management for two

tom1995

textbook.pdf

Home >Business & Finance homework help >Management homework help >management for two

swi44303_fm_i-xxx.indd i 06/21/16 08:27 PM

Managing Operations Across the Supply Chain Third Edition

Morgan Swink Texas Christian University

swi44303_fm_i-xxx.indd i 06/21/16 08:27 PM

Steven A. Melnyk Michigan State University

Janet L. Hartley Bowling Green State University

M. Bixby Cooper Michigan State University

Final PDF to printer

swi44303_fm_i-xxx.indd ii 06/14/16 11:16 AM

MANAGING OPERATIONS ACROSS THE SUPPLY CHAIN, THIRD EDITION

Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2017 by McGraw-Hill Education. All rights reserved. Printed in the United States of America. Previous editions © 2014, 2011. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of McGraw-Hill Education, including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning.

1 2 3 4 5 6 7 8 9 0 DOW 21 20 19 18 17 16

ISBN 978-1-259-54430-9 MHID 1-259-54430-3

Chief Product Officer, SVP Products & Markets: G. Scott Virkler Vice President, General Manager, Products & Markets: Marty Lange Managing Director: James Heine Brand Manager: Dolly Womack Senior Director, Product Development: Rose Koos Product Developer: Camille Corum Marketing Manager: Britney Hermsen Senior Director, Digital Content Development: Douglas Ruby Director, Content Design & Delivery: Linda Avenarius Program Manager: Mark Christianson Content Project Managers: Harvey Yep (Core), Kristin Bradley (Assessment) Buyer: Sandy Ludovissy Design: Egzon Shaqiri Content Licensing Specialists: Ann Marie Jannette (Image), Beth Thole (Text) Cover Image: Liu zishan / Shutterstock Compositor: SPi Global Printer: R. R. Donnelley

All credits appearing on page or at the end of the book are considered to be an extension of the copyright page.

Library of Congress Cataloging-in-Publication Data

Names: Swink, Morgan, 1959- author. Title: Managing operations across the supply chain / Morgan Swink, Texas Christian University, Steven A. Melnyk Michigan State University, Janet L. Hartley, Bowling Green State University, M. Bixby Cooper, Michigan State University. Description: Third Edition. | Dubuque, IA : McGraw-Hill Education, 2016. | Revised edition of Identifiers: LCCN 2016021249 | ISBN 9781259544309 (alk. paper) Subjects: LCSH: Business logistics. | Production management. | Industrial management. Classification: LCC HD38.5 .S95 2016 | DDC 658.5--dc23 LC record available at https://lccn.loc.gov/2016021249

The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a website does not indicate an endorsement by the authors or McGraw-Hill, and McGraw-Hill does not guarantee the accuracy of the information presented at these sites.

mheducation.com/highered

Final PDF to printer

iii

swi44303_fm_i-xxx.indd iii 06/14/16 11:16 AM

The McGraw-Hill Education Series Operations and Decision Sciences

Operations Management

Beckman and Rosenfield Operations Strategy: Competing in the 21st Century First Edition

Benton Purchasing and Supply Chain Management Third Edition

Bowersox, Closs, and Cooper Supply Chain Logistics Management Fifth Edition

Brown and Hyer Managing Projects: A Team-Based Approach Second Edition

Burt, Petcavage, and Pinkerton Supply Management Ninth Edition

Cachon and Terwiesch Operations Management First Edition

Cachon and Terwiesch Matching Supply with Demand: An Introduction to Operations Management Fourth Edition

Finch Interactive Models for Operations and Supply Chain Management First Edition

Fitzsimmons and Fitzsimmons Service Management: Operations, Strategy, Information Technology Eighth Edition

Gehrlein Operations Management Cases First Edition

Harrison and Samson Technology Management First Edition

Hayen SAP R/3 Enterprise Software: An Introduction First Edition

Hill Manufacturing Strategy: Text & Cases Third Edition

Hopp Supply Chain Science First Edition

Hopp and Spearman Factory Physics Third Edition

Jacobs, Berry, Whybark, and Vollmann Manufacturing Planning & Control for Supply Chain Management Sixth Edition

Jacobs and Chase Operations and Supply Chain Management Fourteenth Edition

Jacobs and Chase Operations and Supply Chain Management: The Core Fourth Edition

Jacobs and Whybark Why ERP? First Edition

Johnson, Leenders, and Flynn Purchasing and Supply Management Fifteenth Edition

Larson and Gray Project Management: The Managerial Process Sixth Edition

Schroeder, Goldstein, and Rungtusanatham Operations Management: Contemporary Concepts and Cases Sixth Edition

Simchi-Levi, Kaminsky, and Simchi-Levi Designing and Managing the Supply Chain:

Concepts, Strategies, Case Studies Third Edition

Sterman Business Dynamics: Systems Thinking and Modeling for a Complex World First Edition

Stevenson Operations Management Twelfth Edition

Swink, Melnyk, Cooper, and Hartley Managing Operations Across the Supply Chain Third Edition

Thomke Managing Product and Service Development: Text and Cases First Edition

Ulrich and Eppinger Product Design and Development Sixth Edition

Zipkin Foundations of Inventory Management First Edition

Quantitative Methods and Management Science

Hillier and Hillier Introduction to Management Science: A Modeling and Case Studies Approach with Spreadsheets Fifth Edition

Stevenson and Ozgur Introduction to Management Science with Spreadsheets First Edition

Final PDF to printer

swi44303_fm_i-xxx.indd iv 06/14/16 11:16 AM

Dedication

To Jenni, Derek, Rachel, and Sarah, who make my life so full!

Morgan Swink

To my wife and children-Christine, Charles and Beth-for their support and patience.

To four great friends who have been “teachers” to me in my continual quest for more

knowledge-Alan Dunn, Abe Eshkenazi (CEO of APICS), and Colin Seftel (my South African friend).

To these people, this book is dedicated.

Steven A. Melnyk

To my children who make my life complete.

Bix Cooper

To Glenn and Caleb, for their love and support.

Janet Hartley

Final PDF to printer

swi44303_fm_i-xxx.indd v 06/14/16 11:16 AM

Morgan Swink

is Professor, Eunice and James L. West Chair of Supply Chain Management, and Executive Director of the Center for Sup- ply Chain Innovation at the Neeley School of Business, Texas Christian University. He holds a BS in Mechanical Engineering from Southern Methodist University, an MBA from the University of Dallas, and a PhD in Operations Management from Indiana University. Before becoming a professor, Dr. Swink worked for 10 years in a variety of manufacturing and product development positions at Texas Instruments Incorporated. He has co-authored three books and published over 75 articles in a variety of academic and managerial journals. Dr. Swink is formerly the Co-Editor in Chief for the Journal of Oper- ations Management and past president of the Decision Sci- ences Institute.

Steven A. Melnyk

is Professor of Operations Man - agement at Michigan State University. Dr. Melnyk obtained his undergraduate degree from the University of Windsor and his doctorate from the Ivey School of Business, the Uni- versity of Western Ontario. He has co-authored 17 books focusing on operations and the supply chain and has published 90 refereed articles in numerous international and national jour- nals. He is Associate Editor for the Journal of Business Logis- tics. He also is a member of the editorial advisory board for the Production and Inventory Man- agement Journal, the Journal of Supply Chain Management, and the International Journal of Pro- duction Research. Dr. Melnyk is co-editor (North America) for the Journal of Humanitar- ian Logistics and Supply Chain Management. Dr. Melynk has consulted with over 60 com- panies. He has also served as a member of the APICS Board of Directors (2014–2016) and the APICS leadership team (2015).

Janet L. Hartley

is Professor and Director of the Supply Chain Management Institute of the Department of Management at Bowling Green State University. She received her BS in Chemical Engineer- ing from the University of Missouri-Rolla, and the MBA and PhD degrees in Business Administration from the Uni- versity of Cincinnati. Prior to graduate school, she developed new products and designed new manufacturing processes for the Clorox Company. She has published over 28 articles on supply management and supply chain management. She serves as an associate editor for the Journal of Operations Man- agement, Journal of Business Logistics, and Journal of Sup- ply Chain Management.

M. Bixby Cooper

is Associate Professor in the Department of Supply Chain Management at Michigan State University. He received his BS in Business Adminis- tration from the University of North Carolina, MBA from the University of Virginia, and PhD from the University of Alabama. Prior to joining Michigan State, he served on the faculty of Winthrop University and Louisiana State University. He is an active researcher and co-author of several books on distribution and logistics. Dr. Cooper has consulted with numerous organizations including Kellogg, Johnson and Johnson, Mead Johnson, Westinghouse, Novartis, Dayton Hudson (Target), Kerr-McGee, VF Industries, and Siemens.

About the Authors

Final PDF to printer

swi44303_fm_i-xxx.indd vi 06/14/16 11:16 AM

We continue to live in dynamic and exciting times. The recent 20 years have seen many changes that have affected nearly every aspect of business-including operations man- agement. In this third edition of our book, we continue to reflect key shifts in operations management, including transitions:

• From a focus on the internal system to a focus on the supply chain In today’s highly competitive busi- ness environment, organizations must leverage the capabilities of their suppliers and customers. Opera- tions managers must look beyond the “four walls” of the firm and take an integrated supply chain perspec- tive of operations.

• From a local focus to a global focus As Thomas L. Friedman pointed out,1 the world is indeed flat. Business solutions generated in Argentina are used to meet needs in the United States, and parts built by suppliers located in China are used to assemble cars in Canada. Commercial needs have overcome, to a large part, national borders, presenting new opportu- nities and challenges for operations managers.

• From an emphasis on tools and techniques to an emphasis on systems, people, and processes To be successful, operations managers must think more broadly than just the application of analyti- cal tools and techniques. They must take a systems view to address important managerial issues such as designing processes, working with people, managing information flows, and building interorganizational relationships.

• From myopic pursuit of profit to a holistic pursuit of sustainability. Pressures on businesses have risen to the point that they can no longer ignore or give only lipservice to social and environmental issues. Operations managers have to balance the profit motive with the need to protect and even strengthen both people and the planet.

Managing Operations Across the Supply Chain pro- vides a global, supply chain perspective of operations man- agement for students in introductory courses in operations management and in supply chain management courses that do not require an operations management prerequisite. While the book is primarily written for undergraduates,

it also can be used effectively in MBA courses. There are several features that help to differentiate this book in its view of operations management:

• Broader Treatment of Operations Management While many operations management textbooks have revised or added a chapter to address supply chain issues, we developed our book from the ground up to effectively integrate operations management and the supply chain. The primary focus of the book is opera- tions management, but we provide a “supply chain” perspective. Operations management cuts across a firm’s boundaries, bringing together its internal activ- ities with the operations of customers, suppliers, and other partners around the world. We clarify the func- tional roles of operations, supply management, and logistics while examining the integrative processes that make up the supply chain. One unique aspect of the book is that we examine both the upstream (sup- ply-side) and downstream (demand-side) aspects of the supply chain, including a discussion of marketing and customer relationships.

• Balanced Treatment The book balances the quanti- tative and qualitative coverage needed to equip opera- tions and supply chain managers for the challenges and opportunities they face. It describes and applies analytical tools that operations managers use to sup- port decision making. However, we also address the important managerial issues such as systems, people, and processes that are critical in a supply chain context.

