SOLUTION MANUAL
Operations and Supply Chain Management, 17th Edition
by F. Robert Jacobs and Richard Chase
Chapters 1 - 22 | Complete
1-1
, TABLE OF CONTENTS AQW AQW
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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Chapter 22: Workcenter Scheduling
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1-2
,CHAPTER 1 AQ
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OPERATIONS AND SUPPLY CHAIN MANAGEMENT AQW AQW AQW AQW
Discussion Questions AQW
1. Using Exhibit 1.3 as a model, describe the source-make-deliver-
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return relationships in thefollowing systems:
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a. An airline
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Source: Aircraft manufacturer, in-flight food, repair parts, computer systems
A Q W AQW AQW AQW AQW AQW AQW AQW
Make: Aircraft and flight crew scheduling, ground services provided at airports, aircraf
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tmaintenance and repair AQW AQW AQW
Deliver: Outbound and arriving passenger service, baggage handling Ret
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urn: Resolve any post-service issues such as lost or damaged luggage
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b. An automobile manufacturer
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Source: Suppliers of components and raw materials A Q W AQW AQW AQW AQW A QW
Make: Manufacturing of vehicles and components or subassemblies to be sold as sparep
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arts
Deliver: Delivery to and sales from dealerships, delivery of spare parts to the wholesales
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ystem
Return: Warranty and recall repairs, trade-ins A Q W AQW AQW AQW AQW
c. A hospital
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Source: Medical supplies, cleaning services, disposal services, food services, qualifiedper
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sonnel
Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
A Q W AQW AQW AQW AQW AQW AQW AQW
Deliver: Scheduling patients, providing treatment, ambulance service, family counselin
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gReturn: Billing errors, follow up visits
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d. An insurance company
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Source: Supplies needed for the office, underwriters, legal authority to operate
A Q W AQW AQW AQW AQW AQW AQW AQW AQW AQW
1-3
, Make: Establish policy guidelines and pricing, field agent/representative and facility n
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etwork, develop Internet service capabilities, establish preferred vehicle repair service AQW AQW AQW AQW AQW AQW AQW AQW A QW AQW
network
Deliver: Meet with and advise clients, write policies, process and pay claims AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
Return: refund of overpayments A Q W AQW AQW
2. Define the service package of your college or university. What is its strongest element? What is
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its weakest one?
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The categories with examples are: AQW AQW AQW AQW
Supporting facility - AQW AQW
location, buildings, labs, parking Facilitating goods –
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class schedules, computers, books, chalk
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Explicit services – AQW AQW
classes with qualified instructors, placement officesImplicit services
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– status and reputation (e.g., Ivy League schools) AQW AQW AQW AQW AQW AQW AQW
At Indiana University and the University of Southern California, among their strongest eleme
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nts are their business schools and their Operations Management programs (of course).Both a
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lso have very dedicated alumni networks. A weak element of Indiana University is its weak foo
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tball program; for USC, weak elements are on-campus parking and housing.
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3. What service industry has impressed you the most with its innovativeness? AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
Our vote goes to cruise lines which have introduced such onboard innovations as wave machi
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
nes for belly boarding and rock climbing walls, as well as all sorts of other amenities tokeep cr
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
uisers involved. The industry is doing record business as well. AQW A Q W AQW AQW AQW AQW AQW AQW AQW
Some of the standout companies in less innovative industries are Bank of America (has a formal
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ized research program to try out new customer services/amenities such as video screensin next
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to teller lines), Intuit (e.g., putting Quicken money management software online), Ikea,JetBlue
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Airlines, and Progressive Insurance (discussed later in the book). AQW AQW AQW AQW A QW A QW AQW AQW
4. What is product-service bundling and what are the benefits to customers? AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
Product-service bundling is adding Value- AQW AQW AQW AQW
added services to a firm’s product offerings to createmore value for the customer. This provide
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
s benefits in two areas. First, this differentiates theorganization from the competition. Secondl
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y, these services tie customers to the organizationin a positive way. Alternatively, bundling can
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQ
also involve adding products to a service, for example, adding the sale of convenience items an
W AQW AQW AQW AQW AQW AQW AQW A QW AQW AQW AQW AQW AQW AQW AQW
d snacks at a hotel.
