Jan A. Van Mieghem

MANAGERIAL ECONOMICS & DECISION SCIENCES
Harold L. Stuart Professor of Managerial Economics
Professor of Operations Management, Managerial Economics & Decision Sciences

Print Overview

Jan A. Van Mieghem is the Harold L. Stuart Distinguished Professor of Managerial Economics and Professor of Operations Management at the Kellogg School of Management at Northwestern University. He received his Ph.D. in Business and MSEE from Stanford University, and holds an electrical engineering degree from the Katholieke Universiteit Leuven, Belgium. He is a Distinguished Fellow of the Manufacturing and Service Operations Management Society.

His research focuses on product, service and supply chain operations, and links strategy and execution. He is past editor of the operations and supply chain area of Operations Research and has served on the editorial board of several professional journals. He is the author of over 40 academic articles published in the leading international journals, and of two books: one on operations management and the other on operations strategy. His paper co-authored with Marty Lariviere received the first MSOM best paper award in 2007. He teaches courses in operations management and operations strategy in MBA, Ph.D. and executive programs and advises firms on those topics.

From 2009-2010, he served as one of the two Senior Associate Deans at the Kellogg School. From 2006 – 2009, he served as the chairman of the Department of Managerial Economics and Decision Sciences. Currently, Jan serves as the Academic Director of the Kellogg Executive MBA program and of three non-degree executive programs: The Science of Lean Operations, Operations Strategy, and the Executive Operations Experience. The Executive Operations Experience is an innovative educational partnership between academia and our consultant friends at McKinsey & Co. that combines learning in the classroom and in true model factories. 




Areas of Expertise
Capacity Management
Dynamic Stochastic Control
Operations Strategy
Supply Chain Design and Management
Tactical Operations

Print Vita
Education
PhD, 1995, Business, Graduate School of Business, Stanford University
MS, 1990, Electrical Engineering, Stanford University
MS, 1989, Applied Sciences, University KU Leuven, Belgium, Summa Cum Laude

Academic Positions
Professor (by courtesy), Robert R. McCormick School of Engineering and Applied Science, Northwestern University, 2007-present
Harold L. Stuart Distinguished Professor, Kellogg School of Management, Northwestern University, 2001-present
Professor, Kellogg School of Management, Northwestern University, 2000-present
Visiting Professor, WHU, 1998-present
Senior Associate Dean, Curriculum and Teaching, Kellogg School of Management, Northwestern University, 2009-2010
Chairman of Managerical Economics and Decision Sciences Department, Kellogg School of Management, Northwestern University, 2006-2009
Visiting Professor, Chulalongkorn University, 2005-2005
Visiting Professor, KU Leuven, 2005-2005
Visiting Professor, York University, 2004-2004
Associate Professor, Kellogg School of Management, Northwestern University, 1997-2000
Assistant Professor, Kellogg School of Management, Northwestern University, 1995-1997

Other Professional Experience
, Moen (on global strategic sourcing), 2012-2012
, McKinsey & Company (on operations management and strategy), 2003-present
, Career Builder (on lean human resource management)

Grants and Awards
2014 Wickham Skinner Award for Best Paper Published in POM, Production and Operations Management, 2014
1st place (paper: Hospital Readmissions Reduction Program: A Financial and Operational Analysis), 2014 POMS College of Healthcare Operations Management Best Paper Award
NU Excellence in Research, Northwestern University
Finalist in paper competition, POMS - Health Care Operations
Finalist in paper competition, POMS - Supply Chain
Sidney J. Levy Teaching Award for teaching excellence in elective classes, Kellog School of Management
Distinguished Fellow, Manufacturing and Service Operations Management Society, 2012

Editorial Positions
Committee Chair for Best Paper Award, Manufacturing & Service Operations Management (M&SOM), 2014-2015
Associate Editor, Manufacturing and Service Operations, 2012-present
Area Editor forManufacturing, Service and Supply Chain Operations, Operations Research, 2002-2006
Associate Editor, Operations Research, 1999-2001
Associate Editor, Management Science, 1997-2003

Print Research
Research Interests
Operations management (capacity, inventory and supply chain management; queuing, newsvendor, and heavy traffic theory and optimization), operations strategy (capacity investment, network design, strategic sourcing, pricing)

