Tuesday, 02 January 2024 12:17 GMT

Michael A. Lewis


(MENAFN- The Conversation) Professor of Operations and Supply Management, University of Bath Profile Articles Activity

Trained as a mechanical engineer, Mike received his PhD from the University of Cambridge and began working at Warwick Business School in 1995 and has held visiting appointments at Harvard Business School and Georgetown University. He joining the University of Bath's School of Management in 2004. His early research focused on the meaning and management of effective manufacturing practice but, over time, he has expanded his interests to address questions of efficiency and effectiveness in various public and private sector service settings – from fast fashion retail to care homes, from management consultancy to nuclear storage. Building on the strong legacy of supply chain research at Bath, Professor Lewis studies the management of complex business relationships and contracts (PFI/PPP).

He is the author of numerous journal articles as well as several books, including a widely adopted and translated textbook on Operations Strategy (co-authored with Nigel Slack, Emeritus Professor at Warwick Business School). He was a long-standing Member of the Advisory Council to the Chartered Management Institute and was recently a member of a government expert group reporting on the measurement of UK industrial activity. He is currently a theme leader for the Cabinet Office/IPA Project Excellence Initiative and an academic scholar in the Cornell Institute for Healthy Futures, an initiative focused on ageing.

Current work includes leading the resilient and secure supply chain work package for the AHRC SALIENT hub () and the GATES project, part of the ESRC Future Flight Social Insight programme (), which uses social science research to better understand how new technologies such as autonomous vehicles will change the impact of flight on society.

Experience
  • –present Professor of Operations and Supply Management, University of Bath
Education
  • 1995 University of Cambridge, Operations Management

The Conversation

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