TEST BANK For Operations and Supply Chain Management, 17th Edition by (F. Robert Jacobs, 2024), Verified Chapters 1 - 22, Complete Newest Version

Operations and Supply Chain Management
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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
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 TABLE OF CONTENTS xd xd




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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Chapter 22: Workcenter Scheduling
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1-2

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CHAPTER 1 xd




OPERATIONS AND SUPPLY CHAIN MANAGEMENT xd xd xd xd




Discussion Questions xd




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, aircraft
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maintenance and repair xd xd




Deliver: Outbound and arriving passenger service, baggage handling Retu
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rn: Resolve any post-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 x d xd xd xd xd xd




Make: Manufacturing of vehicles and components or subassemblies to be sold as sparep
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arts
Deliver: Delivery to and sales from dealerships, delivery of spare parts to the wholesales
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ystem
Return: Warranty and recall repairs, trade-ins x d xd xd xd xd




c. A hospital
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Source: Medical supplies, cleaning services, disposal services, food services, qualifiedpers
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onnel
Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
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Deliver: Scheduling patients, providing treatment, ambulance service, family counseling
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Return: Billing errors, follow up visits xd xd xd xd xd




d. An insurance company
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Source: Supplies needed for the office, underwriters, legal authority to operate
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1-3

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Make: Establish policy guidelines and pricing, field agent/representative and facility net
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work, develop Internet service capabilities, establish preferred vehicle repair servicenet
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work
Deliver: Meet with and advise clients, write policies, process and pay claimsR
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eturn: refund of overpayments x d xd xd




2. Define the service package of your college or university. What is its strongest element? What isits
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weakest one? xd




The categories with examples are:
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Supporting facility - xd xd




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




classes with qualified instructors, placement officesImplicit services –
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status and reputation (e.g., Ivy League schools)
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At Indiana University and the University of Southern California, among their strongest elemen
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ts are their business schools and their Operations Management programs (of course).Both als
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o have very dedicated alumni networks. A weak element of Indiana University is its weak footb
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all program; for USC, weak elements are on-campus parking and housing.
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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 machin
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es for belly boarding and rock climbing walls, as well as all sorts of other amenities tokeep crui
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sers 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 formali
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zed research program to try out new customer services/amenities such as video screensin next t
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o teller lines), Intuit (e.g., putting Quicken money management software online), Ikea,JetBlue Air
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lines, 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- xd xd xd xd




added services to a firm’s product offerings to createmore value for the customer. This provides
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benefits in two areas. First, this differentiates theorganization from the competition. Secondly, t
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hese services tie customers to the organizationin a positive way. Alternatively, bundling can als
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o involve adding products to a service, for example, adding the sale of convenience items and sn
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acks at a hotel. xd xd xd




5. What is the difference between a service and a good?
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A service is an intangible process (you can’t hold it in your hands), while a good is the physicalou
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tput of a process. xd xd xd




6. Look at the job postings at http://www.indeed.com and evaluate the opportunities for an
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OSM major with several years of experience.
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