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August, 2018

Curriculum Vitae

Name : Narasimhan, Ravichandran Father’s Name : Srinivasan, Narasimhan Birth date : 24th September 1953 Nationality : Indian Family status : Married - Two children Present Position : Professor, P&QM Area Indian Institute of Management Ahmedabad Contact Information : Indian Institute of Management Ahmedabad Vastrapur, Ahmedabad 380015. Tel : 079 - 66324814 Mobile : 9727769684 email : nravi@iimahd.ernet.in Education : • Ph.D. – Mathematics (1980), Indian Institute of Technology, Madras, India • M.Sc. – Mathematics (1976), Annamalai University, Tamilnadu, India • B.Sc. – Mathematics (1974), Madras University, India. Position January 2, 2014 onwards Professor, Production & Quantitative Methods Area, Indian

Institute of Management, Ahmedabad. November 27, 2008 - Director, Indian Institute of Management, Indore January 1, 2014 1988 – November 26, 2008 Professor, Production & Quantitative Methods Area, Indian

Institute of Management, Ahmedabad 1985 – 1988 Associate Professor, Production & Quantitative Methods

Area, Indian Institute of Management, Ahmedabad 1982 – 1985 Assistant Professor, Production & Quantitative Methods

Area, Indian Institute of Management, Ahmedabad. 1980 – 1982 Visiting Faculty, Production & Quantitative Methods Area,

Indian Institute of Management, Ahmedabad Visiting Faculty 1999 - 2009 ESSEC Management School, Paris Engagement: Corporate Strategy Course in Executive MBA

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Visiting Positions in Europe (up to 12 weeks) 1998 Department of Logistics and Marketing, ESSEC, Cergy.

1997 Department of Strategy, ESSEC, Cergy.

1993 Department of Production and Logistics, Ecole Centrale, Paris, France.

1992 Department of SID, ESSEC, Cergy, France.

1991 Department of SID, ESSEC, Cergy, France (with Professor J.Akoka)

1989 Department of Industrial Engineering, Technical University of Eindhoven, The

Netherlands (with Professor Peter Sander)

1988 Department of Reliability, Ecole Polytechnic Federal, Zurich, Switzerland (with Professor A.Birolini)

1986 Department of Applied Mathematics, Technical University of Munich, Munich, Germany (with Professor M.J. Beckman)

1983-84 Visiting Professor at ESSEC, Department of Systems and Information Decisions (SID), Cergy, France

1983 Department of Applied Mathematics, Centre National des Etudes Telecommunications (CNET), Lannion, France (with Mr. J.M. Pitie)

1982 Institute of Operations Research and Automation, University of Fribourg, Switzerland (with Professor J. Kohlas)

1981 Department of Microelectronics, University of Neuchatel, Switzerland (with Professor Arvind Shah)

Professional Membership • Computer Society of India: Life Member • Operational Research Society of India: Life Member • Ahmedabad Management Association: Life Member • Founder Member, Case Research Society of India Academic Administration @ IIMA 2006-08 Chair, Production and Quantitative Methods Area 1999-01 Chair, Management Development Programme 1995-97 Chair, Placement Committee 1991-93 Chair, Production and Quantitative Methods Area

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Areas of Academic Expertise Teaching (Post Graduate and Ph.D. Level), Research and Executive Education Applied Probability, Business Process Reengineering, Competitive Strategy, Decision Analysis, Entrepreneurship, Industry Analysis and Corporate Strategy, Information Technology for Competitive Advantage, Logistics and Supply Chain Management, Operations Management, Operations Strategy, Quantitative Methods in Management, Simulation, and Stochastic Modelling. Academic Outputs • 12 Books (Edited, co-edited and authored) - Section 1 • 102 Research papers presented in National and International Conferences – Section 2 • 80 Research publications in peer reviewed journals, Indore Management Journal and

others – Section 3 • 49 Management cases based on real life situations – Section 4 • Executive Education – Section 5

- Designed 14 new executive courses at IIMA - Coordinated 3 major executive courses at IIMA - Designed customized courses to 33 organizations - Member, Faculty team of executive courses to 59 organizations

• Consultant to 25 organizations – Section 6 • Contribution to PGP Program at IIMA - 10 elective courses in PGP II @ IIMA – Section 7 Contributions to IIM Indore as Director – Refer section 8 Dr. N. Ravichandran assumed office of Director on November 27, 2008. The following contributions are made to IIM Indore during his tenure. 1. Substantial investment on infrastructure and execution of projects worth about

Rs. 200 crores. Another Rs. 200 crores are committed and work is in progress. 2. IIM Indore has a programme in every market segment. This includes execution

education, research programme, faculty development and PGP programme for the practicing executives and undergraduate programme.

3. The student population on campus is about 1200 in the academic year 2013-14 and will stabilize at 1500.

4. Institute has got a healthy balance sheet. 5. The audit committee reports have been complied with. There has been Nil CAG

reports for the duration under consideration. 6. IIM Indore has expended geographically in Bombay and RAK, UAE. 7. Faculty and staff recruitment has been extensive. The process have been

streamlined. 8. Significant welfare measures for employees have been introduced. 9. Attempts have begun to streamline institute administration.

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Thesis Supervision 1. Chair, Thesis Advisory Committee, Shubhabrata Basu (2007), Strategic Response of

Indian State Owned Enterprises to Environmental Shifts, A Dissertation for the Fellow Programme in Management in Indian Institute of Management, Ahmedabad.

2. Chair, Thesis Advisory Committee, Harshal Lowalekar (2007), Coordinated production planning, scheduling and distribution in supply chains, A Dissertation for the Fellow Programme in Management in Indian Institute of Management, Ahmedabad.

3. Chair, Thesis Advisory Committee, B.V.L. Narayana (2007), Implementation of Health

Care Projects in India: An Operational Framework, A Dissertation for the Fellow Programme in Management in Indian Institute of Management, Ahmedabad.

4. Chair, Thesis Advisory Committee, Rohit Kapoor (2005), Repairable Parts Inventory

Management, A Dissertation for the Fellow Programme in Management in Indian Institute of Management, Ahmedabad.

5. Member, Thesis Advisory Committee, C. Ranganathan (1998), Exploring the Context,

Process and Outcome of Strategic Information system Decisions, A Dissertation for the Fellow Programme in Management, in Indian Institute of Management, Ahmedabad.

6. Chair, Thesis Advisory Committee, Kalyan Bhattacharya (1994), A Study of Operational

Issues in a Blood Bank, A Dissertation for the Fellow Programme in Management, in Indian Institute of Management, Ahmedabad.

7. Member, Thesis Advisory Committee, M. Pijnenburg (1990), Technical University of

Eindhoven, The Netherlands. Coordination of Workshops / Conferences / Consultations / Study tours 1. Co-ordinator, Sixth National Conference on Management Science and Practice,

Department of Mathematics, IIT Madras in Memory of Professor R. Subramanian, on his 80th Birthday, September 9-10, 2016.

2. Co-ordinator, Fifth National Conference on Management Science and Practice, Indian

Institute of Management, Indore, 2012.

3. Co-ordinator, Fourth National Conference on Management Science and Practice, Ahmedabad Management Association, Ahmedabad, February 2009.

4. Co-ordinator, Third National Conference on Management Science and Practice, Indian Institute of Management, March 2008.

5. Co-ordinator, Winter School for OR Teachers, Indian Institute of Management,

Ahmedabad – February 2008. 6. Co-ordinator, Winter School for OR Students, Indian Institute of Management,

Ahmedabad – January 2008.

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7. Co-ordinator, Second National Conference on Management Science and Practice organized in memory of Professor SK Srinivasan, Professor Emeritus, Department of Mathematics, Indian Institute of Technology, Madras – March 2007.

8. Chair, Management Consultation on Health Care in India (MCHCI) (2006 - 2009) –

Designed and conducted a five day consultation Policy Planners, Policy Administrators, Governmental Agencies, Non-Governmental Organizations involved in Health Care Delivery Systems, Hospital Managers, Medical Professionals, Health Care Project Administrators, Senior Executives of Pharma companies, Insurance Agencies, Deans of Medical Colleges, Nursing Services, Managers of Pathological Laboratories, Blood Bank Administrators and Academicians interested in Health Care Management issues.

9. Co-ordinator, Workshop on Case Writing and Case Method of Teaching (Since 2006 –

once a year) – Desiged and conducted a five day workshop for university / business school teachers on Case Writing and Case Method of Teaching.

10. Co-ordinator, National Conference on Challenges in Creating World Class Educational

Institutions in honour of Professor Jahar Saha on the occasion of his superannuation from the services of the Institute – April 2006.

11. Co-ordinator, National Conference on Management Science and Practice (2006)

organized in honour of Professor Jahar Saha on the occasion of his superannuation from the services of the Institute – March-April 2006.

12. Co-ordinator, Vision 2020: The Strategic Role of Operational Research, 37th Annual

Convention of Operational Research Society of India – January 2005. 13. Co-ordinator, World Class Institutions: Creation and their Management - Designed

and coordinated a professional conference (one and half day) on behalf of Ahmedabad Management Association which attracted 1000 plus audience – April 2003.

14. Coordinator, Corporate Strategy and Government Policy: Some Linkages, organized in

honour of Professor V.L. Mote on the occasion of his superannuation from the services of the Institute – March 1993.

Sponsored research 1. 1998 - Research study on the restructuring of State Bank of India (sponsored by

SBI).

2. 1991 - Development of an expert system (prototype) for agricultural planning in an agro-climatic zone (funded by Planning Commission, India)

3. 1988 - Preparation of several case studies in the area of Information Systems

applicable to state road transport undertakings towards the conduct of executive development Programme (funded by the Association of State Road Transport Undertakings, New Delhi)

4. 1986 - Design and development of linear programming model for refinery

operation (supported by Madras Refineries Limited)

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5. 1986 - Prepared a feasibility report for computerising production planning and

dispatch in MRL (supported by Madras Refineries Limited).

6. Institution Building Activities

7. As President, ORSI Ahmedabad Chapter (www.cybersurf.in/orsinew/index.shtm) contributed substantially to the revival of the Chapter and the promotion of Operations Research. The 37th Annual Convention of the society was hosted by the Ahmedabad Chapter. It was a spectacular success and attracted more than 350 participants.

• Initiated and launched a new series of conference (Management Science and

Practice) to promote Operations Research in India. (www.cybersurf.in/orsinew/index.shtm)

• Initiated and launched a consultation series in Health Care to provide professional

inputs to improve health care policy and its implementation in India (Management Consultation on Health Care in India - www.mchci.org).

• Founded a professional society to promote case writing, case method of teaching

and case research in Indian Business Schools (Case Research Society of India www.caseresearch.org).

• Founded an NGO to promote quality of management education in India by capacity

building (Management Research Foundation www.managementresearch.in).

Section 1 - Books (Edited and Authored) 1. N. Ravichandran (2015) (Editor), Success is a Thief: Inspirational Convocation

Speeches, Random House India. 2. Nagarajan Krishnamurthy and N. Ravichandran (2014) (Editors) Proceedings of the

Advanced Tutorial and Workshop on Operations Research, IIM Indore, Allied Publishers Pvt. Ltd., New Delhi.

3. N. Ravichandran (2013) (Editor), Management Science and Practice (MSP 2009),

Indian Institute of Management, Ahmedabad, Allied Publishers Pvt. Ltd., New Delhi. 4. N. Ravichandran (2011) (Editor), Management Science and Practice (MSP 2008),

Indian Institute of Management, Ahmedabad, Allied Publishers Pvt. Ltd., New Delhi. 5. N. Ravichandran (2008) (Editor), Management Science and Practice (MSP 2007)

organized in memory of In memory of Professor S.K. Srinivasan, Professor Emeritus, Department of Mathematics, Indian Institute of Technology, Madras, Allied Publishers Pvt. Ltd, New Delhi.

