Operations and Supply Chain Management
a a a a
SOLUTION MANUAL a
Operations and Supply Chain Management, 17th Edition
a a a a a a a
by F. Robert Jacobs and Richard Chase
a a a a a a
a Chapters 1 - 22 | Complete
a a a a a a
1-1
, Operations and Supply Chain Management
a a a a
TABLE OF CONTENTS
a a
Chapter a1: aIntroduction
Chapter a2: aStrategy
Chapter a3: aDesign aof aProducts aand aServices
Chapter a4: aProjects
Chapter a5: aStrategic aCapacity aManagement
Chapter a6: aLearning aCurves
Chapter a7: aManufacturing aProcesses
Chapter a8: aFacility aLayout
Chapter a9: aService aProcesses
Chapter a10: aWaiting aLine aAnalysis aand aSimulation
Chapter a11: aProcess aDesign aand aAnalysis
Chapter a12: aQuality aManagement
Chapter a13: aStatistical aQuality aControl
Chapter a14: aLean aSupply aChains
Chapter a15: aLogistics aand aDistribution aManagement
Chapter a16: aGlobal aSourcing aand aProcurement
Chapter a17: aThe aInternet aof aThings aand aERP
Chapter a18: aForecasting
Chapter a19: aSales aand aOperations aPlanning
Chapter a20: aInventory aManagement
Chapter a21: aMaterial aRequirements aPlanning
Chapter a22: aWorkcenter aScheduling
1-2
, Operations and Supply Chain Management
a a a a
CHAPTER 1 a
OPERATIONS AND SUPPLY CHAIN MANAGEMENT
a a a a
Discussion aQuestions
1. Using aExhibit a1.3 aas aa amodel, adescribe athe asource-make-deliver-return arelationships ain
atheafollowing asystems:
a. An aairline
Source: a Aircraft amanufacturer, ain-flight afood, arepair aparts, acomputer asystems
Make: aAircraft aand aflight acrew ascheduling, aground aservices aprovided aat aairports,
aaircraftamaintenance aand arepair
Deliver: aOutbound aand aarriving apassenger aservice, abaggage ahandling
aReturn: aResolve aany apost-service aissues asuch aas alost aor adamaged
aluggage
b. An aautomobile amanufacturer
Source: a Suppliers aof acomponents aand araw amaterials
Make: aManufacturing aof avehicles aand acomponents aor asubassemblies ato abe asold aas
aspareaparts
Deliver: aDelivery ato aand asales afrom adealerships, adelivery aof aspare aparts ato athe
awholesaleasystem
Return: a Warranty aand arecall arepairs, atrade-ins
c. A ahospital
Source: aMedical asupplies, acleaning aservices, adisposal aservices, afood aservices, aqualified
apersonnel
Make: a Inpatient arooms, aoutpatient aclinics, aemergency aroom, aoperating arooms
Deliver: aScheduling apatients, aproviding atreatment, aambulance aservice, afamily
acounselingaReturn: aBilling aerrors, afollow aup avisits
d. An ainsurance acompany
Source: a Supplies aneeded afor athe aoffice, aunderwriters, alegal aauthority ato aoperate
1-3
, Operations and Supply Chain Management
a a a a
Make: aEstablish apolicy aguidelines aand apricing, afield aagent/representative aand afacility
anetwork, adevelop aInternet aservice acapabilities, aestablish apreferred avehicle arepair
aserviceanetwork
Deliver: aMeet awith aand aadvise aclients, awrite apolicies, aprocess aand apay
aclaimsaReturn: a refund aof aoverpayments
2. Define athe aservice apackage aof ayour acollege aor auniversity. aWhat ais aits astrongest aelement? aWhat
aisaits aweakest aone?
The acategories awith aexamples aare:
Supporting afacility a- alocation, abuildings, alabs, aparking
aFacilitating agoods a– aclass aschedules, acomputers, abooks, achalk
Explicit aservices a– aclasses awith aqualified ainstructors, aplacement
aofficesaImplicit aservices a– astatus aand areputation a(e.g., aIvy aLeague
aschools)
At aIndiana aUniversity aand athe aUniversity aof aSouthern aCalifornia, aamong atheir astrongest
aelements aare atheir abusiness aschools aand atheir aOperations aManagement aprograms a(of
acourse).aBoth aalso ahave avery adedicated aalumni anetworks. aA aweak aelement aof aIndiana
aUniversity ais aits aweak afootball aprogram; afor aUSC, aweak aelements aare aon-campus aparking
aand ahousing.