• Use of Integrative Frameworks The various ele- ments of operations management are introduced and developed using an operations strategy framework that brings together three critical elements: (1) the key customer, (2) the value proposition, and (3) capabilities. Furthermore, the students are introduced to operations management in a structured way that begins with the “big” picture of operations strategy, proceeds to the foundations of operations manage- ment, integrating relationships, planning for inte- grated supply chain operations, and then ending with a discussion of how to manage the system looking to the future.

Preface

1Thomas L. Friedman, The World Is Flat: A Brief History of the Twenty-First Century (New York: Farrar, Straus, and Giroux, 2006).

Final PDF to printer

swi44303_fm_i-xxx.indd vii 06/14/16 11:16 AM

Preface vii

• Use of Integrating Themes Three key themes are highlighted throughout the book: global issues, relationships, and sustainability. Because most organizations have supply chains that reach beyond a single country, we examine global issues associated with operations and supply chain management. Organizations must collaborate with customers and suppliers to accomplish many operations activities. Thus, the book show-cases how to build, maintain, and benefit from cross-functional and interorganizational relationships. To reduce costs and be competitive, organizations today must adapt sustainable business practices. We expect sustainability to increasingly become a key metric for operations and supply chain management performance. Accordingly, we have dedicated an entire chapter to sustainability, while also incorporating it throughout the book.

• Real, Integrated Examples The book brings operations and supply chain management to life through opening vignettes, Get Real highlights, and rich examples throughout the book.

Managing Operations Across the Supply Chain offers a new, global, supply chain perspective of operations management-a treatment that embraces the foundations of operations management but includes new frameworks, concepts, and tools to address the demands of today and changing needs of the future. The book is organized into five major sections:

• Part 1 Supply Chain: A Perspective for Operations Management provides an overview of operations management as a field, and describes the strategic role operations has in business from the perspective of supply chain management.

• Part 2 Foundations of Operations Management discusses foundational process concepts and principles that govern all operational activities. This section examines concepts such as product/process innovation, quality, lean, and inventory fundamentals.

• Part 3 Integrating Relationships Across the Supply Chain deals with the primary functional relationships between internal operations management activities and other operational functions both inside and outside the firm. This section describes customer relationship management, supply management, and logistics management.

• Part 4 Planning for Integrated Operations Across the Supply Chain discusses planning approaches and technologies used at different levels of operations decision making. Key topics such as demand planning, forecasting, sales and operations planning, inventory management, and materials requirements planning are examined.

• Part 5 Managing Change in Supply Chain Operations discusses how operations managers use projects, change programs, and technologies to shape a sustainable future for operations and supply chain management.

Final PDF to printer

viii

swi44303_fm_i-xxx.indd viii 06/14/16 11:16 AM

We would like to express our appreciation to the people who have provided assistance in the development of this textbook. We express our sincere thanks to the following individuals for their thoughtful reviews and suggestions:

Samuel Chinnis, Guilford Technical Community College Madeleine Pullman, Portland State University John R. Grandzol, Bloomsburg University Dennis McCahon, Northeastern University Edward D. Walker, Valdosta State University Brian Jacobs, Michigan State University Narendra K. Rustagi, Howard University Andrew Borchers, Lipscomb University Sandra Obilade, Brescia University Rick Bonsall, McKendree University Helen Eckmann, Brandman University Nicoleta Maghear, Hampton University Kelwyn D’Souza, Hampton University Bruce A. Meyer, Bowling Green State University Jeanetta Chrystie, Southwest Minnesota State University Jeff Brand, Marquette University

We also want to express our sincere thanks to the follow- ing individuals for their exceptional contributions: William

Acknowledgments

Berry, Professor Emeritus, Queens College, and David Weltman, Texas Christian University, for accuracy check- ing; Frank Novakowski, Davenport University, and Jody Wolfe, Clarke University, for developing learning resource videos; and Rene Ordonez, for updating the instructor powerpoints and developing guided examples.

We want to thank the outstanding McGraw-Hill/ Irwin production and marketing team who made this book possible-including Britney Hermsen, marketing manager; James Heine, managing director; Harvey Yep and Kristin Bradley, content project managers; Sandy Ludovissy, buyer; Doug Ruby, digital content development director; Egzon Shaqiri, designer; and Ann Marie Jannette and Beth Thole, content licensing specialists.

A special thanks to our outstanding editorial team. We greatly appreciate the support, encouragement, and patience shown by Camille Corum, our product developer. Thanks for keeping us on track! Our brand manager, Dolly Womack, provided excellent guidance and leadership throughout the process. We truly appreciate it!

Morgan Swink Steven A. Melynk Janet L. Hartley

M. Bixby Cooper

Final PDF to printer

swi44303_fm_i-xxx.indd ix 06/14/16 11:16 AM

The following section highlights the key features of the text and accompanying resources, which have been developed to help you learn, understand, and apply operations concepts.

CHAPTER ELEMENTS Within each chapter, of the text, you will find the following elements. All of these have been developed to facilitate study and learning.

Chapter Opener Each chapter begins with an opening vignette to help set the tone for the material that fol- lows. Learning objectives provide a quick introduction to the material students will learn and should understand before moving to the next chapter.

Opening Vignette Each chapter opens with an introduction to the important operations topics covered in the chapter. Students need to see the relevance of operations management in order to actively engage in learning the material.

Walkthrough

swi44303_ch01_001-023.indd 2 06/07/16 08:59 PM

LO1-1 Explain what operations management is and why it is important.

LO1-2 Describe the major decisions that operations managers typically make.

LO1-3 Explain the role of processes and “process thinking” in operations management.

1 Introduction to Managing Operations Across the Supply Chain

LEARNING OBJECTIVES

LO1-4 Explain what the supply chain is and what it means to view operations management using a “supply chain perspective.”

LO1-5 Identify the partners and functional groups that work together in operations management.

LO1-6 Define the planning activities associated with managing operations across the supply chain.

After studying this chapter, you should be able to:

swi44303_ch01_001-023.indd 3 06/07/16 08:59 PM

A pple often receives praise for its user-friendly and aesthetically pleasing product designs. But a less well-known contributor to Apple’s success is its prowess in managing oper- ations across its supply chain. This is the world of manufacturing, procurement, and logistics in which the chief executive officer, Tim Cook, excelled, earning him the trust of Steve Jobs. Apple has built a closed ecosystem where it exerts control over nearly every piece of the supply chain, from design to retail store.

This operational edge is what enables Apple to handle massive product launches without having to maintain large, profit-sapping inventories. It has allowed a company often criticized for high prices to sell its iPad at a price that very few rivals can beat, while still earning a 25 percent margin on the device. Some of the basic elements of Apple’s operational strategy include:

• Capitalize on volume. Because of its buying power, Apple gets big discounts on parts, manu- facturing capacity, and air freight.

• Work closely with suppliers. Apple engineers sometimes spend months living out of hotel rooms in order to be close to suppliers and

It Takes More than Cool Products to Make

Apple Great manufacturers, helping to tweak the indus- trial processes and tools that translate prototypes into mass- produced devices.

• Focus on a few product lines, with little cus- tomization. Apple’s unified strategy allows it to eliminate complexity and cost, while maximizing volume-based economies in its supply chain.

• Ensure supply availability and low prices. Apple makes big upfront payments to suppliers to lock in their capacity and to limit options for competitors.

• Keep a close eye on demand. By selling through its own retail stores, Apple can track demand by specific store and by the hour; then it adjusts sales forecasts and production plans daily to respond quickly to demand changes.

Apple designs cool products. But its enormous profit margins—two to four times the profit mar- gins of most other hardware companies—come in large part from its priority and focus on operations management.

Final PDF to printer

swi44303_fm_i-xxx.indd x 06/14/16 11:16 AM

x Walkthrough

Key Terms Key terms are presented in bold and defined in the margin as they are introduced. A list of chapter key terms is also available at the end of the chapter.

Student Activity Students are asked to do a personal activity that illustrates the concept being presented or covered, thereby helping them learn to apply the concepts and understand them more deeply.

4 chapter 1 Introduction to Managing Operations Across the Supply Chain

swi44303_ch01_001-023.indd 4 06/07/16 09:03 PM

This book, Managing Operations Across the Supply Chain, will help you to study “opera- tions management” using a “supply chain” perspective. This perspective means that we will examine operational activities that take place within firms as well those that cross firms’ boundaries, involving suppliers and customers of all types. This larger network of organizations makes up a firm’s supply chain.

The Apple story illustrates the value of this broad perspective of operations manage- ment. The combination of excellence in both internal product design operations and exter- nal supply chain operations management makes Apple a dominant player in its industry. Operations management by definition spans a large number of activities that take place both inside and outside the business firm.

A BROAD DEFINITION OF SUPPLY CHAIN OPERATIONS MANAGEMENT Operations management is the management of processes used to design, supply, pro- duce, and deliver valuable goods and services to customers.

Operations management includes the planning and execution of tasks that may be long-term (yearly) or short-term (daily) in nature. An operations manager interacts with managers in other business functions, both inside and outside the operations manager’s own company. Operations management thus spans the boundaries of any single firm, bringing together the activities of internal operations (i.e., internal to a given company) with the operations of customers, suppliers, and other partners around the world. Opera- tions located around the globe are becoming more tightly interconnected all the time. The supply chain concept can be used to describe connections among business partners.

A supply chain is the global network of organizations and activities involved in (1) designing a set of goods and services and their related processes, (2) transforming inputs into goods and services, (3) consuming these goods and services, and (4) disposing of these goods and services.

Think about all the different organizations located in different companies that are involved in converting raw materials into a delivered finished product. Dozens of organiza- tions are involved in producing and delivering even a simple product like bottled water. Together, supply chain organizations perform all the value-creating activities required to innovate, plan, source, make, deliver, and return or dispose of a given set of products and services.1 Other terms sometimes substituted for supply chain include demand chain, extended enterprise, supply network, or supply web. All of these terms reflect the idea that a supply chain involves connections and relationships among organizations that play vari- ous roles for a given set of products.

Operations management activities located throughout a supply chain create and enhance the value of goods and services by increasing their economic value (e.g., low- ering delivered cost), functional value (e.g., improving product quality or convenience), and psychosocial value (e.g., improving product aesthetics and desirability). The following statements help define and describe operations management:

• Operations management is mainly concerned with how resources will be developed and used to accomplish business goals.

• Operations management is about designing, executing, and improving business processes.

• Operations management deals with processes that transform inputs, including materi- als, information, energy, money, and even people, into goods and services.

• Within a supply chain context, operations management brings together four major sets of players: the firm, customers, suppliers, and stakeholders.

operations management The management of processes used to design, supply, produce, and deliver valuable goods and ser- vices to customers.

supply chain The global network of organizations and activities involved in designing, transform- ing, consuming, and disposing of goods and services.

1Supply Chain Council, Integrated Supply Chain Performance Measurement: A Multi-Industry Consortium Recommendation, Supply Chain Council Report #5566, p. 1.

