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SOLUTIONS MANUAL
FOR OPERATIONS AND
SUPPLY CHAIN
MANAGEMENT THE
CORE, 6E JACOBS,
CHASE (ALL CHAPTERS
DOWNLOAD LINK AT
THE END OF THIS FILE) 1 / 4
CHAPTER 1
OPERATIONS AND SUPPLY CHAIN MANAGEMENT
Discussion Questions
- Using Exhibit 1.2 as a model, describe the source-make-deliver-return relationships in the
following systems:
- 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
- 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
- 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
- An insurance company
Source: Supplies needed for the office, underwriters, legal authority to operate 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
- 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)
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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 (this has improved recently); for USC, weak elements are on-campus parking and housing.
- 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).
- 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.
- What is the difference between a service and a good?
A service is an intangible process (you cannot hold it in your hands), while a good is the physical output of a process. Some service businesses also provide a physical good as part of the service, like a restaurant. Also, mots manufacturers of goods provide services for after- sales support, like computer tech support or automobile warranty service. So, while a service and a good are distinguishable, customers will often encounter both in their experiences with a company.
- Some people tend to use the terms effectiveness and efficiency interchangeably, though we
have seen they are different concepts. But is there any relationship at all between them? Can a firm be effective but inefficient? Very efficient but essentially ineffective? Both? Neither?
Firms can be anywhere on these two dimensions. It is possible for a firm to be the best at what they do in serving their market but be very wasteful in doing so. Alternatively, a firm could squeeze every dollar out of their processes but fail to deliver what the market expects and desires. Of course, the best firms will provide the goods and services that the market desires, exactly as the market desires, and do so at a minimum cost. Firms that are both inefficient and ineffective do not survive for long in any market.
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- Two of the efficiency ratios mentioned in the chapter are the asset turnover and the return on
assets. While they are two separate measures, they are similar. What bit of data is used in one measure but not the other?
The simplest answer would be total cost. Return on assets uses total costs to calculate profit margin. Asset turnover does not consider total costs.
- Look at the job postings at http://jobs.apics.org and evaluate the opportunities for an OSCM
major with several years of experience.
There are pages and pages of these in the APICS Career Center. Here are some examples:
Purchasing and Planning Manager Sennheiser New Mexico Sennheiser is seeking an innovative and enthusiastic individual to manage the purchasing and planning areas at our Albuquerque manufacturing facility. This key role is responsible for leading the Purchasing, Planning and Warehouse departments to achieve outstanding results.You will be charged with ensuring cost effective on-time delivery, as well as building solid relationships with other internal departments and international sister facilities. You will use production planning, procurement, inventory and materials management concepts to solve problems and provide continuous improvement in the supply chain process.
Senior Manager Supply Chain Financer Pharmavite This role contributes to Pharmavite's success by providing decision support to the organization to drive business growth and improve profitability. Responsible for supporting company innovation with respect to total delivered cost. Also supports direct sourcing team on reporting & analyzing purchase price variance and seeking out new cost savings projects. Performs ad- hoc analysis and/or support cross-functional projects to improve operational efficiencies and optimize profitability. Also manages the control function around headquarters-based operations overhead expenditures as well as capital investments.
Medical Device Supply Chain Manager Cadwell
The Supply Chain Manager provides overall leadership and mentoring for the purchasing, shipping, and receiving functions for Cadwell Industries, Inc., a leading medical device manufacturer. This position oversees the organization wide management of strategic sourcing, procurement, contract negotiations, and evaluation of services while collaborating closely with staff in Engineering, Marketing, Regulatory, Sales, and Service.
Production/Operations Planner CG Industrial Specialties US - Nationwide
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