Operations and Supply Chain Management
n n n n
SOLUTION MANUAL n
Operations and Supply Chain Management, 16th Edition
n n n n n n n
by F. Robert Jacobs and Richard Chase
n n n n n n
n Chapters 1 - 22 | Complete
n n n n n n
1-1
, Operations and Supply Chain Management
n n n n
• TABLE OF CONTENTSn n
Chapter n1: nIntroduction
Chapter n2: nStrategy
Chapter n3: nDesign nof nProducts nand nServices
Chapter n4: nProjects
Chapter n5: nStrategic nCapacity nManagement
Chapter n6: nLearning nCurves
Chapter n7: nManufacturing nProcesses
Chapter n8: nFacility nLayout
Chapter n9: nService nProcesses
Chapter n10: nWaiting nLine nAnalysis nand nSimulation
Chapter n11: nProcess nDesign nand nAnalysis
Chapter n12: nQuality nManagement
Chapter n13: nStatistical nQuality nControl
Chapter n14: nLean nSupply nChains
Chapter n15: nLogistics nand nDistribution nManagement
Chapter n16: nGlobal nSourcing nand nProcurement
Chapter n17: nThe nInternet nof nThings nand nERP
Chapter n18: nForecasting
Chapter n19: nSales nand nOperations nPlanning
Chapter n20: nInventory nManagement
Chapter n21: nMaterial nRequirements nPlanning
Chapter n22: nWorkcenter nScheduling
1-2
, Operations and Supply Chain Management
n n n n
CHAPTER 1 n
OPERATIONS AND SUPPLY CHAIN MANAGEMENT
n n n n
Discussion nQuestions
1. Using nExhibit n1.3 nas na nmodel, ndescribe nthe nsource-make-deliver-return
nrelationships nin nthenfollowing nsystems:
a. An nairline
Source: n Aircraft nmanufacturer, nin-flight nfood, nrepair nparts, ncomputer nsystems
Make: nAircraft nand nflight ncrew nscheduling, nground nservices nprovided nat nairports,
naircraftnmaintenance nand nrepair
Deliver: nOutbound nand narriving npassenger nservice, nbaggage
nhandling nReturn: nResolve nany npost-service nissues nsuch nas nlost nor
ndamaged nluggage
b. An nautomobile nmanufacturer
Source: n Suppliers nof ncomponents nand nraw nmaterials
Make: nManufacturing nof nvehicles nand ncomponents nor nsubassemblies nto nbe nsold nas
nsparenparts
Deliver: nDelivery nto nand nsales nfrom ndealerships, ndelivery nof nspare nparts nto nthe
nwholesalensystem
Return: n Warranty nand nrecall nrepairs, ntrade-ins
c. A nhospital
Source: nMedical nsupplies, ncleaning nservices, ndisposal nservices, nfood nservices,
nqualifiednpersonnel
Make: n Inpatient nrooms, noutpatient nclinics, nemergency nroom, noperating nrooms
Deliver: nScheduling npatients, nproviding ntreatment, nambulance nservice, nfamily
ncounselingnReturn: nBilling nerrors, nfollow nup nvisits
d. An ninsurance ncompany
Source: n Supplies nneeded nfor nthe noffice, nunderwriters, nlegal nauthority nto noperate
1-3
, Operations and Supply Chain Management
n n n n
Make: nEstablish npolicy nguidelines nand npricing, nfield nagent/representative nand
nfacility nnetwork, ndevelop nInternet nservice ncapabilities, nestablish npreferred nvehicle
nrepair nservicennetwork
Deliver: nMeet nwith nand nadvise nclients, nwrite npolicies, nprocess nand npay
nclaimsnReturn: n refund nof noverpayments
2. Define nthe nservice npackage nof nyour ncollege nor nuniversity. nWhat nis nits nstrongest
nelement? nWhat nisnits nweakest none?
The ncategories nwith nexamples nare:
Supporting nfacility n- nlocation, nbuildings, nlabs, nparking
nFacilitating ngoods n– nclass nschedules, ncomputers, nbooks,
nchalk
Explicit nservices n– nclasses nwith nqualified ninstructors, nplacement
nofficesnImplicit nservices n– nstatus nand nreputation n(e.g., nIvy nLeague
nschools)
At nIndiana nUniversity nand nthe nUniversity nof nSouthern nCalifornia, namong ntheir
nstrongest nelements nare ntheir nbusiness nschools nand ntheir nOperations nManagement
nprograms n(of ncourse).nBoth nalso nhave nvery ndedicated nalumni nnetworks. nA nweak nelement
nof nIndiana nUniversity nis nits nweak nfootball nprogram; nfor nUSC, nweak nelements nare non-
campus nparking nand nhousing.