LO1-1 Explain what operations management is and why it is important.

chapter 1 Introduction to Managing Operations Across the Supply Chain 15

swi44303_ch01_001-023.indd 15 06/07/16 09:03 PM

to the movie production company. A second-tier supplier provides inputs to the first-tier supplier, and so on. Each tier of the upstream supply chain could involve multiple suppli- ers for the same items or services. Also, a single supplier might pro- vide inputs for multiple tiers of the supply chain. For example, the director in Figure 1-3 provides inputs to both the casting company and the movie production company.

Downstream stages of the supply chain are made up of layers of partners and custom- ers commonly referred to as echelons. A single echelon might contain partners in locations all over the world. For example, there are usually many distributors for a given movie. These distributors can be thought of as suppliers of distribution services to the movie production company. The downstream supply chain can also be broken into different chan- nels of distribution; theaters, direct/home delivery, and retail DVD/Blu-Ray sales are three channels shown in Figure 1-3.

Many different types of operations managers are needed in a movie production com- pany. Supply managers help to identify and negotiate contracts with supply sources such as casting companies, directors, producers, equipment suppliers, film suppliers and so on.

echelon A downstream stage of supply or consumption.

FIGURE 1-3 Partial Supply Chain Network for a Movie Production Company

Financial Underwriters

Resource and Technology Supply Chain

Screen Writers

Talent Agencies

Casting Company

Director Product Supply Chain

Upstream Product Supply Chain

Tier 4 Tier 3 Tier 2 Tier 1 Echelon 1 Echelon 2

Downstream Product Supply Chain

Film/Digital Tape Manufacturer

Raw Materials Suppliers

Stock Film/Tape Wholesaler

Production Company Distributors

Direct Home Delivery

DVD/Blu-Ray Sales/Rental

Theaters

Film Maker / Producer

Props Supplier

Equipment Supplier

Costume Supplier

Find a description of digital moviemaking technology on the Internet. Which of the stages and organizations depicted in Figure 1-3 are likely to be most affected by a shift to a completely digital process? How will the structure of the overall supply chain be changed?st

ud en

t activity

Numbered Examples Numbered examples are integrated into chapters where analytic techniques are introduced. Students learn how to solve specific problems step-by-step and gain insight into general principles by seeing how they are applied.

chapter 2 Operations and Supply Chain Strategy 41

Untitled-5 41 06/08/16 07:56 PM

(defined as a percentage) by asset turnover. The net profit margin measures the percentage of each dollar that is kept by the firm as net profit. The asset turnover measures how efficient management was in using its assets. For example, an asset turnover of 4 indicates that for every $4 of sales, management invested only $1 in assets. The net profit margin and asset turnover capture different aspects of performance. Net profit margin is influenced by issues such as sales volume, operating costs, and expenses. Asset turnover reflects issues such as the amount of inventory needed (a key concern of operations managers, and one of the major assets con- trolled by operations). In general, the higher the ROA, the better the level of performance.

The SPM is useful for evaluating both operational and marketing-based plans and actions and answering “what-if” questions such as: What if we reduced fixed expenses by 10 percent? What would be the overall impact on ROA? To answer this question, we would enter the dollar values of operational changes in the categories shown on the right side of the SPM. The calculations in the SPM then reflect the impacts of these changes on finan- cial measures shown on the left side of the SPM (which are of interest to top managers). Consider the following example of this type of analysis.

Suppose that the director of marketing has approached you, as a member of the top management team, with a suggestion that appears very attractive. The proposal begins by noting that because demand is down, the firm (and its supply chain) has much unused capacity. Happily, the marketing group has identified a new potential customer segment. Unlike existing customers (who are price sensitive and who buy large quantities of fairly standard products), these new customers will likely order smaller quantities more frequently. The new customers are also likely to want to make last-minute changes to order sizes, due dates, and product mix. Your current operating system is not really set up to accommodate such changes. However, the marketing director feels that the prices these customers are willing to pay will pro- vide gross margins (30 percent, as compared to the 10–15 percent currently being given by existing customers) that should be high enough to offset any operational problems. The chief financial officer has stated that, in order to enter any new mar- ket, it must be expected to generate at least a 25 percent return on assets (ROA).

Given the information provided below, would you recommend accepting the marketing director’s proposal?

EXAMPLE 2-1

Category Estimated First Year Impact Comments

Sales $420,000

Cost of Goods Sold $294,000 30% gross margin

Variable Expenses $ 45,000 Need more for small batch shipping and expediting

Fixed Expenses $ 40,000 More inspections needed

Inventory $200,000 Need safety stock to ensure timely delivery

Accounts Receivable $120,000 Customers tend to pay on longer cycles

Other Current Assets $ 0 No change

Fixed Assets $ 15,000 Need special fixtures and tooling

The strategic profit model is well suited for this type of analysis. A gross margin of 30 percent seems attractive. However, to make a good decision we need to factor in other required changes. By entering the data into the SPM (as can be seen in Figure 2-4), we find that expected ROA is 12.2 percent—less than the 25 percent hurdle rate. Conse- quently, we would recommend that the marketing request be rejected.

Final PDF to printer

swi44303_fm_i-xxx.indd xi 06/14/16 11:16 AM

Walkthrough xi

Figures and Photos The text includes photographs and graphic illustrations to support student study and pro- vide interest and motivation.

36 chapter 2 Operations and Supply Chain Strategy

Untitled-5 36 06/08/16 07:58 PM

and loss. The first is the tradi- tional measure of performance— monetary profit; the second is an assessment of its “people account”—how socially responsi- ble the firm has been throughout its operations; and the third is the company’s “planet account”— how environmentally responsible

the firm has been. Together, these three Ps (Profit-People-Planet) capture the total impact of a firm’s business.

Capabilities: Strengths and Limitations of Supply Chain Operations The third element of delivering value, as identified in Figure 2-2, is capabilities. Capabilities are unique and superior operational abilities that stem from the routines, skills, and processes that the firm develops and uses. As we stated earlier, it is difficult for an operations system to simultaneously deliver high levels of performance on many dif- ferent dimensions. Thus, it is important to develop capabilities in the few areas that are of greatest strategic value for the firm.

It is difficult to describe capabilities directly without describing them in terms of outcomes such as quality, flexibility, and so on. Usually, abilities to deliver superior per- formance come from investments and developmental efforts in one or more of the follow- ing areas:

• Processes—specialized routines, procedures, and performance measurement systems that guide operational activities.

• Planning systems—access and development of sources of information, and use of proprietary decision support systems and processes.

• Technology—proprietary usage of hardware or software that enables the firm to do things differently and/or better than competitors.

• People and culture—skills, associated training programs, and cultural norms for the company that produce better motivation and performance. The impact of culture must be recognized at both a corporate and at a national level.

• Supply chain relationships—unique and exclusive relationships with customers and suppliers that are unmatched by competitors.

The Seven Cycles operation discussed in the Get Real box presents a good example of how both company culture (philosophy) and special technologies can create unique capabilities.

Sometimes certain capabilities become so unique and valuable to a firm that they are considered to be “core,” that is, central to the very existence of the firm. Core capabilities are the skills, processes, and systems that are unique to the firm and that enable it to deliver products that are both valued by the customer and dif- ficult for competitors to imitate. These are strategically critical, and often the source of a stream of new products and market opportunities. For example, over the years Honda has developed successful products in a wide range of very different markets—motorcycles, power genera- tors, cars, marine engines, lawn mowers, snow blowers, and now jet airplanes. In each market, Honda moved from being an outsider to become one of the major

capabilities Unique and superior operational abilities that stem from the routines, skills, and processes that the firm develops and uses.

core capabilities The skills, processes, and systems that are unique to the firm and that enable it to deliver products that are both valued by the customer and diffi- cult for competitors to imitate.

Examine the websites of companies such as Heineken and Sweet Leaf Tea (of Austin, Texas), or pick a company of your interest. What elements do they include in their “triple bottom line” measures?

st ud

en tactivity

Honda airplane powered by Honda jet engine. © Kyodo/Landov

chapter 2 Operations and Supply Chain Strategy 27

Untitled-5 27 06/08/16 07:58 PM

Corporate strategic planning addresses the portfolio of businesses owned by a firm. Of the three levels of strategic planning, corporate strategic planning is the broadest in scope and the least constrained. Decisions made at this level limit the choices that can be made at lower strategic planning levels.

Essentially, a corporate strategy communicates the overall mission of the firm and identifies the types of businesses that the firm wants to be in. For a large, multidivisional firm, key decisions in corporate strategy address what businesses to acquire and what businesses to divest. Corporate strategy typically covers a long time horizon, setting the overall values, direction, and goals of the firm as a whole. It also establishes how business performance will be measured and how risks will be managed.

Business Unit Strategic Planning Because products and markets differ across business divisions, a separate management team (usually headed by a president or vice president) is usually needed to run each of these semi-independent organizations, or strategic business units (SBUs). An SBU can be organized along product, market, or geographic dimensions.

Business unit strategy essentially deals with the question, “How should our busi- ness unit compete?” To answer this question, managers make choices regarding what customers and market segments they will deem critical, what products they will offer, and specifically how they will create advantages over the business unit’s competitors. These choices collectively form the business model that the unit will pursue. There are numer- ous types of business models. For example, long ago Gillette developed the “razor and blades” business model—give away the razor but make your money on the replacement blades. Many businesses follow this same type of model (printers, industrial equipment). Dell successfully applied the “direct sales” business model in computers—sell computers directly to the end consumer. A “loyalty” business model rewards customers for con- tinuing to deal with the firm. This model has been widely implemented in the airline industry (through the frequent flier program) and in the retail trade (e.g., as in Best Buy’s “Reward Zone” program). Changes in technologies, competitors, and markets can at the same time destroy the viability of an existing business model while giving rise to new ones. Consider, for example, how customers’ growing concerns over sustainability issues have opened up the possibility of new business models that offer organic and eco-friendly products. These kinds of changes make it important for operations and business strategy managers to continually evaluate their existing business models and possible business model innovations.

corporate strategy Determines the overall mission of the firm and the types of businesses that the firm wants to be in.

strategic business unit (SBU) The semi-independent organizations used to manage different product and market segments.

business unit strategy Determines how a strategic business unit will compete.

business model The combination of the choices determining the customers an SBU will target, the value propositions it will offer, and the supply chain/operations man- agement capabilities it will employ.

FIGURE 2-1 Strategic Planning HierarchyEnvironment

Corporate Strategy

Business Strategies

SBU SBU SBU

Operations Strategy

Finance, Marketing, etc. Strategies

Corporate Culture Strategic Questions

Corporate: What business(es) should we be in?

Business: How do we compete?

Functional: How do we best support the SBU strategy? - Structure - Infrastructure

Get Real Boxes Throughout the chapters, readings highlight important real-world applications. They pro- vide examples of operations issues and offer a picture of the concepts in practice. These also provide a basis for classroom discussion and generate interest in the subject matter.

chapter 2 Operations and Supply Chain Strategy 31

Untitled-5 31 06/08/16 07:55 PM

in contrast, result from custom- ers’ actual experiences with the firm and its operations manage- ment processes. They represent the gap between what the firm delivers and what customers expect. Second, order winners, order qualifiers, and order los- ers vary by customer. An order winner to one customer may be an order qualifier to another. Third, these traits vary over time. An order winner at one time may become an order qualifier at another point in time. As can be seen in the Get Real box about the Bosch CS20 circular saw, being able to identify and act on order winners offers the firm a critical strategic advantage.

