Introduction to Operations and Supply Chain Management 5th Edition by Cecil Bozarth, ISBN-13: 978-0134740607

Description

Introduction to Operations and Supply Chain Management 5th Edition by Cecil Bozarth, ISBN-13: 978-0134740607

[PDF eBook eTextbook]

• Publisher: ‎ Pearson; 5th edition (January 18, 2018)
• Language: ‎ English
• 528 pages
• ISBN-10: ‎ 0134740602
• ISBN-13: ‎ 978-0134740607

For courses in operations and supply chain management.

An integrated approach to operations and supply chain management.

Introduction to Operations and Supply Chain Management is an integrated, comprehensive introduction to both operations and supply chain management (SCM). The text remains engaging and brief while integrating all of the major concepts of both subjects in one cohesive source. The 5th Edition contains updated content and thorough coverage of analytical tools and techniques that students will apply to their careers in operations and SCM. It explores these topics in an interesting and relatable manner, providing students with real-world examples and easy-to-understand material.

Table of Contents:

Preface

New to This Edition

Solving Teaching and Learning Challenges

Developing Employability Skills

Table of Contents Overview

Instructor Teaching Resources

Part I Creating Value through Operations and Supply Chains

Chapter One Introduction to Operations and Supply Chain Management

Chapter Outline

Chapter Objectives

Introduction

1.1 Why Study Operations and Supply Chain Management?

Operations Management

Supply Chain Management

1.2 Important Trends

Agility

Information Technologies

People

1.3 Operations and Supply Chain Management and You

Professional Organizations

Cross-Functional and Interorganizational Linkages

1.4 Employability Skills

Critical Thinking

Collaboration

Knowledge Application and Analysis

Information Technology Application and Computing Skills

1.5 Purpose and Organization of This Book

Chapter Summary

Key Terms

Discussion Questions

Problems

Problem for Section 1.1: Why Study Operations and Supply Chain Management?

Problems for Section 1.3: Operations and Supply Chain Management and You

Chapter Two Operations and Supply Chain Strategies

Chapter Outline

Chapter Objectives

Introduction

2.1 Elements of the Business

2.2 Strategy

2.3 Operations and Supply Chain Strategies

Customer Value

Four Performance Dimensions

Quality

Time

Flexibility

Cost

Trade-Offs among Performance Dimensions

Order Winners and Order Qualifiers

Stages of Alignment with the Business Strategy

Core Competencies in Operations and Supply Chains

Chapter Summary

Key Formula

Key Terms

Solved Problem

Problem

Calculating Value Indices at WarsingWare

Solution

Discussion Questions

Problems

Problems for Section 2.3: Operations and Supply Chain Strategies

Part II Establishing the Operations Environment

Chapter Three Process Choice and Layout Decisions in Manufacturing and Services

Chapter Outline

Chapter Objectives

Introduction

3.1 Manufacturing Processes

Production Lines and Continuous Flow Manufacturing

Job Shops

Batch Manufacturing

Fixed-Position Layout

Hybrid Manufacturing Processes

3D Printing

Linking Manufacturing Processes across the Supply Chain

Selecting a Manufacturing Process

The Product-Process Matrix

3.2 Product Customization Within the Supply Chain

Four Levels of Customization

The Customization Point

3.3 Service Processes

Service Packages

Service Customization

Customer Contact

Service Positioning

Services within the Supply Chain

3.4 Layout Decision Models

Line Balancing

Assigning Department Locations in Functional Layouts

Chapter Summary

Key Formulas

Key Terms

Solved Problem

Problem

Monster Bags

Solution

Discussion Questions

Problems

Problems for Section 3.4 Layout Decision Models

Chapter Four Business Processes

Chapter Outline

Chapter Objectives

Introduction

4.1 Business Processes

Improving Business Processes

4.2 Mapping Business Processes

Process Maps

Swim Lane Process Maps

4.3 Managing and Improving Business Processes

Measuring Business Process Performance

Productivity

Efficiency

Cycle Time

Benchmarking

The Six Sigma Methodology

Six Sigma People

Six Sigma Processes

Continuous Improvement Tools

4.4 Business Process Challenges and the Scor Model

How Standardized Should Processes Be?