3. What nservice nindustry nhas nimpressed nyou nthe nmost nwith nits ninnovativeness?
Our nvote ngoes nto ncruise nlines nwhich nhave nintroduced nsuch nonboard ninnovations nas
nwave nmachines nfor nbelly nboarding nand nrock nclimbing nwalls, nas nwell nas nall nsorts nof
nother namenities ntonkeep ncruisers ninvolved. n The nindustry nis ndoing nrecord nbusiness nas
nwell.
Some nof nthe nstandout ncompanies nin nless ninnovative nindustries nare nBank nof nAmerica n(has
na nformalized nresearch nprogram nto ntry nout nnew ncustomer nservices/amenities nsuch nas nvideo
nscreensnin nnext nto nteller nlines), nIntuit n(e.g., nputting nQuicken nmoney nmanagement
nsoftware nonline), nIkea,nJetBlue nAirlines, nand nProgressive nInsurance n(discussed nlater nin nthe
nbook).
4. What nis nproduct-service nbundling nand nwhat nare nthe nbenefits nto ncustomers?
Product-service nbundling nis nadding nValue-added nservices nto na nfirm’s nproduct nofferings nto
ncreatenmore nvalue nfor nthe ncustomer. nThis nprovides nbenefits nin ntwo nareas. nFirst, nthis
ndifferentiates nthenorganization nfrom nthe ncompetition. nSecondly, nthese nservices ntie
ncustomers nto nthe norganizationnin na npositive nway. nAlternatively, nbundling ncan nalso
ninvolve nadding nproducts nto na nservice, nfor nexample, nadding nthe nsale nof nconvenience nitems
nand nsnacks nat na nhotel.
5. What nis nthe ndifference nbetween na nservice nand na ngood?
A nservice nis nan nintangible nprocess n(you ncan’t nhold nit nin nyour nhands), nwhile na ngood nis
nthe nphysicalnoutput nof na nprocess.
1-4
n n n n
SOLUTION MANUAL n
Operations and Supply Chain Management, 16th Edition
n n n n n n n
by F. Robert Jacobs and Richard Chase
n n n n n n
n Chapters 1 - 22 | Complete
n n n n n n
1-1
, Operations and Supply Chain Management
n n n n
• TABLE OF CONTENTSn n
Chapter n1: nIntroduction
Chapter n2: nStrategy
Chapter n3: nDesign nof nProducts nand nServices
Chapter n4: nProjects
Chapter n5: nStrategic nCapacity nManagement
Chapter n6: nLearning nCurves
Chapter n7: nManufacturing nProcesses
Chapter n8: nFacility nLayout
Chapter n9: nService nProcesses
Chapter n10: nWaiting nLine nAnalysis nand nSimulation
Chapter n11: nProcess nDesign nand nAnalysis
Chapter n12: nQuality nManagement
Chapter n13: nStatistical nQuality nControl
Chapter n14: nLean nSupply nChains
Chapter n15: nLogistics nand nDistribution nManagement
Chapter n16: nGlobal nSourcing nand nProcurement
Chapter n17: nThe nInternet nof nThings nand nERP
Chapter n18: nForecasting
Chapter n19: nSales nand nOperations nPlanning
Chapter n20: nInventory nManagement
Chapter n21: nMaterial nRequirements nPlanning
Chapter n22: nWorkcenter nScheduling
1-2
, Operations and Supply Chain Management
n n n n
CHAPTER 1 n
OPERATIONS AND SUPPLY CHAIN MANAGEMENT
n n n n
Discussion nQuestions
1. Using nExhibit n1.3 nas na nmodel, ndescribe nthe nsource-make-deliver-return
nrelationships nin nthenfollowing nsystems:
a. An nairline
Source: n Aircraft nmanufacturer, nin-flight nfood, nrepair nparts, ncomputer nsystems
Make: nAircraft nand nflight ncrew nscheduling, nground nservices nprovided nat nairports,
naircraftnmaintenance nand nrepair
Deliver: nOutbound nand narriving npassenger nservice, nbaggage
nhandling nReturn: nResolve nany npost-service nissues nsuch nas nlost nor
ndamaged nluggage
b. An nautomobile nmanufacturer
Source: n Suppliers nof ncomponents nand nraw nmaterials
Make: nManufacturing nof nvehicles nand ncomponents nor nsubassemblies nto nbe nsold nas
