Jan Albert Van Mieghem is the A. C. Buehler Professor and Professor of Operations at the Kellogg School of Management of Northwestern University. He received his Ph.D. in Business and MS in Electrical Engineering from Stanford University, and holds an electrical engineering degree from the University KU Leuven, Belgium. He is a Distinguished Fellow of the Manufacturing and Service Operations Management Society and member of the Royal Flemish Academy of Sciences and Arts of Belgium.

His research focuses on product, service and supply chain operations, and studies both strategy and execution. He is past editor of the operations and supply chain area of Operations Research and currently serves on the editorial board of Management Science and Manufacturing & Service Operations Management. He is the author of over 50 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.

He serves as Director of the PhD program in operations and of two non-degree executive programs: The Science of Lean Operations and Operations Strategy. From 2012-2017, he served as the Academic Director of the Kellogg Executive MBA program. From 2009-2010, he served as one of the two Senior Associate Deans at the Kellogg School. From 2006 to 2009, he served as the chairman of the Department of Managerial Economics and Decision Sciences.

My research studies manufacturing, service and supply chain operations from a strategic and tactical perspective and addresses both theory and practice. My research methodologies include mathematical modeling, stochastic analysis, optimization and financial valuation as well as empirical estimation and verification. Current research focuses on the “operations research of human interaction and collaboration,” healthcare, data-driven forecasting, and flexibility in dual sourcing.

• 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

• 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

• Moen (on global strategic sourcing), 2012-2012
• McKinsey & Company (on operations management and strategy), 2003-present
• Career Builder (on lean human resource management), 1-present

• First place in the 2023 Student Paper Competition sponsored by the College of Supply Chain Management of the Production and Operations Management Society (POMS) for Last time buys and Product Rollovers: Manufacturer & Supplier Equilibria. With Audrey Bazerghi., College of Supply Chain Management of the Production and Operations Management Society, 2023
• 2020 Flexibility Excellence Award, Global Institute of Flexible Systems Management, 2020
• Silver Medal, M&SOM Student Paper Competition
• Finalist in Practice-Based Paper Competition of M&SOM, Manufacturing & Service Operations Management, INFORMS
• Member, Royal Flemish Academy of Sciences and Arts of Belgium, For life
• 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
• Distinguished Fellow, Manufacturing and Service Operations Management Society, 2012
• 1st MSOM Best Paper Award, MSOM, 2007

• Editorial Board, Management Science, 2018
• Committee Chair for Best Paper Award, Manufacturing & Service Operations Management (M&SOM), 2014-
• Associate Editor, Manufacturing and Service Operations, 2012-present
• Editorial Board, Review of Business and Economics, 2008-Present

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

Research (OPNS-590-0)
Independent investigation of selected problems pertaining to thesis or dissertation. May be repeated for credit.

Foundations of Operations Management (OPNS-521-0)
This course will introduce PhD students to the basic models used in academic research of operations management. As such, we will survey a broad array of "research content" (basic models and approaches in the literature) as well as discuss the "process of conducting research" (how to write a paper and deliver a talk).

Lean Operations

A world-class business is also a lean business. Grounded in the science of lean operations, this program equips you to alleviate bottlenecks, design effective systems and use the right metrics to achieve your goal of world-class lean operations.

Operations Management Bundle

This combination of two programs — Lean Operations and Supply Chain Management — provides an executive-level learning experience focused on the same innovative operations-management approach taught in Kellogg’s world-class MBA programs. When taken together, these programs are offered at a discounted fee.

Operations Strategy

Learn practical frameworks and tools you can put to use immediately to craft an operations strategy that maximizes stakeholder value and establishes a sustainable competitive advantage. Topical and highly interactive, it prepares you to strengthen your organization's performance and marketplace position.

Supply Chain Management

Revolutionize your operations with the latest tools, techniques and models for efficient — and effective — supply chain management. The experts will show you how to meet the complex challenges of managing facilities, inventories, transportation, information, outsourcing, strategic partnering and more.

The PHYSICIAN CEO™ Program

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.

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.

Field Study (STRT-498-0)
Field Studies include those opportunities outside of the regular curriculum in which a student is working with an outside company or non-profit organization to address a real-world business challenge for course credit under the oversight of a faculty member.

Strategic Decisions in Operations (OPNS-454-0)
This course provides a framework and multiple analytic tools to analyze, value, and optimize the strategic asset and process decisions involved in configuring the "operating system" of the firm. Asset decisions include capacity sizing, expansion, flexibility and location. Process decisions include strategic sourcing, operational hedging, new technology and operating model selection. The focus is on value-creating decisions that are grounded in operational reality. A typical week covers one decision introduced first during a lecture, followed by an assignment (some in group, some individual) and then case-discussion. A final group project is due in week 10. There is no final exam.