6. N. Ravichandran (2006) (Editor), Management Science and Practice, National

Conference on Management Science and Practice organized in honour of Professor Jahar Saha, Allied Publishers Pvt. Ltd, New Delhi.

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7. N. Ravichandran (2006) (Edtior), Vision 2020: The Strategic Role of Operational Research, 37th Annual Convention of Operations Research Society of India, Allied Publishers Pvt. Ltd, New Delhi.

8. N. Ravichandran (1999) (Editor), Competition in Indian Industries: A Strategic

Perspective, Vikas Publishing Co. Ltd, New Delhi. 9. N. Ravichandran, (1998) (Co-Editor), Corporate Strategy and Government Policy:

Some Linkages, IIMA Publication. 10. N. Ravichandran (1991) (Editor), Microcomputers in Materials Management, Wiley

Eastern Limited, India. 11. N. Ravichandran (1990) Stochastic Methods in Reliability Theory, Wiley Eastern

Limited, India. 12. Section 2 - Research Papers presented in National and International conferences

1. N. Ravichandran (2018), Service quality by using social media: The experience of

Indian railways, APORS 2018, August 05-09, 2018, Kathmandu, Nepal.

2. N. Ravichandran (2018), Healthcare Policy Options in India, ORHAS 2018, July 29- August 03, 2018 Oslo, Norway.

3. N. Ravichandran (2018), Supply Chain Modeling for Indian Railway’s Catering Services, EURO 2018, July 08-11, 2018, Valencia, Spain

4. N. Ravichandran (2018), Tutorial on Logistics Management, INFORMS International 2018, June 17-20, 2018, Taipei, Taiwan

5. N. Ravichandran (2018) Linen Management in a Large Hospital, POMS 2018, May 03-07, 2018, Houston, USA

6. N.Ravichandran (2018) Workshop on managerial lessons from Pancha Tantra, Management Science and Practice(MSP 2018) 9 th edition,23-24 Feb 23-24,2018

7. N.Ravichandran (2017) Competing through manufacturing: Insights from Case studies, key note address XX1 Annual conference of society of operations management, Ahmedabad University Dec21-13,2017

8. N.Ravichandran, (2017) Lessons for managers from Panchatantra,5 th Biennial Conference (Indian Academy of management). Dec18-20 2017, IIM Indore

9. N.Ravichandran (2017) Special session on Digital India: EPFO Case study,5 th Pan IIM conference , Dec 14-16,2017,IIM Lucknow

10. Balaraman Rajan and N.Ravichandran (2017) assembly line design: Learning opportunities, Informs Annual Meeting ,Houston Oct 22-25. 2017

11. Balaraman Rajan and N.Ravichandran (2017) Operations research in the

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management of linen in Indian railways, Informs annual meeting ,Houston Oct 22-25. 2017

12. N.Ravichandran(2017) Managing worlds’ largest dancing festival: An operations research perspective, IFORS Qubec, July 2017

13. N Ravichandran (2017) Keynote address in the conclave on "Tourism for All: Promoting Universal Accessibility", National Institute of Tourism & Hospitality Management (NITHM), Hyderabad, September 26, 2016.

14. N Ravichandran (2016), "Optimizing the logistics cost in a cement factory", American Mathematical Society Conference, BHU, Varanasi, December 14-17, 2016.

15. N. Ravichandran and Harshal Lowalekar (2016), Management of Patient Response time in an Ophthalmology Clinic, EURO 2016, Ponzan, Poland, July 2-7, 2016.

16. N. Ravichandran and N. Sundaravalli (2016), An Operational Model to Support Cotton Trade in India, INFORMS Annual Meeting Nashville, November 13-16, 2016.

17. N Ravichandran (2016), " Managing Transport Concession", INFORMS 2016, Nashville, TN, November 13-16, 2016.

18. N Ravichandran (2016), "Modeling OPD flow in an Orthopedic facility", at the ORAHS, Pamplona, Spain, July 24-26, 2016.

19. N Ravichandran (2016), Keynote address on "Challenges in Supply Chain Coordination", Fourth International Conference on Best Practices in Supply Chain Management, Indian Institution of Industrial Engineering, College of Engineering, Trivandrum, December 22-23, 2016.

20. N Ravichandran (2016), Presented a paper titled, "OR in India: Past, present and future" at MSP 2016, IIT Madras, September 8-10, 2016.

21. N. Ravichandran and Vaseem K. Sheikh (2016), Modeling OPD flow in an Orthopedic facilty, ORHAS Conference, Pamplona, Spain, July 24 – 29, 2016

22. N. Ravichandran and Harshal Lowalekar (2016), Management of Patient Response time in an Ophthalmology Clinic, EURO 2016, Ponzan, Poland, July 2-7, 2016

23. N. Ravichandran and N. Sundaravalli (2016), An Operational Model to Support Cotton Trade in India, INFORMS Annual Meeting Nashville, November 13-16, 2016

24. N. Ravichandran (2016), Managing Transport concession, INFORMS Annual Meeting Nashville, November 13-16, 2016

25. N. Ravichandran and Balaram Rajan (2015), Tactical Decision @ Vastrapur Car Rental services, INFORMS Annual Meeting, Philadelphia, November 1-4, 2015

26. N. Ravichandran (2014), An Operations Framework for Project Management,

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INFORMS Annual Meeting, San Francisco, November 9-12, 2014.

27. N. Ravichandran (2014), Practice Precedes Theory in Management: An Empirical Evidence in the Context of Business Strategy, Second Pan-IIM Conference, IIM Kozhikode, November 5-8, 2014.

28. Bhavin Shah and N. Ravichandran (2014), Discount Coupons at BFL: A Privilege to Shareholders or A Means to Erode Shareholders’ Wealth? Anniversary Conference 2014 (Case Centre, U.K.), held in IIM Bangalore, September 8-9, 2014.

29. N. Ravichandran and R. Radha (2014), Ms Tara’s Dilemma: To Litigate or Otherwise, Presented in 13th National Case Writing Workshop, April 25-27, 2014 held at Prestige Institute of Management and Research, Gwalior.

30. N. Ravichandran (2008), Blood Banking in India, INFORMS Annual Meeting,

Washington, DC October 12-15, 2008. 31. N. Ravichandran (2008), Promoting OR in India: Challenges and Opportunities,

IFORS 2008, Sandton, South Africa, July 13-18, 2008 32. N. Ravichandran (2008), OR in Health Care, Third National Conference on

Management Science and Practice, Indian Institute of Management, Ahmedabad, March 22-24, 2008.

33. N. Ravichandran (2007), Experiences of designing a study tour to the post

graduate students of IIMA, Fifth AIMS International Conference on Management (AIMS5), Hyderabad, December 27-30, 2007.

34. N. Ravicandran (2007), Health Care Delivery Models in India: An Overview, 40th

Annual Convention of Operational Research Society of India, New Delhi, December 4-6, 2007.

35. N. Ravichandran (2007), Case on Simplifly : Evolution of Low Cost Air Line in India,

Annual Meeting of North American Case Research Association, Keystone, Denver, October 18-20, 2007.

36. N. Ravichandran (2007), Hospital Supplies Management: A Radical Prescription,

HOSMAN 2007, Second National Health Care Conference, Kochi, October 6-7, 2007.

37. N. Ravichandran (2007), OR and Health Care: An Opportunity Assessment,

Operations Research Applied to Health Science (ORAHS), Saint-Etienne, France, July 15-20, 2007.

38. N. Ravichandran (2007), Jaipur Foot: A Case Study on Mass Customization, POMS,

London School of Business, London, July 12-13, 2007. 39. N. Ravichandran (2007), Some Comments on Perishable Inventory Systems, EURO

2007, Prague, July 8-11, 2007. 40. N. Ravichandran (2007), Stochastic Models in Management Science, Theme

Presentation, Second National Conference on Management Science and Practice,

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Indian Institute of Technology, Madras, March 9-11, 2007. 41. N. Ravichandran (2007), Some Comments on Perishable Inventory Systems,

Second National Conference on Management Science and Practice, Indian Institute of Technology, Madras, March 9-11, 2007.

42. N. Ravichandran (2007), Models in Management in Science: Issues in

Implementation, ORSP 20th Anniversary and 2007 National Conference, Manila, Philippines, February 16, 2007.

43. N. Ravichandran (2006), Bullwhip Effect: Concept, Implications and Responses – A

Tutorial, 39th Annual Convention of ORSI, Kolkata, January 5-7, 2007. 44. N. Ravichandran (2006), Closed Loop Queuing Model for Material Handling

Systems, INFORMS, Pittsburgh, November 5-8, 2006. 45. N. Ravichandran (2006), Bullwhip Effect: Concept, Implications and Responses – A

Tutorial, 14th International Symposium on Inventories, Budapest, Hungary, August 21-25, 2006.

46. N. Ravichandran (2006), Election Logistics in India: A Process Based Approach,

21st European Conference on Operational Research, Euro XXI 2006, Iceland, July 2-5, 2006.

47. N. Ravichandran (2006), IT Enabled Supply Chain: An Indian Case Study,

INFORMS, Hong Kong, June 25-28, 2006. 48. N. Ravichandran (2006), Innovations in Health Care Delivery: An Indian Case

Study, 12th IFAC Symposium on Information Control Problems in Manufacturing, INCOM’2006, Saint Etienne, France, May 17-19, 2006.

49. Saumya Kolluri and N. Ravichandran (2006), Competing through Mass

customization: A case in Indian Furniture Industry, National Conference on Management Science and Practice, Indian Institute of Management, Ahmedabad, March 31 – April 1, 2006

50. Surya Prasad and N. Ravichandran (2006), Revamping GSRTC, National

Conference on Management Science and Practice, Indian Institute of Management, Ahmedabad, March 31 – April 1, 2006

51. N. Ravichandran (2006), Tutorial on OR Applications, National Conference on

Management Science and Practice, Indian Institute of Management, Ahmedabad, March 31 – April 1, 2006

52. N. Ravichandran (2006), Sundaram Medical Foundation, MCHCI, Indian Institute

of Management, Ahmedabad, March 21-24, 2006. 53. N. Ravichandran (2006), (Invited Talk), Wisdom from Real Life Experiences, APORS

2006, Manila, Phillippines, January 16-18, 2006.

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54. N. Ravichandran and K. Sharat Chandra (2006), Excellence in Logistics - A case study from a social sector in India The International Conference on Logistics and Supply Chain Management (LSCM 2006), Hong Kong January 5-7, 2006.

55. N. Ravichandran (2005), Wisdom from Real Life Experiences, ICORAID-2005-ORSI,

Indian Institute of Science, Bangalore, December 27-29, 2005. 56. N. Ravichandran (2005), National Seed Company: Portfolio of Computer

Applications, International Conference on Management Case Studies (ICMC2005), Institute of Management Technology, Ghaziabad, December 19-20, 2005.

57. N. Ravichandran (2005), Mumbai Widget Limited: Supply Chain Efficiency and

Improvement Initiatives, IX Annual Conference of the Society of Operations Management, Pondicherry University, Pondicherry, December 16-18, 2005.

58. N. Ravichandran (2005), Models in Management in Science: Issues in

Implementation, National Conference on Applied Stochastic Processes (NCASP-2005), Invited Talk, Department of Mathematics, Presidency College (Autonomous), Chennai, December 17, 2005.

59. N. Ravichandran (2005), Excellence in Project Management: Lessons from

Amalgamation of Banks, INFORMS, San Francisco, Nov. 13-16, 2005. 60. N. Ravichandran (2005), Participated in the 7th ISIR Summer School on Supply Chain

Inventory Management, Mennheim Business School, University of Mannheim, Germany, August 14-19, 2005.

