SOLUTION MANUAL
Operations and Supply Chain Management, 16th
Edition
by F. Robert Jacobs and Richard Chase
Chapters 1 - 22 | Complete
1-1
, TABLE OF CONTENTS ERT ERT
Chapter 1: Introduction
ERT ERT
Chapter 2: Strategy
ERT ERT
Chapter 3: Design of Products and Services
ERT ERT ERT ERT ERT ERT
Chapter 4: Projects
ERT ERT
Chapter 5: Strategic Capacity Management
ERT ERT ERT ERT
Chapter 6: Learning Curves
ERT ERT ERT
Chapter 7: Manufacturing Processes
ERT ERT ERT
Chapter 8: Facility Layout
ERT ERT ERT
Chapter 9: Service Processes
ERT ERT ERT
Chapter 10: Waiting Line Analysis and Simulation
ERT ERT ERT ERT ERT ERT
Chapter 11: Process Design and Analysis
ERT ERT ERT ERT ERT
Chapter 12: Quality Management
ERT ERT ERT
Chapter 13: Statistical Quality Control
ERT ERT ERT ERT
Chapter 14: Lean Supply Chains
ERT ERT ERT ERT
Chapter 15: Logistics and Distribution Management
ERT ERT ERT ERT ERT
Chapter 16: Global Sourcing and Procurement
ERT ERT ERT ERT ERT
Chapter 17: The Internet of Things and ERP
ERT ERT ERT ERT ERT ERT ERT
Chapter 18: Forecasting
ERT ERT
Chapter 19: Sales and Operations Planning
ERT ERT ERT ERT ERT
Chapter 20: Inventory Management
ERT ERT ERT
Chapter 21: Material Requirements Planning
ERT ERT ERT ERT
Chapter 22: Workcenter Scheduling
ERT ERT ERT
1-2
,CHAPTER 1 ERT
OPERATIONS AND SUPPLY CHAIN MANAGEMENT ERT ERT ERT ERT
Discussion Questions ERT
1. Using Exhibit 1.3 as a model, describe the source-make-deliver-
ERT ERT ERT ERT ERT ERT ERT ERT
return relationships in thefollowing systems:
ERT ERT ERT ERT ERT
a. An airline
ERT
Source: Aircraft manufacturer, in-flight food, repair parts, computer systems
E R T ERT ERT ERT ERT ERT ERT ERT
Make: Aircraft and flight crew scheduling, ground services provided at airports, ai
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
rcraftmaintenance and repair ERT ERT ERT
Deliver: Outbound and arriving passenger service, baggage handli
ERT ERT ERT ERT ERT ERT ERT
ng Return: Resolve any post-
ERT ERT ERT ERT
service issues such as lost or damaged luggage
ERT ERT ERT ERT ERT ERT ERT
b. An automobile manufacturer
ERT ERT
Source: Suppliers of components and raw materials E R T ERT ERT ERT ERT ERT
Make: Manufacturing of vehicles and components or subassemblies to be sold a
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
s spareparts ERT ERT
Deliver: Delivery to and sales from dealerships, delivery of spare parts to the wh
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
olesalesystem ERT
Return: Warranty and recall repairs, trade-ins E R T ERT ERT ERT ERT
c. A hospital
ERT
Source: Medical supplies, cleaning services, disposal services, food services, qu
ERT ERT ERT ERT ERT ERT ERT ERT ERT
alifiedpersonnel ERT
Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
E R T ERT ERT ERT ERT ERT ERT ERT
Deliver: Scheduling patients, providing treatment, ambulance service, family cou
ERT ERT ERT ERT ERT ERT ERT ERT
nselingReturn: Billing errors, follow up visits ERT ERT ERT ERT ERT ERT
d. An insurance company
ERT ERT
Source: Supplies needed for the office, underwriters, legal authority to operate
E R T ERT ERT ERT ERT ERT ERT ERT ERT ERT
1-3
, Make: Establish policy guidelines and pricing, field agent/representative and faci
ERT ERT ERT ERT ERT ERT ERT ERT ERT
lity network, develop Internet service capabilities, establish preferred vehicle rep
ERT ERT ERT ERT ERT ERT ERT ERT ERT
air servicenetwork
ERT ERT
Deliver: Meet with and advise clients, write policies, process and pay ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
claimsReturn: refund of overpayments ERT E R T ERT ERT
2. Define the service package of your college or university. What is its strongest element? W
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
hat isits weakest one?
