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• Preface
• Acknowledgments
• About the Authors
• PART I: INTRODUCTION
• Chapter 1: Introduction to Managing Global Operations and Supply Chains,
• Operations Profile: Intel Uses Quality Control to Achieve World Domination,
• 1.1 Supply Chains and Operations Management in the Global Economy,
• Offshoring and Outsourcing,
• Globalization, Supply Chains, and Operations Management,
• Consider This 1.1: Is American Manufacturing Dead?,
• 1.2 What Does Operations Management Entail?,
• Consider This 1.2: Why You Should Consider a Career in Operations and Supply Chain Management,
• Consider This 1.3: Service Operations in India,
• 1.3 What Does Supply Chain Management Entail?,
• Supply Chain Structures and Partners,
• Operations Profile: Zara: Bringing Speed to Fashion Through Supply Chain Management,
• First-Tier Suppliers,
• Second-Tier Suppliers,
• Inbound and Outbound Storage,
• Wholesalers and Retailers,
• Final Consumers,
• 1.4 An Integrated Perspective on Operations and Supply Chain Management,
• Decisions in Operations and Supply Chain Management,
• Operations Interfaces in a Product Supply Chain,
• Operations Profile: Lessons Learned: Apple Puts All Its Eggs in One (Very Expensive) Basket,
• Operations Interfaces in a Service Supply Chain,
• 1.5 The Evolution of Operations and Supply Chain Management,
• 1.6 Current and Emerging Issues in Operations and Supply Chain Management,
• The Continuous Optimization of Resources,
• Greater Supply Chain Risks and Supply Chain Restructuring,
• Role of Technology and Data Analytics,
• Sustainability,
• 1.7 Road Map: How This Text Is Organized,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Problems,
• Case Study 1.1 Multinational Companies and China: Investing for the Long Term,
• Case Study 1.2 Nintendo’s Wii and Wii U: Absence Makes the Heart Grow Fonder,
• Video Case,
• Critical Thinking Exercise,
• PART II: STRATEGIC DECISIONS
• Chapter 2: Operations and Supply Chain Strategies,
• Operations Profile: Chubbies’ Supply Chain Strategy Keeps the Fun in Short-Shorts,
• 2.1 Levels of Strategic Planning,
• Corporate Strategy,
• Business Unit Strategies,
• Functional Strategies,
• 2.2 Formulating and Evaluating Operations Strategies,
• Critical Elements of an Operations Strategy,
• Maintaining the Fit Among Critical Elements,
• Strategic Structural and Infrastructural Decisions,
• Evaluating the Performance of an Operations Strategy,
• 2.3 Formulating and Evaluating Strategies for Service Organizations,
• Strategic Positioning,
• Formulating the Service Operations Strategy,
• Tactical Execution,
• Continuous Service Improvement,
• 2.4 Measuring Productivity as Part of Strategic Planning,
• Types of Productivity Measures and Their Uses,
• Factors Affecting Productivity,
• Steps to Improving Productivity,
• Measuring Productivity in the Service Sector,
• Operations Profile: Lessons Learned: Bigger Ships, More Cargo, Bigger Headaches!,
• 2.5 Strategies for Supply Chains,
• Formulating Supply Chain Strategies,
• Evaluating the Performance of a Supply Chain Strategy,
• 2.6 Global Strategies,
• Integrating Operations and Supply Chain Strategies,
• Risk Management Strategies,
• 2.7 Sustainability Issues,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Case Study 2.1 Supply Chain Strategies and Disaster Planning,
• Video Case,
• Critical Thinking Exercise,
• Chapter 3: Project Management,
• Operations Profile: Apple’s New Headquarters,
• 3.1 Projects, Project Teams, and Measuring Success,
• Project Teams,
• What Makes a Project Successful?,
• 3.2 Project Life Cycles,
• Operations Profile: The Expeditionary Fighting Vehicle,
• 3.3 Conceptualizing and Planning Projects,
• Conceptualization,
• Planning,
• Consider This 3.1: Statements of Work: Then-and-Now,
• Employing Risk Management Techniques,
• 3.4 Scheduling Projects,
• Estimating the Duration of a Project’s Activities,
• Creating Precedence Diagrams and Gantt Charts,
• Determining a Project’s Schedule: Creating Network Diagrams,
