this study. The key finding from this study is that companies of different sizes approach ERP implementations differently across a range of issues. Also, the benefits differ by company size. Larger companies report improvements in financial measures whereas smaller companies report better performance in manufacturing and logistics.

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