61. N. Ravichandran (2005), A case on supply chain planning in a process industry in

India, IFORS, Hawaii, July 11-15, 2005. 62. N. Ravichandran (2005), A Process Oriented Approach to Waiting Line Management

in a Large Pilgrimage Center in India, EUROMA 2005, Budapest, Hungary, June 19-21, 2005.

63. N. Ravichandran (2005), Tuberculosis Control in developing countries: A

Generalized Community Health Worker Based Model, 37th Annual Convention of Operations Research Society of India, January 8-11, 2005, Indian Institute of Management, Ahmedabad.

64. N. Ravichandran (2004), Logistics: The Bombay Dabbawala’s Operations, INFORMS,

Denver, Oct. 24-27, 2004. 65. N. Ravichandran (2004), A Finite Horizon Inventory Model: An Operational

Framework, 13th ISIR Symposium, Budapest, Hungary, Aug. 22-27, 2004. 66. Resource person by invitation for a workshop on Global Sourcing, preceding the 9th

International Symposium on Logistics (9th ISL), Logistics and Global Outsourcing, Bangalore, India, July 11-14, 2004.

67. N. Ravichandran (2004), Management of Spares in a Public Transport Utility in

India: A Simulation based optimization model, MSOM Conference, Eindhoven, The Netherlands, July 1-2, 2004

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68. N. Ravichandran (2004), Operations Management as a Change Agent: A Framework

based on Indian case studies, EUROMA 2004, INSEAD, Fontainebleau, June 27-29, 2004.

69. N. Ravichandran (2004), Improved Efficiency in Logistics Using ERP, COS-INFORMS

Conference, Banff, Canada, May 16-19, 2004 70. N. Ravichandran, Devanath Tirupati and Satyendra Kumar (2003), Bharat Cements

Limited: Optimizing Route Planning, APORS 2003, New Delhi, December 8-10, 2003. 71. N. Ravichandran (2003), Modelling LPG Distribution in India, INFORMS Annual

Meeting, Atlanta, October 19-22, 2003. 72. N. Ravichandran (2003), Improving In-plant Logistics by Process Reengineering:

Case Study, 9th International Conference on Manufacturing Excellence, Melbourne, October 13-15, 2003.

73. N. Ravichandran (2003), Participated as a Senior Researcher in the ISIR Summer

School, Technische Universiteit Eindhoven, August 18-22, 2003. 74. N. Ravichandran (2003), Stochastic Inventory Models: An Operations Management

Perspective, Seminar on Point Processes - SPP-2003, Anna University, Madras, August 8-9, 2003.

75. N. Ravichandran (2003), Hospital Supplies Management: A Radical Prescription,

EURO/INFORMS Joint International Meeting, Istanbul, July 6-10, 2003. 76. N. Ravichandran (2003), Regional Passport Office, Ahmedabad: Rapid Response

Time by Process Redesign, MSOM conference, Marshall School of Business, University of Southern California, Los Angeles, June 16-17, 2003.

77. N. Ravichandran (2003), Competitive Strategy in Indian Hospitals: A New

Framework, 6th Convention of Strategic Management Forum of India, XLRI Jamshedpur, April 24-26, 2003.

78. N. Ravichandran (2002), Towards Lean Logisics: A Framework, XXXV Annual

Convention of ORSI - ICORD 2002, Madras, December 27-30, 2002. 79. N. Ravichandran (2002), Transplantations of Toyota Systems in the Indian Context,

VI Annual Conference of the Society of Operations Management, Kozhikode, December 20-22, 2002

80. N. Ravichandran (2002), Optimal Scheduling Algorithm for an Ophthalmologist's

Clinic, The International Conference on Modeling and Simulating of Complex System, Business School of Sichuan University, P.R. China, June 11-14, 2002.

81. N. Ravichandran (2001), Materials Management System in Larger Hospitals,

Operational Research Society of India (Annual Conference), Calcutta, December 29-31, 2001.

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82. N. Ravichandran (2001), Tutorial on Lean Logistics, Operations Management Society Conference, Bombay, December 21-23, 2001.

83. N. Ravichandran (2001), Competing Through Manufacturing: A Framework for

Implementation, Informs International, Maui, Hawai, June 17-20, 2001. 84. N. Ravichandran (2001), Competitive Environment in India: A Framework for

Corporate Response, Hawai Business Conference, June 14-17, 2001. 85. N. Ravichandran (2001), ERP Implementation Issues, International Conference on

OR in Developing countries, Johhensberg, May 16-18, 2001. 86. N. Ravichandran and V.R.V. Shriprasad (2000), Competing Through Manufacturing:

A Case Study, Operations Management Conference 4, Indian Institute of Technology, Madras, December 22-24, 2000.

87. N. Ravichandran, et al. (2000), Optimal Scheduling Rules for an Opthalmologist’s

Clinic, Annual Meeting of Operations Research Society of India, Indian Institute of Management, Ahmedabad, December 13-15, 2000.

88. N. Ravichandran (2000), Management Concepts from the Indian Epic Ramayana,

International Conference on Ramayana and Mahabharata II, Udayana University, Bali, Indonesia, September 13-15, 2000.

89. N. Ravichandran (2000), Teaching Simulation Course for Management Students,

APORS 2000, Singapore, July 5-7, 2000. 90. N. Ravichandran (1999), Teaching Simulation at IIMA: An Experience, OR Society

Conference, S.V. University, Tirupathi, December 20-22, 1999. 91. Kalyan Bhattacharya and N. Ravichandran (1999), Simulation Based Decision

Support System for Blood Bank Management, The 15th Triennial Conference, The International Federation of Operational Research Societies, Beijing, China, August 16-20, 1999.

92. N. Ravichandran (1998), A decision support system for Shop Scheduling, Informs

Conference, Montreal, Canada, April 26-29, 1998. 93. N. Ravichandran (1998), Stochastics Models in Supply Chain Management,

International Conference on Stochastic Processes and their Applications, Department of Mathematics, Anna University, Madras, January 08-10, 1998.

94. N. Ravichandran (1997), BPR Implementation in Indian Organisations, Operational

Research Society Conference, Jamshedpur, December 22-24, 1997. 95. N. Ravichandran (1997), Revised National Tuberculosis Programme: A Case of BPR,

APORMS, Manila, Philippines, November 25-28, 1997. 96. N. Ravichandran (1997), Royal Enfield Motors Limited, Proceedings of North

American Case Research – Association Annual Meeting, Vol. 11, No. 2, Cincinnati, Ohio, October 23-25, 1997.

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97. N. Ravichandran (1995), Perishable Inventory Systems: The case of Blood Bank, INFORMS, Singapore, June 25-28, 1995.

98. A. Korwar, N. Ravichandran and S.C. Bhatnagar (1995), National Office Automation

Company, Proceedings of North American Case Research Annual Meeting, Vol. 11, Cincinnati, Ohio, October 23-25, 1995.

99. N. Ravichandran (1994), MSRTC: Management of Tyre Logistics, Operations

Research Society of India Convention held in Calcutta, December 20-22, 1994. 100. N. Ravichandran (1993), Monto Curlo Simulation of Parallel Redundant Systems -

Paper presented in the International TIMS/ORSA meeting held at Paris - June 1993. 101. N. Ravichandran and R. Sridharan (1992), Allocation of Buses to Depots: A Decision

Support System; - Presented in the International Conference on Operations Research in Development Countries held in IIMA - December 1992.

102. N. Ravichandran and S.P. Seetharaman (1991), A Decision Support System for

Distribution Planning, ORSI meeting, Bangalore, December 26-28, 1991.

Section 3 - Research Publications Research Publications under review 1. N Ravichandran and Malay Patel (2018): Social Transformation in Indian Tribal

Community: Unlocking the Potential by Healthcare (Submitted to Vikalpa) 2. Balaram Rajan and N. ravichandran (2018) Agile Auto Sub-Assemblies: Challenges

in Managing Growth, Resource Productivity and Demand Variability, submitted to INFORMS Transactions on Education

Research Publications Accepted 3. N Ravichandran and Sundaravalli Narayanaswami (2016): Security Manpower

Management: To Outsource or Insource? (Accepted for publication in Vikalpa) Research Publications 4. N Ravichandran, Joy P Vazhayil and Sundaravalli Narayanaswami (2018),

“Employees’ Provident Fund Organisation (EPFO): Empowering Members by Digital Transformation”, Journal of Public Affairs.

5. N. Ravichandran (2017) Operations Research in India: The past, Present and the Future, Annals of Management Science, November, 2017

6. N. Ravichandran and Balaraman R. (2016) Tactical Decision @ Vastrapur Car Rental

services, INFORMS transaction on education, Vol. 18, No. 1, September 2017, P52-55.

7. N. Ravichandran and Sundaravalli (2016) Optimal Movement Plan of Rice in the

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State of Andhra Pradesh in India in INFORMS Transaction on Education Vol 18 (1) pp 44-47.

8. N. Ravichandran (2014) Evolution of an operational research teacher: Some

personal reflections, Proceedings of AWTOR-2012, Allied Publishers 9. N. Ravichandran (2014), Book Review, (At the Helm: A Memoir by V. Krishnamurthy,

Harper Business), Vikalpa, Vol.39, No.3, July- September 2014.

10. Harshal Lowalekar and N. Ravichandran (2013) Blood Bank Inventory Management

in India, OPSEARCH, Springer 2013. 11. Harshal Lowalekar and N. Ravichandran (2011) A Model for Blood Components

Processing, Transfusion, GSABC Journal of Blood Services, Volume 51, July 2011, pp. 1624-1634.

12. Harshal Lowalekar and N. Ravichandran (2010) Model for Blood Collections

management, Transfusion, Journal of Blood Services, Volume 50, pp. 2778-2784. 13. N. Ravichandran (2013) An Alternative Direction for Doctoral Education, Indian

School of Business Insight, Volume 09, Issue 4, pp. 18-20 (invited contribution). 14. N. Ravichandran (2007), A Finite Horizon Inventory Model: An Operational

Framework, International Journal of Production Economics, 108 (2007) 406-417. 15. N. Ravichandran (2007), Coordinator, Genesis – Creating Value through

Entrepreneurial Initiatives, Colloquium, Vikalpa, Vol. 32, No. 2, April-June 2007. 16. N. Ravichandran (2007), A Finite Horizon Inventory Model: An Operational

Framework, International Journal of Production Economics, Elsevier, 108 (2007), pp. 406-415

17. N. Ravichandran (2007), Building World Class Educational Institutions in India:

Challenges and Prospects, Colloquium, Vikalpa, Vol. 32, No. 1, January-March 2007. 18. N. Ravichandran and Ankur Roy (2006), Orchid Chemicals and Pharmaceuticals

Limited: Managing the Value Chain Transformation, Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, IVEY, 9B06M071.

19. N. Ravichandran and Doorva Bahuguna (2006), Rule Bound Government Agency to

Customer Centric Facility: Can Indian Passport Offices Make the Leap? IIMB Management Review, March 2006 Issue, Volume 18 Number 1, pp. 59-66.

20. N. Ravichandran (2006), Hospital Supplies Management: A Radical Prescription,

Effulgence, Vol. 4, No. 1, January-June 2006, pp.13-20. 21. N. Ravichandran (2005), Supply Chain Planning in a Process Industry in India: A Case

Study, Metamorphosis, A Journal of Management Research, IIM Lucknow, Volume 4, Number 2, 2005, pp. 157-169.

22. N. Ravichandran and I.V. Subba Rao (2005), A Process oriented Approach to Waiting

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Line Management in a Large Pilgrimage Center in India: A Case Study, The Smart Manager, Vol 5, Issue 1, pp. 69-76.

23. N. Ravichandran and Manish Srivastava (2005), Revolutionizing Blood Banking in

India: Prathama Blood Center, The ICFAI University Press, February 2005, pp. 48-62. 24. N. Ravichandran and P.K. Sinha (2004), Cool King Limited, Asian Journal of

Management Cases, Lahore University of Management Sciences, Vol 1, Number 2, 2004, pp. 146-160.

