Arizona Short Blazer In The Trendy Dark Denim look

Arizona Short Blazer, In The Trendy Dark Denim -look
  • 1 fitted Button denim blazer
  • button sleeveless statements with
  • Figure-hugging denim blazer with contrasting seams
  • stylish arizona metal logo
Eine tolle Alternative: Der taillierte Denimblazer von Arizona bringt stylische Abwechslung in das Büro-Outfit denn die figurbetonte Damenjacke mit modischen Kontrastnähten zaubert eine tolle Silhouette und gibt dem Office-Look eine sportive Note. Die Ärmelabschlüsse werden von drei dekorativen Knöpfen aufgewertet das Metall-Logo verweist auf die Markenqualität. Zwei Taschen mit Patten bieten Stauraum für die Kleinigkeiten des Alltags denn auch in der Freizeit macht der Jeansblazer richtig was her die Jacke kann mit einem Knopf geschlossen werden mit einem tollen Glitzertop trägt man den coolen Style aber auch gern offen. Eine knackige Jeans und High Heels runden den Look ab. Für Jeans-Fans und stylische Fashion-Ladies der taillierte Denimblazer von Arizona.
front 2 pockets with flaps
material & product details materialzusammensetzung
<i>obermaterial: 69% baumwolle 29% polyester 2% elasthan.</i> <b>Upper: 69% cotton 29% polyester elastane 2%.</b> <i>ärmelfutter: 95% polyester 5% baumwolle</i> <b>Sleeveless lining: 95% polyester 5% cotton</b> materialart
denim/jeans material properties
elastic collar
reverskragen sleeve
langarm ärmeldetails
2-seam-sleeve passform
fitting applications
brand label bags
pattentaschen shutter
1-knopf-form special features
in the trendy dark denim -look back length
<i>in gr.</i> <b>in grams.</b> <i>38 ca.</i> <b>38 ca.</b> <i>64 cm</i> <b>64 cm</b> delivery
Arizona Short Blazer, In The Trendy Dark Denim -look Arizona Short Blazer, In The Trendy Dark Denim -look Arizona Short Blazer, In The Trendy Dark Denim -look Arizona Short Blazer, In The Trendy Dark Denim -look
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Assistant Professor of Logistics

Marketing Logistics


Dr.Xiang(Sean)Wan serves as an assistant professor in the Department of Marketing and Logistics, Fisher College of Business, The Ohio State University. He has held previous faculty appointments at the University of Tennessee and Marquette University.

Dr. Wan holds aPhD inBusinessAdministration with amajor inSupplyChainManagement from the Robert H. Smith School of Business at the University of Maryland, where he earned Top 15% Teaching Awards in 2009 and 2010 at the Robert H. Smith School of Business as well as the Krowe Award for Teaching Excellence in 2010 and the Allan N. Nash Award for outstanding doctoral student in 2011.

Dr. Wan’s research interests include product and service variety management, inventory management, supply chain coordination. His research work has been published in highly recognized global publications includingand the, among other publications.

Dr. Wan’s research impacts both academia and industry. In 2012, he received the Doctoral Dissertation Award from the Council of Supply Chain Management Professionals. Additionally, one of his papers was cited and discussed in the practitioner article, “SKU Proliferation: Too Much or Not Enough?” published at Deloitte University Press.

Furthermore, an article from therecognized Wan as one of "12 Academic Experts [Who] Make Sense of Consumer-Centric Big Data with Adaptive Analytics."

Areas of Expertise

Logistics/Supply Chain Management



Nada Sanders, Xiang Wan. Forthcoming. Mitigating Forecast Errors from Product Variety through Information Sharing. .

Xiang Wan, Martin Dresner, Philip Evers. Forthcoming. How Do Delivery Variety Decisions Contribute to Sales?

Yue Maggie Zhou, Xiang Wan. 2017. Product Variety, Sourcing Complexity, and The Bottleneck Of Coordination. Vol. 38(8),1569–1587.

Xiang Wan, Nada Sanders. 2017. The negative impact of product variety: Forecast bias, inventory levels, and the role of vertical integration. Vol.186, 123–131.

Na Xu, Shizhen Bai, Xiang Wan.2017. Adding Pay-on-Delivery to Pay-to-Order: The Value of Two Payment Schemes to Online Sellers. Vol.21(1), 27-37.

Yue Maggie Zhou, Xiang Wan. 2017. Product Variety and Vertical Integration. Vol. 38(5),1134–1150.

Xiang Wan. 2016. Timing of the Effects: A Dynamic Analysis of Pack-Size Variety, Demand, and Cost. Vol.37(3), 271-283.

Xiang Wan, Xiaowen Huang, and Yan Dong. 2016. The Moderating Role of Product Categories in the Relationship between Online Fulfillment, Procurement, and Consumer Repurchase Intention: A Hierarchical Analysis. Vol.52(4), 63-76.

Mark Cotteleer, Xiang Wan. 2016. Does The Starting Point Matter? The Literature-Driven And The Phenomenon-Driven Approaches Of Using Corporate Archival Data in Academic Research. Vol.37(1), 26-33.

Yan Dong, Kefeng Xu, Yi Xu, and Xiang Wan. 2016. Quality Management in Multi-Level Supply Chains with Outsourced Manufacturing. Vol.25(2), 290-305.

Xiang Wan, Martin Dresner. 2015. Closing the Loops: An Empirical Analysis of the DynamicDecisions Affecting Product Variety. Vol.46(6), 1141-1164.

Xiang Wan, Martin Dresner, and Philip Evers. 2014. Assessing the Dimensions of Product Variety onPerformance: The Value of Product Line and Pack Size. Vol.35(3),213-224.

Xiang Wan, Philip Evers, and Martin Dresner. 2012. Too Much of a Good Thing? The Impact ofProduct Variety on Operations and Sales Performance. Vol.30(4), 316-324.

Philip Evers, Xiang Wan. 2012. System Analysis using Simulation. Vol.33(2), 80-89.

Xiang Wan and Philip Evers. 2011. Supply Chains Networks with Multiple Retailers: A Test of EmergingTheory on Inventories, Stockouts, and Bullwhips. Vol.32 (1), 27-39.

Xiang Wan, Li Zou, and Martin Dresner. 2009. Assessing the Price Effects of Airline Alliances onParallel Routes. Vol.45(4), 627-641. (Research award from the Transportation Research Forum (TRF) Foundation)

Xiang Wan, 2004. Comparative Analysis of Supermarkets and Convenience Shops in China. Vol. 2, 57-60. (in Chinese)

Xiang Wan, 2004. Consumption, Fashion and Brand. Vol. 13, 31-32. (in Chinese)


Advanced coverage of the concepts and methods used to plan and manage logistics activities in a business environment; in-depth understanding of the components of logistics management and tradeoffs required to manage the integrated flow of goods. Prereq: 3380, and AcctMIS 2200 (211), 2300 (212), and BusMGT 2320 (330), 2321 (331); and BusMHR 2291 or 2292 (BusADM 499.01).

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