hero image
Steve Gilbert - The University of Texas at Austin, McCombs School of Business. Austin, TX, US

Steve Gilbert Steve Gilbert

Department Chair and Professor, Department of Information, Risk, and Operations Management | The University of Texas at Austin, McCombs School of Business

Austin, TX, UNITED STATES

Understanding the latest issues in supply chain and product & operations management

Social

Areas of Expertise (2)

Supply Chain Management Production and Operations Management

Biography

Stephen Gilbert is the Sam P. Woodson Jr. Centennial Memorial Professor in the Department of Information, Risk, and Operations Management. His expertise centers on supply chain and production and operations management. His recent research includes such topics as channel structure, supplier encroachment, optimal pricing, and durable products. Steve is on the editorial boards of some of the most prestigious journals in his field, for which he has won numerous meritorious service awards. He teaches supply chain and operation courses--both core and elective--across all the major programs (BBA, MBA, PhD) at the McCombs School of Business.

Education (3)

Massachusetts Institute of Technology: Ph.D., Management 1991

Stanford University: M.S., Industrial Engineering 1985

The University of Michigan, Ann Arbor: B.S., Industrial and Operations Engineering 1984

Articles (9)

Stephen Gilbert Citations Google Scholar

Listing of top scholarly works by Stephen Gilbert.

view more

Product Line Extensions and Technology Licensing with a Strategic Supplier Production and Operations Management

2016-06-01

In many industries, original equipment manufacturers (OEMs) must obtain critical components from a few powerful suppliers. To the extent that the OEMs are also concentrated, the interactions between the suppliers of critical components and the OEMs are strategic, and have implications for how an incumbent OEM chooses its product line and interacts with potential rivals. We demonstrate that, by adding a low‐end product line extension, an OEM can induce a strategic supplier to offer more favorable pricing....

view more

Supplier Encroachment as an Enhancement or a Hindrance to Nonlinear Pricing Production and Operations Management

2015-01-01

Under asymmetric information and nonlinear pricing, supplier encroachment has two opposing effects. On one hand, the ability to shift sales to the direct channel allows the supplier to reduce information rents with less sacrifice of efficiency; but on the other hand, by introducing the possibility of her own opportunistic behavior, it can result in upward distortion of the quantities sold through the reselling channel, which is a new source of inefficiency.

view more

Supplier Encroachment under Asymmetric Information Management Science

2014-02-01

This paper extends the investigation of supplier encroachment to the environment where the reseller might be better informed than the supplier. We find that the launch of the supplier's direct channel can result in costly signaling behavior on the part of the reseller, in which he reduces his order quantity when the market size is small.

view more

Optimal Per-use Rentals and Sales of Durable Products and Their Distinct Roles in Price Discrimination Production and Operations Management

2014-03-01

We use our model of consumer utility to characterize the firm's optimal strategy of whether to sell, rent, or do a combination of both in terms of the transaction costs and consumers' usage characteristics. We find that the two modes of operation serve different roles in allowing the firm to price discriminate.

view more

The Role of Revenue-Focused Managerial Performance Measures in Supply Chain Coordination Production and Operations Management

2012-04-04

Many firms employ revenue-focused managerial performance measures (RF-MPMs) that cause managers to worry more about revenues than about costs. Although this can seemingly misalign the interests of a manager, we show that the use of such measures can help supply chain partners to overcome hold-up issues with respect to capacity and promotion investments.

view more

Durable Products, Time Inconsistency, and Lock-in Management Science

2011-08-04

Many durable products cannot be used without a contingent consumable product, e.g., printers require ink, iPods require songs, razors require blades, etc. For such products, manufacturers may be able to lock in consumers by making their products incompatible with consumables that are produced by other firms. We examine the effectiveness of such a strategy in the presence of strategic consumers who anticipate the future prices of both the durable product and the contingent consumable.

view more

Private Label Products: Facilitators or Impediments to Supply Chain Coordination Decision Sciences

2011-07-27

We consider a retailer’s decision of whether to develop an internally produced, private label version of a national brand and the role that this decision plays in coordinating the supply chain.

view more

Supplier Encroachment as an Enhancement or a Hindrance to Nonlinear Pricing Production and Operations Management

2015-01-01

Under asymmetric information and nonlinear pricing, supplier encroachment has two opposing effects. On one hand, the ability to shift sales to the direct channel allows the supplier to reduce information rents with less sacrifice of efficiency; but on the other hand, by introducing the possibility of her own opportunistic behavior, it can result in upward distortion of the quantities sold through the reselling channel, which is a new source of inefficiency.

view more

Contact