25. N. Ravichandran (2004), South Africa and the AIDS Epidemic, Diagnoses, Vikalpa, Vol

29, No. 3, July-September 2004, pp. 135-151. 26. Vivek Golcha, Vikas Gupta and N.Ravichandran (2004), Ahmedabad Management

Association: A Search for Strategic Direction, Vikalpa, The Journal for Decision Makers, Vol. 29, No. 3, July-September 2004.

27. N. Ravichandran (2003), Improving In-plant Logistics by Process Reengineering: Case

Study, Proceedings of the 9th International Conference on Manufacturing Excellence, Melbourne, October 13-15, 2003.

28. N. Ravichandran (2003), Coordinator, Indian Banking Sector: Challenges and

Opportunities, Colloquium, Vikalpa, Vol. 28, No. 3, July-September 2003. 29. Doorva Bahuguna and N. Ravichandran (2003), Ahmedabad Regional Passport

Office: Rapid Response Time by Process Redesign, Vikalpa, The Journal for Decision Makers, Vol. 28, No. 3, July-September 2003, pp. 101-111.

30. N. Ravichandran, Bharat Petroleum Corporation Ltd: (2003), Diagnosis, Vikalpa, The

Journal for Decision Makers, Vol. 28, No. 1, January-March 2003, pp. 125-127. 31. S.K. Maheshwari and N. Ravichandran (2003), Mangalore Chemicals and fertilizers

Limited: Strategic Renewal, Asian Case Research Journal, Vol. 7, Issue 2, 219-268. 32. N. Ravichandran (2003), Stochastic Inventory Models: An Operations Management

Perspective, Edited Proceedings (edited by S.K. Srinivasan and A. Vijayakumar) of the Seminar on Point Processes - SPP-2003, Narosa Publications, pp. 272-286.

33. Anand Sridharan and N. Ravichandran (2001), Amtrex Hitachi Appliances Limited:

Competing for the Future, Vikalpa, Vol. 26, No. 4, October-December 2001, pp. 67-89.

34. N. Ravichandran, A. Sridharan and V.T. Bharadwaj (2001): Needed: A Revised ERP

Strategy, Vikalpa, The Journal for Decision Makers, Volume 26, Number 1, January-March 2001, Page 120-123.

35. N. Ravichandran (2000), Lucas-TVS Limited: Past, Present and Future, Vikalpa, The

Journal for Decision Makers, Volume 25, Number 4, October-December 2000, Page 82-83.

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36. N. Ravichandran (2000), Konkan Railway Corporation: Marketing Strategy, Vikalpa, The Journal for Decision Makers, Volume 25, Number 3, July-September 2000, Page 73-74.

37. N. Ravichandran (2000), Asoka Spintex : Transformation of a Composite Textile Unit

to Spinning Division, Vikalpa, The Journal for Decision Makers, Indian Institute of Management, Ahmedabad, Volume 25, Number 2, April-June 2000, Page 69-70.

38. N. Ravichandran (1997), OMECL: A Case for Process Redesign, Vikalpa, The Journal

for Decision Makers, Indian Institute of Management, Volume 22, No. 3, July-September 1997, Page 95-97.

39. N. Ravichandran (1995), Stochastic Analysis of a Continuous Review Perishable

Inventory System with Positive Lead Time and Poison Demand, European Journal of Operational Research, Vol. 84, 1995, 444-457.

40. S.K. Srinivasan and N. Ravichandran (1994), Multi item (S,s) inventory model with

Poisson Demand, General Lead time and adjustable reorder size, -G.V. Krishna Reddy et al, (Reviewed edited), Proceedings of the Conference of Stochastic Models, Optimization and Computer Application, Wiley Eastern Limited, 1994, pp. 226-236.

41. M. Pijnenburg, N. Ravichandran and G.Regterschot (1993), Stochastic analysis of a

dependent parallel system, European Journal of Operational Research 68, pp. 90-104 42. V. Raman and N. Ravichandran (1992), Production Planning Models in a Refinery -

Proceedings of the Silver Jubilee Convention of ORSI held in IIMA; OR in India A retrospective - pp. 89-97, Wiley Eastern Ltd, Dec. 1992.

43. D.N. Basu, N.Ravichandran, P.Rengarajan, and A.Tripathy (1991), Agro Climatic

Regional Planning: A (Prototype) Expert System, National Seminar 91, CSI, February 21-22, 1991, Ahmedabad, pp. 89-99.

44. M.Pijnenburg and N. Ravichandran (1991), Quasi-Stationary Distributions of a Two-

Unit Dependent Parallel System, OPSEARCH, Vol. 28, No. 4, pp. 264-281. 45. N. Ravichandran (1991), Issues on Computerization in Road Transport Undertakings,

Indian Institute of Management, Ahmedabad, Journal of Transport Management, November 1991, pp. 5-10.

46. N. Ravichandran (1991), Decentralized Computing in Materials Management, Udyog

Pragati, January-June 1991, pp. 27-29. 47. R. Subramanian and N. Ravichandran (1990), Correlation Functions in Reliability

Theory, Proceedings of the Conference on Stochastic Processes and their applications, held in honor of Professor S.K. Srinivasan, December 27-30, 1990, Bombay, India, published by Spring-Verlag Lecture Note Series 360, pp. 282-292.

48. O.P. Sharma, N. Ravichandran and J.Dass (1989), Transient Analysis of Multiple-Unit

Reliability Systems, Naval Research Logistics, John Wiley & Sons, Inc. Vol. 36, pp. 255-264.

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49. S.K. Srinivasan and N. Ravichandran (1989), Analysis of (S, s) Inventory System with Decaying Items, Progress in Inventory Research, Edited by Attila Chikan, Akademiai Kiado, Budapest, 1989, pp. 433-439.

50. N. Ravichandran (1988), Probabilistic Analysis of a Continuous Review Perishable

Inventory System with Markovian Demand, Erlangian Life and Non-instantaneous Lead Time, OR Spektrum (1988) 10:23-27, Springer-Verlag 1988.

51. N. Ravichandran (1988), On the Use of Renewal Theory in the Analysis of Redundant

Systems, Proceedings of the Seminar Series of INRIA (Institute National De Rescherche En Informatiqute et en Automatique, pp. 137-149.

52. N. Ravichandran (1988), Probabilistic analysis of a continuous review perishable

inventory system with Markovian demand, Erlangian life and non-instantaneous lead time. Journal: OR Spektrum, Vol. 10, pp. 23-27.

53. N. Ravichandran (1987), The Evolution of Computer Applications in MRL, Petroleum

Asia Journal, Vol. X No. 3, September 1987, pp. 121-125. 54. N.M. Balasubrahmanyam and N. Ravichandran (1986), Rescheduling Mail/Express and

Goods Trains – A Simulation Model, Proceedings of the International Conference on Transportation Systems Studies, Indian Institute of Technology, Delhi, Tata McGraw Hill Publishing Company Ltd, December 18-22, 1986, pp. 455-459.

55. N. Ravichandran and A. Gravey (1984), Some comments on the simple queue,

Advances in Applied Probability, Vol. 16, pp. 933-935. 56. N. Ravichandran (1984), A Note on (S, s) Inventory Policy, SP Aggarwal (edited)

Operational Research in Managerial Systems, Academic Publications, India, pp. 136-140.

57. N. Ravichandran (1984), A note on (S,s) inventory policy, AIIE Transactions, Vol. 16, No.

4, pp. 387-390. 58. N. Ravichandran (1982), Availability Measures for a class of Redundant Systems,

Reliability in Electrical and Electronic Components and Systems, North-Holland Publishing Company (edited by E.Lauger and J.Moltoft), 1982.

59. N. Ravichandran (1982), General Analysis of a 2-unit warm standby redundant

repairable system with preventive maintenance, Proceedings of Indian Statistical Institute Golden Jubilee celebrations held in Delhi from 15-18 February 1982, T3-44-61.

60. N. Ravichandran, June (1982), Availability measures for a class of systems, Proceedings

of EUROCON'82 held in Copenhagen, pp. 1077-1079. 61. R. Subramanian and N. Ravichandran (1981), Interval Reliability of a redundant

system, Journal of Mathematical and Physical Sciences, Vol. 15, No. 4, pp. 409-421.

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62. N. Ravichandran (1981), Analysis of a Two-Unit Parallel Redundant System with Phase Type Failure and General repair, Microelectron Reliab., Pergamon Press Ltd, Vol. 21, No. 4, pp. 569-572.

63. R. Subramanian and N. Ravichandran (1981), Interval reliability of an n-unit system

with single repair facility, IEEE Transactions on Reliability (Special Issue) R-30. 64. R. Subramanian and N. Ravichandran (1981), On the use of regeneration point

technique in reliability theory, IEEE Transactions on Reliability, R-38, pp. 388-390. 65. R. Subramanian and N. Ravichandran (1981), Study of A 2-Unit Priority Standby

System, IEEE Transactions on Reliability, Volume R-30, Number 4, October 1981, pp.388-390.

66. N. Ravichandran (1981), Stochastic point processes in Reliability theory - An illustrative

example, Proceedings of the 2nd International Conference RECOMEX'81 held in Poland, September pp. 59-65.

67. R. Subramanian and N. Ravichandran (1981), A complex system with preventive

maintenance, Microelectronics and Reliability, Vol. 17, No. 4, pp. 559-567. 68. R. Subramanian, N. Ravichandran and N.Natarajan (1981), Stochastic models of 2 unit

system, IEEE Transactions on Reliability, Vol. R-30, pp. 85-86. 69. N. Ravichandran (1981), Analysis of a 2-unit parallel redundant system with phase

type failure and general repair, Microelectronics and Reliability, Vol. 21, No. 4, pp. 569-572.

70. R. Subramanian and N. Ravichandran, August (1980), On the methods of obtaining

interval reliability of redundant systems, Proceedings of 2nd International Conference on Reliability and Maintainability held in Lannion, France, pp. 219-224.

71. R. Subramanian and N. Ravichandran (1980), A 2-Unit Priority Redundant System with

Premptive Resume Repair, IEEE Transactions on Reliability, Vol. R-29, Number 2, June 1980, pp. 183-184.

72. R. Subramanian and N. Ravichandran (1980), On a series parallel system,

Microelectronics and Reliability, Vol. 20, pp. 525-527. 73. R. Subramanian and N. Ravichandran (1980), An n-unit priority redundant system,

Microelectronics and Reliability, Vol. 20, pp. 525-527. 74. R. Subramanian and N. Ravichandran (1980), A 2-unit redundant system,

Microelectronics and Reliability, Vol. 19, pp. 277-278. 75. R. Subramanian and N. Ravichandran (1980), A Complex 2 unit system, Zeitschrift fur

Operations Research (ZOR), Vol. 24, pp. 83-90. 76. R. Subramanian and N. Ravichandran (1980), Probabilistic analysis of a 2-unit standby

redundant system with finite repair capacity, OPSEARCH, Vol. 17, No 2 and 3, pp. 71-80.

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77. R. Subramanian and N. Ravichandran (1980), Probabilistic analysis of a 2-unit parallel redundant system, Microelectronics and Reliability, Vol. 19, pp. 321-324.

78. R. Subramanian and N. Ravichandran (1980), A redundant systems with bulk

replacement, Zeitschrift fur Angewandte Mathematic and Mechanic (ZAMM), Vol. 60, pp. 632-34.

