When our Professor Peter Rachor was in high school, he was already well on his way to being an entrepreneur. One of his projects was selling 25-foot long telephone cords for the rotary phones attached to the walls of what seemed to be every home in America. We have one of these in our UP Museum if you want to know what it looks like! These phones had a three-foot cord so you could not go anywhere to have a private conversation. Twenty-five feet meant you could go into your room and shut the door! That was freedom in a world without cell phones!
Be willing to get out of your comfort zone even though it is not an easy thing to do. Doing so will allow you to experience new things, gain knowledge, and more confidence in yourself. You probably do not know what career path you want to follow, so getting yourself out there, meeting new people, taking on internships, talking to your professors, participating in extra-curricular activities will not only develop your skills but also expose you to what you like and don’t like, as well as your strengths and weaknesses. Even when things you try don’t work out well, hopefully you learned something and met interesting people!
Read the full story on his Meet the Faculty page.
Shari Dunn is a adjunct instructor who will be teaching our 515 Social Venture Management class in the Spring of 2018. She is a former news anchor and attorney as well as the current Executive Director for Dress for Success Oregon. Shari is a board member of the Women’s Foundation of Oregon and the Oregon Workforce Investment Board (OWIB), appointed by Governor Kate Brown.
She was previously a Nonprofit Consultant in California and Milwaukee, Vice President at Power of Attorney, Inc. in New York, a nation-wide grant maker, Special Correspondent for the Oprah Winfrey Show, and the Senior Attorney in the Civil Division of the National Legal Aid and Defender Association.
Shari has lobbied the federal government, represented victims of domestic violence and managed a national foundation with a multi-million dollar portfolio. As a nonprofit executive, she developed and directed national collaborations on advocacy and funding projects.
In her current position as Executive Director for Dress for Success Oregon, she leads the mission to empower women to achieve economic independence. The vision is a world where women do not live in poverty, and are treated with respect and dignity. To achieve this goal, the organization provides long lasting solutions through professional development, a network of support, professional attire, and the tools to thrive at work and in life. People don’t get out of poverty by getting a job. They get out by keeping one.
The Social Venture Management course will address various areas in business such as public relations, promotion, revenue generation, strategic planning, governance, financial controls and the use of data to make informed decisions. The curriculum will be taught through lectures, discussions and case study analysis.
We are delighted that Shari will bring her wealth of knowledge and experience to our business students. Her class begins in Spring 2018! Students better hurry and sign up!
Our students are thriving during the summer by working at different companies for their internships. This summer Austin Kreft is part of the KPMG office in Portland for his internship. He dropped us a line and sent us this photo! Thank you for sharing this with us.
KPMG did an office remodel of the Portland office about two years ago, and as part of the re-design, they fielded ideas from the office staff about words that they associated with the firm, their experience, and the Portland office in particular, and then displayed them with three-dimensional lettering along a hallway wall in the office.
I sent Gwynn Klobes, Director of the P4 Program (Pamplin Professional Preparation Program) a picture of my favorite section of the wall, where “Pilot Pride” is on permanent display. While my coworkers and managers this summer came from all over the place, and the firm has a big mix of academic backgrounds, I thought it was cool to be at a place where my school has a distinct legacy.
Being a Pilot has helped me to connect to the Portland office in a way I don’t think I could have with another school: an alumna is how I connected initially with the firm, and it was a U.P. alumna with whom I had my exit meeting with a partner on Friday.
Guest post by:
University of Portland ’18 | B.B.A. Accounting & Finance
Did you know that blood has an expiration date? Platelets last 5 days and blood cells 42. Just like the fruits and vegetables you buy at the store, it is all perishable. As we know, we usually need more during a crisis situation but in recent years there has been a drop in the unpredictable demand due to changes in medical practices. Our hospitals aren’t using as much as they used to so this is contributing to a surplus in overall supply. Economics 101 tells us, an increase in supply over demand will result in a price drop of your widget. This is also true with blood. Coupled with the fact that we don’t know what we will need on a regular basis, the overall management of the supply chain becomes challenging.
Supply chain management is not the first thing we would associate with healthcare since we think of places like Tesla, where they are having issues with their current ability to supply the Tesla3 due to overwhelming demand.
The inefficient supply chain management of blood has its own issues. Dr.Anna Nagurney of the Isenberg School of Management at University of Massachusetts in a recent article said, “Our inefficient blood supply chain has resulted in a relatively strong supply and a weak demand for blood at the blood banks, which gives the hospitals the upper hand while negotiating with suppliers.”
Hospitals have begun looking at alternative blood banks for lower prices because the excess supply has created increased competition. Dr. Nagurney explains, “The hospital cost of a unit of red blood cells in the U.S. suffered an almost 10 percent drop from 2011 to 2014. A simultaneous drop in the demand and the price of blood products has tremendously affected the players involved in the blood supply chain, with the blood banking industry revenue dropping to $1.5 billion per year in 2014, down from $5 billion in 2008. Being hit by a such a severe revenue loss over a short period, one of the first actions taken by blood providers was to lower their costs by cutting jobs.” The resulting outcome is a loss of 12,000 jobs over the next few years.
The unrecognized outcome of lower prices and lower demand, is the reduction in investment into research and development for blood products and services. “Such an impact may not only threaten the effectiveness and safety of various activities in the blood supply chain but may also negatively affect the responsiveness at times of crises and disasters,” said Dr. Nagurney.
Dr. Anna Nagurney, Dr. Amir Masoumi and our professor Dr. Min Yu have been studying blood supply chains to in an effort to discover how to minimize costs, risk, waste and optimize the blood supply chain network design. As we have explained in this blog, blood supply chain management is a complicated affair with many outcomes to consider. Dr. Yu and her team’s research led them to the assessment of mergers and acquisitions (M&A). The lessons from the corporate world of M&A can also be applied to the blood supply chain. For example, how different blood supply chains can benefit from sharing facilities, testing practices, as well as delivery methods and transportation assets.
We are proud to announce that Professor Yu and her team have submitted their research paper, Mergers and Acquisitions in Blood Banking System: A Supply Chain Network Approach, to the International Journal of Production Economics and it has been accepted for publication. We congratulate Professor Yu and her team for their achievements in this field.
To learn more about our professor, visit her faculty page, click here!
Link to their paper: Mergers and Acquisitions in Blood Banking System: A Supply Chain Network Approach
Source credit: Dr. Anna Nagurney, John F. Smith Memorial Professor of Operations Management, University of Massachusettes Amherst.