Value Propositions and Competitive Priorities To attract key customers, the firm must formulate and implement a value proposition, a statement of product and service features that the firm offers to its customers. A value proposition needs to be both attractive to customers and different from what is offered by the firm’s competitors. For example, Walmart’s value proposition has been to offer every- day low prices on a wide variety of products. The value proposition is critical because it not only defines how the firm competes, it also determines the types of products that the firm will (and will not) offer.

A well-designed value proposition has four characteristics:

1. It offers a combination of product features that customers find attractive and are will- ing to pay for.

2. It differentiates the firm from its competition in a way that is difficult to imitate. 3. It satisfies the financial and strategic objectives of the firm. 4. It can be reliably delivered given the operational capabilities of the firm and its sup-

porting supply chain.

value proposition A collection of product and service features that is both attractive to customers and different than competitors’ offerings.

Think about a recent purchase you made. What were the order-winning traits that influenced your decision? What traits were necessary for you to even consider buying one product over another?

st ud

en tactivity

Bosch CS20: Finding a New Order Winner by Changing the Way Customers Cut Straight Lines

GET REAL

Managers at Bosch Power Tools faced a challenging problem— how to design and deliver a better circular saw. Such saws are found in nearly every handyman’s workshop, and over the years their designs had become fairly standard. Conse- quently, there were few features except price to differentiate competing products. Bosch managers looked at circular saws from an outcome perspective. They saw that many of the cir- cular saws on the market did a poor job of helping users attain a simple but critical outcome—cutting straight lines. Customers were frustrated because the lines were inevitably covered up by either sawdust or by the footplate of the saw itself. Bosch’s solution? First, it installed a powerful fan to vacuum dust off of the cut line. Second, it replaced the steel footplate with an acrylic one that allowed users to see the line as they cut. The result: an award-winning product that cus- tomers want to buy.2

2For more information about this innovative product, see: www.newwoodworker.com /reviews/bcs20rvu.html.

Final PDF to printer

swi44303_fm_i-xxx.indd xii 06/14/16 11:16 AM

xii Walkthrough

Logos Logos are included throughout the text to point out relevant applications of relationships, sustainability, and global issues.

Since most organizations have supply chains that reach beyond a single country, we examine global issues associated with operations and supply chain management.

relationships

global

sustainability

Organizations must collaborate with customers and suppliers to accomplish many operations activities. Thus, the book showcases how to build, maintain, and benefit from cross-functional and interorganizational relationships.

To reduce costs and be competitive, organizations today must adopt sustainable busi- ness practices. In fact, we expect sustainability to become a key metric for operations and supply chain management performance.

END-OF-CHAPTER RESOURCES For student study and review, the following items are provided at the end of each chapter:

Chapter Summary Chapters contain summaries that provide an overview of the mate- rial covered.

Untitled-5 44 06/08/16 07:51 PM

This chapter has introduced the operations strategic planning process within the context of supply chain management. In discussing this process, the following points were made within this chapter:

1. Strategic planning defines the specific types of value that the firm will deliver to its customers. It takes place at three levels. Corporate strategy identifies the busi- ness units to be included in the firm. Business unit strategy defines how the business will compete. Operations strategy identifies the priorities, capabilities, and resource deployments needed to support the business strategy and associated value proposition. These three levels of strategic planning should be integrated, with planning taking place from the top down, while execution takes place from the bottom up.

2. Operations strategic planning is driven by the business model—an integrative, sys- tematic view of how the SBU generates value. This planning process begins with the critical customer. It translates the demands of this customer into meaningful terms, using the concepts of order winners, order qualifiers, and order losers.

3. The business model and operations strategy bring together three critical elements: key customers, value propositions, and operations capabilities. The fit between these ele- ments defines the effectiveness of the strategy.

4. Competitive priorities address product-related issues (quality, lead time, cost) and longer term process-related issues (innovation, flexibility, sustainability, and risk management).

5. In developing the future capabilities of the supply chain, operations managers must know what their firm’s existing core competencies are (because these must be protected).

6. Extending strategy development to multiple functions and supply chain partners, oper- ations managers must make critical strategic decisions about what is to be done, with what resources, when activities are to take place, and who is responsible.

7. Critical to strategic success is the ability of the firm to effectively integrate and main- tain fit among the desires of key customers, the firm’s value proposition, and its opera- tional capabilities.

8. Strategic assessment tools like the strategic profit model (SPM) and supply chain operational reference model (SCOR) help link and integrate strategic plans, opera- tions strategies, operational actions, and performance.

CHAPTER SUMMARY

KEY TERMS

business model 27 business unit strategy 27 capabilities 36 core capabilities 36 corporate strategy 27 cost 33 customers 29 fit 37

flexibility 35 functional strategy 28 innovation 34 key customer 29 lead time 33 operations strategy 26 order losers 30 order qualifiers 30

order-to-delivery lead time 33

order winners 30 quality 32 risk management 35 strategic business unit

(SBU) 27 strategic profit model

(SPM) 40

Final PDF to printer

swi44303_fm_i-xxx.indd xiii 06/14/16 11:16 AM

Walkthrough xiii

Key Terms Key terms are highlighted in the text, and then repeated at the end of the chapter with page references.

Untitled-5 44 06/08/16 07:51 PM

This chapter has introduced the operations strategic planning process within the context of supply chain management. In discussing this process, the following points were made within this chapter:

4. Competitive priorities address product-related issues (quality, lead time, cost) and longer term process-related issues (innovation, flexibility, sustainability, and risk management).

5. In developing the future capabilities of the supply chain, operations managers must know what their firm’s existing core competencies are (because these must be protected).

CHAPTER SUMMARY

KEY TERMS

business model 27 business unit strategy 27 capabilities 36 core capabilities 36 corporate strategy 27 cost 33 customers 29 fit 37

flexibility 35 functional strategy 28 innovation 34 key customer 29 lead time 33 operations strategy 26 order losers 30 order qualifiers 30

order-to-delivery lead time 33

order winners 30 quality 32 risk management 35 strategic business unit

(SBU) 27 strategic profit model

(SPM) 40

Discussion Questions Each chapter has a list of discussion questions. These are intended to serve as a student self-review or as class discussion starters.

Untitled-5 45 06/08/16 07:51 PM

supply chain operational reference model (SCOR) 43

sustainability 35 SWOT 28 timeliness 33

time to market 33 triple bottom line 35 value proposition 31

1. Why should the firm never outsource its core capabilities? What happens if the firm is approached by a supplier who is willing to supply goods and services based on these core capabilities at a significantly lower price? What should the firm do?

2. Apply the corporate/SBU/functional planning hierarchy introduced in this chapter to your university/college or business. What would be the equivalent to corporate plan- ning? SBU planning? Functional planning?

3. How would you define capabilities within a school or business? 4. When can a consumer be a critical consumer? In other words, when does it make

sense to focus on consumers such as retail stores, distributors, or buyers, rather than on the end consumer?

5. A critical concept introduced in this chapter was that of the value proposition. Explore two competing products (e.g., RIM’s BlackBerry and Apple’s iPhone). Identify the underlying value propositions present in these products and describe how these propo- sitions are evident in the resulting products.

6. Core capabilities are critical issues in operations management. Are there any instances in which a firm’s core capabilities can be a liability rather than an asset?

7. Fit is critical to the development and maintenance of a successful operations strategy. Suppose that we are faced with a firm in which there is a lack of fit between the out- comes desired by the critical customer, the value proposition, and the firm’s capabili- ties. What options are available to the firm in the short term when dealing with this lack of fit? What is the impact of the lack of fit? What are the implications of the firm trying to improve the fit?

8. Suppose that you are the owner of a pizzeria that is located near a university or col- lege. How could you use the concepts of order winners, order qualifiers, and order losers to help develop and implement an attractive business model?

9. Why should metrics be regarded as primarily methods of communication? Think about the relationship between a metric, the strategy, and the task being carried out by an operations person.

10. A metric consists of three elements: the measure, the standard (what is expected), and the reward. Why are all three elements critical? What happens to the effectiveness of a metric when one of these three elements is missing?

11. What is the impact of sustainability on the business model? How does it affect issues such as the order winners, order losers, and order qualifiers? How does it affect the identification of the critical customer? When addressing this question, look up such products as Chrome or Timbuk2 for bags or Teva or Timberland for shoes.

12. As North American firms increasingly turn to product innovation, the management and protection of intellectual property becomes an important issue. Discuss how intel- lectual property considerations can affect the following areas in supply chain strategy:

a. Supplier relationships b. Supplier contracts c. Supplier location d. Attractiveness of vertical integration

DISCUSSION QUESTIONS

Solved Problems Solved problems are provided to illustrate problem solving and the main concepts in the chapter. These have been carefully prepared to enhance student understanding as well as to provide additional examples of problem solving.

Untitled-5 46 06/08/16 07:51 PM

13. In this chapter, you were introduced to Huffy Bicycles. You were also told that the key customers were store managers and purchasing managers. Now, assume that Huffy decided to target first parents and then children as its critical customers (using the information provided below). What impact would this shift in critical customer have on you—that is, how would you design the resulting operations management system (including the supplier base)?

Critical Customer Order Winners Order Qualifiers

Parent Acquisition price Durability (has to be passed down) Ease of maintenance (does not cost much to maintain over the summer)

Safety Availability

Child Style (colors) Can be easily customized Newness (I have the first one on the block) Imitation (it is what I see others having on television)

Availability Maintenance

14. Using a SWOT analysis, can the operations management system be a strength? Can the operations management system be a weakness? Provide examples.

Suppose you have been asked to determine the return on net worth for Great Northwest Canoe and Kayak, a small manufacturer of kayaks and canoes, located near Seattle, Wash- ington. For this task, you have been given the following information:

SOLVED PROBLEM

Categories Values

Sales $32,000,000 Cost of goods sold $20,000,000 Variable expenses $ 4,000,000 Fixed expenses $ 6,000,000 Inventory $ 8,000,000 Accounts receivable $ 4,000,000 Other current assets $ 3,000,000 Fixed assets $ 6,000,000

1. What is the return on assets for Great Northwest Canoe and Kayak?

Solution:

To address this question, we must first calculate net profit margin and the asset turnover. This can be done using the structure for the SPM found in Figure 2-3.

Gross Margin = $32,000,000 − $20,000,000 = $12,000,000 Total Expenses = $6,000,000 + $4,000,000 = $10,000,000 Net Profit = Gross Margin − Total Expenses = $2,000,000 Net Profit Margin = Net Profit / Sales 6.25%

Final PDF to printer

swi44303_fm_i-xxx.indd xiv 06/14/16 11:16 AM

xiv Walkthrough

Problems Each chapter includes a set of problems for assignment. The problems are intended to be challenging but doable for students.

Untitled-5 47 06/08/16 07:51 PM

Current Assets = Inventory + Accounts Receivable + Other Current Assets = $15,000,000 Total Assets = Current Assets + Fixed Assets = $21,000,000 Asset Turnover = Sales / Total Assets = 1.52

Return on Assets = Net Profit Margin × Asset Turnover = 6.25 × 1.52 = 9.5

2. What areas should we as operations managers focus on if our goal is to improve ROA?

Solution:

We can see that the largest asset under our control is inventory. By reducing inventory we can improve the ROA. (It is left up to the student to prove this. One way of doing this is to examine the impact on ROA of a $1 million reduction in inventory or a $1 million increase in inventory.)