79. R. Subramanian and N. Ravichandran (1979), Stochastic behaviour of a 2-unit

redundant system, IEEE Transactions and Reliability, Vol. R-28, pp. 419-423. 80. R. Subramanian and N. Ravichandran (1979), Interval reliability of a 2-unit redundant

system, IEEE Transactions on Reliability, Vol. R-228, p. 81. 81. R. Subramanian and N. Ravichandran (1978), Availability of a redundant system, IEEE

Transactions on Reliability, Vol. R-27, pp. 237-238. 82. R. Subramanian and N. Ravichandran (1978), Availability of a 2-unit redundant system

with preventive maintenance, IEEE Transactions on Reliability, Vol.R-27, pp. 73-74. 83. R. Subramanian and N. Ravichandran (1978), On a n-unit standby redundant system

with imperfect switchover, Microelectronics and Reliability, Vol. 17, pp. 585-586.

Indore Management Journal Cases 1. Lowalekar Harshal and Ravichandran N., (2012) Managing the Outpatient

Department waiting Time at Rajas Eyes Hospital, Indore Mnagement Journal, Volume 4 Issue 1, April- June 2012 , pp-36-46.

2. Gunta Srinivas and Ravichandran N., (2011) Infosys: Transition at the Top, Indore

Management Journal, Volume 3 Issue 2, July –September 2011, pp-38-52. 3. Desai Palsule D.Omkar and Ravichandran N., (2010) Euthanasia: Should it be Lawful

or Otherwise, Indore Management Journal, Volume 2 Issue 2, July- September 2010, pp-55-65.

4. Basu Shubhabrata and Ravichandran N., (2010) Towards the Strategic

Transformation of Gujarat State Road Transport corporation, Indore Management Journal, Volume 2 Issue 1, April-June 2010, pp-42-75.

5. Ravichandran N., (2009) Gati Limited, Indore Management Journal, Volume 1 Issue

1, April- June, 2009, pp-27-56. Case Commentaries 1. Ravichandran N., (2012) Employee background verification System: Implementation

Challenges, Case Commentary, Indore Management Journal, Volume 3 Issue 4, January –March 2012, pp-47-49.

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2. Ravichandran N., (2011) The Career of Ram: The Warp and Weft of a personality Evolution, Case Commentary, Indore Management Journal, Volume 3 Issue 3, October-December 2011, pp-36-38.

Book Reviews

1. Ravichandran N., (2010) Tiya – A Parrot’s Journey Home, Indore Management

Journal, Volume 2, Issue 3, October – December 2010, pp-67-72.

2. Ravichandran N., (2010) Gopinath G.R. (2009) Simply Fly: A Deccan Odyssey, Indore Management Journal, Volume 1, Issue 4, January – March 2010, pp. 118-121.

3. Ravichandran N., (2009) An Eye for Excellence, Indore Management Journal, Volume 1, Issue 3, October – December 2009, pp-109-111.

4. Ravichandran N., (2009) Imagining India: Ideas for The New Century, Indore Management Journal, Volume1 Issue 2, July- September 2009, pp-102-106.

Memorium 1. Ravichandran N., (2010) In Memoriam, Reflections on Management Contributions

of Professor. C. K. Prahald, Indore Management Journal, Volume 1 Issue 4, January- March 2010, pp-1-6.

Newspaper Articles 1. Ravichandran N and Sundarvalli N (2016), Public participation in promoting

Integrity and eradicating corruption, Vigeye vani, October – December 2016, pp 10-13

2. Ravichandran N (2016), Architecture of World Class Institutions, Mint,

November 2016 3. Ravichandran N (2016), Reflections on proposed IIM Bill, India Today, 30th

November 2016 4. Ravichandran N (2017), Public Participation in Promoting Integrity and

Eradicating Corruption, Mint, February 5. Ravichandran N., Management Education in India: Past, Present and Future. Communicated to Free Press. 6. Ravichandran N., (2009) Avsaro se Bharpoor Rajya, Danik Bhaskar (Hindi), 4

November 2009, Hindi. 7. Ravichandran N., A State of opportunity for Professionals, Danik Bhaskar, 4

November 2009, English.

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Other Articles 1. Ravichandran N., (2010) Reflections on the Evolution of IIMA as an Institution

Nurturing Institutional Excellence, IIM Ahmedabad Golden Jubilee Volume. 2. Ravichandran N., (2009) A Note on Transformational Leadership, Indore

Management Association, Indore Manager Commemorative Volume, 7-8, November 2009.

3. Ravichandran N. and Shri Vohra A.K., (2008) Management Training – The

Challenge in an evolving Economy Introductory Note, Abhivyakti The Journal of Railway staff college, Vol.19, No.2, July – December 2008, pp-2-11.

Section 4 – Management Cases based on real life situations

1. N. Ravichandran (2016): Dr. Swati Bhargava: The Nepal Earthquake, Travel to Ahmedabad The case describes the hardships faced by Dr. Swati Bhargava, an academician when she was stranded in Kathmandu, Nepal after an earthquake in April 2015. The Kathmandu airport was closed for operations after the earthquake. Even though Bhargava had a confirmed ticket to Ahmedabad via Delhi from Kathmandu by an Indian Low Cost Airline (ILCA), she could not travel as per the schedule. Infrastructure had collapsed in Kathmandu. ILCA extended minimum courtesy to their stranded passengers. Bhargava had to fend for herself in a challenging situation to return back to Ahmedabad. Upon arrival in Delhi, the airline was unable to help her due to the restrictions arising out of their processes. Consequently, Bhargava had to stay in for an additional night in Delhi and incur expenses related to the purchase of a new ticket and her stay in Delhi. While the teaching community in Kathmandu treated Bhargava with care and provided adequate support to facilitate her unexpected extended stay, an organized commercial airline (ILCA) did next to nothing to help the stranded passengers in Kathmandu. Bhargava was upset by the inconvenience caused to her and the insensitivity shown by the airline in the context of a natural calamity. Bhargava was considering multiple options to sensitize the system (airline) to be responsive and sensitive to such situations should they occur in future.

2. N Ravichandran and Malay Patel (2016): Social Transformation in Indian Tribal Community: Unlocking the Potential by Healthcare The case documents the evolution of an eye care hospital promoted by not-for profit organization located in Mandvi District-Surat, close to the tribal community of Gujarat state, India. In a short span of 5 years (as of 2016) the trust has evolved as community hospital. The value proposition of the trust is bundle of portfolio of activities which includes awareness by education, prevention of eye care diseases by screening eye camps, treatment, rehabilitation on need basis and the addressing direct and indirect healthcare needs of the community. The trust supported hospital is managed by Dr. Uday Gajiwala, who is an opthamologist by training. He has dedicated his time to the service of humanity by his chosen profession. Under his leadership Tejas eye hospital promoted by

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Divyajyoti trust has made significant contribution to the relevant community. In a short span of 5 years, the hospital has conductd 16000+ eye surgeries and treated over 1,30,000 patients (2/3rd of them are from tribal community). He was concerened about the challenges related to expansion and growth of the eye care facility.The managerial challenge before the board of trustee’s is to carefully balance among (a) purpose for which the trust was created, (b) the gap between the ground realities and the need in the relevant tribal community. (c) the accomplishments of the eye hospital so far . The trust through the eye hospital has made a good beginning to tranform the living condition, quality of life of the rural tribal community population in Gujarat.The trust needs to strengthen and refine its business model so that it can be replicated to the other tribal community clusters in India.

3. N Ravichandran and Sundaravalli Narayanaswami (2016): Security Manpower Management: To Outsource or Insource? The Dean, Ms Swati Bhargava of Narmada Institute of Management (NIM), a reputed state funded higher educational institution suggested in April 2014 to the Administrative Officer (AO) Col. S R Rao, VSM (Retd.) to conduct a comprehensive review of the security contracts (manpower agency) of NIM based on their experience with four different agencies in the last four years. She brought to the attention of the AO, a number of administrative and operational issues that were plaguing the manpower agency contract execution at NIM, and suggested to the AO to find an innovative and effective arrangement. The central issue in the case is to decide whether to insource or outsource security contract.

4. Bhavin Shah and N. Ravichandran (2014): Discount Coupons at BFL : A Privilege to Shareholders or A Means to Erode Shareholders’ Wealth? The case presents a customer experience arising out of a purchase of a pair of shoes in an up market retail outlet of Bharat footwear limited (BFL), in Ahmedabad. The customer was offered a discount coupon of 20% available 6 in number in a year to the shareholders, while negotiating this purchase valued at Rs 4000 for a consideration of sharing discount amount at the ratio of 60 (buyer) and 40 (agent).The customer needs to decide on the acceptance or otherwise of the deal. The case provides adequate data to discuss this central issue in a business context. The case also provides an estimate of the secondary market of discount coupons. The analysis of the case leads to a debate on whether BFL should continue this policy of discount or otherwise.The primary argument in favour of discounting coupons is money earmarked as a privilege to shareholders is not reaching target audience the way in which the scheme is administered. Therefore should BFL decide to continue with discount coupons it needs to strengthen its system to support its objectives.At a conceptual level several sharing arrangements for the discount amount are considered. However, the key to the situation is not such arrangements but a robust system in dispensing these coupons.

5. N. Ravichandran and Radh R. (2014): Ms. Tara’s Dilemma: To litigate or otherwise Ms. Tara, a middle aged woman was advised hysterectomy based on the clinical symptoms presented by her. Hysterectomy was advised by an Oncology

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Gynecology surgeon. An experienced Urological Consultant advised against hysterectomy. Ms. Tara was confused and hence through a common friend reached out to a Gynecologist for a second opinion. The experience turned out to be not so pleasant and inconclusive in terms of opinion. Upset and disappointed with the experience, Ms. Tara and her husband were contemplating possible legal action against the Consultant. The central issue in the case is to decide the worthwhile nature of such an initiative.

6. N. Ravichandran (2008): OBC Quota in Indian Institutes of Higher Education: A Cause for Concern or an Opportunity to Lead Social Change?

The OBC Reservation Policy announced recently by the Ministry of Human Resource Development has induced significant amount of debate among politicians, academicians and concerned citizens and stakeholders of prestigious management institutions in this country. The response have been varied. Some institutions have publicly challenged the reservation policy. Some institutions are non committal. Some institutions have voluntarily adopted the policy. The Minister of HRD is creating an appropriate legislative framework to enable this reservation policy. The reservation policy is challenged in the court of law by interested stakeholders. As on date on which this case is prepared, the matter is sub-judice.

7. N. Ravichandran (2008): Simplifly Deccan: Evolution of Low Cost Carrier in India

The case provides an opportunity to evaluate the business strategy adopted by India’s largest low cost airline. The focus of the discussion should be to review the strategy so far and identify immediate priorities of Air Deccan in the next two years. The case provides the background information on the Indian Aviation Industry, Macro Economic policy changes, Infrastructure impediments related to Aviation Industry, the operating business model adopted by Air Deccan, competition in the industry. The case has been compiled from data available from secondary sources

8. N. Ravichandran (2006): The Living Room: Redefining the Furniture Industry

This is a description of an organization which has earned its reputation over a period of time. The organization is characterized by small scale operations, customized solution, value for money, and premium quality. However, the organizations has to make a decision in the changed context and environment, characterized by intense competition, commoditization of the product, and demand in customers, explosive market growth etc.

9. N. Ravichandran (2006): Gati Limited: Evolution of a Third Party Logistics Organization

Description of evolution of an organization which is in the business of logistics. The case illustrates the transformation by the organization gone through in terms of the basic business model, ERP implementation, detailed organization of the structuring, realignment of product portfolio etc.

10. N. Ravichandran (2005): Mumbai Widget Limited: Supply Chain Efficiency and Improvement Initiatives

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Describe the contextual information related to a consumer durable. Identifies opportunities to improve the supply chain. The case is written to be used as a opening case in a supply chain course.

11. N. Ravichandran (2006, IVEY, 9B06M071) Orchid Chemicals & Pharmaceuticals Limited: Managing the Value Chain Transformation This case presents the managerial challenges faced by an Indian Pharma company in moving up the value chain (from bulk manufacturing to formulations).