Articles
Allon, GadAchal BassambooJan A Van Mieghem and R. Cui. Forthcoming. Information Sharing in Supply Chains: An Empirical and Theoretical Valuation. Management Science.
Gurvich, Itai and Jan A Van Mieghem. 2014. Collaboration and multitasking in networks: Architectures, Bottlenecks and Throughput. Manufacturing & Service Operations Management (M&SOM) . 17(1): 16-33.
Van Mieghem, Jan A and Robert Boute. Forthcoming. Global Dual Sourcing and Order Smoothing: The Impact of Capacity and Leadtimes. Management Science.
Huang, Tingliang and Jan A Van Mieghem. 2014. Clickstream Data and Inventory Management: Model and Empirical Analysis. Production and Operations Management. 23(3): 333-347.
Van Mieghem, Jan A. 2013. 3Rs of OM: Research, Relevance and Rewards. Manufacturing & Service Operations Management (M&SOM) . 15(1): 2-5.
Huang, Tingliang and Jan A Van Mieghem. 2013. The Promise of Strategic Customer Behavior: On the Value of Click Tracking. Production and Operations Management. 22(3): 489-502.
Bassamboo, Achal, Ramandeep S. Randhawa and Jan A Van Mieghem. 2012. A Little Flexibility is All You Need: Asymptotic Optimality of Tailored Chaining and Pairing in Queuing Systems. Operations Research. 60: 1423-1435.
Chod, Jiri, Nils Rudi and Jan A Van Mieghem. 2012. Mix, Time, and Volume Flexibility: Valuation and Corporate Diversification. Review of Business and Economics. 57(3): 262-282.
Bassamboo, Achal, Ramandeep S. Randhawa and Jan A Van Mieghem. 2010. Optimal Flexibility Configurations in Newsvendor Networks: Going Beyond Chaining and Pairing. Management Science. 56(8): 1285-1303.
Allon, Gad and Jan A Van Mieghem. Forthcoming. The Mexico-China Sourcing Game: Teaching Global Dual Sourcing. Informs Transactions on Education.
Chod, Jiri, Nils Rudi and Jan A Van Mieghem. 2010. Operational Flexibility and Financial Hedging: Complements or Substitutes?. Management Science. 56(6): 1030-1045.
Allon, Gad and Jan A Van Mieghem. 2010. Global Dual Sourcing: Tailored Base Surge Allocation to Near and Offshore Production. Management Science. 56(1): 110-124.
Lu, Lauren Xiaoyuan, Jan A Van Mieghem and R.Canan Savaskan-Ebert. 2009. Incentives for Quality through Endogenous Routing. Manufacturing & Service Operations Management (M&SOM) . 11(2): 254-273.
Ata, Baris and Jan A Van Mieghem. 2009. The Value of Partial Resource Pooling: Should a service network be integrated or Product-focused?. Management Science. 55(1): 115-131.
Ata, Baris and Jan A Van Mieghem. 2009. The Value of Dynamic Resource Pooling: Should a service network be integrated or Product-focused?. Management Science. 55(1): 115-131.
Lu, Lauren Xiaoyuan and Jan A Van Mieghem. 2008. Multimarket Facility Network Design with Offshoring Applications. Manufacturing & Service Operations Management (M&SOM). 11(1): 90-108.
Diermeier, Daniel and Jan A Van Mieghem. 2008. Coordination and Turnout in Large Elections. Mathematical and Computer Modeling. 48: 1478-1496.
Diermeier, Daniel and Jan A Van Mieghem. 2008. Voting with Your Pocket Book: A Stochastic Model of Consumer Boycotts. Mathematical and Computer Modeling. 48: 1497-1509.
Van Mieghem, Jan A. 2006. Risk Mitigation in Newsvendor Networks: Resource Diversification, Flexibility, Sharing, and Hedging. Management Science. 53(8): 1269-1288.
Schmidt, Glenn and Jan A Van Mieghem. 2005. Seagate-Quantum: Encroachment Strategies. INFORMS Transactions on Education. 5(2)
Maglaras, Constantinos and Jan A Van Mieghem. 2005. Queueing Systems with Leadtime Constraints: A Fluid-Model Approach for Admission and Sequencing Control. European Journal of Operational Research. 167(1): 179-207.
Lariviere, Martin and Jan A Van Mieghem. 2004. Strategically Seeking Service: How Competition Can Generate Poisson Arrivals. Manufacturing & Service Operations Management (M&SOM) . 6(1): 23-40.
Van Mieghem, Jan A. 2004. Commonality Strategies: Value Drivers and Equivalence with Flexible Capacity and Inventory Substitution. Management Science. 50(3): 419-424.
Van Mieghem, Jan A. 2003. Capacity Management, Investment and Hedging: Review and Recent Developments. Manufacturing & Service Operations Management (M&SOM) . 5(4): 269-302.
Van Mieghem, Jan A. 2003. Due Date Scheduling: Asymptotic Optimality of Generalized Longest-Queue and Generalized Largest Delay Rules. Operations Research. 51(1): 113-122.
