Solution Manual For Operations and Supply Chain Management, 16th Edition by F. Robert Jacobs and Richard Chase, Verified Chapters 1 - 22, Complete Newest Version

Operations and Supply Chain Management
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SOLUTION MANUAL
Operations and Supply Chain Management, 16th Edition
by F. Robert Jacobs and Richard Chase
Chapters 1 - 22 | Complete




1-1

, Operations and Supply Chain Management Z AS ZAS Z AS Z AS




 TABLE OF CONTENTS ZAS Z AS




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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CHAPTER1 S
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OPERATIONS AND SUPPLY CHAIN MANAGEMENT ZAS ZAS ZAS ZAS




Discussion Questions ZAS




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, aircr
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aftmaintenance and repair ZAS ZAS ZAS




Deliver: Outbound and arriving passenger service, baggage handling ZAS ZAS ZAS ZAS ZAS ZAS ZAS ZAS




Return: Resolve any post- ZAS ZAS ZAS




service issues such as lost ordamaged luggage ZAS ZAS ZAS ZAS ZAS ZAS ZAS




b. An automobile manufacturer
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Source: Suppliers of components and raw materials Z A S ZAS ZAS ZAS ZAS ZAS




Make: Manufacturing of vehicles and components or subassemblies to be sold as sp
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areparts ZAS




Deliver: Delivery to and sales from dealerships, delivery of spare parts to the wholesa
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lesystem ZAS




Return: Warranty and recall repairs, trade-ins Z A S ZAS ZAS ZAS ZAS




c. A hospital
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Source: Medical supplies, cleaning services, disposal services, food services, qualifie
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dpersonnel ZAS




Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
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Deliver: Scheduling patients, providing treatment, ambulance service, family counse
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lingReturn: Billing errors, follow up visits
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d. An insurance company ZAS ZAS




Source: Supplies needed for theoffice, underwriters, legal authority tooperateZ A S ZAS ZAS ZAS ZAS ZAS ZAS ZAS ZAS ZAS




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Make: Establish policy guidelines and pricing, field agent/representative and facility ZAS ZAS ZAS ZAS ZAS ZAS ZAS ZAS ZAS Z




network, develop Internet service capabilities, establish preferred vehicle repair ser
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Deliver: Meet with and advise clients, write policies, process and pay clai ZAS ZAS ZAS ZAS ZAS ZAS ZAS ZAS ZAS ZAS ZAS




msReturn: refund of overpayments ZAS Z A S ZAS ZAS




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:
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Supporting facility - ZAS ZAS




location, buildings, labs, parking Facilitating goods –
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class schedules, computers, books, chalk
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Explicit services – ZAS ZAS




classes with qualified instructors, placement officesImplicit service
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s – status and reputation (e.g., Ivy League schools)
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At Indiana University and the University of Southern California, among their strongest ele
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ments are their business schools and their Operations Management programs (of course)
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.Both also have very dedicated alumni networks. A weak element of Indiana University is it
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s weak football 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?
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Our vote goes to cruise lines which have introduced such onboard innovations as wave m
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achines for belly boarding and rock climbing walls, as well as all sorts of other amenities to
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keep cruisers involved. The industry is doing record business as well.
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Some of the standout companies in less innovative industries are Bank of America (has a for
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malized research program to try out new customer services/amenities such as video screen ZAS ZAS ZAS ZAS ZAS ZAS ZAS ZAS ZAS ZAS ZAS ZAS




sin next to teller lines), Intuit (e.g., putting Quicken money management software online), Ik
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ea,JetBlue Airlines, and Progressive Insurance (discussed later in the book).
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4. What is product-service bundling and what are the benefits to customers?
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Product-service bundling is adding Value- ZAS ZAS ZAS ZAS




added services to a firm’s product offerings to createmore value for the customer. This prov
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ides benefits in two areas. First, this differentiates theorganization from the competition. Se
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condly, these services tie customers to the organizationin a positive way. Alternatively, bun
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dling can also involve adding products to a service, for example, adding the sale of convenie
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nce items and snacks at a hotel.
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5. What is the difference between a service and a good? ZAS ZAS ZAS ZAS ZAS ZAS ZAS ZAS ZAS




A service is an intangible process (you can’t hold it in your hands), while a good is the physic
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