12. N. Ravichandran (2005): Standard Chartered and ANZ Grindlays Bank Amalgamation: Excellence in Execution

Detailed description of the integration of two large multi national banks in the Indian context. The case is positioned to illustrate the managerial challenges associated with the soft project management.

13. N. Ravichandran (2005): Sundaram Medical Foundation: Excellence in Community Health Care Delivery

Case written to illustrate strategic positioning of an organization (in this case quality care at an affordable price for secondary health care delivery) and the associated decisions to retain the competitive advantage.

14. N. Ravichandran (2004): Cheran Transport Corporation: Management of Maintenance Spares

The case describes the inventory problem related to maintenance batch. The context can be modelled as a close loop inventory system with stochastic demand and replenishment time. The case provides an opportunity to discuss issues related to how much inventory should be kept in the system to provide a service level and what should be the distribution of the inventory across multi levels.

15. N.Ravichandran, Devanath Tirupati and Satyendra Kumar (2003) –

Optimizing Route Planning in SCL: Problem Formulation (A) Optimizing Route Planning in SCL: Towards Optimal Solution (B) Optimizing Route Planning in SCL: Towards an Operational Solution (C) Optimizing Route Planning in SCL: From Operational Solution to Efficient Systems

(D)

The case describes the characteristics of a distribution network of a large cement plant located in Rajasthan. The primary objective is to evolve a route planning model which will minimize the overall transportation cost. Some of the important considerations include multi gauge rail network, possibility of using road as an option, concession tariff in the context of rail as an option, handling cost etc. This sequence of cases evolve a methodology by which this problem can be effectively resolved.

16. N. Ravichandran (2003): Fairdeal Traders limited, Ahmedabad: Operational

Efficiency by Economics of Scope

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The case presents the compulsions and the opportunities of a C&F agent and meeting its requirements of several principles. The challenge is to identify the common set of activities to leverage them economically to design and deliver a viable business model.

17. P.K. Sinha and N.Ravichandran (2003): Cool King Division: To be or not to be in

Window Air-conditioner Business?

This case presents the business profile of a company in the air conditioner business. The decision focus is related to product portfolio restructuring. More specifically the company should decide whether they should be in the window air-conditioner business or not.

18. N. Ravichandran (2003): Nadiad Kidney Hospital: Revamping Systems and Processes for Growth

The evolution and growth of a speciality hospital is presented. The economic, social and health care environment has completely changed since the inception of the hospital. The hospital needs to decide a growth plan and prioritise its portfolio of activities. The systems and processes are dated. They need a revision. The theme of the case is to connect the business priorities and the systems and processes.

19. A.H. Kalro and N. Ravichandran (1992, Revised in 2003): Towards an Integrated

Materials Management System: Christian Medical College and Hospital - Classification: Competitive Strategy

This case provides a setting to develop materials management strategy in the context of a large hospital (1500 bed) in India.

20. N. Ravichandran (1991, revised in 2003): Hoechst India Ltd: Managing Regional

Distribution - Classification: Inventory, Distribution Management

The case presents a decision problem of managing inventory from the branch to the retailers for a product in a fixed time horizon. The resolution of the problem requires dynamic Programming formulation. The problem can be resolved by using simple heuristic procedures.

21. N. Ravichandran (1988, Revised in 2003)): Skittles India Ltd: Competing Through

Lean Logistics .- Classification: Lean Logistics System

The case provides a description of issues related to managing logistics of large number of SKUs, which are manufactured in four different plants and distributed across the country through a chain of central warehouses and branches. Provides an opportunity to understand the difference between push and pull system in the logistics context.

22. N. Ravichandran (1992, Revised in 2003): Sales Accounting System in Fairdeal Traders, Ahmedabad - Classification: Systems Analysis and Design

The case presents a detailed description of material flow from a C & F agent to the dealers. The central problem in the case is to identify the information requirement

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of the C & F agent and propose an information system design. Normally used in the beginning of systems analysis course.

23. N. Ravichandran (1999, Revised in 2003): Western India Heavy Chemicals Limited: Inbound and Outbound Logistics Planning - Classification: Logistics Management

The case describes the transport requirements of a large chemical manufacturing unit. The details related to both inbound and outbound logistics are provided in the case. The case can be used to introduce the basics of supply chain management.

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24. N. Ravichandran and Manish Srivastava (2002) Revolutionizing Blood Banking in

India: Prathama Blood Center

Describes the dilemma faced by a start up private blood bank in Ahmedabad. The challenges faced by the bank include emotional marketing in terms of blood donation and technical marketing in terms of blood component transfusion. The blood bank has adopted world class technology. The feature of the blood bank would depend on choices made on the depth of the value chain and a viable business model.

25. Doorva Bahuguna and N.Ravichandran (2002): Regional Passport Office:

Ahmedabad Rapid Response Time by Process Redesign

The case provides a setting to look at the processes involved in issuing passports to Indian citizens. Provides an opportunity to analyse the process and come up with a radical redesign to improve the response time. The context is governmental, non-profit organization with a dramatic influence on consumer interface.

26. Vivek Golcha, Vikas Gupta and N. Ravichandran (2002): Ahmedabad Management Association: A Search for Strategic Direction

The case documents the evolution of a non-profit organization in the field of management education for a period of 50 years. It provides an opportunity to evaluate a competitive strategy of AMA and plan a strategy for its future growth.

27. S.K. Maheswari and N. Ravichandran (2002): Mangalore Chemicals & Fertilizers Ltd:

Strategic Renewal

The case documents the turnaround process of a public sector undertaking in fertilizer industry. The case provides an opportunity to discuss the role of leadership, business logic and strategic implementation. It provides a background to discuss and decide the strategic options for Mangalore Fertlizers.

28. N. Ravichandran (1996, Revised in 2002): Towards World Class In-plant Logistics: Hindustan Industries Limited

The case describes the in-plant logistics operations of a large petrochemical complex in India. The description provides an ample opportunity to introduce the basic concepts of business process reengineering.

29. A. Sridharan and N. Ravichandran (2001): Amtrex-Hitachi: Competing for the future

The case documents evolutions of an air conditioner manufacturer since its inception. The organisation improvement methods and processes implemented by them are documented. The case poses issues related to the future strategic options of the organisation.

30. N. Ravichandran (2001): National Seed Company: Portfolio of Computer

Applications

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The case provides a description on the portfolio of applications developed by an organisation, which is in the business of developing and multiplying seeds for commercial distribution. The issues related to long term objectives of the organisation and the usefulness of information technology in achieving them are brought to sharper focus.

31. N. Ravichandran (2000): Royal Enfield Motors Limited.

The case traces the formation, growth, stagnation, decline and revival of a niche market two wheeler manufacturer in India over a period of 40 years. The case illustrates the relevance of managerial competence in enhancing the performance of an organisation.

32. Ashok Korwar and N.Ravichandran (2000): State Bank of India - Towards a World

Class Bank This case presents the managerial challenges in restructuring the largest public sector bank in India in the context of emerging economic reforms trends.

33. Kaushik Madhavan and N. Ravichandran (2000): Erhant + Lamier ERP

Implementation

This case presents the decision context to implement an ERP solution or otherwise in job shop environment. This organisation is facing stagnation in growth, eroded profitability and increased competition.

34. N. Ravichandran (1996): Inductotherm (India) Ltd.

The case traces the historical development related to computerisation in a context of an Indo-American joint venture. The company is engaged in providing customer's specific capital equipment. The case provides an opportunity to evaluate the usefulness of computer applications to business.

35. N. Ravichandran (1996): Enterprise Resource Planning Systems: Implementation at

India Confectioneries Limited - A case of ERP implementation

The case describes the efforts undertaken by an organisation in implementing ERP solution. Provides an opportunity to discuss issues related to adopting ERP as an IT strategy for an organisation.

36. N. Ravichandran (1995): Bajaj Auto Ltd.

The case traces the evolution of information technology development in the largest two wheeler manufacturer in India. The case is used to illustrate the linkages between information technology strategy and business strategy.

Cases Authored (not registered at IIMA)

37. N. Ravichandran (1993): Karnataka Milk Federation Limited

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The case describes in detail process of collection and storage and distribution of semen by a co-operative agency in charge of cattle productivity. The case presents a challenge in designing an appropriate system in the context of material handling.

38. N. Ravichandran (1993): Maharashtra State Road Transport Corporation The

Management of Tyre Logistics

The case presents a comprehensive description of management of tyre logistics in a large road transport corporation (vehicle strength: 16,000). The managerial decisions related to location of tyre retreading plants, issues related to managing inventory of at the corporate, regional and depot level.

39. N. Ravichandran (1992): Pranarakshak Blood Bank

The case describes in detail the operations of a bank from donar arrival, blood tapping, storage of blood, issue of blood to patients and transmission in a large hospital environment. The situation provides an opportunity to conduct system design and analysis in a transaction processing environment.

40. N. Ravichandran (1992): Tamil Nadu Engines

A detailed description of materials management function is provided in the context of a repetitive manufacturing function. It is required to design a computerisation system.

41. N. Ravichandran (1991): Staff Retirement Benefit Scheme : APSRTC

The case provides adequate data to evaluate and decide options related to the retirement benefits of the employees in a large state owned transport utility with a fleet strength of 13,000.

42. N. Ravichandran (1990): Pallavan Refineries Ltd.

The case describes the fixed deposit system that is being administered by a public sector undertaking. The case can be used to illustrate on concepts on systems design and analysis.

43. N. Ravichandran (1990): Anna Road Transport Corporation

The case describes the existing auditing procedure on waybill operations in a public transport corporation. Computerisation is sought to facilitate the accounting procedure. The case provides an opportunity to analyse issues related to data input design, validation and reporting.

44. N. Ravichandran (1990): KSRTC Passenger Reservation System

The case describes the computerisation efforts of a transport corporation in automating the passenger reservation system. This was a massive information systems project, which called for co-ordination in appropriate decision on hardware and software selection, system design and project implementation.

45. N. Ravichandran (1988): Indian Railways

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The case presents a sequence of situations, which require the attention of the Senior Management of Indian Railways. This is used as an example to develop a framework for managerial information systems.

46. N. Ravichandran (1988): Tobacco Board

This case provides operational details related to auction platform of tobacco produce. The central issue of the case is to design an appropriate information system for operational control and management of auction platforms (there are 16 of them). Choices related to hardware configuration, network connectivity, computing architecture can also be discussed.

47. N. Ravichandran (1988): Hindustan Motors Limited

This case provides real life data to forecast the industry demand for earth moving equipment in India. Essentially, the problem requires identification of appropriate casual variables and the relationship with the demand. The need to use artificial and dummy variables are also highlighted. The case provides an opportunity to discuss and evaluate the existing model used by the company.

48. N. Ravichandran (1986): Kalyan Engineering Corporation Ltd.

This case presents a situation where the manufacturer needs to decide the guarantee period to support sales of electrical equipment. The case involves detailed computation related to the reliability of the electrical equipment. The case is used to illustrate decision making under uncertainty.

49. N. Ravichandran (1983): Wiley Eastern Limited

This case presents a decision problem faced by a professional publisher related to the acceptance of a manuscript submitted for publication. The case is used to illustrate structuring decision problems.

Section 5 - Executive Education Designed, developed and directed executive courses at IIM Ahmedabad 1. Computers in Materials Management (1988-1998)

A six day executive course offered once a year (since 1988 once a year) with a focus on the relevance on trends in information technology in managing the materials function for departmental heads from materials, purchase, stores, vendor development and accounts.

2. Computer Aided Management in Road Transport Undertakings (1989-1990) A six day executive course offered (since 1989 once a year) with a focus on the

relevance on trends in information technology in managing state owned transport utilities for departmental heads from operations, maintenance, finance, materials and members of the senior management team. This Programme was sponsored

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and funded by the Association of Road Transport Undertakings, an apex organisation which co-ordinates the working public transport utilities in India.

