Test Bank - Operations and Supply Chain Management 16th Edition

SOLUTION MANUAL a




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




Chapter 1: Introduction
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Chapter 2: Strategy
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Chapter 3: Design ofProducts and Services
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a Chapter 4: Projects
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Chapter5: StrategicCapacityManagement
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a Chapter 6: Learning Curves
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Chapter7:ManufacturingProcesses Chapter
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a 8: Facility Layout
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Chapter 9: Service Processes
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Chapter 10: Waiting LineAnalysis and Simulation
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a Chapter 11: Process Design and Analysis Chapter
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a 12: Quality Management
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Chapter 13: Statistical Quality Control
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a Chapter 14: Lean Supply Chains
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Chapter 15: Logistics and Distribution Management
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a Chapter 16: Global Sourcing and Procurement
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a Chapter 17: The Internet of Things and ERP Chapter
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a 18: Forecasting
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Chapter 19: Sales and Operations Planning
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a 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 a




OPERATIONSANDSUPPLYCHAINMANAGEMENT a a a a




Discussion Questions a




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. Anairlinea




Source:Aircraftmanufacturer,in-flight food,repairparts,computersystems Make:
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Aircraftandflight crewscheduling,groundservices providedatairports,
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aircraftmaintenance and repair a a




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 a a a a a a




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




Deliver:Deliverytoandsalesfromdealerships, deliveryof spare partstothe
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wholesalesystem
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Return: Warrantyandrecallrepairs,trade-ins a a a a a




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,providing treatment,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 policyguidelines andpricing, fieldagent/representative and
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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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arefund of overpayments a a




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 a a a a a a




Facilitating goods – class schedules, computers, books, chalk
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Explicitservices–classes withqualifiedinstructors,placement
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officesImplicitservices–statusandreputation(e.g.,IvyLeague
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schools) a




At Indiana University andtheUniversity of SouthernCalifornia, among their
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strongestelements aretheirbusinessschools andtheirOperations Management
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programs (ofcourse).Both also haveverydedicated alumninetworks. A weak element
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ofIndianaUniversityisitsweakfootballprogram;forUSC,weakelements are on-
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campus parking and housing. a a a




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
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machines for belly boarding and rock climbing walls, as wellas all sorts of other
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amenitiestokeepcruisers involved. Theindustry isdoingrecord business as well.
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Someofthestandout companiesinlessinnovative industriesareBankofAmerica(has a
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formalized researchprogram totryout newcustomerservices/amenitiessuchas video
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screensinnext to teller lines), Intuit (e.g., putting Quickenmoney management software
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online),Ikea,JetBlueAirlines,andProgressive Insurance (discussed laterinthe book).
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4. What is product-service bundling and what are the benefits to customers?
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Product-servicebundling isaddingValue-addedservicestoafirm’sproductofferings to a a a a a a a a a a a




createmore value for the customer. This provides benefits intwo areas.First, this
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differentiatestheorganizationfromthecompetition.Secondly,theseservices tie
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customers tothe organizationina positiveway. Alternatively, bundlingcanalso involve
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adding products toa service, for example,adding thesale ofconvenience items and
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snacks at a hotel.
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