nsparenparts
Deliver: nDelivery nto nand nsales nfrom ndealerships, ndelivery nof nspare nparts nto nthe
nwholesalensystem
Return: n Warranty nand nrecall nrepairs, ntrade-ins
c. A nhospital
Source: nMedical nsupplies, ncleaning nservices, ndisposal nservices, nfood nservices,
nqualifiednpersonnel
Make: n Inpatient nrooms, noutpatient nclinics, nemergency nroom, noperating nrooms
Deliver: nScheduling npatients, nproviding ntreatment, nambulance nservice, nfamily
ncounselingnReturn: nBilling nerrors, nfollow nup nvisits
d. An ninsurance ncompany
Source: n Supplies nneeded nfor nthe noffice, nunderwriters, nlegal nauthority nto noperate
1-3
, Operations and Supply Chain Management
n n n n
Make: nEstablish npolicy nguidelines nand npricing, nfield nagent/representative nand
nfacility nnetwork, ndevelop nInternet nservice ncapabilities, nestablish npreferred nvehicle
nrepair nservicennetwork
Deliver: nMeet nwith nand nadvise nclients, nwrite npolicies, nprocess nand npay
nclaimsnReturn: n refund nof noverpayments
2. Define nthe nservice npackage nof nyour ncollege nor nuniversity. nWhat nis nits nstrongest
nelement? nWhat nisnits nweakest none?
The ncategories nwith nexamples nare:
Supporting nfacility n- nlocation, nbuildings, nlabs, nparking
nFacilitating ngoods n– nclass nschedules, ncomputers, nbooks,
nchalk
Explicit nservices n– nclasses nwith nqualified ninstructors, nplacement
nofficesnImplicit nservices n– nstatus nand nreputation n(e.g., nIvy nLeague
nschools)
At nIndiana nUniversity nand nthe nUniversity nof nSouthern nCalifornia, namong ntheir
nstrongest nelements nare ntheir nbusiness nschools nand ntheir nOperations nManagement
nprograms n(of ncourse).nBoth nalso nhave nvery ndedicated nalumni nnetworks. nA nweak nelement
nof nIndiana nUniversity nis nits nweak nfootball nprogram; nfor nUSC, nweak nelements nare non-
campus nparking nand nhousing.
3. What nservice nindustry nhas nimpressed nyou nthe nmost nwith nits ninnovativeness?
Our nvote ngoes nto ncruise nlines nwhich nhave nintroduced nsuch nonboard ninnovations nas
nwave nmachines nfor nbelly nboarding nand nrock nclimbing nwalls, nas nwell nas nall nsorts nof
nother namenities ntonkeep ncruisers ninvolved. n The nindustry nis ndoing nrecord nbusiness nas
nwell.
Some nof nthe nstandout ncompanies nin nless ninnovative nindustries nare nBank nof nAmerica n(has
na nformalized nresearch nprogram nto ntry nout nnew ncustomer nservices/amenities nsuch nas nvideo
nscreensnin nnext nto nteller nlines), nIntuit n(e.g., nputting nQuicken nmoney nmanagement
nsoftware nonline), nIkea,nJetBlue nAirlines, nand nProgressive nInsurance n(discussed nlater nin nthe
nbook).
4. What nis nproduct-service nbundling nand nwhat nare nthe nbenefits nto ncustomers?
Product-service nbundling nis nadding nValue-added nservices nto na nfirm’s nproduct nofferings nto
ncreatenmore nvalue nfor nthe ncustomer. nThis nprovides nbenefits nin ntwo nareas. nFirst, nthis
ndifferentiates nthenorganization nfrom nthe ncompetition. nSecondly, nthese nservices ntie
ncustomers nto nthe norganizationnin na npositive nway. nAlternatively, nbundling ncan nalso
ninvolve nadding nproducts nto na nservice, nfor nexample, nadding nthe nsale nof nconvenience nitems
nand nsnacks nat na nhotel.
5. What nis nthe ndifference nbetween na nservice nand na ngood?
A nservice nis nan nintangible nprocess n(you ncan’t nhold nit nin nyour nhands), nwhile na ngood nis
nthe nphysicalnoutput nof na nprocess.
1-4
