Solution manual for operations and supply chain management 16th edition by f robert jacobs

Operations and Supply Chain Management
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SOLUTION MANUAL s




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

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




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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1-2

, Operations and Supply Chain Management s s s s




Chapter 22: Workcenter Scheduling
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CHAPTER 1 s




OPERATIONS AND SUPPLY CHAIN MANAGEMENT s s s s




Discussion Questions s




1. Using Exhibit 1.3 as a model, describe the source-make-deliver-return relationships in
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thefollowing systems:
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a. An airline s




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,
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aircraftmaintenance and repair
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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 s s s s s s




Make: Manufacturing of vehicles and components or subassemblies to be sold as
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spareparts
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Deliver: Delivery to and sales from dealerships, delivery of spare parts to the
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wholesalesystem
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Return: Warranty and recall repairs, trade-ins s s s s s




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: Scheduling patients, providing treatment, ambulance service, family
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counselingReturn: Billing errors, follow up visits
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d. An insurance company s s




Source: Supplies needed for the office, underwriters, legal authority to operate
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1-3

, Operations and Supply Chain Management s s s s




Make: Establish policy guidelines and pricing, field agent/representative and
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facility network, develop Internet service capabilities, establish preferred vehicle
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repair servicenetwork
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Deliver: Meet with and advise clients, write policies, process and pay
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claimsReturn: refund of overpayments
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2. Define the service package of your college or university. What is its strongest element? What
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isits weakest one?
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The categories with examples are:
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Supporting facility - location, buildings, labs, parking s s s s s s




Facilitating goods – class schedules, computers, books,
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Explicit services – classes with qualified instructors, placements s s s s s s




officesImplicit services – status and reputation (e.g., Ivy League
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schools) s




At Indiana University and the University of Southern California, among their strongest
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elements are their business schools and their Operations Management programs (of
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course).Both also have very dedicated alumni networks. A weak element of Indiana
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University is its weak football program; for USC, weak elements are on-campus parking
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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
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machines for belly boarding and rock climbing walls, as well as all sorts of other amenities
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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
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formalized research program to try out new customer services/amenities such as video
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screensin next to teller lines), Intuit (e.g., putting Quicken money management software
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online), 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-added services to a firm’s product offerings to s s s s s s s s s s s




createmore value for the customer. This provides benefits in two areas. First, this
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differentiates theorganization from the competition. Secondly, these services tie
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customers to the organizationin a positive way. Alternatively, bundling can also involve
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adding products to a service, for example, adding the sale of convenience items and snacks
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at a hotel.
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5. What is the difference between a service and a good?
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