3. What aservice aindustry ahas aimpressed ayou athe amost awith aits ainnovativeness?
Our avote agoes ato acruise alines awhich ahave aintroduced asuch aonboard ainnovations aas awave
amachines afor abelly aboarding aand arock aclimbing awalls, aas awell aas aall asorts aof aother
aamenities atoakeep acruisers ainvolved. a The aindustry ais adoing arecord abusiness aas awell.
Some aof athe astandout acompanies ain aless ainnovative aindustries aare aBank aof aAmerica a(has aa
aformalized aresearch aprogram ato atry aout anew acustomer aservices/amenities asuch aas avideo
ascreensain anext ato ateller alines), aIntuit a(e.g., aputting aQuicken amoney amanagement asoftware
aonline), aIkea,aJetBlue aAirlines, aand aProgressive aInsurance a(discussed alater ain athe abook).
4. What ais aproduct-service abundling aand awhat aare athe abenefits ato acustomers?
Product-service abundling ais aadding aValue-added aservices ato aa afirm’s aproduct aofferings ato
acreateamore avalue afor athe acustomer. aThis aprovides abenefits ain atwo aareas. aFirst, athis
adifferentiates atheaorganization afrom athe acompetition. aSecondly, athese aservices atie acustomers
ato athe aorganizationain aa apositive away. aAlternatively, abundling acan aalso ainvolve aadding
aproducts ato aa aservice, afor aexample, aadding athe asale aof aconvenience aitems aand asnacks aat aa
ahotel.
5. What ais athe adifference abetween aa aservice aand aa agood?
A aservice ais aan aintangible aprocess a(you acan’t ahold ait ain ayour ahands), awhile aa agood ais athe
aphysicalaoutput aof aa aprocess.
6. Look aat athe ajob apostings aat ahttp://www.indeed.com aand aevaluate athe aopportunities afor
aanaOSM amajor awith aseveral ayears aof aexperience.
1-4
a a a a
SOLUTION MANUAL a
Operations and Supply Chain Management, 17th Edition
a a a a a a a
by F. Robert Jacobs and Richard Chase
a a a a a a
a Chapters 1 - 22 | Complete
a a a a a a
1-1
, Operations and Supply Chain Management
a a a a
TABLE OF CONTENTS
a a
Chapter a1: aIntroduction
Chapter a2: aStrategy
Chapter a3: aDesign aof aProducts aand aServices
Chapter a4: aProjects
Chapter a5: aStrategic aCapacity aManagement
Chapter a6: aLearning aCurves
Chapter a7: aManufacturing aProcesses
Chapter a8: aFacility aLayout
Chapter a9: aService aProcesses
Chapter a10: aWaiting aLine aAnalysis aand aSimulation
Chapter a11: aProcess aDesign aand aAnalysis
Chapter a12: aQuality aManagement
Chapter a13: aStatistical aQuality aControl
Chapter a14: aLean aSupply aChains
Chapter a15: aLogistics aand aDistribution aManagement
Chapter a16: aGlobal aSourcing aand aProcurement
Chapter a17: aThe aInternet aof aThings aand aERP
Chapter a18: aForecasting
Chapter a19: aSales aand aOperations aPlanning
Chapter a20: aInventory aManagement
Chapter a21: aMaterial aRequirements aPlanning
Chapter a22: aWorkcenter aScheduling
1-2
, Operations and Supply Chain Management
a a a a
CHAPTER 1 a
OPERATIONS AND SUPPLY CHAIN MANAGEMENT
a a a a
Discussion aQuestions
1. Using aExhibit a1.3 aas aa amodel, adescribe athe asource-make-deliver-return arelationships ain
atheafollowing asystems:
a. An aairline
Source: a Aircraft amanufacturer, ain-flight afood, arepair aparts, acomputer asystems
Make: aAircraft aand aflight acrew ascheduling, aground aservices aprovided aat aairports,
aaircraftamaintenance aand arepair
Deliver: aOutbound aand aarriving apassenger aservice, abaggage ahandling
aReturn: aResolve aany apost-service aissues asuch aas alost aor adamaged
aluggage
b. An aautomobile amanufacturer
Source: a Suppliers aof acomponents aand araw amaterials
Make: aManufacturing aof avehicles aand acomponents aor asubassemblies ato abe asold aas
