Boston Strategies International is the leading expert in pricing, costs, and profit margins in situations involving imperfect markets and price distortions, such as market dominance, monopoly pricing, sole supplier, and price manipulation.
David Jacoby, BSI’s President, has served as a consulting and testifying expert in high-profile depositions and trials, supported by our team of specialized analysts. He is a micro-economist who has developed and applied supply chain strategy and econometrics under conditions of imperfect, especially monopolistic or duopolistic, competition in energy markets. David Jacoby has been consulting for over 25 years in operations strategy and performance improvement, especially in the oil, gas, and power industries.
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Jacoby studied highly concentrated supply markets and developed algorithms for procurement decisions in these circumstances. Combining data from the Herfindahl-Hirschman Index with a set of algorithms for negotiating in monopolistic pricing environments, he helped achieve savings on mega-projects (over $1b), which tend to occur more often in oil & gas, power, transport than in other industries. He described the role of game theory and the prisoners dilemma in his “Guide to Supply Chain Management” (The Economist, 2009), and conversely, how to use scale and value-based pricing in O&G to maximize supplier revenue, in his presentation to OFS Portal.
Jacoby quantified the economic impact of supply chain management for investment and public policy decisions.
He defined the relationship between the logistical concept of bullwhip (oscillation and amplitude magnification) to business cycles and contract negotiations.
He linked supply chain principles to social and physical phenomena. For example, in his speech called “Facing the Global Challenge,” European Integration and Global Competitiveness,” he foresaw that business cycles would pressure some countries to disengage from the European Monetary Union’s “snake.” His work on intelligent transportation systems and RFID was based on eliminating traffic congestion caused by bullwhip. And he advocated stable, consistent politics to avoid overreaction and consequent cycles of political extremism.
He applied the supply chain benefit methodology to develop regional models of trade and development for emerging economies, based on national supply chain competitive advantage, which he presented in his presentation “Supply Chain as Geopolitical Weapon: Integrating Capabilities in Regional and Global Logistics” to the 4th Thai Ports & Shipping Conference in Bangkok and similar conferences in Shanghai, Cairo, and Ho Chi Minh City.
In imperfect competition and contracting risk, Jacoby was influenced by economists such as:
In development economics, Jacoby was influenced by Friedrich List and contemporary development economists such as Jeffrey Sachs and Jeff Hammer, from The World Bank, with whom Jacoby worked on agricultural sector adjustment in Tunisia. List classified economies into five stages of development: barbaric, pastoral, agricultural; agricultural-manufacturing; agricultural- manufacturing-commercial, while Jacoby classified them into Mining / Raw Materials-Based, Industrial / Labor-Intensive, Knowledge / Capital Substitution, and Service / Technology-Based, in his presentation to the Nigerian Petroleum Technology Development Fund and other audiences.
In bullwhip theory, Jacoby was influenced by Jay Forrester, “the father of systems dynamics,” who taught at MIT.
Employees of Jacoby’s firm, Boston Strategies International, have gone on to attend graduate schools such as Yale, INSEAD, and Colombia, and took employment at other top-tier consulting and investment management firms such as McKinsey, PwC, and Morgan Stanley.
David Jacoby is certified in:
Jacoby holds a number of accreditations, certifications, and appreciations from professional associations, including:
This guide distills the essential supply chain concepts into a convenient reference that helps executives achieve rapid results. It seeks to clarify the myriad ambiguities and inconsistencies surrounding the concept of supply chain management (SCM) and its relationship to the functions from which it stems. It is designed to avoid bias towards the viewpoint of logistics, manufacturing or any other related function, to highlight the most important concepts that are essential to getting shareholder value from SCM, and to focus on the most effective methods for achieving significant financial results.
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It provides a toolbox for large-scale capital expenditure decision making and for transforming capital and operation expenditures to exert a visible financial impact in oil, gas, and power companies. It’s supply chain risk management decision analysis tools can help operators increase economic value added while enhancing safety and stewardship of the environment.
This book is an invaluable reference resource for chief operating officers; chief financial officers; engineers; vice presidents of supply chain, operations, or production; and directors and managers of procurement, purchasing, operations, or materials management.
Features and benefits:
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