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31 - 40 of 56 results for: MS&E ; Currently searching spring courses. You can expand your search to include all quarters

MS&E 262: Topics in Service and Supply Chain Management

This course will focus on topics in management of supply chains and services. The course will first discuss individual trade-offs and decisions faced by business such warehousing, transportation, revenue, and network design with emphasis on how to accommodate uncertainty. Next, it will explore decisions involved in supply chains and their impact on supply chain resiliency and performance. Finally, the course will discuss operational decisions faced by marketplaces such as controlling choice and managing revenue. The course will combine analytics to address trade-offs and discussions of practical cases. There will be some overlap with MS&E 260. There is no requirement to take MS&E 260.
Terms: Spr | Units: 3
Instructors: Ashlagi, I. (PI)

MS&E 264: Healthcare Engineering

The healthcare industry, accounting for over 17% of the US GDP, stands at the forefront of rapid growth and innovation, offering vast opportunities and challenges for engineers. This course is specifically designed for graduate students and advanced undergraduate students in healthcare engineering and healthcare management, focusing on the pivotal role of data and management engineers in revolutionizing healthcare systems through the integration of advanced mathematical, economic, and managerial principles. The course covers innovative methods for designing experiments, modeling healthcare systems, leveraging big data amidst uncertainty, and specifically, delve into advanced techniques for anomaly detection in healthcare settings, identifying outliers that may indicate critical health trends or emergent crises. Through exploring these methodologies with applications from recent research to illustrate each concept, this course is structured to foster a collaborative learning environment, encouraging participants to contribute to the advancement of personalized medicine, evidence-based practices, and informed healthcare policymaking.
Terms: Spr | Units: 3

MS&E 272: Entrepreneurship without Borders

How and why does access to entrepreneurial opportunities vary by geographic borders, racial/gender borders, or other barriers created by where or who you are? What kinds of inequalities are created by limited access to capital or education and what role does entrepreneurship play in upward mobility in societies globally? What are the unique issues involved in creating a successful startup in Europe, Latin America, Africa, China or India? What is entrepreneurial leadership in a venture that spans country borders? Is Silicon Valley-style entrepreneurship possible in other places? How does an entrepreneur act differently when creating a company in a less-developed institutional environment? Learn through forming teams, a mentor-guided startup project focused on developing students' startups in international markets, case studies, research on the unequal access to wealth creation and innovation via entrepreneurship, while also networking with top entrepreneurs and venture capitalists who work across borders.
Terms: Spr | Units: 3-4

MS&E 274: Dynamic Entrepreneurial Strategy

Dynamic Entrepreneurial Strategy: Primarily for graduate students. How entrepreneurial strategy focuses on creating structural change or responding to change induced externally. Grabber-holder dynamics as an analytical framework for developing entrepreneurial strategy to increase success in creating and shaping the diffusion of new technology or product innovation dynamics. Topics: First mover versus follower advantage in an emerging market; latecomer advantage and strategy in a mature market; strategy to break through stagnation; and strategy to turn danger into opportunity. Modeling, case studies, and term project.
Terms: Spr | Units: 3

MS&E 276: Entrepreneurial Management and Finance

For graduate students only. Emphasis on managing high-growth, early-stage ventures, especially those with technology-intensive products and services. Students work in teams to develop skills and approaches necessary to becoming effective entrepreneurial leaders and managers. Key topics involve ethical decision-making when assessing risks, understanding business models, analyzing key operational metrics, modeling cash flow and capital requirements, evaluating sources of financing, structuring and negotiating investments, managing organizational culture and incentives, navigating the trade-offs between control versus growth objectives, and handling adversity and failure. Limited enrollment with admission by an application for all matriculated students (full-time, part-time, and remote) due March 15th: https://forms.gle/Yfq1qbDpAUHC77Nu8. Admission results will be provided prior to start of quarter. Pre-requisite or Co-requisite: a college-level financial accounting course (e.g. MS&E 240) or equivalent.
Terms: Spr | Units: 3

