Solution Manual For Operations and Supply Chain Management, 16th Edition by F. Robert Jacobs and Richard Chase, Verified Chapters 1 - 22 Latest Version Update

OperationsandSupplyChainManagement
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SOLUTIONMANUAL f




OperationsandSupplyChainManagement,16thEditionby
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f F.RobertJacobsandRichardChase
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Chapters1-22 |Complete
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1-1

, OperationsandSupplyChainManagement f f f f




• TABLEOFCONTENTS f f




Chapter 1:Introduction
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Chapter 2:Strategy f f




Chapter3:DesignofProductsandServices
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Chapter 4: Projects
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Chapter5:StrategicCapacityManagement
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Chapter 6: Learning Curves
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Chapter7:ManufacturingProcesses Chapter
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8: Facility Layout
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Chapter 9:ServiceProcesses
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Chapter10:WaitingLineAnalysisandSimulation
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Chapter 11: Process Design and Analysis
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Chapter 12: Quality Management Chapter
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13:StatisticalQualityControl Chapter 14:
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Lean Supply Chains
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Chapter15:LogisticsandDistributionManagement
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Chapter 16: Global Sourcing and Procurement
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Chapter 17: The Internet of Things and ERP Chapter
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18: Forecasting
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Chapter19:SalesandOperationsPlanning
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Chapter 20: Inventory Management
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Chapter21:MaterialRequirementsPlanning Chapter
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22: Workcenter Scheduling
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1-2

, OperationsandSupplyChainManagement f f f f




CHAPTER1 f




OPERATIONSANDSUPPLYCHAINMANAGEMENT f f f f




DiscussionQuestions f




1. UsingExhibit1.3asamodel,describethesource-make-deliver-returnrelationshipsinthe
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following systems:
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a. Anairline f




Source: Aircraftmanufacturer,in-flightfood,repairparts,computersystems
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Make:Aircraftandflightcrewscheduling,groundservicesprovidedatairports,aircraft maintenance
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and repair f f




Deliver: Outbound and arriving passenger service, baggage handling Return:
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Resolveany post-serviceissuessuchaslostordamagedluggage
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b. Anautomobilemanufacturer
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Source: Suppliersofcomponentsandrawmaterials f f f f f f




Make:Manufacturingofvehiclesandcomponentsorsubassembliestobesoldasspare parts
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Deliver:Delivery toandsalesfromdealerships,deliveryof sparepartstothewholesale system f f f f f f f f f f f f f f




Return: Warrantyandrecallrepairs,trade-ins f f f f f




c. A hospital
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Source:Medicalsupplies,cleaningservices,disposalservices,foodservices,qualified personnel
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Make: Inpatientrooms,outpatientclinics,emergencyroom,operatingrooms f f f f f f f f




Deliver:Schedulingpatients,providingtreatment,ambulanceservice,familycounseling Return:
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Billing errors, follow up visits
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d. Aninsurancecompany
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Source: Suppliesneededfortheoffice,underwriters,legalauthoritytooperate f f f f f f f f f f




1-3

, OperationsandSupplyChainManagement f f f f




Make: Establish policy guidelines and pricing, field agent/representative and facility network,
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developInternetservicecapabilities,establishpreferredvehiclerepairservice network
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Deliver:Meetwithandadviseclients,writepolicies,processandpay claims Return: f f f f f f f f f f f f




refund of overpayments
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2. Definetheservicepackageofyourcollegeoruniversity. Whatisitsstrongestelement? Whatis its
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weakest one?
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Thecategorieswithexamplesare:
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Supporting facility - location, buildings, labs, parking Facilitating f f f f f f f




goods–classschedules,computers,books,chalk
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Explicitservices–classeswithqualifiedinstructors,placementoffices f f f f f f f f




Implicit services – status and reputation (e.g., Ivy League schools)
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At Indiana University and the University of Southern California, among their strongest elementsare
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theirbusinessschoolsandtheirOperationsManagementprograms(ofcourse). Both also have very
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dedicated alumni networks. A weak element of Indiana University is its weak football program; for
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USC, weak elements are on-campus parking and housing.
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3. Whatserviceindustryhasimpressedyouthemostwithitsinnovativeness?
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Our vote goes to cruise lines which have introduced such onboard innovations as wave machinesfor
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bellyboardingandrockclimbingwalls,aswellasallsortsofotheramenitiesto keep cruisers involved.
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The industry is doing record business as well.
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Some of the standout companies in less innovative industries are Bank of America (has a formalized
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researchprogramtotryoutnewcustomerservices/amenitiessuchasvideoscreens in next to teller
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lines), Intuit (e.g., putting Quicken money management software online), Ikea, JetBlue Airlines, and
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Progressive Insurance (discussed later in the book).
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4. Whatisproduct-servicebundlingandwhatarethebenefitstocustomers?
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Product-servicebundlingisaddingValue-addedservicestoafirm’sproductofferingstocreate more f f f f f f f f f f f f f




value for the customer. This provides benefits in two areas. First, this differentiates the organization
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from the competition. Secondly, these services tie customers to the organization in a positive way.
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Alternatively, bundling can also involve adding products to a service, for example, adding the sale of
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convenience items and snacks at a hotel.
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5. Whatisthedifferencebetweenaserviceandagood? f f f f f f f f f




Aserviceisanintangibleprocess(youcan’tholditinyourhands),whileagoodisthephysical output of a
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process.
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6. Lookatthejobpostingsathttp://www.indeed.com andevaluatetheopportunitiesforan OSM
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major with several years of experience.
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