Exam (elaborations)

Test Bank For Operations and Supply Chain Management, 17th Edition by Jacobs All Chapters

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Operations & supply Chain Managemen

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Operations & Supply Chain Managemen

Test Bank For Operations and Supply Chain Management, 17th Edition by Jacobs All Chapters Test Bank For Operations and Supply Chain Management, 17th Edition by Jacobs All Chapters Test Bank For Operations and Supply Chain Management, 17th Edition by Jacobs All Chapters Test Bank For Operation...

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test bank for operations and supply chain manageme
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test bank for operations and supply

Institution Operations & supply Chain Managemen
Course Operations & supply Chain Managemen

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SOLUTION MANUAL
OPERATIONS AND SUPPLY CHAIN MANAGEMENT, 17TH
EDITION BY JACOBS AND CHASE
Chapters 1–22 Completed

1-1

, TABLE OF CONTENTS
Chapter 1: Introduction

Chapter 2: Strategy

Chapter 3: Design of Products and Services

Chapter 4: Projects

Chapter 5: Strategic Capacity Management

Chapter 6: Learning Curves

Chapter 7: Manufacturing Processes Chapter

8: Facility Layout

Chapter 9: Service Processes

Chapter 10: Waiting Line Analysis and Simulation

Chapter 11: Process Design and Analysis

Chapter 12: Quality Management Chapter

13: Statistical Quality Control Chapter 14:

Lean Supply Chains

Chapter 15: Logistics and Distribution Management

Chapter 16: Global Sourcing and Procurement

Chapter 17: The Internet of Things and ERP Chapter

18: Forecasting

Chapter 19: Sales and Operations Planning

Chapter 20: Inventory Management

Chapter 21: Material Requirements Planning Chapter

22: Work center Scheduling

1-2

, Operations and Supply Chain Management

CHAPTER 1

OPERATIONS AND SUPPLY CHAIN MANAGEMENT

Discussion Questions
1. Using Exhibit 1.3 as a model, describe the source-make-deliver-return relationships in the
following systems:

a. An airline
Source: Aircraft manufacturer, in-flight food, repair parts, computer systems
Make: Aircraft and flight crew scheduling, ground services provided at airports, aircraft
maintenance and repair
Deliver: Outbound and arriving passenger service, baggage handling Return:
Resolve any post-service issues such as lost or damaged luggage

b. An automobile manufacturer
Source: Suppliers of components and raw materials
Make: Manufacturing of vehicles and components or subassemblies to be sold as spare
parts
Deliver: Delivery to and sales from dealerships, delivery of spare parts to the wholesale
system
Return: Warranty and recall repairs, trade-ins

c. A hospital
Source: Medical supplies, cleaning services, disposal services, food services, qualified
personnel
Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
Deliver: Scheduling patients, providing treatment, ambulance service, family counseling
Return: Billing errors, follow up visits

d. An insurance company
Source: Supplies needed for the office, underwriters, legal authority to operate

1-3

, Operations and Supply Chain Management

Make: Establish policy guidelines and pricing, field agent/representative and facility
network, develop Internet service capabilities, establish preferred vehicle repair service
network
Deliver: Meet with and advise clients, write policies, process and pay claims
Return: refund of overpayments

2. Define the service package of your college or university. What is its strongest element? What is
its weakest one?

The categories with examples are:
Supporting facility - location, buildings, labs, parking Facilitating
goods – class schedules, computers, books, chalk
Explicit services – classes with qualified instructors, placement offices Implicit
services – status and reputation (e.g., Ivy League schools)

At Indiana University and the University of Southern California, among their strongest elements are
their business schools and their Operations Management programs (of course). Both also have very
dedicated alumni networks. A weak element of Indiana University is its weak football program; for
USC, weak elements are on-campus parking and housing.

3. What service industry has impressed you the most with its innovativeness?

Our vote goes to cruise lines which have introduced such onboard innovations as wave machines
for belly boarding and rock climbing walls, as well as all sorts of other amenities to keep cruisers
involved. The industry is doing record business as well.

Some of the standout companies in less innovative industries are Bank of America (has a
formalized research program to try out new customer services/amenities such as video screens in
next to teller lines), Intuit (e.g., putting Quicken money management software online), Ikea, JetBlue
Airlines, and Progressive Insurance (discussed later in the book).

4. What is product-service bundling and what are the benefits to customers?

Product-service bundling is adding Value-added services to a firm’s product offerings to create
more value for the customer. This provides benefits in two areas. First, this differentiates the
organization from the competition. Secondly, these services tie customers to the organization in a
positive way. Alternatively, bundling can also involve adding products to a service, for example,
adding the sale of convenience items and snacks at a hotel.

5. What is the difference between a service and a good?

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

6. Look at the job postings at http://www.indeed.com and evaluate the opportunities for an
OSM major with several years of experience.

1-4

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