Morgan L Swink

Morgan L Swink

Title(s)

Professor
Supply Chain Management

Contact Information

335 N. Business Complex
(517) 432-6327

Interests

Innovation in the supply chain: product design-operations integration and product/process innovation; operations strategy: competitive priorities/capabilities and strategy formulation and implementation; supply chain systems: network design and decision tools and processes

Degree

PhD Indiana University

Bio

Dr. Morgan Swink is a Professor of Supply Chain Management. Dr. Swink is very interested in starting new international business research and has spent time in Korea this past year. In 2004 he received the CIBER grant for international course development. Dr. Swink would like to see business education extension offices in more locations, like new programs at the Michigan State University campus in Dubai. This year he will spend about a month in China and Korea, where he hopes to start new research activities.

Dr. Swink has participated in study abroad, international conferences and executive education programs, most of which took place in Europe. He sees the future of the global supply chain industry as increasing connectivity across regions. He also predicts the continued growth of U.S. outsourcing and marketing to China and other low investment countries.
Morgan Swink is Professor and Eli Broad Legacy Fellow of Operations and Supply Chain Management in the Department of Supply Chain Management at Michigan State University. He teaches in areas of supply chain management, project management, product development, and operations strategy.

Dr. Swink’s research interests include product/process innovation, operations strategy, and supply chain decision support systems. His current research projects include studies of product/process complexity, operations strategy, knowledge management and innovation practices, and design-manufacturing integration in product development projects. Dr. Swink has published articles in a variety of journals including the Journal of Operations Management, Journal of Product Innovation Management, Decision Sciences, European Journal of Operational Research, International Journal of Operations and Production Management, Business Horizons, Research-Technology Management, and the Journal of Engineering Technology Management. He is currently Co-Editor in Chief for the Journal of Operations management. He is also co-author of a digital, print-on-demand operations and supply chain management text, Value-Driven Operations Management: An Integrated Modular Approach, and co-author of the forthcoming text, Managing Operations across the Supply Chain.

Before becoming a professor, Dr. Swink worked for 10 years in manufacturing and product development at Texas Instruments Incorporated. The bulk of his work was in systems producibility engineering, where he managed a team of manufacturing specialists who provided design consulting for internal product development projects. During this time he developed manufacturing design standards and methodologies for implementing design-to-cost and design-for-manufacture principles on product development programs and in product support operations.

Professor Swink holds a BS in Mechanical Engineering from Southern Methodist University (83), an MBA from the University of Dallas (86), and a Ph.D. in Operations Management from Indiana University (92). He has won several awards for excellence in undergraduate and MBA teaching. His experience in executive education includes workshops and seminars in world-class manufacturing, project management, new product development, manufacturing flexibility, and breakthrough thinking for productivity.


Premier Articles

JournalArticleVolumeYear
Journal of Operations ManagementToward a theory of competencies for the management of product complexity: Six case studes 2008
Journal of Operations ManagementManaging beyond the factory walls: Effects of four types of strategic integration on manufacturing plant performance252007
Journal of Operations ManagementEffects of marketing-manufacturing integration on new product development time and competitive advantage252007
Journal of Operations ManagementModerating effects of information access on project management behavior, performance and perceptions252007
Journal of Operations ManagementCapturing the competitive advantages of AMT: Design-manufacturing integration as a complementary asset252007
Journal of Operations ManagementDisentangling leanness and agility: An empirical investigation242006
Journal of Operations ManagementFaster, better, cheaper: A study of NPD project efficiency and performance tradeoffs242006
Production and Operations ManagementOperations strategy research in the POMS journal142005
Journal of Operations ManagementMetrics and performance measurement in operations management: Dealing with the metrics maze222004
Journal of Operations ManagementThreats to new product manufacturability and the effects of development team integration processes171999
Journal of Operations ManagementA theory in operations management171998
Journal of Operations ManagementA tutorial on implementing concurrent engineering in new product development programs161998
Journal of Operations ManagementA comparative model of facility network design methodologies131995

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