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
Chapters 1 - 22 | Complete
n 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
1-2
, Operations and Supply Chain Management
n n n n
Chapter n22: nWorkcenter nScheduling
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.
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
Chapters 1 - 22 | Complete
n 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
1-2
, Operations and Supply Chain Management
n n n n
Chapter n22: nWorkcenter nScheduling
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.
1-4