• Crashing the Project,
• 3.5 Supply Chains for Projects,
• Supply Chain Activities for Projects,
• Designing a Project’s Supply Chain,
• 3.6 Executing, Evaluating, and Terminating Projects,
• Evaluating a Project’s Status: S-Curves and Earned Value Management,
• Terminating the Project,
• 3.7 Sustainability Issues,
• 3.8 Global Projects,
• Operations Management: Lessons Learned: Unpopularity of Fossil Fuels Is Leading to Project Cancellations,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Case Study 3.1 Project Management in the Movie Business,
• Video Case,
• Critical Thinking Exercise,
• Supplement for Chapter 3: Project Management,
• Operations Profile: Fast Tracking Manchester’s New Airport Development,
• 3S.1 Determining the Probability of a Project Being Completed on Time,
• 3S.2 Calculating the Time−Cost Trade-Offs of Crashing a Project,
• 3S.3 Calculating a Project’s Earned Value,
• Terminology for the EVM Method,
• Creating Project Baselines,
• Why Use Earned Value?,
• Steps in the Earned Value Management Method,
• Supplement Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Critical Thinking Exercise,
• Chapter 4: Product and Service Innovations,
• Operations Profile: Developing New Products and Services in the Pet Industry,
• 4.1 Why Companies Develop New Products and Services,
• Responding to Market Challenges With New Products and Services,
• Why Do New Products Fail?,
• Operations Management: Lessons Learned: Poor Product Launches—What’s in a Name?,
• Types of Innovation,
• 4.2 How New Products Are Developed,
• The Traditional Approach to New Product Development,
• The Stage-Gate® Approach to New Product Development,
• 4.3 New Product Development Concepts and Strategies,
• Operations Profile: New Product Development at Coca-Cola: Illy Issimo,
• Modular Design,
• Robust Product Design,
• Value Analysis and Value Engineering,
• Mass Customization,
• Design for Manufacturing and Assembly (DFMA),
• Design for Reliability (DFR),
• Design for Disposal, Remanufacturing, and Recycling (DFDRR),
• Designing Products for the Internet of Things (IoT),
• Quality Function Deployment (QFD),
• Concurrent Engineering,
• Time-Based Competition,
• 4.4 Using Technology to Develop New Products,
• Rapid Prototyping and Virtual Reality,
• Computer-Aided Design (CAD),
• 4.5 Global Product Development,
• The Evolution of Global Product Development,
• Challenges Related to Global Product Development,
• 4.6 New Product Development Issues for Supply Chains,
• Operations Management: Lessons Learned: The Impact of Supply Chain Delays,
• Collaboration Within Supply Chains,
• 4.7 How Services Are Designed,
• 4.8 Legal, Ethical, and Sustainability Issues,
• Legal and Ethical Issues,
• Sustainability Issues,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Problems,
• Case Study 4.1 Redesigning for Efficiency: The Chevrolet Malibu,
• Video Case,
• Critical Thinking Exercise,
• Supplement for Chapter 4: Reliability,
• Operations Profile: Computer Glitch Grounds United Airlines,
• 4S.1 Understanding Reliability,
• Estimating Reliability,
• 4S.2 Availability and Maintainability,
• Supplement Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Chapter 5: Managing for Quality,
• Operations Profile: Louis Vuitton Spares No Expense to Gain the Quality “Seal of Approval” for Its Watches,
• 5.1 Defining Quality,
• The Quality Dimensions of Products,
• The Quality Dimensions of Services,
• 5.2 The Benefits and Costs of Managing Quality,
• 5.3 The Evolution of Quality Management and Its Pioneers,
• Early Attempts at Quality Management,
• Consider This 5.1: Measuring Quality Costs,
• Operations Management: Lessons Learned: Yamada Electric and a Simple Solution to a Quality Problem,
• 5.4 Major Quality Management Initiatives,
• Total Quality Management (TQM),
• Customer Involvement,
• ISO Standards,
• Baldrige Standards,
• Operations Profile: TQM Improves Hospital Operations,
• Six Sigma,
• Consider This 5.2: Profile of a Malcolm Baldrige Award Winner: Memorial Hermann Sugar Land Hospital,
