Operations and Supply Chain Management
d d d d
SOLUTION MANUAL d
Operations and Supply Chain Management, 17th Edition
d d d d d d d
by F. Robert Jacobs and Richard Chase
d d d d d d
d Chapters 1 - 22 | Complete
d d d d d d
1-1
, Operations and Supply Chain Management
d d d d
TABLE OF CONTENTS
d d
Chapter d1: dIntroduction
Chapter d2: dStrategy
Chapter d3: dDesign dof dProducts dand dServices
Chapter d4: dProjects
Chapter d5: dStrategic dCapacity dManagement
Chapter d6: dLearning dCurves
Chapter d7: dManufacturing dProcesses
Chapter d8: dFacility dLayout
Chapter d9: dService dProcesses
Chapter d10: dWaiting dLine dAnalysis dand dSimulation
Chapter d11: dProcess dDesign dand dAnalysis
Chapter d12: dQuality dManagement
Chapter d13: dStatistical dQuality dControl
Chapter d14: dLean dSupply dChains
Chapter d15: dLogistics dand dDistribution dManagement
Chapter d16: dGlobal dSourcing dand dProcurement
Chapter d17: dThe dInternet dof dThings dand dERP
Chapter d18: dForecasting
Chapter d19: dSales dand dOperations dPlanning
Chapter d20: dInventory dManagement
Chapter d21: dMaterial dRequirements dPlanning
Chapter d22: dWorkcenter dScheduling
1-2
, Operations and Supply Chain Management
d d d d
CHAPTER 1 d
OPERATIONS AND SUPPLY CHAIN MANAGEMENT
d d d d
Discussion dQuestions
1. Using dExhibit d1.3 das da dmodel, ddescribe dthe dsource-make-deliver-return drelationships
din dthedfollowing dsystems:
a. An dairline
Source: d Aircraft dmanufacturer, din-flight dfood, drepair dparts, dcomputer dsystems
Make: dAircraft dand dflight dcrew dscheduling, dground dservices dprovided dat dairports,
daircraftdmaintenance dand drepair
Deliver: dOutbound dand darriving dpassenger dservice, dbaggage dhandling
dReturn: dResolve dany dpost-service dissues dsuch das dlost dor ddamaged
dluggage
b. An dautomobile dmanufacturer
Source: d Suppliers dof dcomponents dand draw dmaterials
Make: dManufacturing dof dvehicles dand dcomponents dor dsubassemblies dto dbe dsold das
dsparedparts
Deliver: dDelivery dto dand dsales dfrom ddealerships, ddelivery dof dspare dparts dto dthe
dwholesaledsystem
Return: d Warranty dand drecall drepairs, dtrade-ins
c. A dhospital
Source: dMedical dsupplies, dcleaning dservices, ddisposal dservices, dfood dservices,
dqualifieddpersonnel
Make: d Inpatient drooms, doutpatient dclinics, demergency droom, doperating drooms
Deliver: dScheduling dpatients, dproviding dtreatment, dambulance dservice, dfamily
dcounselingdReturn: dBilling derrors, dfollow dup dvisits
d. An dinsurance dcompany
Source: d Supplies dneeded dfor dthe doffice, dunderwriters, dlegal dauthority dto doperate
1-3
, Operations and Supply Chain Management
d d d d
Make: dEstablish dpolicy dguidelines dand dpricing, dfield dagent/representative dand
dfacility dnetwork, ddevelop dInternet dservice dcapabilities, destablish dpreferred dvehicle
drepair dservicednetwork
Deliver: dMeet dwith dand dadvise dclients, dwrite dpolicies, dprocess dand dpay
dclaimsdReturn: d refund dof doverpayments
2. Define dthe dservice dpackage dof dyour dcollege dor duniversity. dWhat dis dits dstrongest delement?
dWhat disdits dweakest done?
The dcategories dwith dexamples dare:
Supporting dfacility d- dlocation, dbuildings, dlabs, dparking
dFacilitating dgoods d– dclass dschedules, dcomputers, dbooks,
dchalk
Explicit dservices d– dclasses dwith dqualified dinstructors, dplacement
dofficesdImplicit dservices d– dstatus dand dreputation d(e.g., dIvy dLeague
dschools)
At dIndiana dUniversity dand dthe dUniversity dof dSouthern dCalifornia, damong dtheir dstrongest
delements dare dtheir dbusiness dschools dand dtheir dOperations dManagement dprograms d(of
dcourse).dBoth dalso dhave dvery ddedicated dalumni dnetworks. dA dweak delement dof dIndiana
dUniversity dis dits dweak dfootball dprogram; dfor dUSC, dweak delements dare don-campus dparking
dand dhousing.
