Operations and Supply Chain Management
VCX VCX VCX VCX
SOLUTION MANUAL
Operations and Supply Chain Management, 17th Edition
by F. Robert Jacobs and Richard Chase
Chapters 1 - 22 | Complete
1-1
, Operations and Supply Chain Management
VCX VCX VCX VCX
TABLE OF CONTENTS VCX VCX
Chapter 1: Introduction
VCX VCX
Chapter 2: Strategy
VCX VCX
Chapter 3: Design of Products and Services
VCX VCX VCX VCX VCX VCX
Chapter 4: Projects
VCX VCX
Chapter 5: Strategic Capacity Management
VCX VCX VCX VCX
Chapter 6: Learning Curves
VCX VCX VCX
Chapter 7: Manufacturing Processes
VCX VCX VCX
Chapter 8: Facility Layout
VCX VCX VCX
Chapter 9: Service Processes
VCX VCX VCX
Chapter 10: Waiting Line Analysis and Simulation
VCX VCX VCX VCX VCX VCX
Chapter 11: Process Design and Analysis
VCX VCX VCX VCX VCX
Chapter 12: Quality Management
VCX VCX VCX
Chapter 13: Statistical Quality Control
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Chapter 14: Lean Supply Chains
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Chapter 15: Logistics and Distribution Management
VCX VCX VCX VCX VCX
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
, Operations and Supply Chain Management VCX VCX VCX VCX
CHAPTER1 VCX
OPERATIONS AND SUPPLY CHAIN MANAGEMENT VCX VCX VCX VCX
Discussion Questions VCX
1. Using Exhibit 1.3 as a model, describe the source-make-deliver-
VCX VCX VCX VCX VCX VCX VCX VCX
return relationships in thefollowing systems:
VCX VCX VCX VCX VCX
a. An airline
VCX
Source: Aircraft manufacturer, in-flight food, repair parts, computer systems
V C X VCX VCX VCX VCX VCX VCX VCX
Make: Aircraft and flight crew scheduling, ground services provided at airports, aircraftm
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
aintenance and repair VCX VCX
Deliver: Outbound and arriving passenger service, baggage handling Retur
VCX VCX VCX VCX VCX VCX VCX V CX
n: Resolve any post-service issues such as lost ordamaged luggage
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
b. An automobile manufacturerVCX VCX
Source: Suppliers of components and raw materials V C X VCX VCX VCX VCX VCX
Make: Manufacturing of vehicles and components or subassemblies to be sold as sparepar
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
ts
Deliver: Delivery to and sales from dealerships, delivery of spare parts to the wholesalesys VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
tem
Return: Warranty and recall repairs, trade-ins V C X VCX VCX VCX VCX
c. A hospital
VCX
Source: Medical supplies, cleaning services, disposal services, food services, qualifiedperso
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
nnel
Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms V C X VCX VCX VCX VCX VCX VCX VCX
Deliver: Scheduling patients, providing treatment, ambulance service, family counselingR VCX VCX VCX VCX VCX VCX VCX VCX VCX
eturn: Billing errors, follow up visits VCX VCX VCX VCX VCX
d. An insurance company VCX VCX
Source: Supplies needed for the office, underwriters, legal authority tooperate V C X VCX VCX VCX VCX VCX VCX VCX VCX VCX
1-3
, Operations and Supply Chain Management VCX VCX VCX VCX
Make: Establish policy guidelines and pricing, field agent/representative and facility netw VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
ork, develop Internet service capabilities, establish preferred vehicle repair servicenetwor
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
k
Deliver: Meet with and advise clients, write policies, process and pay claimsRe VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
turn: refund of overpayments V C X VCX VCX
2. Define the service package of your college or university. What is its strongest element? What isits w
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
eakest one? VCX
The categories with examples are: VCX VCX VCX VCX
Supporting facility - VCX VCX
location, buildings, labs, parking Facilitating goods –
VCX VCX VCX VCX VCX VCX VCX
class schedules, computers, books, chalk
VCX VCX VCX VCX VCX
Explicit services – VCX VCX
classes with qualified instructors, placement officesImplicit services –
VCX VCX VCX VCX VCX VCX VCX VCX VCX
status and reputation (e.g., Ivy League schools)
VCX VCX VCX VCX VCX VCX VCX
At Indiana University and the University of Southern California, among their strongest elements
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX V
are their business schools and their Operations Management programs (of course).Both also ha
CX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
ve very dedicated alumni networks. A weak element of Indiana University is its weak football pro
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
gram; for USC, weak elements are on-campus parking and housing. VCX VCX VCX VCX VCX VCX VCX VCX VCX