• 5.5 Quality Management Tools and Techniques,
• Service Quality Management Tools,
• Electronic Service Quality (e-SQ),
• 5.6 Managing Quality for Supply Chains,
• Consider This 5.3: Service Quality at Amazon.com,
• Procurement Quality,
• Design Quality,
• Production and Delivery,
• Operations Management: Lesson Learned: Sleek Audio Tests Overseas Manufacturing,
• 5.7 Global Quality Management,
• TQM and Global Quality,
• Consider This 5.4: Global Quality Management at Heinz,
• Information Systems and Global Quality,
• Technology Networks and Global Quality,
• Six Sigma and Global Quality,
• 5.8 Legal, Ethical, and Sustainability Issues,
• Sustainability,
• Corporate Social Responsibility,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Problems,
• Case Study 5.1 Pfizer Fixes Problems With Its Cleaning Processes,
• Case Study 5.2 Partnering to Improve Quality,
• Case Study 5.3 3M: Finding the Delicate Balance Between Six Sigma and Innovation,
• Case Study 5.4 Van Halen, Brown M&Ms, and Quality Control,
• Video Case,
• Critical Thinking Exercise,
• Chapter 6: Quality Improvement and Control Tools,
• Operations Profile: Automated Quality Control at Electronic Arts—Avoiding the Effects of “Crunch”,
• 6.1 Quality Control Versus Quality Assurance,
• 6.2 Quality Appraisal Tools,
• Check Sheets,
• Histograms,
• Pareto Charts,
• Scatter Diagrams,
• Cause-and-Effect Diagrams (Fishbone Diagrams),
• Process Flowcharts,
• 6.3 Quality Defect Prevention Tools,
• Statistical Process Control (SPC),
• Control Charts,
• Process Capability Analysis,
• Revisiting Six Sigma: Calculating Six Sigma Quality of a Process,
• 6.4 Quality Design Tools,
• The Taguchi Method (Robust Design),
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Case Study 6.1 J.D. Power Automobile Surveys: What Does “Quality” Mean, Anyway?,
• Video Case,
• Critical Thinking Exercises,
• Chapter 7: Capacity Planning,
• Operations Profile: For Its Capacity Planning, UPS Asks Retailers to Help Out,
• 7.1 Capacity Planning,
• The Strategic Importance of Capacity Decisions,
• Types of Capacity and Capacity Measurements,
• Strategies for Capacity Planning,
• The Capacity Planning Process,
• 7.2 Service Capacity Planning,
• Factors Influencing Service Capacity,
• Capacity Planning for Services,
• 7.3 Capacity Planning for Supply Chains,
• Demand Uncertainty,
• Technological Uncertainty,
• Operations Management: Lessons Learned: Pratt & Whitney Battles Capacity and Supply Chain Problems for a New Jet Engine,
• Supply Uncertainty,
• A Framework for Strategic Supply Chain Capacity Planning,
• 7.4 Ethical and Sustainability Issues,
• 7.5 Global Capacity Management,
• Consider This 7.1: Working to End Child Labor,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Case Study 7.1 Kirwain’s Capacity Planning Challenge,
• Video Cases,
• Critical Thinking Exercises,
• Chapter 8: Supply Chain Design and Location Planning,
• Operations Profile: Mexico, the Next Great Automaker,
• 8.1 Supply Chain Design and Facility Location Decisions,
• Factors That Affect Supply Chain and Location Decisions,
• Competitive Strategies That Affect Supply Chain and Location Decisions,
• Why Supply Chain and Location Decisions Sometimes Backfire,
• 8.2 Phases in the Supply Chain Design and Location Decision-Making Process,
• Phase I: Design the Supply Chain,
• Phase II: Determine the Configuration of Regional Facilities,
• Phase III: Select Potential Sites for Locating Facilities,
• Phase IV: Choose Locations,
• 8.3 Analytical Methods for Evaluating Locations,
• The Factor Rating Method,
• Breakeven Analysis,
• The Center-of-Gravity Method,
• Consider This 8.1: GIS and Location Decisions,
• The GIS (Geographic Information System) Method,
• 8.4 Ethical and Sustainability Issues,
• 8.5 Global Location Planning,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Case Study 8.1 Countering the Counterfeiters,
• Case Study 8.2 Alpharetta Tools,
• Video Case,
• Critical Thinking Exercise,
• Chapter 9: Process Design and Layout Planning,
