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