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5. What is the difference between a service and a good? AQW AQW AQW AQW AQW AQW AQW AQW AQW
A service is an intangible process (you can’t hold it in your hands), while a good is the physicalo
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utput of a process. AQW AQW AQW
6. Look at the job postings at http://www.indeed.com and evaluate the opportunities for
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anOSM major with several years of experience.
AQW AQW AQW AQW AQW AQW AQW
1-4
Operations and Supply Chain Management, 17th Edition
by F. Robert Jacobs and Richard Chase
Chapters 1 - 22 | Complete
1-1
, TABLE OF CONTENTS AQW AQW
Chapter 1: Introduction
AQW AQW
Chapter 2: Strategy
AQW AQW
Chapter 3: Design of Products and Services
AQW AQW AQW A QW AQW A QW
Chapter 4: Projects
AQW AQW
Chapter 5: Strategic Capacity Management
AQW AQW AQW AQW
Chapter 6: Learning Curves
AQW AQW AQW
Chapter 7: Manufacturing Processes
AQW AQW AQW
Chapter 8: Facility Layout
AQW AQW AQW
Chapter 9: Service Processes
AQW AQW AQW
Chapter 10: Waiting Line Analysis and Simulation
AQW A QW AQW AQW AQW AQW
Chapter 11: Process Design and Analysis
AQW A QW AQW AQW AQW
Chapter 12: Quality Management
AQW A QW AQW
Chapter 13: Statistical Quality Control
AQW A QW AQW AQW
Chapter 14: Lean Supply Chains
AQW A QW AQW AQW
Chapter 15: Logistics and Distribution Management
AQW A QW AQW AQW AQW
Chapter 16: Global Sourcing and Procurement
AQW A QW AQW AQW AQW
Chapter 17: The Internet of Things and ERP
AQW A QW A QW AQW AQW AQW A QW
Chapter 18: Forecasting
AQW A QW
Chapter 19: Sales and Operations Planning
AQW A QW AQW AQW AQW
Chapter 20: Inventory Management
AQW A QW AQW
Chapter 21: Material Requirements Planning
AQW A QW AQW AQW
Chapter 22: Workcenter Scheduling
AQW A QW AQW
1-2
,CHAPTER 1 AQ
W
OPERATIONS AND SUPPLY CHAIN MANAGEMENT AQW AQW AQW AQW
Discussion Questions AQW
1. Using Exhibit 1.3 as a model, describe the source-make-deliver-
AQW AQW AQW AQW AQW AQW AQW AQW
return relationships in thefollowing systems:
AQW AQW AQW AQW AQW
a. An airline
AQW
Source: Aircraft manufacturer, in-flight food, repair parts, computer systems
A Q W AQW AQW AQW AQW AQW AQW AQW
Make: Aircraft and flight crew scheduling, ground services provided at airports, aircraf
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
tmaintenance and repair AQW AQW AQW
Deliver: Outbound and arriving passenger service, baggage handling Ret
AQW AQW AQW AQW AQW AQW AQW AQW
urn: Resolve any post-service issues such as lost or damaged luggage
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
b. An automobile manufacturer
AQW AQW
Source: Suppliers of components and raw materials A Q W AQW AQW AQW AQW A QW
Make: Manufacturing of vehicles and components or subassemblies to be sold as sparep
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
arts
Deliver: Delivery to and sales from dealerships, delivery of spare parts to the wholesales
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
ystem
Return: Warranty and recall repairs, trade-ins A Q W AQW AQW AQW AQW
c. A hospital
AQW
Source: Medical supplies, cleaning services, disposal services, food services, qualifiedper
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
sonnel
Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
A Q W AQW AQW AQW AQW AQW AQW AQW
Deliver: Scheduling patients, providing treatment, ambulance service, family counselin
AQW AQW AQW AQW AQW AQW AQW AQW
gReturn: Billing errors, follow up visits
AQW AQW AQW AQW AQW AQW
d. An insurance company
AQW AQW
Source: Supplies needed for the office, underwriters, legal authority to operate
A Q W AQW AQW AQW AQW AQW AQW AQW AQW AQW
1-3
, Make: Establish policy guidelines and pricing, field agent/representative and facility n
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
etwork, develop Internet service capabilities, establish preferred vehicle repair service AQW AQW AQW AQW AQW AQW AQW AQW A QW AQW
network
Deliver: Meet with and advise clients, write policies, process and pay claims AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
Return: refund of overpayments A Q W AQW AQW
2. Define the service package of your college or university. What is its strongest element? What is
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
its weakest one?