• Operations Profile: Process Redesign at Mars: Moving Toward Sustainability and Social Responsibility,
• 9.1 Designing, Selecting, and Redesigning Manufacturing Processes,
• Basic Process Types,
• Mass Customization Processes,
• Process Selection Decisions,
• 9.2 Designing Service Processes,
• Classifying Processes Within the Service Process Design Matrix,
• Positioning and Repositioning Processes Within the Service Process Design Matrix,
• Using Technology to Improve Service Processes,
• 9.3 Designing Processes for Supply Chains,
• Classifying Manufacturing Processes by the Degree of Product Customization,
• Mapping Manufacturing Methods Across Supply Chains,
• 9.4 Global Process Design,
• 9.5 Layout Planning,
• The Strategic Nature of Layout Decisions,
• Basic Types of Layouts,
• Other Types of Layouts,
• Operations Management: Lessons Learned: Facing Declining Sales, Subway Redesigns Its Stores,
• 9.6 Legal, Ethical, and Sustainability Issues,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Problems,
• Case Study 9.1 Challenges of Redesigning a Plant Layout,
• Video Case,
• Critical Thinking Exercise,
• Supplement for Chapter 9: Tools for Analyzing, Designing, and Selecting Processes and Layouts,
• Operations Profile: Relieving Congestion at St. Francis Hospital,
• 9S.1 Process Selection, Design, and Analysis Tools,
• Tools for Process Selection,
• Tools for Process Analysis and Design,
• Tools for Analyzing Service Processes,
• 9S.2 Layout Analysis Tools and Techniques,
• Techniques for Designing Process Layouts,
• Technique for Designing Product Layouts: Line Balancing,
• Computer Software for Designing Process Layouts,
• Supplement Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Critical Thinking Exercises,
• PART III: INTEGRATIVE DECISIONS
• Chapter 10: Supplier Management,
• Operations Profile: Got Milk? A Lot More Than We Need!,
• 10.1 Supplier Management and Its Goals,
• Meeting Quality Standards,
• Making Deliveries on Time,
• Minimizing Costs,
• Operations Management: Lessons Learned: “Do You Want Fries With That?” Supplier Management Problems Lead to Horse Meat in Hamburgers,
• Developing Better Products and Processes,
• 10.2 The Supplier Management Process,
• Strategic Sourcing,
• Purchasing,
• Supplier Performance Management,
• Supplier Information Management,
• Supplier Risk Management,
• Operations Profile: Coca-Cola: Managing an Orange’s Journey to the Customer,
• Supplier Relationship Management (SRM),
• Supplier Phase-Out,
• 10.3 Managing Service Providers,
• Sourcing Service Providers,
• Service Provider Risk Management,
• Service Provider Performance and Relationship Management,
• 10.4 Global Supplier Management,
• Have a Backup Pool of Suppliers,
• Choose Suppliers From Countries That Have Better Laws and Regulations and Infrastructures,
• Establish Collaborative Relationships With Global Suppliers,
• Use Technology for Greater Supplier Visibility,
• Select Suppliers From a Country Whose Language and Culture You Can Understand,
• 10.5 Legal, Ethical, and Sustainability Issues,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problem,
• Problems,
• Case Study 10.1 The Boeing 787, Batteries, and Supplier Management,
• Video Cases,
• Critical Thinking Exercise,
• Chapter 11: Logistics Management,
• Operations Profile: Challenges With River Transportation—The Cost of Crumbling Infrastructure,
• 11.1 Integrated Logistics Management,
• 11.2 Order Fulfillment,
• 11.3 Transportation Management,
• Strategy and Transportation Performance Metrics,
• Transportation Modes: Basic and Intermodal,
• Transportation Network Design Options,
• 11.4 Packaging,
• Packaging Factors,
• Packaging Types,
• Package Labeling,
• 11.5 Materials Handling,
• 11.6 Warehousing Management,
• Warehouse Functions,
• Warehouse Types,
• 11.7 Inventory Management,
• 11.8 Facilities Network Design,
• 11.9 Global Logistics,
• Political Factors,
• Economic Factors,
• Cultural Factors,
• Distance,
• International Documentation,
• Security,
• Global Channel Intermediaries,
• International Transportation Modes,