Van Mieghem, Jan A and Nils Rudi. 2002. Newsvendor Networks: Inventory Management and Capacity Investment with Discretionary Activities. Manufacturing & Service Operations Management (M&SOM) . 4(4): 313-335.
Van Mieghem, Jan A and Piet Van Mieghem. 2002. Price-coupled Scheduling for Differentiated Services: GC-mu vs. GPS. International Journal of Communication Systems. 15(5): 429-452.
Van Mieghem, Jan A. 2000. Price and Service Discrimination in Queuing Systems: Incentive Compatibility of Gcmu Scheduling. Management Science. 46(9): 1249-1267.
Chopra, Sunil and Jan A Van Mieghem. 2000. Which e-business is Right for Your Supply Chain?. Supply Chain Management Review.
Van Mieghem, Jan A and Maqbool Dada. 1999. Price Versus Production Postponement: Capacity and Competition. Management Science. 45(12): 1631-1649.
Van Mieghem, Jan A. 1999. Coordinating Investment, Production and Subcontracting. Management Science. 45(7): 954-971.
Harrison, J.Michael and Jan A Van Mieghem. 1999. Multi-Resource Investment Strategies: Operational Hedging under Demand Uncertainty. European Journal of Operational Research. 113(1): 17-29.
Van Mieghem, Jan A. 1998. Investment Strategies for Flexible Resources. Management Science. 44(8): 1071-1078.
Harrison, J.Michael and Jan A Van Mieghem. 1997. Dynamic Control of Brownian Networks: State Space Collapse and Equivalent Workload Formulations. Annals of Applied Probability. 7(3): 747-771.
Eberly, Janice C and Jan A Van Mieghem. 1997. Multifactor Dynamic Investment Under Uncertainty. Journal of Economic Theory. 75(8): 345-387.
Van Mieghem, Jan A. 1995. Dynamic Scheduling with Convex Delay Costs: The Generalized c-mu Rule. Annals of Applied Probability. 5(3): 809-833.
Avi-Itzhak, Hadar, Leo Rub and Jan A Van Mieghem. 1995. Multiple Subclass Pattern Recognition: A Maximin Correlation Approach. IEEE Transactions on Pattern Analysis and Machine Intelligence. 17(4): 418-431.
Avi-Itzhak, Hadar, Roger Melen and Jan A Van Mieghem. 1995. Straight Line Extraction Using Iterative Total Least Squares Methods. Journal of Visual Communication and Image Representation. 6(1): 59-68.
Schwerer, Elizabeth and Jan A Van Mieghem. 1994. Brownian Models of Closed Queueing Networks: Explicit Solutions for Balanced Three-Station Systems. Annals of Applied Probability. 4(2): 448-477.
Working Papers
Van Mieghem, Jan A and Itai Gurvich. 2015. Collaboration and Multitasking in Networks: Capacity versus Queue Control.
Zhang, J, Eric Park, Itai GurvichJan A Van Mieghem, Robert S. Young and Mark V. Williams. 2014. Hospital Readmissions Reduction Program: A Financial and Operational Analysis.
Book Chapters
Van Mieghem, Jan A. Forthcoming. "Operations Management and Strategy." In The Palgrave Encyclopedia of Strategic Management, edited by David Teece and Mie Augier.
Van Mieghem, Jan A. 2012. "Risk Management and Operational Hedging: An Overview." In The Handbook of Integrated Risk Management in Global Supply Chains (Operations Research and Manage, edited by Panos Kouvelis, Lingxiu Dong, Onur Boyabatli and Rong Li, Haboken, NJ: John Wiley & Sons.
Books
Anupindi, Ravi, Sunil ChopraSudhakar D. DeshmukhJan A Van Mieghem and Eitan Zemel. 2012. Managing Business Process Flows: Principles of Operations Management. Prentice Hall, 3rd.
Van Mieghem, Jan A and Gad Allon. 2014. Operations Strategy: Principles and Practice. Belmont, MA: Dynamic Ideas, 2nd.
Cases
Allon, Gad and Jan A Van Mieghem. 2015. Waste Wizard Case.
Allon, Gad and Jan A Van Mieghem. 2015. Coursera Mini Case.
Van Mieghem, Jan A and Gad Allon. 2012. The Mexico-China Sourcing Game: Teaching Global Dual Sourcing.
Van Mieghem, Jan A and Gad Allon. 2009. Lean Transformation at Global Connect.
Van Mieghem, Jan A, Zhang Dennis and Sivakumar Chinniah. 2014. Morton Grove Pharmaceuticals.
Allon, Gad and Jan A Van Mieghem. 2014. Analytical Integrative Case.
Allon, Gad and Jan A Van Mieghem. 2014. Neuvotella.
Allon, GadJan A. Van Mieghem and Ilya Kolesov. 2010. HP Product Variety Management. Case 5-310-511 (KEL571).
Van Mieghem, Jan A. and Gad Allon. 2011. The Mexico-China Dual Sourcing Strategy Simulation. Case 1-212-500.
Allon, Gad and Jan A. Van Mieghem. 2010. Lean Transformation at Global Connect. Case 5-310-504 (KEL633).