Business Process Reengineering (BPR)

Coordinating Process Management Efforts across the Supply Chain

The SCOR Model

Chapter Summary

Key Formulas

Key Terms

Solved Problem

Problem

The repair process at Biosphere

Solution

Discussion Questions

Problems

Problems for Section 4.2: Mapping Business Processes

Problems for Section 4.3: Managing and Improving Business Processes

Chapter Five Managing Quality

Chapter Outline

Chapter Objectives

Introduction

5.1 Quality Defined

5.2 Total Cost of Quality

5.3 Total Quality Management

TQM and the Six Sigma Methodology

5.4 Statistical Quality Control

Process Capability

Six Sigma Quality

Control Charts

Sampling

Variable Types

X̄ and R Charts

p Charts

Acceptance Sampling

Taguchi’s Quality Loss Function

5.5 Managing Quality Across the Supply Chain

ISO 9000 Family

External Failures in the Supply Chain

Chapter Summary

Key Formulas

Key Terms

Using Excel in Quality Management

Solved Problem

Problem

Pulley Engineering

Solution

Discussion Questions

Problems

Problems for Section 5.4: Statistical Quality Control

Chapter Six Managing Capacity

Chapter Outline

Chapter Objectives

Introduction

6.1 Capacity

Measures of Capacity

Factors that Affect Capacity

Supply Chain Considerations

6.2 Three Common Capacity Strategies

6.3 Methods of Evaluating Capacity Alternatives

Cost

Demand Considerations

Expected Value

Decision Trees

Break-Even Analysis

Learning Curves

Other Considerations

6.4 Understanding and Analyzing Process Capacity

The Theory of Constraints

Waiting Line Theory

Arrivals

Service Times

Other Assumptions

Little’s Law

Chapter Summary

Key Formulas

Key Terms

Using Excel in Capacity Management

Solved Problem

Problem

Auvia Cruise Lines

Solution

Discussion Questions

Problems

Problems for Section 6.3: Methods of Evaluating Capacity Strategies

Problems from Section 6.4: Understanding and Analyzing Process Capacity

Supplement Chapter Six Advanced Waiting Line Theory and Simulation Modeling

Supplement Outline

Supplement Objectives

Introduction

6S.1 Alternative Waiting Lines

Assumptions behind Waiting Line Theory

Arrivals

Service Times

Other Assumptions

Waiting Line Formulas for Three Different Environments

6S.2 Simulation Modeling

Monte Carlo Simulation

Building and Evaluating Simulation Models with SimQuick

Supplement Summary

Discussion Questions

Problems

Problems for Section 6S.1: Alternative Waiting Lines

Problems for Section 6S.2: Simulation Modeling

References

Part III Establishing Supply Chain Linkages

Chapter Seven Supply Management

Chapter Outline

Chapter Objectives

Introduction

7.1 Why Supply Management is Critical

Global Sourcing

Financial Impact

Performance Impact

7.2 The Strategic Sourcing Process

Step 1: Assess Opportunities

Step 2: Profile Internally and Externally

Step 3: Develop the Sourcing Strategy

The Make-or-Buy Decision

Advantages and Disadvantages of Insourcing and Outsourcing

Total Cost Analysis

Portfolio Analysis

The “Routine” Quadrant

The “Leverage” Quadrant

The “Bottleneck” Quadrant

The “Critical” Quadrant

Single and Multiple Sourcing, Cross Sourcing, and Dual Sourcing

Step 4: Screen Suppliers and Create Selection Criteria

Step 5: Conduct Supplier Selection

The Weighted-Point Evaluation System

Step 6: Negotiate and Implement Agreements

Contracting

7.3 The Procure-to-Pay Cycle

Ordering

Follow-Up and Expediting

Receipt and Inspection

Settlement and Payment

Records Maintenance

7.4 Trends in Supply Management

Sustainable Supply

Supply Chain Disruptions

Chapter Summary

Key Formulas

Key Terms

Solved Problem

Problem

Aitken Engineering

Solution

Discussion Questions

Problems

Problems for Section 7.1: Why Supply Management Is Critical

Problems for Section 7.2: The Strategic Sourcing Process

Chapter Eight Logistics

Chapter Outline

Chapter Objectives

Introduction

8.1 Why Logistics is Critical

8.2 Logistics Decision Areas

Transportation

Highway

Water

Air

Rail

Selecting a Transportation Mode

Multimodal Solutions

Warehousing

Reducing Transportation Costs

Improving Operational Flexibility

Shortening Customer Lead Times

Lowering Inventory-Related Costs

Logistics Information Systems