3. Logistics Management (1992-2008) A six day executive course offered once a year (since 1992 once a year) with a focus

on elements of logistics function in terms of facilities, inventory control, role of information technology, distribution network design and logistics as a source of competitive advantage. Primarily meant for senior executives in the logistics and supply chain function.

4. Business Process Re-engineering (1995-2000)

A six day executive course offered (since1995 once a year) with a focus to introduce the concept of business process re-engineering, implications of process orientation to work, re-engineering process as an enabler to be competitive for the members of the senior and top management of private and public sector organisations.

5. Strategic Sourcing Management (1996-2000)

A three day executive course offered (since 1996 once a year) to highlight the importance of sourcing strategies to support and compliment manufacturing strategies. Meant for the senior management of materials and manufacturing function.

6. Excellence in manufacturing (Since 1997 - 2006) A four week comprehensive Programme on manufacturing offered (since1997 once

a year) to show all aspects of the manufacturing, dimensions of competitions in manufacturing, linkages with organisation strategy and implementation experiences in revamping the manufacturing function. Interfaces of the manufacturing function with finance, accounting, human resources, information technology, macro economic environment and legal environment is emphasised. This Programme is designed for senior managers who are likely to hold independent charge of manufacturing facilities or who are likely to contribute effectively to the manufacturing strategy.

7. Managing Strategic Change (1997-1999)

A three day workshop offered (since 1997 once a year) to understand the changes needed in the organisation strategy of Indian organisations in the changing economic environment. This Programme is designed for the top management members of Indian organisations. The emphasis is both on strategy formulation and implementation.

8. Core Competency, Capability and Corporate Strategy (1997-2001)

A three day executive course offered (since 1997 once a year) which provides a comprehensive understanding of concepts like core competency, capability and corporate strategy for the senior management team. The Programme provides a unified perspective of competitive strategy.

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9. Top Management workshop on Manufacturing (2015 onwards) A three-day executive course offered once a year to provide an opportunity for senior management executives in Manufacturing to debate, discuss and share experiences on contemporary topics in manufacturing

10. Supply Chain Management (2014 onwards)

Supply chain management is a one-week in-depth practitioner-oriented executive education programme which enables the participants to understand anatomy of a supply chain and explore means and methods by which the supply chain of an organisation can be managed to enhance its business competitiveness.

11. Manufacturing Strategy (2014 onwards) Organisational competitiveness can be enhanced by an effective manufacturing strategy and its implementation. Enhancing manufacturing competitiveness would help Indian companies to respond appropriately to the challenges of multinationals in India. The purpose of this programme is to provide an in-depth understanding of the strategic importance of manufacturing function in the context of the organisation and to illustrate how the manufacturing function can be leveraged to improve the overall competitiveness of the organisation.

12. Transformation Leadership (2014 onwards) This executive education programme is focused on transformational leadership. By transformational leadership, we mean leaders who have made significant contribution to the organisation (which they preside over) in terms of measurable performance and internal culture. Transformational leaders also ensure sustainability on the organisational performance and robustness of the internal culture. Human history in general and business history in particular has recorded abundant examples of transformational leaders and their contributions to the organisation and hence to the community at large.

13. Discipline of Strategy Execution (2014 onwards) The purpose of this programme is to demonstrate the impact of flawless, rapid execution of strategy in the context of varied organisations (profit, not for profit, small and medium and social organisations). Usually, the senior management team, including the board of directors pay a great deal of attention to conceptualise and formulate the strategy of the organisation. Often, the execution is left to the CEO, who in turn empowers a designated team. The effectiveness and speed of execution are influenced by the competency of the team, their motivation, incentives offered and the involvement of the top management (hand-holding, intensity, and passion). A good discipline of execution is a source of unique advantage to differentiate the organisation in terms of its performance and impact. Flawless execution of strategy with adequate sensitivity to people related issues help the organisation to realise its potential.

14. The art and craft of decision making (2014 onwards)

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Bias for action is the core of management profession. Decisions precede action framework. A complex managerial decision requires a judicious consideration of the context, data, consequences, risks and (diverse) perspectives of stakeholders. This program intends to help participants observe, understand and reflect decision making in multiple perspectives from the realms of operations research, artificial intelligence, human capabilities and behaviour.

Major Executive Courses Directed at IIM Ahmedabad 1. Management Education Programme (MEP)

Nov. 1993 – April 1994; Nov. 2000 – March 2001

2. 3TP Senior Management Course (three week) 1999, 2000 and 2001 3. Computer Based Information Systems (4 week)

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Executive Education: Customised courses 1. 2018 - HDFC-Transformational Leadership 2. 2017 - Management development programme for employees of HDFC securities Ltd. 3. 2017 – A three day executive programme for Saraswat Bank executives 4. 2016 – A two day programme on production planning and scheduling for the

executives of Saint – Gobain India 5. 2016 – A one day workshop on Decision making for the executives of Adani 6. 2016 – A three day general management programme (two editions) for HDFC Life

executives 7. 2016 – A two day programme for the executives of Gujarat State Petroleum

corporation on Strategy 8. 2016 – A three day workshop on case method of teaching for faculty at Vignana Jyothi

Institute of management, Hyderabad 9. 2015 – A four day customized programme on operations management for the

executive MBA programme, Washington State University, Saint Louis at IIT,Bombay 10. 2014- Conducted a one day workshop for Top Management of Zydus Cadila 11. 2014- Designed and conducted a leadership program for Senior Management of IDBI

Bank. 12. 2012 – Designed and conducted a leadership development program for Aircel’s Circle

Leadership Team. 13. 2011 and 2013 – Designed and conducted a programme on Senior Management Group

of Sundram Fasteners Ltd. 14. 2010 – Designed and conducted a programme on Planning and Forecasting for

Raymond Limited executives. 15. 2009 – 2012 - Designed and conducted programme on Strategy for McKensey &

Company. 16. 2006 – Designed and conducted a programme on Strategic Corporate Planning for

Ordnance Factory. 17. 2006 – Designed and conducted programme on Supply Chain Management for Care

India Limited. 18. 2006-2007 - Designed and conducted general management programme for HMT

Limited.

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19. 2006 – Designed and conducted general management programme for Deepak Fertilisers and Petrochemicals Corporation Limited.

20. 2004-2007 – Designed and conducted a programme on Logistics Management organized by India Knowledge Center, Dubai.

21. 2004 – Designed and conducted a general management programme for Centrum Finance Limited.

22. 2002-2005 - Incharge of a module on Project Management (one week) for the Probation IAS Officers once a year at the Lal Bahadur Sastri National Academy and Administration, Mussoorie.

23. 2002 - Designed and conducted a seven day general management program for the middle level managers of ONIDA.

24. 2001 - Designed and conducted a three day general management program for the senior managers of Punjab National Bank.

25. 2001 - Designed and conducted a two day top management program on strategic management for SBU heads of the Cadila Pharmaceuticals Limited.

26. 2000 – Designed and conducted a two day top management training Programme on materials management and sourcing strategy for the business heads of Samtel India.

27. Since 1999 - Designed and conducted a sequence of general management programmes for Asea Brown Boveri Limited.

28. Since 1997 - Designed and conducted a sequence of general management programmes for Asian Paints Limited.

29. 2000 - Designed and conducted sequence of two training modules on manufacturing and information technology strategy for executives of Nagarjuna Fertilizers Limited.

30. 1997 - Designed and conducted a sequence of workshops on strategic management for business heads of Thermax Limited.

31. 1996-1997 - Designed and conducted a sequence of two executive course on general management for the executives of Brakes India Limited.

32. 1994-1998 - Designed and conducted a sequence of (10, one week) executive courses in area of manufacturing management for young engineers of Bajaj Auto Limited.

33. 1994-1996 - Designed and conducted a workshop for departmental heads on approaches to improve profitability (with a focus on manufacturing, materials, information systems and logistics) in Fans and appliances division of Crompton Greaves Limited.

34. 1994-1996 - Designed and conducted a sequence of six (10 days duration) general management courses for executives (middle, senior and top) of Crompton Greaves Limited.

35. 1994 - Designed and conducted a sequence of training courses on systems and procedures one week each for the senior and middle level executives of State Bank of India.

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Member faculty for customized courses in the following organizations 1. IDBI Bank – 2015,2016 2. Rajya Shiksha Kendra, Bhopal - 2013 3. Senior Officers of Indian Army – 2013 4. Canara Bank – 2012 5. DRDO Scientists - 2012 6. Hindustan Field Services Pvt. Ltd. – 2012 7. Madhya Pradesh State Tourism Development Corporation – 2012 8. Shree Cement Limited, Beawar – 2012 9. Sterlite Industries India Ltd, Tuticorin – 2012 10. Army Training Command (ARTRAC) – 2011-2012 11. Army War College, Mhow – 2011-2012 12. Bharat Gas Distributors – 2011 13. Bharati Infratel – 2011-2012 14. Carlson Hotels – 2011 15. Haryana State Board of Technical Education – 2011-2012 16. IAS officers programme – 2011 17. Madhya Pradesh Paschim Kshetra Vidhyut Vidhran Corporation Limited – 2011 18. Marwadi Education Foundations Group of Institutions – 2011-2012 19. Rajya Sabha – 2011 20. Transasia Bio-Medicals ltd. – 2011 21. TULIPTelecom – 2011 22. Bharat Petroleum Corporation Limited – 2010 23. Birla Sunlife Insurance Company – 2010 24. Department of Personnel & Training, Government of India – 2010-2011 25. Directorate of Institutional Finance, MP Government – 2010, 2012 26. Employees State Insurance Corporation – 2010 27. Larsen & Tourbro Limited – 2010-2012 28. Madhya Pradesh Rural Road Development Authority – 2010 29. National Academy of Defence Programmes, Nagpur – 2010 30. National Hydroelectronic Power Corporation Ltd – 2010-2012 31. National Informatic Center – 2010-2012 32. Oil and Natural Gas Commission Limited – 2010 33. Powergrid Corporation of India – 2010-2012 34. SBI Life Insurance - 2010 35. Time Technoplast – 2010 36. Alstom Projects India Limited – 2009-2011 37. Bharati Airtel Limited – 2009 38. Border Security Force – 2009, 2012, 2013 39. Engineers India Limited – 2009 40. Godrej Industries Limited – 2009 41. ICICI Prudential Life Insurance Co. – 2009, 2011, 2012 42. IPCA Laboratories Ltd. – 2009 43. LG Electronics India Ltd. – 2009 44. National Academy of defence Production – 2009 45. National Thermal Power Corporation Limited – 2009, 2011-2013 46. Punjab National Bank – 2009 47. Thomas Cook India Limited – 2009-2012 48. Oriental Bank of Commerce (2006 and 2007)

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49. Blue Star (2000, 2005, 2006) 50. Bosch Rexroth (India) Ltd (2004), 51. Vaishnavi Corp. Communications Ltd. (2004) 52. Zydus Cadila Pharmaceuticals P. Ltd. (2004) 53. HLL – Since 2001-2005 54. Comcraft, Kenya – 2000 55. Polaris – 1998 56. Ballarpur Industries Ltd. – 1997-2000 57. Mahindra & Mahindra – 1997-2000 58. Indian Tobacco Company, Kenya – 1998 59. Indian Tobacco Company, Bangaladesh – 1995

Section 6 - Consulting Assignments 1. 2016 – Demand estimation and marketing strategy of Coal India

2. 2016 – Review of LPG distributor’s (four major Indian oil companies) commission 3. 2016 – Integrity Index development Project- Central Vigilance Commission 4. 2015 – Cotton Corporation of India, rationalizing subsidy 5. 2011 – Corporate Restructuring and Turnaround Initiatives for Gujarat State Road

Transport Corporation

6. 2007 - HMT - Chinar Revival Plan: A Critical Appraisal 7. 2005 – MMTC – Vision, Mission and Objectives 8. 2003 – Tuberculosis Control in developing countries: A Generalized Community Health

Worker Based Model (funded by World Bank)

9. 2003 – Standard Chartered and Grindlays Amalgamation.

