Solution manual for Introduction to Operations and Supply Chain Management 4th edition by Cecil Bozarth,Robert Handfield 0133871770 9780133871777

PART I Creating Value through operations and supply Chains

Chapter 1 Introduction to operations and supply Chain management

Introduction

1.1 Why Study Operations and Supply Chain Management?

Operations Management

Supply Chain Management

1.2 Important Trends

Electronic Commerce

Increasing Competition and Globalization

Relationship Management

1.3 Operations and Supply Chain Management and You

Professional Organizations

Cross-Functional and Interorganizational Linkages

1.4 Purpose and Organization of This Book

Chapter Summary

Key Terms

Discussion Questions

Problems

Case Study

References

Chapter 2 Operations and supply Chain strategies

Introduction

2.1 Elements of the Business

2.2 Strategy

2.3 Operations and Supply Chain Strategies

Customer Value

Four Performance Dimensions

Trade-Offs among Performance Dimensions

Order Winners and Order Qualifiers

Stages of Alignment with the Business Strategy

Core Competencies in Operations and Supply Chains

Chapter Summary

Key Formula

Key Terms

Solved Problem

Discussion Questions

Problems

Case Study

References

PART II

Establishing the operations environment

Chapter 3 Process Choice and layout decisions in manufacturing and services

Introduction

3.1 Manufacturing Processes

Production Lines and Continuous Flow Manufacturing

Job Shops

Batch Manufacturing

Fixed-Position Layout

Hybrid Manufacturing Processes

Linking Manufacturing Processes across the Supply Chain

Selecting a Manufacturing Process

The Product-Process Matrix

3.2 Product Customization within the Supply Chain

Four Levels of Customization

The Customization Point

3.3 Service Processes

Service Packages

Service Customization

Customer Contact

Service Positioning

Services within the Supply Chain

3.4 Layout Decision Models

Line Balancing

Assigning Department Locations in Functional Layouts

Chapter Summary

Key Formulas

Key Terms

Solved Problem

Discussion Questions

Problems

Case Study

References

Chapter 4 Business Processes

Introduction

4.1 Business Processes

Improving Business Processes

4.2 Mapping Business Processes

Process Maps

Swim Lane Process Maps

4.3 Managing and Improving Business Processes

Measuring Business Process Performance

Productivity

Efficiency

Cycle Time

Benchmarking

The Six Sigma Methodology

Continuous Improvement Tools

4.4 Business Process Challenges and the SCOR Model

How Standardized Should Processes Be?