Categories Values

1. Given the following information:

PROBLEMS

a. What is the net profit margin for this firm? b. What is the asset turnover? c. What is the return on assets? d. What is the size of the total assets used by the firm? 2. For the prior question, management wants to double the return on assets, without

affecting sales, cost of goods sold, variable expenses, fixed expenses, or fixed assets. Rather it wants to focus on either inventory or accounts receivable.

a. Can management focus on either inventory reductions or accounts receivable reductions alone?

b. How can it achieve this objective? c. Do you see any downsides in pursuing this objective through a focus on inven-

tory/accounts receivable reductions? 3. You are the operations manager for a small kayak and canoe manufacturer (Valley

Kayaks) located on the Pacific Northwest (Oregon). Lately your company has expe- rienced product quality problems. Simply put, the kayaks that you produce occasion- ally have defects and require rework. Consequently, you have decided to assess the impact of introducing a total quality management (TQM) program. After discussing the potential effects with representatives from marketing, finance, accounting, and quality, you arrive at a set of estimates (contained in the following table). Top man- agement has told you that it will accept any proposal that you come up with, provided

Cases The text includes short cases for most chapters. The cases were selected to provide a broader, more integrated thinking opportunity for students without taking a full “case” approach.

Untitled-5 51 06/08/16 07:52 PM

CASE

Trail Frames Chassis (TFC) of Elkhart, Indiana, is a major manufacturer of chassis for the motor home and van markets. Since it was founded in 1976 by two unem- ployed truck-manufacturing engineers, TFC has grown into one of the major suppliers in this market. Success in the motor home and van markets is difficult because of the constant rate of change taking place. Increas- ingly, motor homes and vans are bought by people in their late 40s to 60s. What these people want is a motor home that rides like a car. They are willing to pay for innovations such as ABS (antilock breaking systems), assisted steering, GPS, voice-activated control, and computer-balanced suspension. TFC produces a pusher type of chassis. This is one powered by a diesel engine in which the engine is located in the rear. While expen- sive to build, this design offers the customer a large number of advantages (no tunnel for the transmission, reduced engine noise, better handling). However, these chassis are used in motor homes that are very expensive ($150,000 and up). TFC builds its chassis for the large manufacturers—companies such as Winnebago, Air- stream, and Gulf Stream. In general, these companies place orders for small quantities (5 to 10 in a batch). Many of the units in a batch are customized to a specific customer’s requirements.

TFC has become successful because of its ability to develop new lines of designs in a timely fashion. These designs build on TFC’s extensive experience with motor home users. They also build on TFC’s knowledge of new technological advances and its ability to incorporate these advances into its designs. As a result, TFC has become the technological leader in this market. It is generally recog- nized that no one in the industry can match TFC’s design and marketing knowledge base.

TFC is proud of its ability to design and build highly customized chassis. As John Stickley, its young and aggres- sive chief operating officer, is proud of pointing out, “Trail Frames has never met a customized chassis it didn’t like.” Complementing this focus on customization and speed, TFC has developed a culture of doing anything necessary to meet the needs of the customer. Changes are often intro- duced on the fly with an engineer taking a change down to the assembly line. In many cases, the bills of materials (the recipes for what goes into a given chassis) that were gener- ated initially in engineering do not agree with the compo- nents and parts actually put into the chassis.

This approach has served TFC well for a number of years. However, recently sales for TFC have begun to level off. After visiting numerous customers in the field, John Stickley identified what he thought was the reason for this leveling off—the market for high-end, customized motor home chassis had been effectively saturated. There were only just so many customized motor homes that peo- ple wanted. Several of the major customers for TFC had strongly hinted that there was another market that TFC could enter that was consistent with its design strengths and its reputation.

Many of TFC’s customers had noticed that there was a significant gap between the high-end motor homes that TFC served and the low-end market. The high-end con- sisted primarily of “pushers,” and it began at $150,000; the low-end consisted of “pullers,” and these products sold for between $35,000 and $70,000. That is, a motor home manufacturer would take an existing truck body (which consisted of the front end and the cab) and mount on it a motor home body. Obviously, there was a significant gap between the two markets.

One of TFC’s major customers, Gulf Stream, approached TFC with an interesting proposal. It wanted TFC to design and build a low-end pusher chassis for this market. This chassis would go into a motor home that would cost between $75,000 and $90,000. In contrast to the current line of products, this chassis would not be customized. Rather, once the chassis was designed, it would not be changed. Production runs would go up from batches of five to batch runs of 100. Critical to suc- cess in this market would be cost and conformance to the schedule. If TFC could be the first to produce such a chassis, it would own the market. The financials were very attractive. Theoretically, it seemed easy for TFC to enter this market. All that had to be done was to take an existing chassis and to take out the “costs” by using less- expensive components. While TFC had never built such a chassis, there was no reason why it should not work. The only danger that the people at TFC could identify was that once it entered this market, it would be poten- tially competing with such firms as Ford, GM, and Toy- ota (major suppliers of the existing chassis). However, these firms supplied pullers (a chassis with the engine in front)—not pushers, like the proposed TFC product. In light of these issues, John was not sure whether this was the right market for TFC.

Trail Frames Chassis

INSTRUCTOR RESOURCES Online Learning Center (OLC) www.mhhe.com/swink3e The Online Learning Center provides complete materials for study and review. At this book’s website, instructors have access to teaching supports such as electronic files of the ancillary materials: Solutions Manual, PowerPoint Lecture Slides, Digital Image Library, and Test Bank.

Solutions Manual. Prepared by the authors, this manual contains solutions to all the end-of-chapter problems and cases.

Test Bank. Prepared by the authors, the Test Bank includes true/false, multiple-choice, and discussion questions/problems at varying levels of difficulty.

EZ Test Online. All test bank questions are available in EZ Test Online, a flexible elec- tronic testing program. The answers to all questions are given, along with a rating of the level of difficulty, chapter learning objective met, Bloom’s taxonomy question type, and the AACSB knowledge category.

Final PDF to printer

swi44303_fm_i-xxx.indd xv 06/14/16 11:16 AM

Walkthrough xv

PowerPoint Lecture Slides. The PowerPoint slides draw on the highlights of each chapter and provide an opportunity for the instructor to emphasize the key concepts in class discussions.

Digital Image Library. All the figures in the book are included for insertion in Power- Point slides or for class discussion.

Operations Management Video Series The operations management video series, free to text adopters, includes professionally developed videos showing students real applications of key manufacturing and service topics in real companies. Each segment includes on-site or plant footage, interviews with company managers, and focused presentations of OM applications in use to help the com- panies gain competitive advantage. Companies such as Zappos, FedEx, Subaru, Disney, BP, Chase Bank, DHL, Louisville Slugger, McDonald’s, Noodles, and Honda are featured.

CourseSmart (ISBM: 0077535049) CourseSmart is a convenient way to find and buy eTextbooks. At CourseSmart you can save up to 60 percent off the cost of a print textbook, reduce your impact on the environment, and gain access to powerful Web tools for learning. CourseSmart has the largest selection of eTextbooks available anywhere, offering thousands of the most commonly adopted textbooks from a wide variety of higher education publishers. CourseSmart eTextbooks are available in one standard online reader with full text search, notes and highlighting, and e-mail tools for sharing notes between classmates. Visit www.CourseSmart.com for more information.

TECHNOLOGY McGraw-Hill Connect® Operations Management McGraw-Hill Connect® Operations Management is an online assignment and assessment solution that connects students with the tools and resources they’ll need to achieve success through faster learning, higher retention, and more efficient studying. It provides instructors with tools to quickly pick content and assignments according to the topics they want to emphasize.

Online Assignments. Connect Operations Management helps students learn more efficiently by providing practice material and feedback when they are needed. Connect grades homework automatically and provides feedback on any questions that students may have missed.

Final PDF to printer

swi44303_fm_i-xxx.indd xvi 06/14/16 11:16 AM

xvi Walkthrough

Integration of Excel Data Sets. A convenient feature is the inclusion of an Excel data file link in many problems using data files in their calculation. The link allows students to easily launch into Excel, work the problem, and return to Connect to key in the answer.

Guided Examples. These narrated video walkthroughs provide students with step-by- step guidelines for solving problems similar to those contained in the text. The student is given personalized instruction on how to solve a problem by applying the concepts pre- sented in the chapter. The narrated voiceover shows the steps to take to work through an exercise. Students can go through each example multiple times if needed.

LearnSmart. LearnSmart adaptive self-study technology with Connect Operations Management helps students make the best use of their study time. LearnSmart provides a seamless combination of practice, assessment, and remediation for every concept in the textbook. LearnSmart’s intelligent software adapts to students by supplying questions on a new concept when students are ready to learn it. With LearnSmart students will spend less time on topics they understand and instead focus on the topics they need to master.

Simple Assignment Management and Smart Grading. When it comes to studying, time is precious. Connect Operations Management helps students learn more efficiently by providing feedback and practice material when they need it, where they need it. When it comes to teaching, your time also is precious. The grading function enables you to:

• Have assignments scored automatically, giving students immediate feedback on their work and side-by-side comparisons with correct answers.

• Access and review each response; manually change grades or leave comments for students to review.

Student Reporting. Connect Operations Management keeps instructors informed about how each student, section, and class is performing, allowing for more productive use of lecture and office hours. The progress-tracking function enables you to:

• View scored work immediately (Add Assignment Results Screen) and track indi- vidual or group performance with assignment and grade reports.

• Access an instant view of student or class performance relative to learning objectives. • Collect data and generate reports required by many accreditation organizations, such

as AACSB.

Final PDF to printer

swi44303_fm_i-xxx.indd xvii 06/14/16 11:16 AM

Walkthrough xvii

Instructor Library. The Connect Operations Management Instructor Library is your repository for additional resources to improve student engagement in and out of class. You can select and use any asset that enhances your lecture. The Connect Business Statistics Instructor Library includes:

• eBook • PowerPoint presentations • Test Bank • Instructor’s Solutions Manual • Digital Image Library

Connect® Plus Operations Management includes a seamless integration of an eBook and Connect Operations Management with rich functionality integrated into the product.

Integrated Media-Rich eBook. An integrated media-rich eBook allows students to access media in context with each chapter. Students can highlight, take notes, and access shared instructor highlights/notes to learn the course material.

Dynamic Links. Dynamic links between the problems or questions you assign to your students and the location in the eBook where that problem or question is covered.

Powerful Search Function. A powerful search function to pinpoint and connect key concepts in a snap. This state-of-the-art, thoroughly tested system supports you in pre- paring students for the world that awaits. For more information about Connect, go to www.mcgrawhillconnect.com or contact your local McGraw-Hill sales representative.

Tegrity Campus: Lectures 24/7 Tegrity Campus is a service that makes class time available 24/7 by automatically cap- turing every lecture in a searchable format for students to review when they study and complete assignments. With a simple one-click start-and-stop process, you capture all computer screens and corresponding audio. Students can replay any part of any class with easy-to-use browser-based viewing on a PC or Mac.