• Other Features of Global Logistics,
• 11.10 Logistics Outsourcing,
• 11.11 Logistics in the Service Sector,
• 11.12 Ethical and Sustainability Issues,
• Packaging,
• Consolidating Facilities,
• Operations Management: Lessons Learned: Making Trucking More Cost Effective and Sustainable Through Collaboration,
• Using a Mixture of Transportation Modes and Optimizing Transportation Routes,
• Managing Capacity,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Problems,
• Case Study 11.1 How Sustainable Logistics Solutions and Technologies Have Helped Walmart Become More Efficient,
• Case Study 11.2 Third-Party Logistics and the Mistreatment of Workers,
• Video Case,
• Critical Thinking Exercises,
• Chapter 12: Demand Management and Customer Service,
• Operations Profile: The Challenge of Demand Management for Popular Items—Fitness Trackers,
• 12.1 Demand Management,
• Factors That Affect Demand Management,
• Demand Planning,
• Consider This 12.1: Hurricane Harvey Leads to Surge in Demand for Automobiles,
• Demand Forecasting,
• Proactively Managing Demand,
• 12.2 Global Demand Management,
• 12.3 Services Demand Management,
• 12.4 Customer Service and Demand Management,
• The Role of Customer Service in Supply Chains,
• Consider This 12.2: Transforming Customer Service Management,
• Customer Service Management,
• Operations Management: Lessons Learned: Trapped on an Airplane,
• 12.5 Ethical and Sustainability Issues,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Problems,
• Case Study 12.1 McDonald’s Reinvents Itself, Again,
• Case Study 12.2 Predicting the Future Demand for Rural Health Care,
• Video Cases,
• Critical Thinking Exercises,
• Chapter 13: Demand Forecasting Methods,
• Operations Profile: Challenges in Forecasting Demand for L.L. Bean’s Famous “Duck Boots”,
• 13.1 Introduction to Forecasting and Its Applications,
• 13.2 The Characteristics of Good Forecasts,
• 13.3 Qualitative Versus Quantitative Forecasting Methods,
• Qualitative Methods,
• Quantitative Methods,
• Types of Quantitative Methods: Time Series Forecasting,
• Short-Term Time Series Forecasting Methods,
• Operations Profile: Using Forecasting to Solve Hospital Staffing Challenges,
• Medium- to Long-Term Time Series Forecasting Methods,
• Techniques for Evaluating Cyclical Variations,
• Types of Quantitative Methods: Causal or Associative Methods,
• 13.4 Measuring and Monitoring the Accuracy of Forecasting Methods,
• Mean Absolute Deviation (MAD),
• Cumulative Sum Error (CSE) and Bias,
• Mean Squared Error (MSE),
• Mean Absolute Percentage Error (MAPE),
• 13.5 Monitoring and Controlling Forecasts,
• 13.6 Forecasting for Supply Chains,
• Consider This 13.1: Forecasting Using Excel,
• 13.7 Ethical Issues,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Case Study 13.1 Forecasting Ticket Demand for the Super Bowl,
• Case Study 13.2 Ethical Forecasting: If You Torture the Numbers Long Enough, They Can Tell You Anything!,
• Video Cases,
• Critical Thinking Exercises,
• PART IV: TACTICAL DECISIONS
• Chapter 14: Lean Operations and Supply Chains,
• Operations Profile: Lean Operations at Rolls-Royce Indianapolis,
• 14.1 Introduction to Lean Operations,
• 14.2 The Philosophy of Lean Systems,
• 14.3 Elements of Lean Systems,
• Workflow and Throughput,
• Pull Systems Versus Push Systems,
• Focused Factories,
• Value Stream Mapping (VSM),
• Quality and Lean Systems,
• Lean Six Sigma,
• Quality at the Source,
• Plant Layouts That Balance Workflow,
• Stable Schedules,
• Faster Setup Times,
• Consider This 14.1: Calculating Takt Time,
• Group Technology,
• Kanban Systems,
• Operations Profile: Kanban Systems at Dell,
• Reduced Inventory,
• Improved Product Designs,
• 14.4 Lean Services,
• Operations Profile: WIPRO Limited and Lean Software Development,
• 14.5 Lean Supply Chains,
• Characteristics of a Lean Supply Chain,
• Full Collaboration Among the Supply Chain’s Partners,
• Operations Profile: Lean Operations at Exempla Lutheran Medical Center,
• Transparent Information,
• Operations Profile: Walmart’s Lean Supply Chain Operations,