ERT ERT ERT ERT
The categories with examples are:
ERT ERT ERT ERT
Supporting facility - ERT ERT
location, buildings, labs, parking Facilitating goods –
ERT ERT ERT ERT ERT ERT ERT
class schedules, computers, books, chalk
ERT ERT ERT ERT ERT
Explicit services – ERT ERT
classes with qualified instructors, placement officesImplicit servi
ERT ERT ERT ERT ERT ERT ERT ERT
ces – status and reputation (e.g., Ivy League schools)
ERT ERT ERT ERT ERT ERT ERT ERT
At Indiana University and the University of Southern California, among their strongest
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ER
elements are their business schools and their Operations Management programs (of
T ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
course).Both also have very dedicated alumni networks. A weak element of Indiana U
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
niversity is its weak football program; for USC, weak elements are on-
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
campus parking and housing. ERT ERT ERT
3. What service industry has impressed you the most with its innovativeness?
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
Our vote goes to cruise lines which have introduced such onboard innovations as wav
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
e machines for belly boarding and rock climbing walls, as well as all sorts of other ame
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
nities tokeep cruisers involved. The industry is doing record business as well.
ERT ERT ERT ERT E R T ERT ERT ERT ERT ERT ERT ERT
Some of the standout companies in less innovative industries are Bank of America (has
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
a formalized research program to try out new customer services/amenities such as vide
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
o screensin next to teller lines), Intuit (e.g., putting Quicken money management softwar
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
e online), Ikea,JetBlue Airlines, and Progressive Insurance (discussed later in the book).
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
4. What is product-service bundling and what are the benefits to customers?
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
Product-service bundling is adding Value- ERT ERT ERT ERT
added services to a firm’s product offerings to createmore value for the customer. This
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
provides benefits in two areas. First, this differentiates theorganization from the compet
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
ition. Secondly, these services tie customers to the organizationin a positive way. Alter
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
natively, bundling can also involve adding products to a service, for example, adding th
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
e sale of convenience items and snacks at a hotel.
ERT ERT ERT ERT ERT ERT ERT ERT ERT
5. What is the difference between a service and a good?
ERT ERT ERT ERT ERT ERT ERT ERT ERT
A service is an intangible process (you can’t hold it in your hands), while a good is the p
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
hysicaloutput of a process. ERT ERT ERT ERT
6. Look at the job postings at http://www.indeed.com and evaluate the opportunities fo
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
r anOSM major with several years of experience.
ERT ERT ERT ERT ERT ERT ERT ERT
1-4
Operations and Supply Chain Management, 16th
Edition
by F. Robert Jacobs and Richard Chase
Chapters 1 - 22 | Complete
1-1
, TABLE OF CONTENTS ERT ERT
Chapter 1: Introduction
ERT ERT
Chapter 2: Strategy
ERT ERT
Chapter 3: Design of Products and Services
ERT ERT ERT ERT ERT ERT
Chapter 4: Projects
ERT ERT
Chapter 5: Strategic Capacity Management
ERT ERT ERT ERT
Chapter 6: Learning Curves
ERT ERT ERT
Chapter 7: Manufacturing Processes
ERT ERT ERT
Chapter 8: Facility Layout
ERT ERT ERT
Chapter 9: Service Processes
ERT ERT ERT
Chapter 10: Waiting Line Analysis and Simulation
ERT ERT ERT ERT ERT ERT
Chapter 11: Process Design and Analysis
ERT ERT ERT ERT ERT
Chapter 12: Quality Management
ERT ERT ERT
Chapter 13: Statistical Quality Control
ERT ERT ERT ERT
Chapter 14: Lean Supply Chains
ERT ERT ERT ERT
Chapter 15: Logistics and Distribution Management
ERT ERT ERT ERT ERT
Chapter 16: Global Sourcing and Procurement
ERT ERT ERT ERT ERT
Chapter 17: The Internet of Things and ERP
ERT ERT ERT ERT ERT ERT ERT
Chapter 18: Forecasting
ERT ERT
Chapter 19: Sales and Operations Planning
ERT ERT ERT ERT ERT
Chapter 20: Inventory Management
ERT ERT ERT
Chapter 21: Material Requirements Planning
ERT ERT ERT ERT
Chapter 22: Workcenter Scheduling
ERT ERT ERT
1-2
,CHAPTER 1 ERT
OPERATIONS AND SUPPLY CHAIN MANAGEMENT ERT ERT ERT ERT
Discussion Questions ERT
1. Using Exhibit 1.3 as a model, describe the source-make-deliver-
ERT ERT ERT ERT ERT ERT ERT ERT
return relationships in thefollowing systems:
ERT ERT ERT ERT ERT
a. An airline
ERT
Source: Aircraft manufacturer, in-flight food, repair parts, computer systems
E R T ERT ERT ERT ERT ERT ERT ERT
Make: Aircraft and flight crew scheduling, ground services provided at airports, ai
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
rcraftmaintenance and repair ERT ERT ERT
Deliver: Outbound and arriving passenger service, baggage handli