Educators know that the more students can see, hear, and experience class resources, the better they learn. In fact, studies prove it. With Tegrity Campus, students quickly recall key moments by using Tegrity Cam-pus’s unique search feature. This search helps students

Final PDF to printer

swi44303_fm_i-xxx.indd xviii 06/14/16 11:16 AM

xviii Walkthrough

efficiently find what they need, when they need it, across an entire semester of class recordings. Help turn all your students’ study time into learning moments immediately supported by your lecture. To learn more about Tegrity, watch a two-minute Flash demo at http://tegritycampus.mhhe.com.

Online Course Management No matter what online course management system you use (WebCT, BlackBoard, or eCollege), we have a course content ePack available for your course. Our new ePacks are specifically designed to make it easy for students to navigate and access content online. For help, our online Digital Learning Consultants are ready to assist you with your online course needs. They pro- vide training and will answer any questions you have throughout the life of your adoption. McGraw-Hill Higher Education and Blackboard have teamed up. What does this mean for you?

1. Single sign-on. Now you and your students can access McGraw-Hill’s Connect and Create right from within your Blackboard course-all with one single sign-on.

2. Deep integration of content and tools. You get a single sign-on with Connect and Create, and you also get integration of McGraw-Hill content and content engines right into Blackboard. Whether you’re choosing a book for your course or building Connect assignments, all the tools you need are right where you want them-inside of Blackboard.

3. One gradebook. Keeping several gradebooks and manually synchronizing grades into Blackboard is no longer necessary. When a student completes an integrated Con- nect assignment, the grade for that assignment automatically (and instantly) feeds your Blackboard grade center.

4. A solution for everyone. Whether your institution is already using Blackboard or you just want to try Blackboard on your own, we have a solution for you. McGraw- Hill and Blackboard can now offer you easy access to industry-leading technol- ogy and content, whether your campus hosts it, or we do. Be sure to ask your local McGraw-Hill representative for details.

McGraw-Hill Customer Experience Contact Information At McGraw-Hill, we understand that getting the most from new technology can be chal- lenging. That’s why our services don’t stop after you purchase our products. You can e-mail our Product Specialists 24 hours a day to get product training online. Or you can search our knowledge bank of Frequently Asked Questions on our support Web site. For Customer Support, call 800-331-5094, or visit www.mhhe.com/support. One of our Customer Expe- rience Team members will be able to assist you in a timely fashion.

Chapter-by-Chapter Revisions for Third Edition In this major revision to the book, we made many specific changes to the chapters; the larger changes are highlighted for each chapter below. We updated or replaced most of the opening vignettes and Get Real stories throughout the book. We added about 20 percent more practice problems, as well as more solved problems and examples. Chapter 1: Introduction to Managing Operations Across the Supply Chain

• Made stronger linkages of operations to other functions, economies, and business success.

Chapter 2: Operations and Supply Chain Strategy

• New opening vignette on Redbubble. • Added a case on Lil Me, a manufacturer of customized dolls that look like their owner. • Additional discussion questions and problems.

Chapter 3 and 3S: Managing Processes and Capacity

• Included a better focus on the notion of process thinking. • Additional discussion questions and problems.

Final PDF to printer

swi44303_fm_i-xxx.indd xix 06/14/16 11:16 AM

Walkthrough xix

Chapter 4: Product/Process Innovation

• New Get Real on Lego. • New discussion of crowdsourcing and 3D printing. • Additional problems.

Chapter 5: Manufacturing and Service Process Structures

• New opening vignette on Invisalign and their use of 3D printing, robots, and cus- tomer contact.

• Added a discussion of 3D printing. • Major revision to Capabilities Enabling Technologies section including more on

mobile apps, robots, drones, and Internet of Things. • New Get Real on Robots. • Additional discussion questions and problems.

Chapter 6: Managing Quality

• Updated the Hyundai story to include awards and changes within the last 3 years. • Updated Get Real on food safety. • Dropped discussion of Malcolm Baldrige award. • Additional problems.

Chapter 6 Supplement: Quality Improvement Tools

• Additional discussion questions and problems.

Chapter 7: Managing Inventories

• Additional discussion questions and problems.

Chapter 8: Lean Systems

• Additional discussion questions and problems.

Chapter 9: Customer Service Management

• New opening vignette focusing on Macy’s and its attempts to deal with the “Amazon Effect”.

• Detailed discussion of how Amazon has changed customer service through its impact on such issues as returns and customer knowledge.

• Additional problems.

Chapter 10: Sourcing and Supply Management

• New opening vignette on sourcing and supply management at Chipotle. • New Get Real on Flextronics and supply chain risk management. • Updated the supplier quality Get Real box to discuss Takata air bags. • New Get Real on K’Nex and reshoring. • Added a student activity about insourcing/outsourcing. • Additional discussion questions and problems.

Chapter 11: Logistics Management

• New opening vignette about Amazon’s innovations in delivery. • New Get Real on how mobile apps are transforming the trucking industry. • New Get Real on how GameStop depends upon reverse logistics. • Additional problems.

Final PDF to printer

swi44303_fm_i-xxx.indd xx 06/14/16 11:16 AM

xx Walkthrough

Chapter 12: Demand Planning: Forecasting and Demand Management

• New Get Real on how Lennox uses artificial intelligence to improve demand planning.

• Additional discussion questions and problems.

Chapter 13: Sales and Operations Planning

• Additional discussion questions and problems.

Chapter 14: Materials and Resource Requirements Planning

• Added a new vignette on Blue Apron, a home meal delivery service. • Additional problems.

Chapter 15 and 15S: Project Management

• Updated opening Pixar vignette. • Updated to include some of Pixar’s recent hit movies. • Additional problems.

Chapter 16: Sustainable Operations Management-Preparing for the Future

• Updated Unilever vignette with achievements of zero landfill waste. • New Get Real on Patagonia’s sustainability efforts. • Discussion of Starbucks Reserve, a new experiential coffee store in Seattle aimed at

making the experience of brewing and enjoying a unique cup of coffee critical and attractive

• Discussion of how the Internet of Things (IoT) is affecting not only the supply chain but also the business model.

Final PDF to printer

Part 1 SUPPLY CHAIN: A PERSPECTIVE FOR OPERATIONS MANAGEMENT 1

1 Introduction to Managing Operations Across the Supply Chain 2 2 Operations and Supply Chain Strategy 24

Part 2 FOUNDATIONS OF OPERATIONS MANAGEMENT 55

3 Managing Processes and Capacity 56 3 Supplement: Process Mapping and Analysis 92 4 Product/Process Innovation 112 5 Manufacturing and Service Process Structures 142 6 Managing Quality 170 6 Supplement: Quality Improvement Tools 198 7 Managing Inventories 236 8 Lean Systems 280

Part 3 INTEGRATING RELATIONSHIPS ACROSS THE SUPPLY CHAIN 307

9 Customer Service Management 308 10 Sourcing and Supply Management 334 11 Logistics Management 362

Part 4 PLANNING FOR INTEGRATED OPERATIONS ACROSS THE SUPPLY CHAIN 395

12 Demand Planning: Forecasting and Demand Management 396 13 Sales and Operations Planning 442 14 Materials and Resource Requirements Planning 470

Brief Contents

xxi

swi44303_fm_i-xxx.indd xxi 06/14/16 11:16 AM

Final PDF to printer

Part 5 MANAGING CHANGE IN SUPPLY CHAIN OPERATIONS 507

15 Project Management 508 15 Supplement: Advanced Methods for Project Scheduling 542 16 Sustainable Operations Management—Preparing for the Future 558

Appendix A 586

Appendix B 587

Indexes 600

xxii

swi44303_fm_i-xxx.indd xxii 06/14/16 11:16 AM

Final PDF to printer

Contents

xxiii

swi44303_fm_i-xxx.indd xxiii 06/14/16 05:21 PM

Part 1 SUPPLY CHAIN: A PERSPECTIVE FOR OPERATIONS MANAGEMENT 1

CHAPTER 1 Introduction to Managing Operations Across the Supply Chain 2

A Broad Definition of Supply Chain Operations Management 4 Get Real: Why You Need to Study Operations Management 5 Important Decisions in Supply Chain Operations

Management 6 Differences in Goods and Services Operations 6 Processes and Process Thinking 8

Operations Management Yesterday and Today: Growth of the Supply Chain Management Perspective 9 Advances in Technology and Infrastructure 10 Reduction in Governmental Barriers to Trade 10 Focus on Core Capabilities 11 Collaborative Networks 11

Viewing Operations Management from a Supply Chain Management Perspective 11 Operations Management Partners Across the Supply Chain 12 Cross-Functional Relationships in Operations Management 13 Get Real: Jobs in Operations Management 16 The Changing Nature of Supply Chains 17 Levels of Operational Planning Across the Supply Chain 18

How this Book is Structured 18 Chapter Summary 20 Key Terms 20 Discussion Questions 21 Case: Business Textbook Supply Chain 22 Selected Readings & Internet Sites 23

CHAPTER 2 Operations and Supply Chain Strategy 24

Levels of Strategic Planning 26 Corporate Strategic Planning 26 Business Unit Strategic Planning 27 Functional Strategic Planning 28

Developing Operations Strategy: Creating Value Through Strategic Choices 29

Key Customers 29 Get Real: Huffy Bikes Targets Its Key Customer 30 Assessing Customer Wants and Needs 30 Value Propositions and Competitive Priorities 31 Get Real: Bosch CS20: Finding a New Order Winner by

Changing the Way Customers Cut Straight Lines 31 Product-Related Competitive Priorities 32 Process-Related Competitive Priorities 33 Get Real: IKEA: Growth through Supply Chain Innovation 34 Capabilities: Strengths and Limitations of Supply Chain

Operations 36 Get Real: Seven Cycles: Building a Bicycle Your Way 37 Maintaining the Fit between Customer Outcomes, Value

Propositions, and Capabilities 37 Get Real: Don’t Expect a Salad at Five Guys Burgers and Fries 38

Deploying Operations Strategy: Creating Value Through Execution 38 Feedback/Measurement: Communicating and Assessing

Operations Strategy 39 The Strategic Profit Model 40 The Supply Chain Operational Reference Model 42 Chapter Summary 44 Key Terms 44 Discussion Questions 45 Solved Problem 46 Problems 47 Case: Otis Toy Trains Explores the Supply Chain 49 Case: Steinway & Sons Piano 50 Case: Trail Frames Chassis 51 Case: Lil’ Me Dolls Deals with the Millions of Toys (MOT)

Proposal 52 Selected Readings & Internet Sites 54 Additional Photo Credits 54

Part 2 FOUNDATIONS OF OPERATIONS MANAGEMENT 55

CHAPTER 3 Managing Processes and Capacity 56

Cleaning Up Dry Cleaners 57

Processes and Process Thinking 59

Anatomy of a Process 60

Final PDF to printer

xxiv Contents

swi44303_fm_i-xxx.indd xxiv 06/14/16 04:13 PM

Activities of a Process 60 Inputs, Outputs, and Flows 60 Get Real: States Reduce Waiting Times for Car License

