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 1: Introduction
a a
Chapter 2: Strategy
a a
Chapter 3: Design of Products and Services
a a a a a a
Chapter 4: Projects
a a
Chapter 5: Strategic Capacity Management
a a a a
Chapter 6: Learning Curves
a a a
Chapter 7: Manufacturing Processes
a a a
Chapter 8: Facility Layout
a a a
Chapter 9: Service Processes
a a a
Chapter 10: Waiting Line Analysis and Simulation
a a a a a a
Chapter 11: Process Design and Analysis
a a a a a
Chapter 12: Quality Management
a a a
Chapter 13: Statistical Quality Control
a a a a
Chapter 14: Lean Supply Chains
a a a a
Chapter 15: Logistics and Distribution Management
a a a a a
Chapter 16: Global Sourcing and Procurement
a a a a a
Chapter 17: The Internet of Things and ERP
a a a a a a a
Chapter 18: Forecasting
a a
Chapter 19: Sales and Operations Planning
a a a a a
Chapter 20: Inventory Management
a a a
Chapter 21: Material Requirements Planning
a a a a
Chapter 22: Workcenter Scheduling
a a a
1-2
, Operations and Supply Chain Management a a a a
CHAPTER1 a
OPERATIONSAND SUPPLYCHAINMANAGEMENT a a a a
DiscussionQuestions a
1. Using Exhibit 1.3 as a model, describe the source-make-deliver-return relationships in the
a a a a a a a a a a a
following systems:
a a
a. An airline a
Source: Aircraftmanufacturer, in-flight food,repair parts,computer systems
a a a a a a a a
Make: Aircraft and flight crew scheduling, ground services provided at airports, aircraft
a a a a a a a a a a a
maintenance and repair a a a
Deliver: Outbound and arriving passenger service, baggage handling
a a a a a a a
Return: Resolve any post-service issues such as lost ordamaged luggage
a a a a a a a a a a a
b. An automobile manufacturer
a a
Source: Suppliers of components and raw materials a a a a a a
Make: Manufacturing of vehicles and components or subassemblies to be sold as spareparts
a a a a a a a a a a a a a
Deliver: Delivery to and sales from dealerships, delivery of spare parts to the wholesale
a a a a a a a a a a a a a
system a
Return: Warranty and recall repairs, trade-ins a a a a a
c. A hospital
a
Source: Medical supplies, cleaning services, disposal services, food services, qualified
a a a a a a a a a
personnel a
Make: Inpatientrooms, outpatient clinics, emergencyroom, operatingrooms
a a a a a a a a
Deliver: Scheduling patients, providing treatment, ambulance service, family counseling
a a a a a a a a
Return: Billing errors, follow up visits
a a a a a a
d. An insurance company
a a
Source: Supplies needed for theoffice, underwriters, legal authority tooperate
a a a a a a a a a a
1-3
, Operations and Supply Chain Management a a a a
Make: Establish policy guidelines and pricing, field agent/representative and facility
a a a a a a a a a
network, develop Internet service capabilities, establish preferred vehicle repair service
a a a a a a a a a a
network
a
Deliver: Meet with and advise clients, write policies, process and pay claims a a a a a a a a a a a
Return: refund of overpayments
a a a a
2. Define the service package of your college or university. What is its strongest element? What isits
a a a a a a a a a a a a a a a a
weakest one?
a a
The categories with examples are:
a a a a
Supporting facility - location, buildings, labs, parking Facilitating a a a a a a a
goods – class schedules,computers, books, chalk
a a a a a a a
Explicit services – classes with qualified instructors, placement offices a a a a a a a a
Implicit services – status and reputation (e.g., Ivy League schools)
a a a a a a a a a a
At Indiana University and the University of Southern California, among their strongest elements
a a a a a a a a a a a a
are their business schools and their Operations Management programs (of course).Both also
a a a a a a a a a a a a a
have very dedicated alumni networks. A weak element of Indiana University is its weak football
a a a a a a a a a a a a a a a
program; for USC, weakelements are on-campus parking and housing.