Business Process Reengineering

Coordinating Process Management Efforts across the Supply Chain

The SCOR Model

Chapter Summary

Key Formulas

Key Terms

Solved Problem

Discussion Questions

Problems

Case Study

References

Chapter 5 Managing Quality

Introduction

5.1 Quality Defined

5.2 Total Cost of Quality

5.3 Total Quality Management

TQM and the Six Sigma Methodology

5.4 Statistical Quality Control

Process Capability

Six Sigma Quality

Control Charts

Acceptance Sampling

Taguchi’s Quality Loss Function

5.5 Managing Quality across the Supply Chain

ISO 9000 Family

External Failures in the Supply Chain

Chapter Summary

Key Formulas

Key Terms

Using Excel in Quality Management

Solved Problem

Discussion Questions

Problems

Case Study

References

Chapter 6 Managing Capacity

Introduction

6.1 Capacity

Measures of Capacity

Factors That Affect Capacity

Supply Chain Considerations

6.2 Three Common Capacity Strategies

6.3 Methods of Evaluating Capacity Alternatives

Cost

Demand Considerations

Expected Value

Decision Trees

Break-Even Analysis

Learning Curves

Other Considerations

6.4 Understanding and Analyzing Process Capacity

The Theory of Constraints

Waiting Line Theory

Little’s Law

Chapter Summary

Key Formulas

Key Terms

Using Excel in Capacity Management

Solved Problem

Discussion Questions

Problems

Case Study

References

Chapter 6s Advanced Waiting line theory and simulation modeling

Introduction

6S.1 Alternative Waiting Lines

Assumptions behind Waiting Line Theory

Waiting Line Formulas for Three Different Environments

6S.1 Simulation Modeling

Monte Carlo Simulation

Building and Evaluating Simulation Models with SimQuick

Supplement Summary

Discussion Questions

Problems

References

PART III Establishing supply Chain linkages

Chapter 7 Supply Management

Introduction

7.1 Why Supply Management Is Critical

Global Sourcing

Financial Impact

Performance Impact

7.2 The Strategic Sourcing Process

Step 1: Assess Opportunities

Step 2: Profile Internally and Externally

Step 3: Develop the Sourcing Strategy

Step 4: Screen Suppliers and Create Selection Criteria

Step 5: Conduct Supplier Selection

Step 6: Negotiate and Implement Agreements

7.3 The Procure-to-Pay Cycle

Ordering

Follow-Up and Expediting

Receipt and Inspection

Settlement and Payment

Records Maintenance

7.4 Trends in Supply Management

Sustainable Supply

Supply Chain Disruptions

Chapter Summary

Key Formulas

Key Terms

Solved Problem

Discussion Questions

Problems

Case Study

References

Chapter 8 Logistics

Introduction

8.1 Why Logistics Is Critical

8.2 Logistics Decision Areas

Transportation

Selecting a Transportation Mode

Multimodal Solutions

Warehousing

Logistics Information Systems

Material Handling and Packaging

Inventory Management

8.3 Logistics Strategy

Owning versus Outsourcing

Measuring Logistics Performance

Landed Costs

Reverse Logistics Systems

8.4 Logistics Decision Models

Weighted Center of Gravity Method

Optimization Models

The Assignment Problem

Chapter Summary

Key Formulas

Key Terms

Solved Problem

Discussion Questions

Problems

Case Study

References

PART IV Planning and Controlling operations and supply Chains

Chapter 9 Forecasting

Introduction

9.1 Forecast Types

Demand Forecasts

Supply Forecasts

Price Forecasts

9.2 Laws of Forecasting

Law 1: Forecasts Are Almost Always Wrong (But They Are Still Useful)

Law 2: Forecasts for the Near Term Tend to Be More Accurate

Law 3: Forecasts for Groups of Products or Services Tend to Be More Accurate

Law 4: Forecasts Are No Substitute for Calculated Values

9.3 Selecting a Forecasting Method

9.4 Qualitative Forecasting Methods

9.5 Time Series Forecasting Models

Last Period

Moving Average

Weighted Moving Average

Exponential Smoothing

Adjusted Exponential Smoothing

Linear Regression

Seasonal Adjustments

9.6 Causal Forecasting Models

Linear Regression

Multiple Regression

9.7 Measures of Forecast Accuracy

9.8 Computer-Based Forecasting Packages

9.9 Collaborative Planning, Forecasting, and Replenishment (CPFR)

Chapter Summary

Key Formulas

Key Terms

Solved Problem

Discussion Questions

Problems

Case Study

References

Chapter 10 Sales and operations Planning (aggregate Planning)

Introduction

10.1 S&OP in the Planning Cycle

10.2 Major Approaches to S&OP

Top-Down Planning

Level, Chase, and Mixed Production Plans

Bottom-Up Planning

Cash Flow Analysis

10.3 Organizing for and Implementing S&OP

Choosing between Alternative Plans

Rolling Planning Horizons

Implementing S&OP in an Organization

10.4 Services Considerations

Making Sales Match Capacity

Making Capacity Match Sales

10.5 Linking S&OP throughout the Supply Chain

10.6 Applying Optimization Modeling to S&OP

Chapter Summary

Key Formulas

Key Terms

Solved Problem

Discussion Questions

Problems

Case Study

References

Chapter 11 Managing inventory throughout the supply Chain

Introduction

11.1 The Role of Inventory

Inventory Types

Inventory Drivers

Independent versus Dependent Demand Inventory

11.2 Periodic Review Systems

Restocking Levels

11.3 Continuous Review Systems

The Economic Order Quantity (EOQ)

