We describe the process used to identify the ten most influential papers published in the Production and Operations Management (POM) journal in its first thirty years. We also briefly discuss and highlight the selected papers.
AtasuAGuideVD JrVan WassenhoveLN (2008) Product reuse economics in closed-loop supply chain research. Production and Operations Management17(5): 483–496.
2.
BendolyECrosonRGoncalvesP, et al. (2010) Bodies of knowledge for research in behavioral operations. Production and Operations Management19(4): 434–452.
3.
CachonGFisherM (1997) Campbell Soup's continuous replenishment program: Evaluation and enhanced inventory decision rules. Production and Operations Management6(3): 266–276.
4.
FineCH (2000) Clockspeed-based strategies for supply chain design. Production and Operations Management9(3): 213–221.
5.
FisherMHammondJObermeyerW, et al. (1997) Configuring a supply chain to reduce the cost of demand uncertainty. Production and Operations Management6(3): 211–225.
6.
GuptaSStarrMKFarahaniRZ, et al. (2016) Disaster management from a POM perspective: Mapping a new domain. Production and Operations Management25(10): 1611–1637.
7.
HendricksKBSinghalVR (2005) An empirical analysis of the effect of supply chain disruptions on long-run stock price performance and equity risk of the firm. Production and Operations Management14(1): 35–52.
8.
KleindorferPRSaadGH (2005) Managing disruption risks in supply chains. Production and Operations Management14(1): 53–68.
9.
KleindorferPRSinghalKVan WassenhoveLN (2005) Sustainable operations management. Production and Operations Management14(4): 482–492.
10.
RothAMSinghalVR (2022) Pioneering role of the production and operations management in promoting empirical research in operations management. Production and Operations Management31(12): 4529–4543.
11.
SinghalK (1992) Introduction: Shaping the future of manufacturing and service operations. Production and Operations Management1(1): 1–4.
12.
SkinnerW (1996) Manufacturing strategy on the “S” curve. Production and Operations Management5(1): 3–14.
