The goal of "Practice Abstracts" is to present interesting, topical, and novel applications of operations research methodology to a wide range of industrial applications. "Practice Abstracts" are intended to provide Interfaces readers with short (2-4 page) descriptions of the most relevant aspects of operations research-based projects, in a form that is accessible to academics and practitioners in other organizations. Contributions should be sent for evaluation to the editor of "Practice Abstracts," Brian T. Denton, Edward P. Fitts Department of Industrial and Systems Engineering, 376 Daniels Hall, North Carolina State University, 111 Lampe Drive, Campus Box 7906, Raleigh, North Carolina 27695-7906, bdenton@ncsu.edu.
Interfaces, a bimonthly journal of INFORMS, is dedicated to improving the practical application of Operations Research and Management Sciences (OR/MS) to decisions and policies in today's organizations and industries. Each article provides details of the completed application, along with the results and impact on the organization. Interfaces seeks to improve communication between managers and professionals in OR/MS and to inform the academic community about the practice and implementation of OR/MS in commerce, industry, government, or education. Interfaces is essential reading for analysts, engineers, project managers, consultants, students, researchers, and educators.
With over 12,500 members from around the globe, INFORMS is the leading international association for professionals in operations research and analytics. INFORMS promotes best practices and advances in operations research, management science, and analytics to improve operational processes, decision-making, and outcomes through an array of highly-cited publications, conferences, competitions, networking communities, and professional development services.
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