Operations and Supply Chain Management
oo oo oo oo
SOLUTION MANUAL oo
Operations and Supply Chain Management, 17th Edition
oo oo oo oo oo oo oo
by F. Robert Jacobs and Richard Chase
oo oo oo oo oo oo
Chapters 1 - 22 | Complete
oo oo oo oo oo oo oo
1-1
, Operations and Supply Chain Management
oo oo oo oo
• TABLE OF CONTENTS oo oo
Chapter oo1: ooIntroduction
Chapter oo2: ooStrategy
Chapter oo3: ooDesign ooof ooProducts ooand ooServices
Chapter oo4: ooProjects
Chapter oo5: ooStrategic ooCapacity ooManagement
Chapter oo6: ooLearning ooCurves
Chapter oo7: ooManufacturing ooProcesses
Chapter oo8: ooFacility ooLayout
Chapter oo9: ooService ooProcesses
Chapter oo10: ooWaiting ooLine ooAnalysis ooand ooSimulation
Chapter oo11: ooProcess ooDesign ooand ooAnalysis
Chapter oo12: ooQuality ooManagement
Chapter oo13: ooStatistical ooQuality ooControl
Chapter oo14: ooLean ooSupply ooChains
Chapter oo15: ooLogistics ooand ooDistribution ooManagement
Chapter oo16: ooGlobal ooSourcing ooand ooProcurement
Chapter oo17: ooThe ooInternet ooof ooThings ooand ooERP
Chapter oo18: ooForecasting
Chapter oo19: ooSales ooand ooOperations ooPlanning
Chapter oo20: ooInventory ooManagement
Chapter oo21: ooMaterial ooRequirements ooPlanning
Chapter oo22: ooWorkcenter ooScheduling
1-2
, Operations and Supply Chain Management
oo oo oo oo
CHAPTER 1 oo
OPERATIONS AND SUPPLY CHAIN MANAGEMENT
oo oo oo oo
Discussion ooQuestions
1. Using ooExhibit oo1.3 ooas ooa oomodel, oodescribe oothe oosource-make-deliver-return
oorelationships ooin ootheofollowing oosystems:
a. An ooairline
Source: o o Aircraft oomanufacturer, ooin-flight oofood, oorepair ooparts, oocomputer oosystems
Make: ooAircraft ooand ooflight oocrew ooscheduling, ooground ooservices ooprovided ooat
ooairports, ooaircraftomaintenance ooand oorepair
Deliver: ooOutbound ooand ooarriving oopassenger ooservice, oobaggage
oohandling ooReturn: ooResolve ooany oopost-service ooissues oosuch ooas oolost
ooor oodamaged ooluggage
b. An ooautomobile oomanufacturer
Source: o o Suppliers ooof oocomponents ooand ooraw oomaterials
Make: ooManufacturing ooof oovehicles ooand oocomponents ooor oosubassemblies ooto oobe
oosold ooas oospareoparts
Deliver: ooDelivery ooto ooand oosales oofrom oodealerships, oodelivery ooof oospare ooparts ooto
oothe oowholesaleosystem
Return: o o Warranty ooand oorecall oorepairs, ootrade-ins
c. A oohospital
Source: ooMedical oosupplies, oocleaning ooservices, oodisposal ooservices, oofood ooservices,
ooqualifiedopersonnel
Make: o o Inpatient oorooms, oooutpatient ooclinics, ooemergency ooroom, oooperating oorooms
Deliver: ooScheduling oopatients, ooproviding ootreatment, ooambulance ooservice, oofamily
oocounselingoReturn: ooBilling ooerrors, oofollow ooup oovisits
d. An ooinsurance oocompany
Source: o o Supplies ooneeded oofor oothe oooffice, oounderwriters, oolegal ooauthority ooto oooperate
1-3
, Operations and Supply Chain Management
oo oo oo oo
Make: ooEstablish oopolicy ooguidelines ooand oopricing, oofield ooagent/representative ooand
oofacility oonetwork, oodevelop ooInternet ooservice oocapabilities, ooestablish oopreferred
oovehicle oorepair ooserviceonetwork
Deliver: ooMeet oowith ooand ooadvise ooclients, oowrite oopolicies, ooprocess ooand
oopay ooclaimsoReturn: o o refund ooof oooverpayments
2. Define oothe ooservice oopackage ooof ooyour oocollege ooor oouniversity. ooWhat oois ooits oostrongest
ooelement? ooWhat ooisoits ooweakest ooone?
The oocategories oowith ooexamples ooare:
Supporting oofacility oo- oolocation, oobuildings, oolabs, ooparking
ooFacilitating oogoods oo– ooclass ooschedules, oocomputers, oobooks,
oochalk
Explicit ooservices oo– ooclasses oowith ooqualified ooinstructors,
ooplacement ooofficesoImplicit ooservices oo– oostatus ooand ooreputation
oo(e.g., ooIvy ooLeague ooschools)
At ooIndiana ooUniversity ooand oothe ooUniversity ooof ooSouthern ooCalifornia, ooamong ootheir
oostrongest ooelements ooare ootheir oobusiness ooschools ooand ootheir ooOperations ooManagement
ooprograms oo(of oocourse).oBoth ooalso oohave oovery oodedicated ooalumni oonetworks. ooA ooweak
ooelement ooof ooIndiana ooUniversity oois ooits ooweak oofootball ooprogram; oofor ooUSC, ooweak
ooelements ooare ooon-campus ooparking ooand oohousing.