• Lean Logistics,
• Performance Measurement and Continuous Improvement,
• 14.6 Lean Global Supply Chains,
• 14.7 Sustainability Issues,
• Operations Profile: Lessons Learned: Learning to be Lean at Amazon,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problem,
• Problems,
• Case Study 14.1 Lean Sustainable Supply Chains at Unilever,
• Case Study 14.2 TAL Apparel and JCPenney,
• Video Case,
• Critical Thinking Exercise,
• Appendix 14.1: Value Stream Mapping Symbols,
• Appendix 14.2: Steps for Developing a Value Stream Map,
• Chapter 15: Inventory Management,
• Operations Profile: Best Buy Moves Inventory Control to Its 1,000 Warehouses,
• 15.1 Types of Inventory,
• 15.2 Inventory Costs,
• Purchase Costs and Ordering Costs,
• Setup Costs,
• Holding or Carrying Costs,
• Stock-Out Costs,
• 15.3 Inventory Considerations for Supply Chains,
• Meeting Expected Normal Demand,
• Operations Management: Lessons Learned: Toyota—Why Inventory Matters and the Challenge of Just-In-Time,
• Protecting Against Shortages,
• Receiving Quantity Discounts,
• Guarding Against Future Price Increases,
• Meeting Sales Increases Caused by Seasonal Demand and Sales Promotions,
• Reducing Transportation Costs and Transit Times,
• Smoothing Out Production Fluctuations,
• Facilitating Decoupling of Processes,
• 15.4 Inventory Management Measures,
• Backorders and Lost Sales,
• Inventory Turnover,
• Days of Inventory in Stock,
• Order Fulfillment Lead Time,
• Fill Rate,
• Inventory Accuracy Rate,
• 15.5 Key Features of Effective Inventory Management Systems,
• Operations Management: Lessons Learned: How Pennsylvania’s State Liquor Store System Continues to Mismanage Inventory,
• Demand Forecasts, Lead Times, and Inventory-Related Cost Information,
• Inventory Classification: The ABC Method,
• Inventory Control Systems,
• Consider This 15.1: IKEA’s Successful Inventory Management Techniques,
• 15.6 Uncertainty in Supply Chain Inventories: The Bullwhip Effect,
• Causes of the Bullwhip Effect,
• Strategies for Mitigating the Bullwhip Effect,
• 15.7 Ethical and Sustainability Issues,
• 15.8 Global Inventory Management,
• 15.9 Service Sector Inventory Management,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problem,
• Problems,
• Case Study 15.1 Inventory Pressures Cause Tuesday Morning to Abandon e-Commerce,
• Case Study 15.2 Inventory Management in the Age of the Online Shopper,
• Video Case,
• Critical Thinking Exercises,
• Chapter 16: Inventory Control Models,
• Operations Profile: Walgreens Fights to Stay Profitable Through Inventory Management,
• Introduction,
• 16.1 How Much to Order: Continuous Review Systems,
• Basic Economic Order Quantity (EOQ) Model,
• 16.2 Economic Production Quantity (EPQ) Model,
• 16.3 EOQ Model with Quantity Discounts,
• 16.4 When to Order: Reorder Point for Continuous Review Systems (EOQ Model),
• Reorder Point Model for Constant Demand and Constant Lead Time,
• Operations Management: Lessons Learned: Inventory Mismanagement Helps Sink Target Canada,
• Reorder Point Model for Variable Demand and Constant Lead Time,
• Reorder Point Model for Constant Demand and Variable Lead Time,
• Reorder Point Model for Variable Demand and Variable Lead Time,
• 16.5 How Much to Order: Periodic Review Systems,
• 16.6 How Much to Order: Single-Period Inventory Systems,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Case Study 16.1 When Your Customers Steer You Wrong: Walmart’s Project Impact Disaster,
• Video Case,
• Critical Thinking Exercise,
• Chapter 17: Sales and Operations Planning,
• Operations Profile: Black Friday Shopping in the United States—The Experience Is Quickly Changing,
• 17.1 The Basics of Sales and Operations Planning,
• 17.2 Benefits of Sales and Operations Planning,
• Sales and Operations Plan: Inputs and Outputs,
• 17.3 Framework of the Sales and Operations Planning Process,
• Data Gathering,
• Demand Planning,
• Supply Planning,
• Operations Profile: Problems in Predicting and Planning for Demand: The Pharmaceutical Industry,
• Financial Planning,