3. What dservice dindustry dhas dimpressed dyou dthe dmost dwith dits dinnovativeness?
Our dvote dgoes dto dcruise dlines dwhich dhave dintroduced dsuch donboard dinnovations das dwave
dmachines dfor dbelly dboarding dand drock dclimbing dwalls, das dwell das dall dsorts dof dother
damenities dtodkeep dcruisers dinvolved. d The dindustry dis ddoing drecord dbusiness das dwell.
Some dof dthe dstandout dcompanies din dless dinnovative dindustries dare dBank dof dAmerica d(has da
dformalized dresearch dprogram dto dtry dout dnew dcustomer dservices/amenities dsuch das dvideo
dscreensdin dnext dto dteller dlines), dIntuit d(e.g., dputting dQuicken dmoney dmanagement dsoftware
donline), dIkea,dJetBlue dAirlines, dand dProgressive dInsurance d(discussed dlater din dthe dbook).
4. What dis dproduct-service dbundling dand dwhat dare dthe dbenefits dto dcustomers?
Product-service dbundling dis dadding dValue-added dservices dto da dfirm’s dproduct dofferings dto
dcreatedmore dvalue dfor dthe dcustomer. dThis dprovides dbenefits din dtwo dareas. dFirst, dthis
ddifferentiates dthedorganization dfrom dthe dcompetition. dSecondly, dthese dservices dtie
dcustomers dto dthe dorganizationdin da dpositive dway. dAlternatively, dbundling dcan dalso dinvolve
dadding dproducts dto da dservice, dfor dexample, dadding dthe dsale dof dconvenience ditems dand
dsnacks dat da dhotel.
5. What dis dthe ddifference dbetween da dservice dand da dgood?
A dservice dis dan dintangible dprocess d(you dcan’t dhold dit din dyour dhands), dwhile da dgood dis dthe
dphysicaldoutput dof da dprocess.
6. Look dat dthe djob dpostings dat dhttp://www.indeed.com dand devaluate dthe dopportunities
1-4
d d d d
SOLUTION MANUAL d
Operations and Supply Chain Management, 17th Edition
d d d d d d d
by F. Robert Jacobs and Richard Chase
d d d d d d
d Chapters 1 - 22 | Complete
d d d d d d
1-1
, Operations and Supply Chain Management
d d d d
TABLE OF CONTENTS
d d
Chapter d1: dIntroduction
Chapter d2: dStrategy
Chapter d3: dDesign dof dProducts dand dServices
Chapter d4: dProjects
Chapter d5: dStrategic dCapacity dManagement
Chapter d6: dLearning dCurves
Chapter d7: dManufacturing dProcesses
Chapter d8: dFacility dLayout
Chapter d9: dService dProcesses
Chapter d10: dWaiting dLine dAnalysis dand dSimulation
Chapter d11: dProcess dDesign dand dAnalysis
Chapter d12: dQuality dManagement
Chapter d13: dStatistical dQuality dControl
Chapter d14: dLean dSupply dChains
Chapter d15: dLogistics dand dDistribution dManagement
Chapter d16: dGlobal dSourcing dand dProcurement
Chapter d17: dThe dInternet dof dThings dand dERP
Chapter d18: dForecasting
Chapter d19: dSales dand dOperations dPlanning
Chapter d20: dInventory dManagement
Chapter d21: dMaterial dRequirements dPlanning
Chapter d22: dWorkcenter dScheduling
1-2
, Operations and Supply Chain Management
d d d d
CHAPTER 1 d
OPERATIONS AND SUPPLY CHAIN MANAGEMENT
d d d d
Discussion dQuestions
1. Using dExhibit d1.3 das da dmodel, ddescribe dthe dsource-make-deliver-return drelationships
din dthedfollowing dsystems:
a. An dairline
Source: d Aircraft dmanufacturer, din-flight dfood, drepair dparts, dcomputer dsystems
Make: dAircraft dand dflight dcrew dscheduling, dground dservices dprovided dat dairports,
daircraftdmaintenance dand drepair
Deliver: dOutbound dand darriving dpassenger dservice, dbaggage dhandling
dReturn: dResolve dany dpost-service dissues dsuch das dlost dor ddamaged
dluggage
b. An dautomobile dmanufacturer
Source: d Suppliers dof dcomponents dand draw dmaterials
Make: dManufacturing dof dvehicles dand dcomponents dor dsubassemblies dto dbe dsold das