3. What ooservice ooindustry oohas ooimpressed ooyou oothe oomost oowith ooits ooinnovativeness?
Our oovote oogoes ooto oocruise oolines oowhich oohave oointroduced oosuch ooonboard ooinnovations
ooas oowave oomachines oofor oobelly ooboarding ooand oorock ooclimbing oowalls, ooas oowell ooas ooall
oosorts ooof ooother ooamenities ootookeep oocruisers ooinvolved. o o The ooindustry oois oodoing oorecord
oobusiness ooas oowell.
Some ooof oothe oostandout oocompanies ooin ooless ooinnovative ooindustries ooare ooBank ooof ooAmerica
oo(has ooa ooformalized ooresearch ooprogram ooto ootry ooout oonew oocustomer ooservices/amenities
oosuch ooas oovideo ooscreensoin oonext ooto ooteller oolines), ooIntuit oo(e.g., ooputting ooQuicken oomoney
oomanagement oosoftware ooonline), ooIkea,oJetBlue ooAirlines, ooand ooProgressive ooInsurance
oo(discussed oolater ooin oothe oobook).
4. What oois ooproduct-service oobundling ooand oowhat ooare oothe oobenefits ooto oocustomers?
Product-service oobundling oois ooadding ooValue-added ooservices ooto ooa oofirm’s ooproduct
ooofferings ooto oocreateomore oovalue oofor oothe oocustomer. ooThis ooprovides oobenefits ooin ootwo
ooareas. ooFirst, oothis oodifferentiates ootheoorganization oofrom oothe oocompetition. ooSecondly,
oothese ooservices ootie oocustomers ooto oothe ooorganization oin ooa oopositive ooway. ooAlternatively,
oobundling oocan ooalso ooinvolve ooadding ooproducts ooto ooa ooservice, oofor ooexample, ooadding oothe
oosale ooof ooconvenience ooitems ooand oosnacks ooat ooa oohotel.
5. What oois oothe oodifference oobetween ooa ooservice ooand ooa oogood?
A ooservice oois ooan oointangible ooprocess oo(you oocan’t oohold ooit ooin ooyour oohands), oowhile ooa
oogood oois oothe oophysicalooutput ooof ooa ooprocess.
1-4
oo oo oo oo
SOLUTION MANUAL oo
Operations and Supply Chain Management, 17th Edition
oo oo oo oo oo oo oo
by F. Robert Jacobs and Richard Chase
oo oo oo oo oo oo
Chapters 1 - 22 | Complete
oo oo oo oo oo oo oo
1-1
, Operations and Supply Chain Management
oo oo oo oo
• TABLE OF CONTENTS oo oo
Chapter oo1: ooIntroduction
Chapter oo2: ooStrategy
Chapter oo3: ooDesign ooof ooProducts ooand ooServices
Chapter oo4: ooProjects
Chapter oo5: ooStrategic ooCapacity ooManagement
Chapter oo6: ooLearning ooCurves
Chapter oo7: ooManufacturing ooProcesses
Chapter oo8: ooFacility ooLayout
Chapter oo9: ooService ooProcesses
Chapter oo10: ooWaiting ooLine ooAnalysis ooand ooSimulation
Chapter oo11: ooProcess ooDesign ooand ooAnalysis
Chapter oo12: ooQuality ooManagement
Chapter oo13: ooStatistical ooQuality ooControl
Chapter oo14: ooLean ooSupply ooChains
Chapter oo15: ooLogistics ooand ooDistribution ooManagement
Chapter oo16: ooGlobal ooSourcing ooand ooProcurement
Chapter oo17: ooThe ooInternet ooof ooThings ooand ooERP
Chapter oo18: ooForecasting
Chapter oo19: ooSales ooand ooOperations ooPlanning
Chapter oo20: ooInventory ooManagement
Chapter oo21: ooMaterial ooRequirements ooPlanning
Chapter oo22: ooWorkcenter ooScheduling
1-2
, Operations and Supply Chain Management
oo oo oo oo
CHAPTER 1 oo
OPERATIONS AND SUPPLY CHAIN MANAGEMENT
oo oo oo oo
Discussion ooQuestions
1. Using ooExhibit oo1.3 ooas ooa oomodel, oodescribe oothe oosource-make-deliver-return
oorelationships ooin ootheofollowing oosystems:
a. An ooairline
Source: o o Aircraft oomanufacturer, ooin-flight oofood, oorepair ooparts, oocomputer oosystems
Make: ooAircraft ooand ooflight oocrew ooscheduling, ooground ooservices ooprovided ooat
ooairports, ooaircraftomaintenance ooand oorepair
Deliver: ooOutbound ooand ooarriving oopassenger ooservice, oobaggage
oohandling ooReturn: ooResolve ooany oopost-service ooissues oosuch ooas oolost
ooor oodamaged ooluggage
b. An ooautomobile oomanufacturer
Source: o o Suppliers ooof oocomponents ooand ooraw oomaterials
Make: ooManufacturing ooof oovehicles ooand oocomponents ooor oosubassemblies ooto oobe