• Pre-S&OP Meeting,
• Executive S&OP Meeting,
• Top-Down Versus Bottom-Up: How Should S&OP Development Proceed?,
• 17.4 Options for Influencing Demand and Supply in Sales and Operations Planning,
• Options to Influence Demand,
• Options to Influence Supply,
• 17.5 Sales and Operations Planning Strategies,
• Level Strategy,
• Chase Strategy,
• Mixed Strategy,
• Choosing a Strategy,
• 17.6 Methods for Sales and Operations Planning,
• Developing a Sales and Operations Plan: Trial-and-Error Method,
• 17.7 Sales and Operations Planning for Supply Chains,
• Global Sales and Operations Planning,
• Consider This 17.1: Global Sales and Operations Planning: The World Has Changed,
• Benefits of Global S&OP,
• 17.8 Sales and Operations Planning in Service Industries,
• 17.9 Sustainable S&OP: Sales Carbon Operations Planning (SCOP),
• Additional Features and Functions of SCOP,
• Benefits of SCOP,
• 17.10 Ethical Issues,
• Operations Profile: Sustainable S&OP: Matching up Industries to Save Energy,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problem,
• Problems,
• Case Study 17.1: Coordinating Sales and Operations Planning for the Next Big Thing: The Case of the Sony PS4 Launch,
• Video Case,
• Critical Thinking Exercise,
• PART V: OPERATIONAL DECISIONS
• Chapter 18: Master Scheduling and Material Requirements Planning,
• Operations Profile: Managing Materials and Production at Rolls-Royce,
• 18.1 Master Scheduling,
• Master Scheduling Inputs, Processing, and Outputs,
• Functions of the Master Schedule,
• Master Schedule Planning Horizon and Replanning,
• Achieving Master Schedule Stability,
• Relationship Between the Master Schedule and the Production Environment,
• 18.2 Material Requirements Planning,
• MRP Terminology,
• MRP Inputs, Process, and Outputs,
• Other Considerations in MRP,
• Potential Benefits and Drawbacks of MRP,
• Integrating MRP and JIT Systems,
• MRP in the Service Sector,
• 18.3 Ethical and Sustainability Issues,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Case study 18.1 Bringing Order to a Chaotic Restaurant,
• Video Case,
• Critical Thinking Exercise,
• Supplement for Chapter 18: Capacity Requirements Planning, MRP II, ERP, and DRP,
• Operations Profile: Callaway Golf Uses ERP to Keep Swinging,
• 18S.1 Capacity Requirements Planning (CRP),
• 18S.2 Manufacturing Resource Planning (MRP II)—An Extension of MRP,
• 18S.3 Enterprise Resource Planning (ERP),
• Benefits and Limitations of ERP,
• ERP for Service Industries,
• Consider This 18S.1: Electronic Medical Records Bring Together Patients and Their Health Care Providers,
• 18S.4 Impact of MRP, MRP II, and ERP on Supply Chains,
• Operations Management: Lessons Learned: Surviving an ERP System Disaster,
• 18S.5 Distribution Requirements Planning (DRP),
• 18S.6 Sustainability Issues,
• Supplement Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problem,
• Problems,
• Case Study 18S.1 Thinking Outside the Box: Enterprise Training at General Mills,
• Critical Thinking Exercise,
• Chapter 19: Detailed Scheduling,
• Operations Profile: Scheduling at Walt Disney World: FastPass and Waiting for Rides,
• 19.1 What Detailed Scheduling Is,
• 19.2 Types of Scheduling for Manufacturers,
• Line Process Scheduling,
• Intermittent Process Scheduling,
• Sequencing N Jobs Through Two Machines: Johnson’s Rule,
• 19.3 Why Scheduling Is Complex,
• Theory of Constraints,
• Operations Management: Lessons Learned: Fixing Manufacturing Processes at Hitachi Tools,
• 19.4 Scheduling in the Service Sector,
• Appointment Systems,
• Reservation Systems,
• Workforce Scheduling,
• Decision Rules for Workforce Scheduling With Two Consecutive Days Off,
• 19.5 Scheduling for Supply Chains,
• 19.6 Ethical and Sustainability Issues,
• Chapter Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Case Study 19.1 Telling Umpires Where to Go!,
• Video Case,
• Critical Thinking Exercises,
• PART VI: QUANTITATIVE MODULES
• Module A: Linear Programming,
• Operations Profile: Using Linear Programming in the Restaurant Industry,
• Introduction,