3. What service industry has impressed you the most with its innovativeness?
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
Our vote goes to cruise lines which have introduced such onboard innovations as wave machines
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
for belly boarding and rock climbing walls, as well as all sorts of other amenities tokeep cruisers i
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
nvolved. The industry is doing record business as well. V C X VCX VCX VCX VCX VCX VCX VCX
Some of the standout companies in less innovative industries are Bank of America (has a formalize
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
d research program to try out new customer services/amenities such as video screensin next to tell
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
er lines), Intuit (e.g., putting Quicken money management software online), Ikea,JetBlue Airlines,
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
and Progressive Insurance (discussed later in the book).
VCX VCX VCX VCX VCX VCX VCX
4. What is product-service bundling and what are the benefits to customers?
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
Product-service bundling is adding Value- VCX VCX VCX VCX
added services to a firm’s product offerings to createmore value for the customer. This provides b
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
enefits in two areas. First, this differentiates theorganization from the competition. Secondly, the
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
se services tie customers to the organizationin a positive way. Alternatively, bundling can also inv
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
olve adding products to a service, for example, adding the sale of convenience items and snacks at
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
a hotel.
VCX
5. What is the difference between a service and a good? VCX VCX VCX VCX VCX VCX VCX VCX VCX
A service is an intangible process (you can’t hold it in your hands), while a good is the physicaloutp
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
ut of a process.
VCX VCX VCX
6. Look at the job postings at http://www.indeed.com and evaluate the opportunities for anOS
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
M major with several years of experience.
VCX VCX VCX VCX VCX VCX
1-4
VCX VCX VCX VCX
SOLUTION MANUAL
Operations and Supply Chain Management, 17th Edition
by F. Robert Jacobs and Richard Chase
Chapters 1 - 22 | Complete
1-1
, Operations and Supply Chain Management
VCX VCX VCX VCX
TABLE OF CONTENTS VCX VCX
Chapter 1: Introduction
VCX VCX
Chapter 2: Strategy
VCX VCX
Chapter 3: Design of Products and Services
VCX VCX VCX VCX VCX VCX
Chapter 4: Projects
VCX VCX
Chapter 5: Strategic Capacity Management
VCX VCX VCX VCX
Chapter 6: Learning Curves
VCX VCX VCX
Chapter 7: Manufacturing Processes
VCX VCX VCX
Chapter 8: Facility Layout
VCX VCX VCX
Chapter 9: Service Processes
VCX VCX VCX
Chapter 10: Waiting Line Analysis and Simulation
VCX VCX VCX VCX VCX VCX
Chapter 11: Process Design and Analysis
VCX VCX VCX VCX VCX
Chapter 12: Quality Management
VCX VCX VCX
Chapter 13: Statistical Quality Control
VCX VCX VCX VCX
Chapter 14: Lean Supply Chains
VCX VCX VCX VCX
Chapter 15: Logistics and Distribution Management
VCX VCX VCX VCX VCX
Chapter 16: Global Sourcing and Procurement
VCX VCX VCX VCX VCX
Chapter 17: The Internet of Things and ERP
VCX VCX VCX VCX VCX VCX VCX
Chapter 18: Forecasting
VCX VCX
Chapter 19: Sales and Operations Planning
VCX VCX VCX VCX VCX
Chapter 20: Inventory Management
VCX VCX VCX
Chapter 21: Material Requirements Planning
VCX VCX VCX VCX
Chapter 22: Workcenter Scheduling
VCX VCX VCX
1-2
, Operations and Supply Chain Management VCX VCX VCX VCX
CHAPTER1 VCX
OPERATIONS AND SUPPLY CHAIN MANAGEMENT VCX VCX VCX VCX
Discussion Questions VCX
1. Using Exhibit 1.3 as a model, describe the source-make-deliver-
VCX VCX VCX VCX VCX VCX VCX VCX
return relationships in thefollowing systems:
VCX VCX VCX VCX VCX
a. An airline
VCX
Source: Aircraft manufacturer, in-flight food, repair parts, computer systems
V C X VCX VCX VCX VCX VCX VCX VCX
Make: Aircraft and flight crew scheduling, ground services provided at airports, aircraftm
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
aintenance and repair VCX VCX
Deliver: Outbound and arriving passenger service, baggage handling Retur
VCX VCX VCX VCX VCX VCX VCX V CX
n: Resolve any post-service issues such as lost ordamaged luggage
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
b. An automobile manufacturerVCX VCX
Source: Suppliers of components and raw materials V C X VCX VCX VCX VCX VCX
Make: Manufacturing of vehicles and components or subassemblies to be sold as sparepar
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
ts