oosold ooas oospareoparts
Deliver: ooDelivery ooto ooand oosales oofrom oodealerships, oodelivery ooof oospare ooparts ooto
oothe oowholesaleosystem
Return: o o Warranty ooand oorecall oorepairs, ootrade-ins
c. A oohospital
Source: ooMedical oosupplies, oocleaning ooservices, oodisposal ooservices, oofood ooservices,
ooqualifiedopersonnel
Make: o o Inpatient oorooms, oooutpatient ooclinics, ooemergency ooroom, oooperating oorooms
Deliver: ooScheduling oopatients, ooproviding ootreatment, ooambulance ooservice, oofamily
oocounselingoReturn: ooBilling ooerrors, oofollow ooup oovisits
d. An ooinsurance oocompany
Source: o o Supplies ooneeded oofor oothe oooffice, oounderwriters, oolegal ooauthority ooto oooperate
1-3
, Operations and Supply Chain Management
oo oo oo oo
Make: ooEstablish oopolicy ooguidelines ooand oopricing, oofield ooagent/representative ooand
oofacility oonetwork, oodevelop ooInternet ooservice oocapabilities, ooestablish oopreferred
oovehicle oorepair ooserviceonetwork
Deliver: ooMeet oowith ooand ooadvise ooclients, oowrite oopolicies, ooprocess ooand
oopay ooclaimsoReturn: o o refund ooof oooverpayments
2. Define oothe ooservice oopackage ooof ooyour oocollege ooor oouniversity. ooWhat oois ooits oostrongest
ooelement? ooWhat ooisoits ooweakest ooone?
The oocategories oowith ooexamples ooare:
Supporting oofacility oo- oolocation, oobuildings, oolabs, ooparking
ooFacilitating oogoods oo– ooclass ooschedules, oocomputers, oobooks,
oochalk
Explicit ooservices oo– ooclasses oowith ooqualified ooinstructors,
ooplacement ooofficesoImplicit ooservices oo– oostatus ooand ooreputation
oo(e.g., ooIvy ooLeague ooschools)
At ooIndiana ooUniversity ooand oothe ooUniversity ooof ooSouthern ooCalifornia, ooamong ootheir
oostrongest ooelements ooare ootheir oobusiness ooschools ooand ootheir ooOperations ooManagement
ooprograms oo(of oocourse).oBoth ooalso oohave oovery oodedicated ooalumni oonetworks. ooA ooweak
ooelement ooof ooIndiana ooUniversity oois ooits ooweak oofootball ooprogram; oofor ooUSC, ooweak
ooelements ooare ooon-campus ooparking ooand oohousing.
3. What ooservice ooindustry oohas ooimpressed ooyou oothe oomost oowith ooits ooinnovativeness?
Our oovote oogoes ooto oocruise oolines oowhich oohave oointroduced oosuch ooonboard ooinnovations
ooas oowave oomachines oofor oobelly ooboarding ooand oorock ooclimbing oowalls, ooas oowell ooas ooall
oosorts ooof ooother ooamenities ootookeep oocruisers ooinvolved. o o The ooindustry oois oodoing oorecord
oobusiness ooas oowell.
Some ooof oothe oostandout oocompanies ooin ooless ooinnovative ooindustries ooare ooBank ooof ooAmerica
oo(has ooa ooformalized ooresearch ooprogram ooto ootry ooout oonew oocustomer ooservices/amenities
oosuch ooas oovideo ooscreensoin oonext ooto ooteller oolines), ooIntuit oo(e.g., ooputting ooQuicken oomoney
oomanagement oosoftware ooonline), ooIkea,oJetBlue ooAirlines, ooand ooProgressive ooInsurance
oo(discussed oolater ooin oothe oobook).
4. What oois ooproduct-service oobundling ooand oowhat ooare oothe oobenefits ooto oocustomers?
Product-service oobundling oois ooadding ooValue-added ooservices ooto ooa oofirm’s ooproduct
ooofferings ooto oocreateomore oovalue oofor oothe oocustomer. ooThis ooprovides oobenefits ooin ootwo
ooareas. ooFirst, oothis oodifferentiates ootheoorganization oofrom oothe oocompetition. ooSecondly,
oothese ooservices ootie oocustomers ooto oothe ooorganization oin ooa oopositive ooway. ooAlternatively,
oobundling oocan ooalso ooinvolve ooadding ooproducts ooto ooa ooservice, oofor ooexample, ooadding oothe
oosale ooof ooconvenience ooitems ooand oosnacks ooat ooa oohotel.
5. What oois oothe oodifference oobetween ooa ooservice ooand ooa oogood?
A ooservice oois ooan oointangible ooprocess oo(you oocan’t oohold ooit ooin ooyour oohands), oowhile ooa
oogood oois oothe oophysicalooutput ooof ooa ooprocess.
1-4