dsparedparts
Deliver: dDelivery dto dand dsales dfrom ddealerships, ddelivery dof dspare dparts dto dthe
dwholesaledsystem
Return: d Warranty dand drecall drepairs, dtrade-ins
c. A dhospital
Source: dMedical dsupplies, dcleaning dservices, ddisposal dservices, dfood dservices,
dqualifieddpersonnel
Make: d Inpatient drooms, doutpatient dclinics, demergency droom, doperating drooms
Deliver: dScheduling dpatients, dproviding dtreatment, dambulance dservice, dfamily
dcounselingdReturn: dBilling derrors, dfollow dup dvisits
d. An dinsurance dcompany
Source: d Supplies dneeded dfor dthe doffice, dunderwriters, dlegal dauthority dto doperate
1-3
, Operations and Supply Chain Management
d d d d
Make: dEstablish dpolicy dguidelines dand dpricing, dfield dagent/representative dand
dfacility dnetwork, ddevelop dInternet dservice dcapabilities, destablish dpreferred dvehicle
drepair dservicednetwork
Deliver: dMeet dwith dand dadvise dclients, dwrite dpolicies, dprocess dand dpay
dclaimsdReturn: d refund dof doverpayments
2. Define dthe dservice dpackage dof dyour dcollege dor duniversity. dWhat dis dits dstrongest delement?
dWhat disdits dweakest done?
The dcategories dwith dexamples dare:
Supporting dfacility d- dlocation, dbuildings, dlabs, dparking
dFacilitating dgoods d– dclass dschedules, dcomputers, dbooks,
dchalk
Explicit dservices d– dclasses dwith dqualified dinstructors, dplacement
dofficesdImplicit dservices d– dstatus dand dreputation d(e.g., dIvy dLeague
dschools)
At dIndiana dUniversity dand dthe dUniversity dof dSouthern dCalifornia, damong dtheir dstrongest
delements dare dtheir dbusiness dschools dand dtheir dOperations dManagement dprograms d(of
dcourse).dBoth dalso dhave dvery ddedicated dalumni dnetworks. dA dweak delement dof dIndiana
dUniversity dis dits dweak dfootball dprogram; dfor dUSC, dweak delements dare don-campus dparking
dand dhousing.
3. What dservice dindustry dhas dimpressed dyou dthe dmost dwith dits dinnovativeness?
Our dvote dgoes dto dcruise dlines dwhich dhave dintroduced dsuch donboard dinnovations das dwave
dmachines dfor dbelly dboarding dand drock dclimbing dwalls, das dwell das dall dsorts dof dother
damenities dtodkeep dcruisers dinvolved. d The dindustry dis ddoing drecord dbusiness das dwell.
Some dof dthe dstandout dcompanies din dless dinnovative dindustries dare dBank dof dAmerica d(has da
dformalized dresearch dprogram dto dtry dout dnew dcustomer dservices/amenities dsuch das dvideo
dscreensdin dnext dto dteller dlines), dIntuit d(e.g., dputting dQuicken dmoney dmanagement dsoftware
donline), dIkea,dJetBlue dAirlines, dand dProgressive dInsurance d(discussed dlater din dthe dbook).
4. What dis dproduct-service dbundling dand dwhat dare dthe dbenefits dto dcustomers?
Product-service dbundling dis dadding dValue-added dservices dto da dfirm’s dproduct dofferings dto
dcreatedmore dvalue dfor dthe dcustomer. dThis dprovides dbenefits din dtwo dareas. dFirst, dthis
ddifferentiates dthedorganization dfrom dthe dcompetition. dSecondly, dthese dservices dtie
dcustomers dto dthe dorganizationdin da dpositive dway. dAlternatively, dbundling dcan dalso dinvolve
dadding dproducts dto da dservice, dfor dexample, dadding dthe dsale dof dconvenience ditems dand
dsnacks dat da dhotel.
5. What dis dthe ddifference dbetween da dservice dand da dgood?
A dservice dis dan dintangible dprocess d(you dcan’t dhold dit din dyour dhands), dwhile da dgood dis dthe
dphysicaldoutput dof da dprocess.
6. Look dat dthe djob dpostings dat dhttp://www.indeed.com dand devaluate dthe dopportunities
1-4
