SOLUTION MANUAL Operations and Supply Chain Management, 17th Edition by F. Robert Jacobs and Richard Chase Chapters 1 - 22 | Complete

Operations and Supply Chain Management
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SOLUTION MANUAL
Operations and Supply Chain Management, 17th Edition
by F. Robert Jacobs and Richard Chase
Chapters 1 - 22 | Complete




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, Operations and Supply Chain Management
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• TABLE OF CONTENTS WS WS




Chapter 1: Introduction
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Chapter 2: Strategy
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Chapter 3: Design of Products and Services
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Chapter 4: Projects
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Chapter 5: Strategic Capacity Management
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Chapter 6: Learning Curves
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Chapter 7: Manufacturing Processes
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Chapter 8: Facility Layout
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Chapter 9: Service Processes
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Chapter 10: Waiting Line Analysis and Simulation
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Chapter 11: Process Design and Analysis
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Chapter 12: Quality Management
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Chapter 13: Statistical Quality Control
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Chapter 14: Lean Supply Chains
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Chapter 15: Logistics and Distribution Management
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Chapter 16: Global Sourcing and Procurement
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Chapter 17: The Internet of Things and ERP
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Chapter 18: Forecasting
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Chapter 19: Sales and Operations Planning
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Chapter 20: Inventory Management
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Chapter 21: Material Requirements Planning
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Chapter 22: Workcenter Scheduling
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CHAPTER 1 WS




OPERATIONS AND SUPPLY CHAIN MANAGEMENT WS WS WS WS




Discussion QuestionsWS




1. Using Exhibit 1.3 as a model, describe the source-make-deliver-
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return relationships in thefollowing systems:
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a. An airline
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Source: Aircraft manufacturer, in-flight food, repair parts, computer systems
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Make: Aircraft and flight crew scheduling, ground services provided at airports, aircraf
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tmaintenance and repair SW WS WS




Deliver: Outbound and arriving passenger service, baggage handling Re
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turn: Resolve any post-service issues such as lost or damaged luggage
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b. An automobile manufacturer
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Source: Suppliers of components and raw materials W S WS WS WS WS WS




Make: Manufacturing of vehicles and components or subassemblies to be sold as spare
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parts
Deliver: Delivery to and sales from dealerships, delivery of spare parts to the wholesal
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esystem SW




Return: Warranty and recall repairs, trade-ins W S WS WS WS WS




c. A hospital
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Source: Medical supplies, cleaning services, disposal services, food services, qualifiedpe
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rsonnel
Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
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Deliver: Scheduling patients, providing treatment, ambulance service, family counselin
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gReturn: Billing errors, follow up visits
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d. An insurance company
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Source: Supplies needed for the office, underwriters, legal authority to operate
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Make: Establish policy guidelines and pricing, field agent/representative and facility n
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etwork, develop Internet service capabilities, establish preferred vehicle repair service
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network
Deliver: Meet with and advise clients, write policies, process and pay claim
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sReturn: refund of overpayments
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2. Define the service package of your college or university. What is its strongest element? What isi
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ts weakest one?
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The categories with examples are:
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Supporting facility - WS WS




location, buildings, labs, parking Facilitating goods –
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class schedules, computers, books, chalk
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Explicit services – WS WS




classes with qualified instructors, placement officesImplicit services
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– status and reputation (e.g., Ivy League schools)
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At Indiana University and the University of Southern California, among their strongest elem
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ents are their business schools and their Operations Management programs (of course).Bot
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h also have very dedicated alumni networks. A weak element of Indiana University is its wea
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k football program; for USC, weak elements are on-campus parking and housing.
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3. What service industry has impressed you the most with its innovativeness?
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Our vote goes to cruise lines which have introduced such onboard innovations as wave mac
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hines for belly boarding and rock climbing walls, as well as all sorts of other amenities tokee
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p cruisers involved. 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 form
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alized research program to try out new customer services/amenities such as video screensin n
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ext to teller lines), Intuit (e.g., putting Quicken money management software online), Ikea,Jet
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Blue Airlines, and Progressive Insurance (discussed later in the book).
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4. What is product-service bundling and what are the benefits to customers?
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Product-service bundling is adding Value- WS WS WS WS




added services to a firm’s product offerings to createmore value for the customer. This provid
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es benefits in two areas. First, this differentiates theorganization from the competition. Secon
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dly, these services tie customers to the organizationin a positive way. Alternatively, bundling
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can also involve adding products to a service, for example, adding the sale of convenience ite
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ms and snacks at a hotel.
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5. What is the difference between a service and a good?
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A service is an intangible process (you can’t hold it in your hands), while a good is the physic
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aloutput of a process.
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6. Look at the job postings at http://www.indeed.com and evaluate the opportunities for a
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nOSM major with several years of experience.
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