ERT ERT ERT ERT ERT ERT ERT
ng Return: Resolve any post-
ERT ERT ERT ERT
service issues such as lost or damaged luggage
ERT ERT ERT ERT ERT ERT ERT
b. An automobile manufacturer
ERT ERT
Source: Suppliers of components and raw materials E R T ERT ERT ERT ERT ERT
Make: Manufacturing of vehicles and components or subassemblies to be sold a
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
s spareparts ERT ERT
Deliver: Delivery to and sales from dealerships, delivery of spare parts to the wh
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
olesalesystem ERT
Return: Warranty and recall repairs, trade-ins E R T ERT ERT ERT ERT
c. A hospital
ERT
Source: Medical supplies, cleaning services, disposal services, food services, qu
ERT ERT ERT ERT ERT ERT ERT ERT ERT
alifiedpersonnel ERT
Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
E R T ERT ERT ERT ERT ERT ERT ERT
Deliver: Scheduling patients, providing treatment, ambulance service, family cou
ERT ERT ERT ERT ERT ERT ERT ERT
nselingReturn: Billing errors, follow up visits ERT ERT ERT ERT ERT ERT
d. An insurance company
ERT ERT
Source: Supplies needed for the office, underwriters, legal authority to operate
E R T ERT ERT ERT ERT ERT ERT ERT ERT ERT
1-3
, Make: Establish policy guidelines and pricing, field agent/representative and faci
ERT ERT ERT ERT ERT ERT ERT ERT ERT
lity network, develop Internet service capabilities, establish preferred vehicle rep
ERT ERT ERT ERT ERT ERT ERT ERT ERT
air servicenetwork
ERT ERT
Deliver: Meet with and advise clients, write policies, process and pay ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
claimsReturn: refund of overpayments ERT E R T ERT ERT
2. Define the service package of your college or university. What is its strongest element? W
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
hat isits weakest one?
ERT ERT ERT ERT
The categories with examples are:
ERT ERT ERT ERT
Supporting facility - ERT ERT
location, buildings, labs, parking Facilitating goods –
ERT ERT ERT ERT ERT ERT ERT
class schedules, computers, books, chalk
ERT ERT ERT ERT ERT
Explicit services – ERT ERT
classes with qualified instructors, placement officesImplicit servi
ERT ERT ERT ERT ERT ERT ERT ERT
ces – status and reputation (e.g., Ivy League schools)
ERT ERT ERT ERT ERT ERT ERT ERT
At Indiana University and the University of Southern California, among their strongest
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ER
elements are their business schools and their Operations Management programs (of
T ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
course).Both also have very dedicated alumni networks. A weak element of Indiana U
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
niversity is its weak football program; for USC, weak elements are on-
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
campus parking and housing. ERT ERT ERT
3. What service industry has impressed you the most with its innovativeness?
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
Our vote goes to cruise lines which have introduced such onboard innovations as wav
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
e machines for belly boarding and rock climbing walls, as well as all sorts of other ame
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
nities tokeep cruisers involved. The industry is doing record business as well.
ERT ERT ERT ERT E R T ERT ERT ERT ERT ERT ERT ERT
Some of the standout companies in less innovative industries are Bank of America (has
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
a formalized research program to try out new customer services/amenities such as vide
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
o screensin next to teller lines), Intuit (e.g., putting Quicken money management softwar
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
e online), Ikea,JetBlue Airlines, and Progressive Insurance (discussed later in the book).
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
4. What is product-service bundling and what are the benefits to customers?
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
Product-service bundling is adding Value- ERT ERT ERT ERT
added services to a firm’s product offerings to createmore value for the customer. This
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
provides benefits in two areas. First, this differentiates theorganization from the compet
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
ition. Secondly, these services tie customers to the organizationin a positive way. Alter
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
natively, bundling can also involve adding products to a service, for example, adding th
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
e sale of convenience items and snacks at a hotel.
ERT ERT ERT ERT ERT ERT ERT ERT ERT
5. What is the difference between a service and a good?
ERT ERT ERT ERT ERT ERT ERT ERT ERT
A service is an intangible process (you can’t hold it in your hands), while a good is the p
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
hysicaloutput of a process. ERT ERT ERT ERT
6. Look at the job postings at http://www.indeed.com and evaluate the opportunities fo
ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT ERT
r anOSM major with several years of experience.
ERT ERT ERT ERT ERT ERT ERT ERT
1-4
