It turns out that we are flushing valuable information about our COVID-19 status down the toilet, and the key to tracing new cases requires taking a closer look in our sewers. These insights come from a recent study by Oded Berman, a professor of Operations Management and Statistics at the Rotman School of Management.
What to do about Covid? With nearly 60 million cases and 1.4 million deaths worldwide as of the end of November 2020, there are still no consistently effective treatments or approved vaccines yet (though large-scale vaccine trials have already produced promising results). Social distancing, mask wearing, and infection control practices can reduce the rate of spread somewhat, but as long as infectious individuals circulate amongst susceptible persons, continued spread is inevitable, given that most populations have not built immunity against SARS-CoV-2 to any meaningful extent.
Paper products and other household staples are in high demand in stores and online again as the virus surges and lockdowns loom, but none more so than those essential rolls of soft cotton squares. Photos of bare shelves and public pleas to leave behind a few rolls for other shoppers are overflowing social media. “The toilet paper aisle is CLEARED!” one person wrote on Twitter. “March 2.0 is here folkssss.”
The coronavirus revealed stark vulnerabilities in the supply chains that move products from the raw material stage, through production, and to a customer’s door. As key segments of this system faltered, businesses responded in real time, finding new ways to source materials and keep their products moving. The lessons learned from this experience can help companies transform how they view and build supply chains, says Matthew Elliott, Business Banking Midwest Region Executive for Bank of America.
While the development of a COVID-19 vaccine could generate billions of dollars for some pharmaceutical companies such as Pfizer, concerns over accusations of exploiting the pandemic will likely temper profits, experts suggest. "It doesn't really make sense to profit from this pandemic," said Tinglong Dai, associate professor of operations management and business analytics at Johns Hopkins University Carey Business School in Baltimore.
Ashley Smith
Public Affairs Coordinator
INFORMS
Catonsville, MD
[email protected]
443-757-3578
An audio journey of how data and analytics save lives, save money and solve problems.
Can we really trust AI to make better decisions than humans? A new study says … not always. Researchers have discovered that OpenAI’s ChatGPT, one of the most advanced and popular AI models, makes the same kinds of decision-making mistakes as humans in some situations—showing biases like overconfidence of hot-hand (gambler’s) fallacy—yet acting inhuman in others (e.g., not suffering from base-rate neglect or sunk cost fallacies).
The genetic testing company 23andMe, which holds the genetic data of 15 million people, declared bankruptcy on Sunday night after years of financial struggles. This means that all of the extremely personal user data could be up for sale—and that vast trove of genetic data could draw interest from AI companies looking to train their data sets, experts say.
Robert F. Kennedy Jr., as the new secretary of Health and Human Services, is the nation’s de facto healthcare czar. He will have influence over numerous highly visible agencies, including the Centers for Disease Control and Prevention, the National Institutes of Health and the Food and Drug Administration, among others. Given that healthcare is something that touches everyone’s life, his footprint of influence will be expansive.
Health insurance has become necessary, with large and unpredictable health care costs always looming before each of us. Unfortunately, the majority of people have experienced problems when using their health insurance to pay for their medical care. Health insurance serves as the buffer between patients and the medical care system, using population pooling to mitigate the risk exposure on any one individual.
During this podcast Handfield addressed various topics, including: the current state of the supply chain; steps and actions shippers should consider related to tariffs; how the supply chain is viewed; the need for supply chain resiliency; and supply chain risk mangement planning, among others.
Oklahoma State University's Sunderesh Heragu joins LiveNOW's Austin Westfall to discuss the evolving economic landscape after President Trump implemented tariffs on some of our biggest trade partners. Most tariffs have been halted for now -- but not with China. Beijing and the White House have levied steep tariffs on each other. Trump announced that tariffs on China would reach 145 percent. In response, China imposed 125 percent tariffs on U.S.-imported goods.
Twenty years ago, few people would have been able to imagine the energy landscape of today. In 2005, US oil production, after a long decline, had fallen to its lowest levels in decades, and few experts thought that would change.
In the case of upgrading electrical and broadband infrastructure, new analysis from the University of Massachusetts Amherst reveals {that a} “dig once” strategy is almost 40% more economical than changing them individually.