• A.1 Features of a Linear Programming (LP) Problem,
• Formulating a Linear Programming Problem,
• Solving Linear Programming Problems: The Graphical Method,
• Solving Problems With Minimization Objective Using LP,
• Solving Linear Programming Minimization Problems: The Graphical Method,
• The Simplex Method of Linear Programming,
• A.2 Solving Linear Programming Problems Using Excel,
• A.3 Sensitivity Analysis,
• Changes in the Objective Function Coefficient,
• Changes in the Right-Hand-Side Values of the Resource Constraints,
• A.4 Additional Linear Programming Models,
• Module Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Case Study A.1 Happy Hour, Happy Profits,
• Module B: The Transportation Models,
• Operations Profile: Tesla and the Challenge of Locating a Battery Factory,
• B.1 Formulating and Solving the Transportation Problem,
• The Northwest Corner Rule,
• Matrix Least Cost Method,
• Stepping Stone Method,
• Solving Transportation Problems Using Excel (Version 2013),
• B.2 Additional Issues in Transportation Modeling,
• Unequal Supply and Demand,
• Degeneracy,
• Module Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Case Study B.1 Plant Location for Tru-Blade Ski Company,
• Module C: Waiting Line Models,
• Operations Profile: How Some Companies Deal With Waiting Lines,
• C.1 Introduction to Waiting Line Models,
• Cost Implications of Managing Waiting Lines,
• Characteristics of Waiting Lines,
• Customer Population,
• Arrival Pattern,
• Queue Size and Discipline,
• Service System Structure,
• Service Pattern,
• Measuring Performance of Waiting Line Systems,
• C.2 Queueing Models,
• Model I: Single-Channel or Single-Server Queueing Model,
• Model II: Single-Channel or Server, Constant Service Rate Queueing Model,
• Model III: Multiple-Channel or Multiple-Server Queueing Model,
• Little’s Law,
• Model IV: Finite Population Queueing Model,
• Other Considerations in Waiting Line Systems,
• Module Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Case Study C.1 The Psychology of Waiting in Lines,
• Questions for Discussion,
• Module D: Simulation,
• Operations Profile: Using Simulation to Answer the “What If?” Questions in the Oil Business,
• D.1 Introduction to Simulation,
• Steps for Using Simulation,
• Advantages and Disadvantages of Simulation,
• D.2 Monte Carlo Simulation,
• Simulation Using Excel,
• Inventory Simulation,
• Simulation of Waiting Line Systems,
• Module Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problem,
• Problems,
• Case Study D.1 Staying Ahead of the Demand for Ice Cream,
• Module E: Learning Curves,
• Operations Profile: Boeing: Relying on Learning Curves for Cost Analysis and Pricing Decisions,
• E.1 What Are Learning Curves?,
• E.2 Applications of Learning Curves,
• E.3 Approaches to Solving Learning Curve Problems,
• Arithmetic Approach,
• Logarithmic Approach,
• Use of Table of Learning Curve Coefficient Values,
• Considerations for Employing Learning Curves,
• E.4 Learning Curves in Cost Estimation,
• E.5 Limitations of Learning Curves,
• Module Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Case Study E.1 Estimating the Cost of a Drilling Platform,
• Module F: Decision-Making Tools,
• Operations Profile: Decision-Making Tools for Health Care Choices,
• F.1 Using a Systematic Decision-Making Process,
• F.2 Elements in the Decision-Making Process,
• F.3 Categorizing Decisions,
• F.4 Techniques for Making Decisions Under Certainty, Uncertainty, and Risk,
• Technique for Making Decisions Under Certainty,
• Techniques for Making Decisions Under Uncertainty,
• Techniques for Making Decisions Under Risk,
• F.5 Techniques for Making Sequential Decisions,
• Decision Trees,
• Sensitivity Analysis for Decision Trees,
• Module Summary,
• Key Terms,
• Discussion and Review Questions,
• Solved Problems,
• Problems,
• Case Study F.1 Gerber Products Company: The Problem,
• Case Study F.2 Gerber Products Company: The Solution,
• Appendix A: Tables
• Appendix B: Answers to Select Problems
• Glossary
• Notes
• Company Index
• Subject Index