Reorder Points and Safety Stock

Quantity Discounts

11.4 Single-Period Inventory Systems

Target Service Level

Target Stocking Point

11.5 Inventory in the Supply Chain

The Bullwhip Effect

Inventory Positioning

Transportation, Packaging, and Material Handling Considerations

Chapter Summary

Key Formulas

Key Terms

Using Excel in Inventory Management

Solved Problems

Discussion Questions

Problems

Case Study

References

Chapter 12 Managing Production across the supply Chain

Introduction

12.1 Master Scheduling

The Master Schedule Record

Using the Master Schedule

12.2 Material Requirements Planning

The MRP Record

The Advantages of MRP

Special Considerations in MRP

12.3 Production Activity Control and Vendor Order Management Systems

Job Sequencing

Monitoring and Tracking Technologies

12.4 Synchronizing Planning and Control across the Supply Chain

Distribution Requirements Planning

Chapter Summary

Key Formulas

Key Terms

Solved Problem

Discussion Questions

Problems

Case Study

References

Chapter 12s supply Chain information systems

Introduction

12S.1 Understanding Supply Chain Information Needs

Differences across Organizational Levels

Direction of Linkages

12S.2 Supply Chain Information Systems

12S.3 Trends to Watch

BPM Tools

Cloud Computing

Supplement Summary

Key Terms

Discussion Questions

References

Chapter 13 jit/lean Production

Introduction

13.1 The Lean Perspective on Waste

13.2 The Lean Perspective on Inventory

13.3 Recent Developments in Lean Thinking

13.4 Kanban Systems

Controlling Inventory Levels Using Kanbans

Synchronizing the Supply Chain Using Kanbans

Using MRP and Kanban Together

Chapter Summary

Key Formula

Key Terms

Solved Problem

Discussion Questions

Problems

Case Study

References

PART V

Project management and Product/service development

Chapter 14 Managing Projects

Introduction

14.1 The Growing Importance of Project Management

14.2 Project Phases

Concept Phase

Project Definition Phase

Planning Phase

Performance Phase

Postcompletion Phase

14.3 Project Management Tools

Gantt Charts

Network Diagrams

Constructing a Network Diagram

Crashing a Project

14.4 Project Management Software

14.5 PMI and the Project Management Body of Knowledge (PMBOK®)

Chapter Summary

Key Formulas

Key Terms

Solved Problem

Discussion Questions

Problems

Case Study

References

Chapter 15 Developing Products and services

Introduction

Product Design and the Development Process

Four Reasons for Developing New Products and Services

15.1 Operations and Supply Chain Perspectives on Design

Repeatability, Testability, and Serviceability

Production Volumes

Product Costs

Match with Existing Capabilities

15.2 The Development Process

A Model of the Development Process

Sequential Development versus Concurrent Engineering

15.3 Organizational Roles in Product and Service Development

Engineering

Marketing

Accounting

Finance

Designers

Purchasing

Suppliers

Who Leads?

15.4 Approaches to Improving Product and Service Designs

DMADV (Define–Measure–Analyze– Design–Verify)

Quality Function Deployment (QFD)

Computer-Aided Design (CAD) and Computer Aided Design/Computer-Aided Manufacturing (CAD/CAM)

The “Design for …” Approaches

Target Costing and Value Analysis

Chapter Summary

Key Terms

Discussion Questions

Case Study

References

Appendices

Appendix I Normal Curve Areas

Appendix II Poisson Distribution Values

Appendix III Values of e-l for Use in the Poisson Distribution

Appendix IV Table of Random Numbers

Glossary