Solution Manual for Operations and Supply Chain Management 17th Edition by Jacobs and Chase

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




1-1

,  TABLE OF CONTENTS AQW AQW




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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1-2

,CHAPTER 1 AQ
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OPERATIONS AND SUPPLY CHAIN MANAGEMENT AQW AQW AQW AQW




Discussion Questions AQW




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 AQW AQW AQW




Deliver: Outbound and arriving passenger service, baggage handling Ret
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urn: 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 A Q W AQW AQW AQW AQW A QW




Make: Manufacturing of vehicles and components or subassemblies to be sold as sparep
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arts
Deliver: Delivery to and sales from dealerships, delivery of spare parts to the wholesales
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ystem
Return: Warranty and recall repairs, trade-ins A Q W AQW AQW AQW AQW




c. A hospital
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Source: Medical supplies, cleaning services, disposal services, food services, qualifiedper
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sonnel
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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1-3

, 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 AQW AQW AQW AQW AQW AQW AQW AQW A QW AQW




network
Deliver: Meet with and advise clients, write policies, process and pay claims AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW




Return: refund of overpayments A Q W AQW AQW




2. Define the service package of your college or university. What is its strongest element? What is
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its weakest one?
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The categories with examples are: AQW AQW AQW AQW




Supporting facility - AQW AQW




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




classes with qualified instructors, placement officesImplicit services
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– status and reputation (e.g., Ivy League schools) AQW AQW AQW AQW AQW AQW AQW




At Indiana University and the University of Southern California, among their strongest eleme
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nts are their business schools and their Operations Management programs (of course).Both a
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lso have very dedicated alumni networks. A weak element of Indiana University is its weak foo
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tball 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? AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW




Our vote goes to cruise lines which have introduced such onboard innovations as wave machi
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nes for belly boarding and rock climbing walls, as well as all sorts of other amenities tokeep cr
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uisers involved. The industry is doing record business as well. AQW A Q W AQW AQW AQW AQW AQW AQW AQW




Some of the standout companies in less innovative industries are Bank of America (has a formal
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ized research program to try out new customer services/amenities such as video screensin next
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to teller lines), Intuit (e.g., putting Quicken money management software online), Ikea,JetBlue
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Airlines, and Progressive Insurance (discussed later in the book). AQW AQW AQW AQW A QW A QW AQW AQW




4. What is product-service bundling and what are the benefits to customers? AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW




Product-service bundling is adding Value- AQW AQW AQW AQW




added services to a firm’s product offerings to createmore value for the customer. This provide
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s benefits in two areas. First, this differentiates theorganization from the competition. Secondl
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y, these services tie customers to the organizationin a positive way. Alternatively, bundling can
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also involve adding products to a service, for example, adding the sale of convenience items an
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d snacks at a hotel.
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5. What is the difference between a service and a good? AQW AQW AQW AQW AQW AQW AQW AQW AQW




A service is an intangible process (you can’t hold it in your hands), while a good is the physicalo
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utput of a process. AQW AQW AQW




6. Look at the job postings at http://www.indeed.com and evaluate the opportunities for
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anOSM major with several years of experience.
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