 
Print Teaching
Teaching Interests

Product, service and supply chain operations with specific interest to link strategy and execution.


Full-Time / Part-Time MBA
Operations Strategy (OPNS-454-0)
In this course, students learn how operations strategy can add value by tailoring a set of core principles to a specific business setting. The course provides a framework to formulate an operations strategy and analyze, value, and optimize the key decisions involved in operations strategy. The key evaluation metric is how operations strategy impacts the net present value of the firm. The key decisions studied are choosing competitive operational competencies and benchmarking; capacity expansion, timing, flexibility and location; sourcing and contracting; risk management and operational hedging; revenue management; improvement and learning. This course builds on the core operations class. Students should also be familiar with the basics of finance, economics and strategy, as the strategic decisions studied in this course require a detailed analysis and understanding of the underlying operations. Thus this course has a greater amount of concreteness and detail than a competitive strategy class, and uses a combination of in-depth case analysis, mini-lectures, presentations and qualitative discussions of other examples. The course is intended for students interested in operations and supply chain management, general management, or management consulting.

Doctoral
Foundations of Operations Management (OPNS-521-0)


Executive MBA
Operations Management (OPNSX-430-0)
Operations Management examines the basic principles of managing the production and distribution of goods and services. The course approaches operations as a managerial integration function and provides frameworks and tools to target and implement improvements in business processes.

Strategic Decisions in Operations (OPNSX-454-0)
This course builds on the core operations management class with an emphasis on strategic level decisions. It emphasizes the long-term, "big" decisions firms face in structuring their operations. Topics covered range from evaluating flexible technologies to designing supply chains.

Supply Chain Management (OPNSX-455-0)
What are the key capabilities a supply chain must develop to support the business strategy of a firm? What is the relationship between the desired capabilities and the structure of a supply chain? This course provides a framework to answer these questions. We define supply chain structure in terms of the following drivers of performance: facilities, information, inventory and transportation. The relationship between structure and performance is analyzed using various case studies. Students are taught the strategic role of the supply chain. The course also discusses methodologies for designing and planning a supply chain. PREREQUISITE: Operations Management (OPNSX-430-0)

Executive Education
Executive Development Program
Equipping high-potential middle to senior managers with the business knowledge and leadership skills they need to succeed in general management. Explore theory-driven knowledge and concrete strategies across all business areas and return to your workplace equipped and energized to continue to advance as a leader, decision maker and change agent.
View Program

Innovating New Products and Services
Big ideas are just the beginning. To maximize the power of innovation, organizations must also implement the right strategy, design, development, marketing and more. This program will show you how. From market entry and positioning strategies to motivating team performance, learn new techniques for creating an innovation mindset and move your big ideas from concept to market and beyond.
View Program

Operations Management Week
Combines our Science of Lean Operations and Supply Chain Management programs into a week-long executive series.


View Program

Operations Strategy
Optimize your operations to maximize stakeholder value. Learn how to create a best-in-class operations strategy that integrates the customer experience, boosts financial performance and establishes a competitive advantage.

View Program

Supply Chain Management: Strategy and Planning for Effective Operations
Revolutionize your operations. In this dynamic and collaborative learning environment, you’ll learn the latest tools, techniques and models for efficient — and effective — supply chain management.

View Program

The Science of Lean Operations
Alleviate bottlenecks. Design effective processing systems. Identify metrics to measure improvements. Based on the science of Lean Six Sigma, this program will give you the tools and framework for operating a world-class organization.
View Program