MS&E 277B: Entrepreneurial Leadership

This Winter and Spring course sequence is part of the STVP Accel Leadership Program and explores how to lead entrepreneurial ventures including establishing startup strategy, forming organizational culture and effective team structures, securing resources, and building operating models that scale. Teams formulate a case study with a current startup CEO/senior executive that tackles a real-world business problem for their high-growth venture, and present the case on the challenge and the potential paths to resolution. The selection process for the Accel Leadership Program runs during the Autumn fall quarter each year; applications are available at https://stvp.stanford.edu/students.
Terms: Spr | Units: 2-3
Instructors: Byers, T. (PI)

MS&E 279: Disruptive Innovations in New Globalization Era

The pandemic and geopolitics present a new inflection point that all industries and countries need to manage properly in order to survive the crisis and create new opportunities for growth. The globalization structure that we have taken for granted in the past fifty years is gone and a new globalization structure is slowly emerging. Instead of global supply chains and global markets, we may have strong regional supply chains and regional markets and weak connections between regions. It is not clear what the final structure will be, but one thing for sure is that the dynamic formation of the new globalization structure will be shaped by how companies and countries respond and manage the new inflection point through disruptive innovations. In this new globalization era, we need to re-think innovation factoring the unquantifiable pandemic and geopolitical risk into product development and business expansion decisions. For emerging technology businesses like clean energy, one needs to deve more »
The pandemic and geopolitics present a new inflection point that all industries and countries need to manage properly in order to survive the crisis and create new opportunities for growth. The globalization structure that we have taken for granted in the past fifty years is gone and a new globalization structure is slowly emerging. Instead of global supply chains and global markets, we may have strong regional supply chains and regional markets and weak connections between regions. It is not clear what the final structure will be, but one thing for sure is that the dynamic formation of the new globalization structure will be shaped by how companies and countries respond and manage the new inflection point through disruptive innovations. In this new globalization era, we need to re-think innovation factoring the unquantifiable pandemic and geopolitical risk into product development and business expansion decisions. For emerging technology businesses like clean energy, one needs to develop a resilient supply chain structure that would provide a proper balance between cost and risk exposure to unexpected disruption due to pandemic and geopolitics. For an established industry, like semiconductor, there will be new risk exposure in the current supply chain structure. New supply chain structures will emerge as companies respond to the disruptions caused by pandemics and geopolitics. We discuss the possible changes in the supply chain structure and how companies in the related industries should establish proper risk management policies and procedures to increase the chance of successfully managing the inflection point and creating new opportunities for their growth. To support developing a resilient supply chain, we identify new 0-1 innovation opportunities and discuss the important role that government can play in this new changing era that would shape the structure of new globalization and spur new national economic growth. We pick the following specific industries to focus our discussions: semiconductor, clean energy, mobile communication, robotics and AI.
Terms: Spr | Units: 3

MS&E 297: "Hacking for Defense": Solving National Security issues with the Lean Launchpad

In a crisis, national security initiatives move at the speed of a startup yet in peacetime they default to decades-long acquisition and procurement cycles. Startups operate with continual speed and urgency 24/7. Over the last few years they've learned how to be not only fast, but extremely efficient with resources and time using lean startup methodologies. In this class student teams will take actual national security problems and learn how to apply lean startup principles, ("business model canvas," "customer development," and "agile engineering) to discover and validate customer needs and to continually build iterative prototypes to test whether they understood the problem and solution. Teams take a hands-on approach requiring close engagement with actual military, Department of Defense and other government agency end-users. Team applications required in February, see hacking4defense.stanford.edu. Limited enrollment.
Terms: Spr | Units: 3-5

MS&E 301: Dissertation Research

Prerequisite: doctoral candidacy.
Terms: Aut, Win, Spr, Sum | Units: 1-10 | Repeatable for credit

MS&E 321: Stochastic Systems

Terms: Spr | Units: 3
Instructors: Blanchet, J. (PI)
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