Renewals and Registrations 61 Structure 61 Management Policies 61

Process Capacity and Utilization 62 Capacity Planning 64 Get Real: Capacity Planning Contributes to iPad’s©

Success 65 Economies and Diseconomies of Scale 65

Principles of Process Performance: The Theory of Constraints 66 Principle 1: Every Process Has a Constraint 67 Estimating Capacity Requirements 69 Principle 2: Every Process Contains Variance That Consumes

Capacity 69 Get Real: Storyboarding: The Key to Success at Pixar 73 Principle 3: Every Process Must Be Managed as a System 73 Principle 4: Performance Measures Are Crucial to the Process’s

Success 74 Principle 5: Every Process Must Continuously Improve 74 Kaizen Events: Small Process Changes Made Quickly 75 Get Real: Delta Faucet Uses a Kaizen Event to Improve Quality

and Reduce Scrap 76 Chapter Summary 76 Key Terms 77 Discussion Questions 77 Solved Problems 78 Problems 82 Case: Evergreen Products 87 Case: Midas Gold Juice Company 88 Case: American Vinyl Products 89 Selected Readings 91

CHAPTER 3 Supplement: Process Mapping and Analysis 92

The “Process” of Process Mapping and Analysis 93

American Health and Medical Products (AHMP) 93 Step 1: Identify the Desired Outcomes in Advance 94 Step 2: Identify and Bound the Critical Process 95 Step 3: Document the Existing Process (the “Current State”

Map) 96 Step 4: Analyze the Process and Identify Opportunities for

Improvement 99 Step 5: Recommend Appropriate Changes to the Process (the

“Future State” Map) 103 Step 6: Implement the Changes and Monitor

Improvements 103

Other Process Mapping Tools 104 Supplement Summary 107

Key Terms 107 Problems 107 Case: Midwestern Lighting 109 Selected Readings 111

CHAPTER 4 Product/Process Innovation 112 The Role of Product/Process Innovation in Supply Chain Operations Management 114 The Product Life Cycle 115 How Product/Process Innovation Affects Firm Performance 116

Innovation Competencies 117 Idea and Opportunity Development 117 Get Real: LEGO: Crowdsourcing for Product Ideas and

Customer Engagement 118 Innovation Portfolio Planning 119 Innovation Project Management 120 New Product/Process Launch and Learning 120 Codevelopment 120 Get Real: Codeveloping with a Competitor: Clorox Aligns Its

Business Model with P&G 121

Product/Process Design and Development 122 The Stage-Gate Process 122 Integrated Product/Process Design and Development:

Concurrent Engineering 123 Design for the Customer 125 Design for Supply Chain Operations 129 Get Real: Mattel’s Serious Approach to DFM for Toys 131 Get Real: TI Builds a Green Wafer Factory 133

Enabling Technologies for Product/Process Innovation 133 Chapter Summary 135 Key Terms 135 Discussion Questions 136 Problems 136 Case: The ALPHA Timer Development Project (A) 137 Case: The ALPHA Timer Development Project (B) 139 Case: The ALPHA Timer Development Project (C) 140 Selected Readings & Internet Sites 141

CHAPTER 5 Manufacturing and Service Process Structures 142

Process Structures 144 Product-Process Matrix 144 Aligning Process Structure and Market Orientation 148 Get Real: Personalized M&Ms 148

Unique Aspects of Service Processes 149 Service Process Matrix 149 Managing Front-Office and Back-Office Processes 150 Service Blueprinting 150

Operations Layout 152 Fixed-Position Layout 152

Final PDF to printer

Contents xxv

swi44303_fm_i-xxx.indd xxv 06/14/16 11:16 AM

Functional Layout 152 Product Layout 153 Line Balancing in Product Layouts 154 Cellular Layout 156

Capability Enabling Technologies 157 Information Sharing 157 Process Automation 158 Get Real: Robots: Coming to a Pharmacy Near You? 159 Chapter Summary 159 Key Terms 160 Discussion Questions 160 Solved Problems 161 Problems 163 Case: Coffee Roasters 167 Case: Sonnie’s Gourmet Sandwich Café 168 Selected Readings & Internet Sites 169

CHAPTER 6 Managing Quality 170 Defining the Dimensions of Quality 172 Get Real: Ritz-Carlton: Where Quality Is First and Foremost 172 Functional Roles in Quality Management 174 Core Values and Concepts of Quality Management 174 Get Real: Food Safety in Global Supply Chains—A Real

Challenge 176

TQM: A “Total” View of Quality 176 Recognizing the Total Impacts of Quality Performance 178 Get Real: Cost of Quality Analysis Applies to Both Services and

Manufacturing 179 An Inverted View of Management 180 Process-Oriented Focus on Prevention and Problem Solving 181 Viewing Quality Management as a Never-Ending Quest 182 Building an Organizational Culture around Quality 182

Guiding Methodologies for Quality Management 183 Plan-Do-Check-Act Cycles (Deming Wheel) 183 Six Sigma: A Systematic Approach to Quality Management 183 DMAIC: The Six Sigma Process 185 Design for Six Sigma 186 Get Real: Applying DMAIC to Cough Drops 187 Implementing Six Sigma 187

Certifying Progress in Quality Management 188 ISO 9000: An International Quality Standard 188 Attaining ISO 9000 Certification 188 Industry Interpretations of ISO 9000 190 Chapter Summary 190 Key Terms 191 Discussion Questions 191 Problems 192 Case: Aqua-Fun 193 Case: A Comment on Management Attitude 195 Selected Readings & Internet Sites 197

CHAPTER 6 Supplement: Quality Improvement Tools 198

Overview 199

Standard Problem Solving Approach 199

Quality Improvement Tools 199 Pear Computers: Using Quality Tools to Improve Performance 199 Histograms 200 Cause-and-Effect Diagrams 202 Check Sheets 203 Pareto Analysis 204 Scatter Diagram 205 Process Flow Diagram 206 Process Capability Analysis: Cp and Cpk 206 Process Control Charts 210 Taguchi Methods/Design of Experiments 218 Other Quality Control Tools 218 Supplement Summary 218 Key Terms 219 Solved Problems 219 Problems 224 Case: The Tragedy of R.M.S. Titanic 232 Case: The Bully Boy Bagging Line 235 Selected Readings & Internet Sites 235

CHAPTER 7 Managing Inventories 236 Types and Roles of Inventory 238 Types of Inventory 238 The Roles of Inventory 238

The Financial Impact of Inventory 239 Balance Sheet Considerations 239 Costs Related to Inventory 240

Measures of Inventory Performance 242 Asset Productivity: Inventory Turnover and Days of Supply 242 Service Level 244

Inventory Management Systems 245

The Continuous Review Model 245 The Case of No Variability 245 How Much to Order: Economic Order Quantity 246 When to Order: The Reorder Point 248 EOQ Extensions 249 Enter Variability and Uncertainty 251 Determining the Standard Deviation of Demand During Lead

Time 251 Determining a Service Level Policy 253 Revisiting ROP and Average Inventory 255

The Periodic Review Model 255

Single Period Inventory Model 257

Impact of Location On Inventory 258

Final PDF to printer

xxvi Contents

swi44303_fm_i-xxx.indd xxvi 06/14/16 11:16 AM

Applying Lean Systems within the Firm 297 Applying Lean Systems Across the Supply Chain 298 Applying Lean Systems to Product Innovation 298 Chapter Summary 300 Key Terms 301 Discussion Questions 301 Case: Good Guy Hospital Supply 302 Case: Purchasing at Midwestern State University 303 Case: Western Telephone Manufacturing 304 Selected Readings 306

Part 3 INTEGRATING RELATIONSHIPS ACROSS THE SUPPLY CHAIN 307

CHAPTER 9 Customer Service Management 308

Basic Service 311 Product Availability 311 Lead-Time Performance 312 Service Reliability 314 The Perfect Order 314 Limitations of Basic Service 315

Customer Satisfaction 315 Customer Expectations 315 The “Amazon Effect”: Change What Customers Expect 316 Customer Satisfaction Model 318 Limitations of Customer Satisfaction 320

Customer Success 321 Achieving Customer Success 321 Get Real: Procter & Gamble’s New Service Program 322 Customer Relationship Management 322 Get Real: Tesco’s Virtual Store 323 Get Real: Amazon’s Automated CRM Technology 324

Customer Management and Relationship Strategy 325 Chapter Summary 326 Key Terms 327 Discussion Questions 327 Solved Problem 328 Problems 329 Case: Tiler Industries 330 Case: Johnson Snacks 332 Selected Readings & Internet Sites 333

CHAPTER 10 Sourcing and Supply Management 334

Supply Management’s Impact on Firm and Supply Chain Performance 336 Supply Management Goals 336

Managing Inventory 259 Managing Cycle Stocks 259 Managing Safety Stocks 260 Managing Locations 262 Inventory Information Systems and Accuracy 263 Get Real: American Apparel Introduces RFID 263 Implementing Inventory Models 264

Managing Inventory Across the Supply Chain 264 Inventory Value in the Supply Chain 264 The Bullwhip Effect 264 Integrated Supply Chain Inventory Management 265 Get Real: Vendor-Managed Inventory at Stryker

Instruments 266 Chapter Summary 267 Key Terms 267 Discussion Questions 268 Solved Problems 269 Problems 272 Case: Inventory at Champion Electric 277 Case: Tasty Treats 278 Selected Readings & Internet Sites 279

CHAPTER 8 Lean Systems 280 Lean Systems Defined 282 Origins of Lean Systems and Just-in-Time Production 283 Strategic Benefit of Lean Systems 285 Lean Systems Objectives, Culture, and Guiding Principles 285 Get Real: “Picturing” Waste and Value: A Process Mapping

Story 288

Implementing Lean Systems: Tools and Techniques 289 Total Productive Maintenance (TPM) 290 Group Technology—Cellular Manufacturing 290 Focused Factories 290 Get Real: Applying the Focused Factory Idea to an Insurance

Firm 291 TAKT Time Flow Balancing 291 Kanban (Pull) Scheduling 291 Get Real: Using Kanbans to Schedule a Steel Mill 292 Level, Mixed-Model Scheduling 292 Setup Reduction 293 Statistical Process Control 293 Visual Control 293 Quality at the Source 293 Get Real: Example of Visual Control in Action: Andon Board 294 Kaizen Events 294 Get Real: Using an Andon Board to Spot a Problem 295 Process Analysis/Value Stream Mapping 295 Poka-Yoke 295 5-S Program 296 Simplification/Standardization 297

Lean Systems: Range of Application 297

Final PDF to printer

Contents xxvii

swi44303_fm_i-xxx.indd xxvii 06/14/16 04:14 PM

Facility Location 381 Number of Facilities 382 Logistics Postponement 383 Get Real: Kimberly-Clark Redesigns the Network 384

Integrated Service Providers 385 Chapter Summary 385 Key Terms 386 Discussion Questions 386 Solved Problems 387 Problems 388 Case: Spartan Plastics 391 Case: Lear Corporation 393 Selected Readings & Internet Sites 393

Part 4 PLANNING FOR INTEGRATED OPERATIONS ACROSS THE SUPPLY CHAIN 395

CHAPTER 12 Demand Planning: Forecasting and Demand Management 396

Demand Planning: An Overview 398 The Role That Demand Planning Plays in Operations