a a a a a a a a a a
3. What service industryhas impressed you the most with its innovativeness?
a a a a a a a a a a
Our vote goes to cruise lines which have introduced such onboard innovations as wave machines
a a a a a a a a a a a a a a
for belly boarding and rock climbing walls, as well as all sorts of other amenities tokeep cruisers
a a a a a a a a a a a a a a a a a a
involved. The industry is doing record business as well.
a a a a a a a a a
Some of the standout companies in less innovative industries are Bank of America (has a formalized
a a a a a a a a a a a a a a a
research program to try out new customer services/amenities such as video screensin next to teller
a a a a a a a a a a a a a a a a
lines), Intuit (e.g., putting Quicken money management software online), Ikea,JetBlue Airlines, and
a a a a a a a a a a a a a
Progressive Insurance (discussed later inthe book).
a a a a a a a
4. What is product-service bundling and what are the benefits to customers?
a a a a a a a a a a
Product-service bundling is adding Value-added services to a firm’s product offerings to create a a a a a a a a a a a a
more value for the customer. This provides benefits in two areas. First, this differentiates the
a a a a a a a a a a a a a a a
organization from the competition. Secondly, these services tie customers to the organizationin a
a a a a a a a a a a a a a a
positive way. Alternatively, bundling can also involve adding products to a service, for example,
a a a a a a a a a a a a a a
adding the sale of convenience items and snacks at a hotel.
a a a a a a a a a a a
5. What is the difference between aservice and a good? a a a a a a a a a
A service is an intangible process (you can’t hold it in your hands), while a good is the physicaloutput
a a a a a a a a a a a a a a a a a a a
of a process.
a a a
6. Look at the job postings at http://www.indeed.com and evaluate the opportunities for anOSM
a a a a a a a a a a a a a
major with several years of experience.
a a a a a a
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 1: Introduction
a a
Chapter 2: Strategy
a a
Chapter 3: Design of Products and Services
a a a a a a
Chapter 4: Projects
a a
Chapter 5: Strategic Capacity Management
a a a a
Chapter 6: Learning Curves
a a a
Chapter 7: Manufacturing Processes
a a a
Chapter 8: Facility Layout
a a a
Chapter 9: Service Processes
a a a
Chapter 10: Waiting Line Analysis and Simulation
a a a a a a
Chapter 11: Process Design and Analysis
a a a a a
Chapter 12: Quality Management
a a a
Chapter 13: Statistical Quality Control
a a a a
Chapter 14: Lean Supply Chains
a a a a
Chapter 15: Logistics and Distribution Management
a a a a a
Chapter 16: Global Sourcing and Procurement
a a a a a
Chapter 17: The Internet of Things and ERP
a a a a a a a
Chapter 18: Forecasting
a a
Chapter 19: Sales and Operations Planning
a a a a a
Chapter 20: Inventory Management
a a a
Chapter 21: Material Requirements Planning
a a a a
Chapter 22: Workcenter Scheduling
a a a
1-2
, Operations and Supply Chain Management a a a a
CHAPTER1 a
OPERATIONSAND SUPPLYCHAINMANAGEMENT a a a a
DiscussionQuestions a
1. Using Exhibit 1.3 as a model, describe the source-make-deliver-return relationships in the
a a a a a a a a a a a
following systems:
a a
a. An airline a
Source: Aircraftmanufacturer, in-flight food,repair parts,computer systems
a a a a a a a a
Make: Aircraft and flight crew scheduling, ground services provided at airports, aircraft
a a a a a a a a a a a
maintenance and repair a a a
Deliver: Outbound and arriving passenger service, baggage handling
a a a a a a a
Return: Resolve any post-service issues such as lost ordamaged luggage
a a a a a a a a a a a
b. An automobile manufacturer
a a
Source: Suppliers of components and raw materials a a a a a a
Make: Manufacturing of vehicles and components or subassemblies to be sold as spareparts
a a a a a a a a a a a a a
Deliver: Delivery to and sales from dealerships, delivery of spare parts to the wholesale
