Operations and supply chain management 16th edition

SOLUTION MANUAL k




Operations and Supply Chain Management, 16th Edition by F.
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k Robert Jacobs and Richard Chase
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k Chapters 1 - 22 | Complete
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, • TABLEOFCONTENTS k k




Chapter 1: Introduction
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Chapter 2: Strategy
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Chapter 3: Design ofProductsand Services
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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: Service Processes
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Chapter10: Waiting Line Analysisand Simulation
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Chapter 11: Process Design and Analysis Chapter
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12: Quality Management
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Chapter 13: Statistical QualityControl
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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 Chapter
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18: Forecasting
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Chapter 19: Sales and Operations Planning
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Chapter 20: Inventory Management Chapter
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21: MaterialRequirementsPlanning
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,Chapter 22: Workcenter Scheduling
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CHAPTER 1 k




OPERATIONSANDSUPPLYCHAINMANAGEMENT k k k k




Discussion Questions k




1. Using Exhibit 1.3 as a model, describe the source-make-deliver-return
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relationships in thefollowing systems:
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a. Anairlinek




Source:Aircraftmanufacturer,in-flightfood,repairparts,computersystems Make:
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Aircraftandflightcrewscheduling,groundservicesprovidedatairports,
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aircraftmaintenance and repair k k




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




Make: Manufacturing of vehicles and components or subassemblies to be sold as
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spareparts k




Deliver:Deliverytoandsalesfromdealerships, deliveryof sparepartstothe
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wholesalesystem
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Return: Warrantyandrecallrepairs,trade-ins k k k k k




c. A hospital
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Source: Medical supplies, cleaning services, disposal services, food services,
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qualifiedpersonnel
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Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
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Deliver:Schedulingpatients,providingtreatment,ambulanceservice,family
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counselingReturn: Billing errors, follow up visits
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d. Aninsurance company
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Source: Supplies needed for the office, underwriters, legal authority to operate
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, Make:Establish policyguidelinesandpricing, fieldagent/representativeand
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facilitynetwork,developInternetservicecapabilities,establishpreferredvehicle
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repair servicenetwork
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Deliver:Meetwithandadviseclients,writepolicies,processandpay claimsReturn:
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krefund of overpayments k k




2. Define the service package of your college or university. What is its strongest element?
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What isits weakest one?
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The categories with examples are:
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Supporting facility - location, buildings, labs, parking k k k k k k




Facilitating goods – class schedules, computers, books, chalk
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Explicitservices–classeswithqualifiedinstructors,placement k k k k k k k




officesImplicitservices–statusandreputation(e.g.,IvyLeague
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schools) k




AtIndiana University andtheUniversity of Southern California,among their strongest
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elementsaretheirbusinessschoolsandtheirOperationsManagement programs(of
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course).Bothalso haveverydedicated alumni networks.A weak elementofIndiana
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Universityisitsweakfootballprogram;forUSC,weak elements are on-campus
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parking and housing.
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3. What service industry hasimpressed you the mostwith its innovativeness?
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Ourvote goes to cruise lines which have introduced suchonboard innovations as wave
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machines for belly boarding and rock climbing walls, as wellas all sorts of other
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amenitiestokeepcruisersinvolved. Theindustry isdoingrecord business as well.
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SomeofthestandoutcompaniesinlessinnovativeindustriesareBankofAmerica(has a
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formalizedresearchprogramtotryoutnewcustomerservices/amenitiessuchas video
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screensinnext toteller lines),Intuit(e.g.,putting Quickenmoney management software
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online),Ikea,JetBlueAirlines,andProgressiveInsurance(discussed laterinthe book).
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4. Whatis product-service bundling and what are the benefits to customers?
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Product-servicebundlingisaddingValue-addedservicestoafirm’sproductofferings to k k k k k k k k k k k




createmore value for the customer. This provides benefits intwo areas.First, this
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differentiatestheorganizationfromthecompetition.Secondly,theseservices tie
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customerstotheorganizationina positive way. Alternatively, bundlingcanalso involve
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adding productstoa service,for example,adding thesale ofconvenience items and
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snacks at a hotel.
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