Deliver: Delivery to and sales from dealerships, delivery of spare parts to the wholesalesys VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
tem
Return: Warranty and recall repairs, trade-ins V C X VCX VCX VCX VCX
c. A hospital
VCX
Source: Medical supplies, cleaning services, disposal services, food services, qualifiedperso
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
nnel
Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms V C X VCX VCX VCX VCX VCX VCX VCX
Deliver: Scheduling patients, providing treatment, ambulance service, family counselingR VCX VCX VCX VCX VCX VCX VCX VCX VCX
eturn: Billing errors, follow up visits VCX VCX VCX VCX VCX
d. An insurance company VCX VCX
Source: Supplies needed for the office, underwriters, legal authority tooperate V C X VCX VCX VCX VCX VCX VCX VCX VCX VCX
1-3
, Operations and Supply Chain Management VCX VCX VCX VCX
Make: Establish policy guidelines and pricing, field agent/representative and facility netw VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
ork, develop Internet service capabilities, establish preferred vehicle repair servicenetwor
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
k
Deliver: Meet with and advise clients, write policies, process and pay claimsRe VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
turn: refund of overpayments V C X VCX VCX
2. Define the service package of your college or university. What is its strongest element? What isits w
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
eakest one? VCX
The categories with examples are: VCX VCX VCX VCX
Supporting facility - VCX VCX
location, buildings, labs, parking Facilitating goods –
VCX VCX VCX VCX VCX VCX VCX
class schedules, computers, books, chalk
VCX VCX VCX VCX VCX
Explicit services – VCX VCX
classes with qualified instructors, placement officesImplicit services –
VCX VCX VCX VCX VCX VCX VCX VCX VCX
status and reputation (e.g., Ivy League schools)
VCX VCX VCX VCX VCX VCX VCX
At Indiana University and the University of Southern California, among their strongest elements
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX V
are their business schools and their Operations Management programs (of course).Both also ha
CX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
ve very dedicated alumni networks. A weak element of Indiana University is its weak football pro
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
gram; for USC, weak elements are on-campus parking and housing. VCX VCX VCX VCX VCX VCX VCX VCX VCX
3. What service industry has impressed you the most with its innovativeness?
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
Our vote goes to cruise lines which have introduced such onboard innovations as wave machines
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
for belly boarding and rock climbing walls, as well as all sorts of other amenities tokeep cruisers i
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
nvolved. The industry is doing record business as well. V C X VCX VCX VCX VCX VCX VCX VCX
Some of the standout companies in less innovative industries are Bank of America (has a formalize
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
d research program to try out new customer services/amenities such as video screensin next to tell
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
er lines), Intuit (e.g., putting Quicken money management software online), Ikea,JetBlue Airlines,
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
and Progressive Insurance (discussed later in the book).
VCX VCX VCX VCX VCX VCX VCX
4. What is product-service bundling and what are the benefits to customers?
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
Product-service bundling is adding Value- VCX VCX VCX VCX
added services to a firm’s product offerings to createmore value for the customer. This provides b
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
enefits in two areas. First, this differentiates theorganization from the competition. Secondly, the
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
se services tie customers to the organizationin a positive way. Alternatively, bundling can also inv
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
olve adding products to a service, for example, adding the sale of convenience items and snacks at
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
a hotel.
VCX
5. What is the difference between a service and a good? VCX VCX VCX VCX VCX VCX VCX VCX VCX
A service is an intangible process (you can’t hold it in your hands), while a good is the physicaloutp
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
ut of a process.
VCX VCX VCX
6. Look at the job postings at http://www.indeed.com and evaluate the opportunities for anOS
VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX VCX
M major with several years of experience.
VCX VCX VCX VCX VCX VCX
1-4