aspareaparts
Deliver: aDelivery ato aand asales afrom adealerships, adelivery aof aspare aparts ato athe
awholesaleasystem
Return: a Warranty aand arecall arepairs, atrade-ins
c. A ahospital
Source: aMedical asupplies, acleaning aservices, adisposal aservices, afood aservices, aqualified
apersonnel
Make: a Inpatient arooms, aoutpatient aclinics, aemergency aroom, aoperating arooms
Deliver: aScheduling apatients, aproviding atreatment, aambulance aservice, afamily
acounselingaReturn: aBilling aerrors, afollow aup avisits
d. An ainsurance acompany
Source: a Supplies aneeded afor athe aoffice, aunderwriters, alegal aauthority ato aoperate
1-3
, Operations and Supply Chain Management
a a a a
Make: aEstablish apolicy aguidelines aand apricing, afield aagent/representative aand afacility
anetwork, adevelop aInternet aservice acapabilities, aestablish apreferred avehicle arepair
aserviceanetwork
Deliver: aMeet awith aand aadvise aclients, awrite apolicies, aprocess aand apay
aclaimsaReturn: a refund aof aoverpayments
2. Define athe aservice apackage aof ayour acollege aor auniversity. aWhat ais aits astrongest aelement? aWhat
aisaits aweakest aone?
The acategories awith aexamples aare:
Supporting afacility a- alocation, abuildings, alabs, aparking
aFacilitating agoods a– aclass aschedules, acomputers, abooks, achalk
Explicit aservices a– aclasses awith aqualified ainstructors, aplacement
aofficesaImplicit aservices a– astatus aand areputation a(e.g., aIvy aLeague
aschools)
At aIndiana aUniversity aand athe aUniversity aof aSouthern aCalifornia, aamong atheir astrongest
aelements aare atheir abusiness aschools aand atheir aOperations aManagement aprograms a(of
acourse).aBoth aalso ahave avery adedicated aalumni anetworks. aA aweak aelement aof aIndiana
aUniversity ais aits aweak afootball aprogram; afor aUSC, aweak aelements aare aon-campus aparking
aand ahousing.
3. What aservice aindustry ahas aimpressed ayou athe amost awith aits ainnovativeness?
Our avote agoes ato acruise alines awhich ahave aintroduced asuch aonboard ainnovations aas awave
amachines afor abelly aboarding aand arock aclimbing awalls, aas awell aas aall asorts aof aother
aamenities atoakeep acruisers ainvolved. a The aindustry ais adoing arecord abusiness aas awell.
Some aof athe astandout acompanies ain aless ainnovative aindustries aare aBank aof aAmerica a(has aa
aformalized aresearch aprogram ato atry aout anew acustomer aservices/amenities asuch aas avideo
ascreensain anext ato ateller alines), aIntuit a(e.g., aputting aQuicken amoney amanagement asoftware
aonline), aIkea,aJetBlue aAirlines, aand aProgressive aInsurance a(discussed alater ain athe abook).
4. What ais aproduct-service abundling aand awhat aare athe abenefits ato acustomers?
Product-service abundling ais aadding aValue-added aservices ato aa afirm’s aproduct aofferings ato
acreateamore avalue afor athe acustomer. aThis aprovides abenefits ain atwo aareas. aFirst, athis
adifferentiates atheaorganization afrom athe acompetition. aSecondly, athese aservices atie acustomers
ato athe aorganizationain aa apositive away. aAlternatively, abundling acan aalso ainvolve aadding
aproducts ato aa aservice, afor aexample, aadding athe asale aof aconvenience aitems aand asnacks aat aa
ahotel.
5. What ais athe adifference abetween aa aservice aand aa agood?
A aservice ais aan aintangible aprocess a(you acan’t ahold ait ain ayour ahands), awhile aa agood ais athe
aphysicalaoutput aof aa aprocess.
6. Look aat athe ajob apostings aat ahttp://www.indeed.com aand aevaluate athe aopportunities afor
aanaOSM amajor awith aseveral ayears aof aexperience.
1-4