AQW AQW
The categories with examples are: AQW AQW AQW AQW
Supporting facility - AQW AQW
location, buildings, labs, parking Facilitating goods –
AQW AQW AQW AQW AQW AQW AQW
class schedules, computers, books, chalk
AQW AQW AQW AQW AQW
Explicit services – AQW AQW
classes with qualified instructors, placement officesImplicit services
AQW AQW AQW AQW AQW AQW AQW AQW AQW
– status and reputation (e.g., Ivy League schools) AQW AQW AQW AQW AQW AQW AQW
At Indiana University and the University of Southern California, among their strongest eleme
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
nts are their business schools and their Operations Management programs (of course).Both a
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
lso have very dedicated alumni networks. A weak element of Indiana University is its weak foo
AQW AQW AQW AQW AQW AQW A QW AQW AQW AQW AQW AQW AQW AQW AQW
tball program; for USC, weak elements are on-campus parking and housing.
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
3. What service industry has impressed you the most with its innovativeness? AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
Our vote goes to cruise lines which have introduced such onboard innovations as wave machi
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
nes for belly boarding and rock climbing walls, as well as all sorts of other amenities tokeep cr
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
uisers involved. The industry is doing record business as well. AQW A Q W AQW AQW AQW AQW AQW AQW AQW
Some of the standout companies in less innovative industries are Bank of America (has a formal
AQW AQW AQW AQW AQW A QW AQW AQW AQW AQW AQW AQW AQW AQW A QW
ized research program to try out new customer services/amenities such as video screensin next
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
to teller lines), Intuit (e.g., putting Quicken money management software online), Ikea,JetBlue
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
Airlines, and Progressive Insurance (discussed later in the book). AQW AQW AQW AQW A QW A QW AQW AQW
4. What is product-service bundling and what are the benefits to customers? AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
Product-service bundling is adding Value- AQW AQW AQW AQW
added services to a firm’s product offerings to createmore value for the customer. This provide
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
s benefits in two areas. First, this differentiates theorganization from the competition. Secondl
AQW AQW AQW AQW A QW AQW AQW AQW AQW AQW AQW AQW AQW
y, these services tie customers to the organizationin a positive way. Alternatively, bundling can
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQ
also involve adding products to a service, for example, adding the sale of convenience items an
W AQW AQW AQW AQW AQW AQW AQW A QW AQW AQW AQW AQW AQW AQW AQW
d snacks at a hotel.
AQW AQW AQW AQW
5. What is the difference between a service and a good? AQW AQW AQW AQW AQW AQW AQW AQW AQW
A service is an intangible process (you can’t hold it in your hands), while a good is the physicalo
AQW AQW AQW A QW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
utput of a process. AQW AQW AQW
6. Look at the job postings at http://www.indeed.com and evaluate the opportunities for
AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW AQW
anOSM major with several years of experience.
AQW AQW AQW AQW AQW AQW AQW
1-4
