Professor Wu’s research focuses on energy sustainability, including integrating and promoting renewable energy resources, upgrading conventional resources, building energy storage facilities, investing in energy efficiency, and managing energy demand. He collaborates with industry practitioners and has advised sustainability projects at many high-profile companies. Professor Wu teaches machine learning and operations management.
Industry Expertise (1)
Areas of Expertise (8)
Grant Thornton Scholar Award, Kelley School of Business
Paul Kleindorfer Award in Sustainability, Production and Operations Management Society
Excellence in Teaching Award, MBA Program, Kelley School of Business
Distinguished Teaching Award, Doctoral Program, Kelley School of Business
Trustee Teaching Award, Kelley School of Business, Indiana University
Finalist, Trustee Teaching Award, Kelley School of Business, Indiana University
Teaching Excellence Award, Ross School of Business, University of Michigan
University of British Columbia: Ph.D., Management Science 2006
Hong Kong University of Science & Technology: M.Eng., Industrial Engineering and Engineering Management 2001
Media Appearances (2)
Businesses are proving quite resilient to the pandemic
The Economist online
If a vengeful deity were to design a weapon to wield against the global supply chains that characterise modern business, it might well hit on a virus which hit production facilities all around the world. In the face of covid-19, though, the sinews of business have, for the most part, held up remarkably well.
The Most Interesting New MBA Courses At B-Schools This Year
Poets & Quants online
It’s a theme that has been picked up at Indiana University’s Kelley School of Business, where “Artificial Intelligence in Business,” taught by Alex Lopes, aims to prepare students to create organizational solutions involving AI; and “Business Applications of Machine Learning,” taught by Owen Wu, emphasizes the application of various machine learning techniques for managerial decision making.
Asset Selling Under Debt ObligationsForthcoming in Operations Research
2019 We extend the classical asset-selling problem to include debt repayment obligation, selling capacity constraint, and Markov price evolution. Specifically, we consider the problem of selling a divisible asset which is acquired through debt financing. The amount of asset that can be sold per period may be limited by physical constraints
Understanding How Generation Flexibility and Renewable Energy Affect Power Market CompetitionManufacturing & Service Operations Management
2016 We study supply function competition among conventional power generators with different levels of flexibility and the impact of intermittent renewable power generation on the competition. Inflexible generators commit production before uncertainties are realized, whereas flexible generators can adjust their production after uncertainties are realized.
Curtailing Intermittent Generation in Electrical SystemsManufacturing & Service Operations Management
2013 Energy generation from intermittent renewable sources introduces additional variability into electrical systems, resulting in a higher cost of balancing against the increased variabilities. Ways to balance demand and supply for electricity include using flexible generation resources, storage operations, and curtailing intermittent generation.
Optimal Control and Equilibrium Behavior of Production-Inventory SystemsManagement Science
2010 The relationship between commodity inventory and short-term price variations has received considerable attention, but the understanding has been limited to single-stage cross-sectional relation. In this paper, we aim to deepen our understanding of the inventory–price relationship in two dimensions: across time and across production stages.
What Actually Happened to the Inventories of American Companies Between 1981 and 2000?Management Science
2005 This paper examines the inventories of publicly traded American manufacturing companies between 1981 and 2000. The median of inventory holding periods were reduced from 96 days to 81 days. The average rate of inventory reduction is about 2% per year. The greatest reduction was found for work-in-process inventory, which declined by about 6% per year.