Solution Manual For Operations and Supply Chain Management, 16th Edition by F. Robert Jacobs and Richard Chase, Verified Chapters 1 - 22, Complete Newest Version

Operations and Supply Chain Management
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SOLUTION MANUAL

Operations and Supply Chain Management, 16th Edition

by F. Robert Jacobs and Richard Chase

Chapters 1 - 22 | Complete




1-1

, Operations and Supply Chain Management
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 TABLE OF CONTENTS ft ft




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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, Operations and Supply Chain Management ft ft ft ft




Chapter 22: Workcenter Scheduling
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CHAPTER 1 ft




OPERATIONS AND SUPPLY CHAIN MANAGEMENT ft ft ft ft




Discussion Questions ft




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, air
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craftmaintenance and repair tf ft ft



Deliver: Outbound and arriving passenger service, baggage handlin
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g Return: Resolve any post-
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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
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Make: Manufacturing of vehicles and components or subassemblies to be sold as s
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pareparts tf



Deliver: Delivery to and sales from dealerships, delivery of spare parts to the whole
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salesystem tf



Return: Warranty and recall repairs, trade-ins f t ft ft ft ft




c. A hospital
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Source: Medical supplies, cleaning services, disposal services, food services, qualifi
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edpersonnel
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Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
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Deliver: Scheduling patients, providing treatment, ambulance service, family couns
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elingReturn: 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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, Operations and Supply Chain Management ft ft ft ft




Make: Establish policy guidelines and pricing, field agent/representative and facili
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ty network, develop Internet service capabilities, establish preferred vehicle repair
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servicenetwork tf



Deliver: Meet with and advise clients, write policies, process and pay cla
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imsReturn: refund of overpayments tf f t ft ft




2. Define the service package of your college or university. What is its strongest element? Wha
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t isits weakest one?
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The categories with examples are:
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Supporting facility - ft ft



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



classes with qualified instructors, placement officesImplicit servic
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es – status and reputation (e.g., Ivy League schools)
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At Indiana University and the University of Southern California, among their strongest e
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lements are their business schools and their Operations Management programs (of cou
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rse).Both also have very dedicated alumni networks. A weak element of Indiana Universi
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ty is its weak football program; for USC, weak elements are on-
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campus parking and housing. ft ft ft




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 well as all sorts of other ameniti
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es tokeep cruisers involved. The industry is doing record business as well.
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Some of the standout companies in less innovative industries are Bank of America (has a f
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ormalized research program to try out new customer services/amenities such as video scr
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eensin next to teller lines), Intuit (e.g., putting Quicken money management software onli
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ne), Ikea,JetBlue Airlines, and Progressive Insurance (discussed later in the book).
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4. What is product-service bundling and what are the benefits to customers?
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Product-service bundling is adding Value- ft ft ft ft



added services to a firm’s product offerings to createmore value for the customer. This pr
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ovides benefits in two areas. First, this differentiates theorganization from the competitio
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n. Secondly, these services tie customers to the organizationin a positive way. Alternativel
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y, bundling can also involve adding products to a service, for example, adding the sale of
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convenience items and snacks at a hotel. ft ft ft ft ft ft




5. What is the difference between a service and a good?
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