SOLUTION MANUAL Operations and Supply Chain Management, 17th Edition by F. Robert Jacobs and Richard Chase Chapters 1 - 22 | Complete

Operations and Supply Chain Management
HQ HQ HQ HQ




• SOLUTION MANUAL
• Operations and Supply Chain Management, 17th Edition
• by F. Robert Jacobs and Richard Chase
• Chapters 1 - 22 | Complete




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, Operations and Supply Chain Management
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• TABLE OF CONTENTS HQ HQ




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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CHAPTER 1 HQ




OPERATIONS AND SUPPLY CHAIN MANAGEMENT HQ HQ HQ HQ




Discussion Questions
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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, airc
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raftmaintenance and repair Q
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Deliver: Outbound and arriving passenger service, baggage handling
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Return: Resolve any post- HQ HQ HQ



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 sp
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areparts Q
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Deliver: Delivery to and sales from dealerships, delivery of spare parts to the whole
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salesystem Q
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Return: Warranty and recall repairs, trade-ins
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c. A hospital
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Source: Medical supplies, cleaning services, disposal services, food services, qualified
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personnel
Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
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Deliver: Scheduling patients, providing treatment, ambulance service, family counseli
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ngReturn: 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 HQ HQ HQ HQ




Make: Establish policy guidelines and pricing, field agent/representative and facility
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Qnetwork, develop Internet service capabilities, establish preferred vehicle repair ser
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vicenetwork Q
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Deliver: Meet with and advise clients, write policies, process and pay cla
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imsReturn: refund of overpayments
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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 - HQ HQ



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



classes with qualified instructors, placement officesImplicit service
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s – status and reputation (e.g., Ivy League schools)
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At Indiana University and the University of Southern California, among their strongest el
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ements are their business schools and their Operations Management programs (of cours
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e).Both also have very dedicated alumni networks. A weak element of Indiana University
Q
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is its weak football program; for USC, weak elements are on-
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campus parking and housing. HQ HQ HQ




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 scre
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ensin next to teller lines), Intuit (e.g., putting Quicken money management software online
Q
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), 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- HQ HQ HQ HQ



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 competition
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. Secondly, these services tie customers to the organizationin a positive way. Alternatively,
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Qbundling can also involve adding products to a service, for example, adding the sale of co
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nvenience items and snacks at a hotel. HQ HQ HQ HQ HQ HQ




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 ph
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ysicaloutput of a process. Q
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6. Look at the job postings at http://www.indeed.com and evaluate the opportunities fo
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