a a a a a a a a a a a a a
system a
Return: Warranty and recall repairs, trade-ins a a a a a
c. A hospital
a
Source: Medical supplies, cleaning services, disposal services, food services, qualified
a a a a a a a a a
personnel a
Make: Inpatientrooms, outpatient clinics, emergencyroom, operatingrooms
a a a a a a a a
Deliver: Scheduling patients, providing treatment, ambulance service, family counseling
a a a a a a a a
Return: Billing errors, follow up visits
a a a a a a
d. An insurance company
a a
Source: Supplies needed for theoffice, underwriters, legal authority tooperate
a a a a a a a a a a
1-3
, Operations and Supply Chain Management a a a a
Make: Establish policy guidelines and pricing, field agent/representative and facility
a a a a a a a a a
network, develop Internet service capabilities, establish preferred vehicle repair service
a a a a a a a a a a
network
a
Deliver: Meet with and advise clients, write policies, process and pay claims a a a a a a a a a a a
Return: refund of overpayments
a a a a
2. Define the service package of your college or university. What is its strongest element? What isits
a a a a a a a a a a a a a a a a
weakest one?
a a
The categories with examples are:
a a a a
Supporting facility - location, buildings, labs, parking Facilitating a a a a a a a
goods – class schedules,computers, books, chalk
a a a a a a a
Explicit services – classes with qualified instructors, placement offices a a a a a a a a
Implicit services – status and reputation (e.g., Ivy League schools)
a a a a a a a a a a
At Indiana University and the University of Southern California, among their strongest elements
a a a a a a a a a a a a
are their business schools and their Operations Management programs (of course).Both also
a a a a a a a a a a a a a
have very dedicated alumni networks. A weak element of Indiana University is its weak football
a a a a a a a a a a a a a a a
program; for USC, weakelements are on-campus parking and housing.
a a a a a a a a a a
3. What service industryhas impressed you the most with its innovativeness?
a a a a a a a a a a
Our vote goes to cruise lines which have introduced such onboard innovations as wave machines
a a a a a a a a a a a a a a
for belly boarding and rock climbing walls, as well as all sorts of other amenities tokeep cruisers
a a a a a a a a a a a a a a a a a a
involved. The industry is doing record business as well.
a a a a a a a a a
Some of the standout companies in less innovative industries are Bank of America (has a formalized
a a a a a a a a a a a a a a a
research program to try out new customer services/amenities such as video screensin next to teller
a a a a a a a a a a a a a a a a
lines), Intuit (e.g., putting Quicken money management software online), Ikea,JetBlue Airlines, and
a a a a a a a a a a a a a
Progressive Insurance (discussed later inthe book).
a a a a a a a
4. What is product-service bundling and what are the benefits to customers?
a a a a a a a a a a
Product-service bundling is adding Value-added services to a firm’s product offerings to create a a a a a a a a a a a a
more value for the customer. This provides benefits in two areas. First, this differentiates the
a a a a a a a a a a a a a a a
organization from the competition. Secondly, these services tie customers to the organizationin a
a a a a a a a a a a a a a a
positive way. Alternatively, bundling can also involve adding products to a service, for example,
a a a a a a a a a a a a a a
adding the sale of convenience items and snacks at a hotel.
a a a a a a a a a a a
5. What is the difference between aservice and a good? a a a a a a a a a
A service is an intangible process (you can’t hold it in your hands), while a good is the physicaloutput
a a a a a a a a a a a a a a a a a a a
of a process.
a a a
6. Look at the job postings at http://www.indeed.com and evaluate the opportunities for anOSM
a a a a a a a a a a a a a
major with several years of experience.
a a a a a a
1-4