Management 398 Planning Activities 398

Demand Forecasting 400 Components of Demand 400 Designing a Forecasting Process 401 Judgment-Based Forecasting 402 Get Real: Two Examples of Grassroots Forecasting 403 Statistical Model–Based Forecasting 404 Estimating Trends 408 Adjusting Forecast for Seasonality 411 Causal Models 415 Simulation Models 417 Artificial Intelligence 417 Get Real: Lennox Uses Artificial Intelligence to Improve Its

Demand Planning 418

Assessing the Performance of the Forecasting Process 418 Tracking Forecast Error Acceptability 421 Situational Drivers of Forecast Accuracy 422

Demand Management 423

Improving the Constraints on Demand Planning 424 Improving Information Breadth, Accuracy, and Timeliness 424 Get Real: Destination Maternity Corporation 425 Reducing Lead Time 426 Redesigning the Product 426 Get Real: Calyx and Corolla Delivers Freshness by Redesigning

the Supply Chain 426 Collaborating and Sharing Information 427

Get Real: Real-time Data Increases Supply Chain Resilience 337

Get Real: Air Bag Supplier Responsible for Largest Recall in U.S. History 339

Get Real: Sourcing Increases Sustainability for Caribou Coffee 340

Making an Insourcing/Outsourcing Decision 341

Examining the Strategic Sourcing Process 343 Analyze Spend and Supply Markets 343 Develop a Sourcing Strategy 344 Get Real: K’Nex Reshoring Toy Production 346 Get Real: Supplier Partnerships at Ford Brazil 347 Identify Potential Suppliers 348 Assess and Select Suppliers 348 Manage Ongoing Supplier Relationships 351 Chapter Summary 353 Key Terms 353 Discussion Questions 354 Solved Problems 354 Problems 356 Case: Strategic Sourcing At Best Banks 359 Case: Trail Frames Chassis: Insourcing/Outsourcing

Decision 359 Selected Readings & Internet Sites 360

CHAPTER 11 Logistics Management 362 The Role of Logistics in Supply Chain Management 364 Logistics Service Benefits 364 Logistics Cost Minimization 365 Inventory Management 366 Order Processing 366

Transportation Management 366 Government’s Role in Transportation 366 Economic Regulation 367 Safety Regulation 367 Transportation Economics 367 Consolidation 367 Transportation Modes 368 Get Real: Mobile Apps Are Transforming the Trucking

Industry 370 Carrier Types 372 Get Real: Tuesday Morning Shifts Modes 373 Transportation Service Selection 373

Warehouse Management 375 Primary Functions of Warehousing 375 Get Real: GameStop Depends upon Reverse Logistics 377 Warehouse Operations 378

Materials Handling and Packaging 379 Get Real: General Dynamics Develops AS/RS for the Navy 380

Network Design 380

Final PDF to printer

xxviii Contents

swi44303_fm_i-xxx.indd xxviii 06/14/16 04:17 PM

MRP Outputs and Use 484

Distribution Requirements Planning (DRP) 485

Understanding Capacity Requirements Planning (CRP) 486

Advances in Planning Systems 487 Enterprise Resource Planning (ERP) 487 Get Real: ERP Improves Performance at Elizabeth Arden Red

Door Spas 488 Advanced Planning and Scheduling (APS) 489 Chapter Summary 489 Key Terms 490 Discussion Questions 490 Solved Problems 491 Problems 495 Case: QP Industries—The Challenges of Integration 503 Case: The Casual Furniture Company 504 Selected Readings & Internet Sites 506

Part 5 MANAGING CHANGE IN SUPPLY CHAIN OPERATIONS 507

CHAPTER 15 Project Management 508 Projects and Project Management 510 How Projects Succeed 511 Stages in the Life of a Project 512

Project Definition 513 Organizing the Project: Pure, Functional, and Matrix

Projects 513 Selecting a Project Manager 514 Organizing Project Teams 515 Establishing a Project Charter 517

Project Planning 517 Budgeting for Time and Cost 518 Get Real: Managing an “Olympic”-Sized Project 519 Detailed Scheduling Using the Critical Path Method 519 Get Real: The History Of CPM and PERT 520 Analyzing Resources and Trade-Offs 524 Making Time-Cost-Scope Trade-Offs 524 Planning for Uncertainty 524 Get Real: Project Management Software Helps Get the Job

Done 525

Project Execution 527 When to Kill a Project 528

Project Completion 529

Managing A Portfolio of Projects 529 Chapter Summary 531 Key Terms 531 Discussion Questions 532 Solved Problem 532

Get Real: HP Improves the Constraints on Forecasting through Postponement 427

Chapter Summary 428 Key Terms 429 Discussion Questions 430 Solved Problems 430 Problems 434 Case: Rachel’s Breakfast Café 439 Case: C&F Apparel, Inc. 440 Selected Readings & Internet Sites 441

CHAPTER 13 Sales and Operations Planning 442

Sales and Operations Planning 444 S&OP Benefits 446 The S&OP Process 446 Get Real: One-Number Forecasting at Heinz 446 Get Real: Whirlpool and Lowe’s Integrate Their Planning 448

Aggregate Production Planning 448 Relevant Aggregate Planning Costs 448 Aggregate Production Strategies 449 Get Real: Canon Struggles to Shrink Level of Digital Camera

Inventory 451

Creating an Aggregate Production Plan 452 Level Production Plan 453 Chase Plans 453 Hybrid Plans 455 Comparing Aggregate Production Plans 456

Aggregate Planning for Service Industries 457 Yield Management 457 Get Real: Yield Management in the Hotel Industry 458 An Example of a Service Aggregate Plan 459 Chapter Summary 460 Key Terms 461 Discussion Questions 461 Solved Problem 462 Problems 463 Case: Med-Chem Products: Hospital Division 467 Case: Fitch and Hughes, P.C. 468 Selected Readings & Internet Sites 469

CHAPTER 14 Materials and Resource Requirements Planning 470

Materials Requirements Planning (MRP) 473

MRP Inputs 473 Get Real: MRP In Services 475 Master Production Schedule (MPS) 475 Bill of Materials (BOM) 476 Inventory Records 478

MRP Process 479

Final PDF to printer

Contents xxix

swi44303_fm_i-xxx.indd xxix 06/14/16 11:16 AM

Problems 534 Case: Derek’s European Tour 539 Case: Monolith Productions 540 Selected Readings & Internet Sites 541

CHAPTER 15 Supplement: Advanced Methods for Project Scheduling 542

Project Crashing: Making Time-Cost Trade-Offs 543

Scheduling a Project with Probabilistic Task Duration Estimates 546 Supplement Summary 550 Key Terms 550 Discussion Questions 550 Solved Problem 551 Problems 554 Selected Readings & Internet Sites 557

CHAPTER 16 Sustainable Operations Management—Preparing for the Future 558

The Triple Bottom Line 560

The First P—Planet 561 Get Real: Disney Sustainability 562 Implications for Operations Management: A Broader View of

Waste 564 Get Real: Herman Miller Designs A “Green” Chair 566 Get Real: Paper or Plastic? 566 Identifying and Eliminating Environmental Wastes 567 ISO 14000—The Standard for Environmental Management

Systems 567 Challenges of Being Environmentally Sustainable 568

The Second P—People 568 Get Real: Starbucks and “Fair Trade” 569 Organizational Culture 570 National Culture 571 Get Real: Zappos Culture Sows Spirit 571 Get Real: Dabbawallahs—Managing the Lunchtime Food

Supply Chain in Bombay, India 572

The Third P—Profit and Long-Term Competitive Advantage 573 Changes in Key Customers 573 Changes in Value Propositions 574 Changes in Operational Capabilities 574 Get Real: Starbucks Reserve 574 Balancing the 3 Ps 575 Get Real: Patagonia Outdoor Sportswear 576

Measuring and Reporting Sustainability Through the Triple Bottom Line 576 Chapter Summary 579 Key Terms 579 Discussion Questions 580 Case: Euro Constellation Electronics 581 Case: The Problem with Plastics 582 Case: The Hyper Car 583 Selected Readings & Internet Sites 585

APPENDIX A 586

APPENDIX B 587

INDEXES

NAME INDEX 600

SUBJECT INDEX 602

Final PDF to printer

swi44303_fm_i-xxx.indd xxx 06/14/16 11:16 AM

Final PDF to printer

swi44303_ch01_001-023.indd 1 06/06/16 11:30 AM

sustainabilityrelationships global

1PART SUPPLY CHAIN: A PERSPECTIVE FOR OPERATIONS MANAGEMENT

W hat is operations management? Have you ever stopped to consider all of the specifics of how orga- nizations (business and not-for-profit) deliver goods and services to their customers? Think of all the details that must be managed to develop product concepts, identify sources for raw materials, decide how products will be made and delivered, and establish how to serve customers. Opera- tions management includes all of these types of decisions:

Operations management is the management of pro- cesses used to design, supply, produce, and deliver valuable goods and services to customers.

In Part 1, Supply Chain: A Perspective for Opera- tions Management, we define the scope of operations

management, as well as its strategic role in businesses. Chapter 1 explains what operations management is and why it is important for all managers (accounting, marketing, finance, and other managers) to understand the basics of this management discipline. Chapter 1 also introduces an important perspective, the supply chain, as a way to think about how to coordinate operational activities across dif- ferent organizations. Chapter 2 describes how strategic choices in operations management relate to an organiza- tion’s overall objectives and to choices made in marketing, finance, and other functional areas. In addition, Chapter 2 explains how to increase competitiveness through effec- tive operations and how to measure the effectiveness of operations activities.

1 Introduction to Managing Operations Across the Supply Chain

X X X

2 Operations and Supply Chain Strategy X X X

Final PDF to printer

swi44303_ch01_001-023.indd 2 06/06/16 11:30 AM

LO1-1 Explain what operations management is and why it is important.

LO1-2 Describe the major decisions that operations managers typically make.

LO1-3 Explain the role of processes and “process thinking” in operations management.

1 Introduction to Managing Operations Across the Supply Chain

LEARNING OBJECTIVES

LO1-4 Explain what the supply chain is and what it means to view operations management using a “supply chain perspective.”

LO1-5 Identify the partners and functional groups that work together in operations management.

LO1-6 Define the planning activities associated with managing operations across the supply chain.

After studying this chapter, you should be able to:

Final PDF to printer

swi44303_ch01_001-023.indd 3 06/06/16 11:30 AM

• Capitalize on volume. Because of its buying power, Apple gets big discounts on parts, manu- facturing capacity, and air freight.

• Work closely with suppliers. Apple engineers sometimes spend months living out of hotel rooms in order to be close to suppliers and

It Takes More than Cool Products to Make

Apple Great manufacturers, helping to tweak the indus- trial processes and tools that translate prototypes into mass- produced devices.

• Focus on a few product lines, with little cus- tomization. Apple’s unified strategy allows it to eliminate complexity and cost, while maximizing volume-based economies in its supply chain.

• Ensure supply availability and low prices. Apple makes big upfront payments to suppliers to lock in their capacity and to limit options for competitors.

Final PDF to printer

4 chapter 1 Introduction to Managing Operations Across the Supply Chain

swi44303_ch01_001-023.indd 4 06/06/16 11:30 AM