10. 2002 - Logistics Audit for a 30 million metric ton cement factory located in Rajasthan. 11. 2002 - Business restructuring, strategy formulation and implementation for Thomson

Press (I) Ltd, a state of art printing press in India.

12. 2001 - Business restructuring and consulting with Cadila Pharmaceuticals Ltd, Ahmedabad.

13. 2001- Competitive strategy and implementation for Nilkamal Industries, the largest

manufacturer of plastic furniture and crates in India. 14. 2000 - Formulation of IT strategy and its implementation for Nutrine Confectioneries

Ltd. 15. 1999 - A study on review of purchase management operations for Cadila

Pharmaceuticals Ltd, Ahmedabad.

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16. 1999 – A study on distribution logistics network design for Pfizer India Ltd. 17. 1999 – A study on computerisation plan for the Thread Division of Vardhaman Group

Companies.

18. 1998 – A study on information technology strategy formulation for Valia Chemicals, an export oriented business house.

19. 1997 – A study on information technology strategy for Roots Industries Ltd.

Coimbatore. 20. 1996 - A study on In-plant Logistics operations of a large polymer plant in India

(Reliance Industries Ltd.) 21. 1996 – A study on distribution logistics of drugs for the revised national tuberculosis

Programme sponsored by World Health Organisation, Geneva. 22. 1993 - A study on Logistics Management for Gujarat Heavy Chemicals Limited,

Ahmedabad. 23. 1992 - A study for Christian Medical College and Hospital, Vellore to review and evolve

a plan for their materials management computerisation. 24. 1989 – A study on materials management computerisation plan for Cholan Roadways

Corporation, a public transport utility with a fleet strength of 500. 25. 1985 - A Simulation model for the Indian Railways to determine the capacity of routes

and appropriate scheduling of trains (funded by Ministry of Railways)

Section 7 - Contribution to PGP Program @ IIMA • Taught for several years the first year compulsory courses in the areas of Quantitative

Methods, Operations Management, Management of services, Information Technology and Strategic Formulation and Implementation.

• Designed, developed and taught several elective courses in the second year of the PGP.

Some of these include Applied Simulation, Business Process Reengineering, Competitive Strategy, Entrepreneurship, Information Technology for Competitive Advantage, Manufacturing Strategy, Logistics Management, Art and Craft of Decision Making, Managerial Application of Operations Research, Transformational Leadership

• Strategy Safari – (since 2003) - Designed and coordinated a one week annual study

tour to Malaysia for the PGP students of Indian Institute of Management, Ahmedabad to provide them an exposure to international business environment and culture.

• Faculty Advisor to Confluence – a major annul international student event organized

by Indian Institute of Management, Ahmedabad. Since 2005, this event is completely redesigned in terms of its content and conduct. It has emerged as a most prestigious student event in this part of the world.

Contributions to IIM Indore from November 27, 2008 to January 1, 2014

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By following a due process, Government of India through Chairman, BoG appointed Dr.N.Ravichandran, as Director for Indian Institute of Management, Indore for a period of five years. Dr. N. Ravichandran assumed charge on 27th November 2008. The following is the brief summary of contributions to IIM Indore since 27th November 2008. 1. Infrastructure

Approximately, Rs. 200 crores have been invested on infrastructure development on campus since November 2008. This is roughly four times of the capital investment of the Institute at the time of its inception. Another Rs. 120 crores worth of project work is in progress.

2. Academic Activities

2012 Broad Band Based programme offering was revamped. 2012 PGP in Mumbai 2011 FPM (Industry) – May 2011 2011 PGPMX (alternative week end program) Bombay 2011 PGPMX (alternative week end program) in UAE 2011 PGP in UAE 2011 E-Governance Programme. The 2nd edition is in progress 2011 Five Year Integrated Programme in Management (IPM) 2010 PGP batch size increased from 240 to 450 2010 Collaboration with Aegis Limited a subsidy of ESSAR Limited for a

module on customer service management course (3rd edition is in progress)

2009 Executive programmes - GMP, SMP, MEP – launched 2009 EPGP. The 5th edition is in progress. 2009 FPM cohort increased – from 3 in 2008 15 in 2013. Total population is

67 PGP Post Graduate Programme EPGP Executive Post Graduate Programme FPM Fellow Programme in Management FPM (I) Fellow Programme in Management (Industry) PGPMX Post Graduate Programme in Management for Executives BBBEEP Broad Band Based Executive Education Programme IPM IPM – Integrated Programme in Management

3. Commencement lecture during PGP (incoming batch) inauguration is a formal

event. Distinguished speakers visit IIM, Indore during the occasion and share their experience with the incoming batch.

4. Foundation Day – Usually celebrated at a larger scale with more visibility. Conferences are being organized on this occasion.

5. Theatre, Drama, Music, Fine Arts has an essential part of IIM Indore culture. At every possible occasion, these activities are being organized.

6. Innovation in PGP / EPGP

2011 Domain and functional area specific courses are introduced in PGP

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curriculum second year elective 2010 International immersion programme for EPGP participants with Katz

Graduate Business School 2010 Himalaya Outbound trip for PGP 2 students 2009 A one week rural immersion programme for PGP 2 students 2009 A study tour to Malaysia for the PGP 2 participants in 2009

7. Collaboration with academic institutions

Academic Year

2007-08

2008-09

2009-10

2010-11

2011-12

2012-13

2013-14

No. of participating schools

4 7 9 11 24 27 27

Students (IIM Indore) on exchange

14 22 30 31 57 71 81

International students on exchange

9 13 14 17 32 37 30

8. Indore Management Journal

Launched Indore Management Journal a practitioner oriented academic journal in 2009. 4 issues per year. We are in the 4th volume 3rd issue – in the final stage of publication. In addition, published two Special issues of IMJ.

9. Conferences organized at IIM Indore

2011 Working Conference on IT and ITES Industry on July 4, 2011 at Bangalore for

the EPGP batch 2011-12. 2010 Working conference on PURA – June 10, 2010 2010 Excellence in School Education (ESE) – July 24-25, 2010. 2010 Management Meet in Bombay for EPGP batch 2009-10 (May 21-23, 2010) 2010 Management Consultation on Healthcare in India – March 5-10, 2010 2010 Women’s Day celebrations –

• Women's access to education - 2010 • Empowering Women in India: Challenges and Opportunities - 2011

2010 Two industry-academia meet have been organized Nov. 10, 2009 and July 3, 2010

2009 Annual National Youth Conference on the occasion of Swami Vivekananda’s Birthday (January 10-12). 5th edition held in January 2013.

2009 Introduced Annual Conference on Excellence in Research and Education. 5th edition got over in May 2013. The conference proceedings for the years 2011, 2012 and 2013 are published (Academic Partner: Unviersiti Tun Abul Razak, Malaysia)

10. Contributions to academic community

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2013 Lead a team of VCs and Directors of NITs to University of Illinois, Urbana

Champaign under the leadership programme organized by FICCI during June 16-21, 2013

2012 Facilitated and pilot introduced the Government of India sponsored TEQIP programme. IIM Indore has conducted 5 editions. The variance of this programme has been offered by IIM Kozhikode, IIM Bangalore.

2011 Participated in the Delegation of Vice Chancellors: Education Summit in Carletton University, Ottawa during June 17-18, 2011.

2011 Mentored IIM Udaipur 2010 Mentored IIM Raipur

11. Contributions to Professional Societies

12.1 Several academic activities are organized in the capacity of President, ORSI Ahmedabad Chapter. 12.2 Several academic activities are organized in the capacity of Founder President,

Case Research Society of India jointly with HBS.

12. Financial Status of the Institute Institute has a healthy corpus. The revenues crossed Rs. 100 crores during the financial year ending 2012. The compliance to the internal audit reports have been as per the expectations of the Finance Committee of the Board. Consecutive clean CAG Audit reports since 2008.

13. Community activities

2013 A community center is operational with facilities (Vegetable-Fruit Shop,

Grocery Shop, Tailor Shop) – since January 2013 2013 A barber shop is operational from April 1, 2013 2013 Security system is strengthened and redesigned 2012 50 geared by-cycles are placed at the disposal of the community for

movement inside the campus from November 22, 2012 2012 Post office has been upgraded on September 13, 2012 2012 Medical center is completely revamped (March 31, 2012) 2011 Dhobi Ghat is fully equipped and functioning from August 10, 2011 2011 Regular shuttle buses are plying to city and Mhow for commuting purpose 2011 2 ATMS opened – SBI (January 6, 2011) and ICICI Bank ATM (2012) 2011 A state of art Ambulance is operational 24 x 7

14. Sports facilities @ campus

Olympic size swimming pool, Baby Swimming pool, Variety of Gym equipments (cardio zone), Tennis court, Squash court, Sauna bath, Steam bath, Amphi theatre, Cafeteria, Yoga and Aerobics hall, Table Tennis, Reading Area, 1000 – Seater Auditorium, Cricket ground work is in progress.

15. Welfare measures Staff

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• Recruitment is driven by flexibility and appropriate qualification for the role • Talent is attracted by appropriate compensation • Government of India norms on reservation are followed. • Compensation harmonization has been made across various levels • LTC converted to LTA • 10% of operating surplus is distributed to staff members as incentive • Formal SDEC is created to address the professional needs of all the staff • Birthday celebrations are organized (once in a fortnight) • Staff who have completed 10 years of service in the Institute are being felicitated

on the Foundation Day • Staff Development Allowance is introduced (Group A – Rs.30,000/-,

Group B – Rs.15,000/-) • Telephone expenses converted to Telephone Allowance • Annual Picnics / Sports Meet have been organized

Faculty

• Consulting norms have been revised (64% to Faculty and 46% to the Institute) • Faculty Development Allowance has been increased to Rs. 60,000 from 1.4.2011 • Full support to attend unlimited number of national conferences • Full support to attend one international conference per year • Internal Promotion policy has been implemented • Best teacher award has been introduced since 2012 • Workload compensation norms for publications designed and implemented • Flexible recruitment terms with MHRD framework for recruitment of faculty • Recruitment of Academic Associates to facilitate faculty productivity • LTC converted to LTA • Reimbursement of telephone expenses converted to Telephone Allowance

16. Revamping systems and processes

• Academic programmes are managed by Executive Committee • Integrated Programme in Management (IPM) has an independent Executive

Committee • Weekly academic seminars (Wednesday) are introduced • Courses committee ensures quality courses in various programmes. • AACSB Accreditation is being challenged • Dean (Administration) position has been created and appropriate delegations

being experimented. • Weekly (Thursday) meetings are held to review projects, accounts, activity heads,

department heads etc. • Purchase committee has been reconstituted to meet the requirements of the

institute. • Investment committee to look after the short term investments. • A beginning has been made to implement an ERP system • Board empowered committees (Construction committee, Finance committee and

Personnel Committee) are fully operational. • Faculty Recruitment streamlined (Recruited so far 58 faculty) • Staff Recruitment streamlined (Recruited so far 432 staff) • Recruitment system – Faculty through Committees FRC and FDEC, Staff through

SDEC and appropriate selection committee. • FDEC / SDEC to look after the faculty, staff recruitment related issues

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• An elaborate Faculty and Staff Grievance mechanism is developed • Gender Sensitivity Committee has been activated as per the Vishaka Court

judgement Summary The key elements of strategy in the transformation process of IIM Indore is to achieve a credible size in the PGP programme, create a world class supporting infrastructure, attract talented faculty and staff, focus on enhancing the quality of academic programmes, increase inter linkages with global institutions, create social sensitivity in the programme by appropriate interventions. The administration was process based and transparent. Recruitments have been purely based on merit. Institute has developed a culture of zero tolerance to student discipline.