Decision Support Tools

Planning Systems

Execution Systems

Material Handling and Packaging

Material Handling at Lowe’s DCs

Packaging Wine

Inventory Management

8.3 Logistics Strategy

Owning versus Outsourcing

Measuring Logistics Performance

The Perfect Order

Landed Costs

Reverse Logistics Systems

8.4 Logistics Decision Models

Weighted Center of Gravity Method

Optimization Models

The Assignment Problem

Chapter Summary

Key Formulas

Key Terms

Solved Problem

Problem

Vivette’s Importers

Solution

Discussion Questions

Problems

Problems for Section 8.2: Logistics Decision Areas

Problems for Section 8.3: Logistics Strategy

Problems for Section 8.4: Logistics Decision Models

Part IV Planning and Controlling Operations and Supply Chains

Chapter Nine Forecasting

Chapter Outline

Chapter Objectives

Introduction

9.1 Forecast Types

Demand Forecasts

Supply Forecasts

Price Forecasts

9.2 Laws of Forecasting

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

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

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

Law 4: Forecasts Are No Substitute for Calculated Values

9.3 Selecting a Forecasting Method

9.4 Qualitative Forecasting Methods

9.5 Time Series Forecasting Models

Last Period

Moving Average

Weighted Moving Average

Exponential Smoothing

Adjusted Exponential Smoothing

Linear Regression

Seasonal Adjustments

9.6 Causal Forecasting Models

Linear Regression

Multiple Regression

9.7 Measures of Forecast Accuracy

9.8 Computer-Based Forecasting Packages

9.9 Collaborative Planning, Forecasting, and Replenishment (CPFR)

Chapter Summary

Key Formulas

Key Terms

Solved Problem

Problem

Chris Boote Industries

Solution

Discussion Questions

Problems

Problems for Section 9.5: Time Series Forecasting Models—Basic Problems

Problems for Section 9.6: Causal Forecasting Models

Problems for Section 9.7: Measures of Forecast Accuracy

Chapter Ten Sales and Operations Planning (Aggregate Planning)

Chapter Outline

Chapter Objectives

Introduction

10.1 S&OP in The Planning Cycle

10.2 Major Approaches to S&OP

Top-Down Planning

Level, Chase, and Mixed Production Plans

Bottom-Up Planning

Cash Flow Analysis

10.3 Organizing For and Implementing S&OP

Choosing between Alternative Plans

Rolling Planning Horizons

Implementing S&OP in an Organization

Developing the Foundation

Integrating and Streamlining the Process

Gaining a Competitive Advantage

10.4 Services Considerations

Making Sales Match Capacity

Making Capacity Match Sales

10.5 Linking S&OP Throughout the Supply Chain

10.6 Applying Optimization Modeling To S&OP

Chapter Summary

Key Formulas

Key Terms

Solved Problem

Problem

Hua Ng Exporters

Solution

Discussion Questions

Problems

Problems for Section 10.2: Major Approaches to S&OP

Second Table for Problem 6

Second Table for Problem 7

Second Table for Problem 8

Chapter Eleven Managing Inventory throughout the Supply Chain

Chapter Outline

Chapter Objectives

Introduction

11.1 The Role of Inventory

Inventory Types

Inventory Drivers

Independent versus Dependent Demand Inventory

11.2 Periodic Review Systems

Restocking Levels

11.3 Continuous Review Systems

The Economic Order Quantity (EOQ)

Reorder Points and Safety Stock

Quantity Discounts

11.4 Single-Period Inventory Systems

Target Service Level

Target Stocking Point

11.5 Inventory in The Supply Chain

The Bullwhip Effect

Inventory Positioning

Transportation, Packaging, and Material Handling Considerations

Chapter Summary

Key Formulas

Key Terms

Using Excel in Inventory Management

Solved Problems

Problem 1

Solution

Problem 2

Solution

Discussion Questions

Problems

Problems for Section 11.2: Periodic Review Systems

Problems for Section 11.3: Continuous Review Systems

Problems for Section 11.4: Single-Period Inventory Systems

Chapter Twelve Managing Production across the Supply Chain

Chapter Outline

Chapter Objectives

Introduction

12.1 Master Scheduling

The Master Schedule Record

Forecasted Demand Versus Booked Orders

Ending Inventory

Available to Promise

The Planning Horizon

Using the Master Schedule

12.2 Material Requirements Planning

The MRP Record

The Advantages of MRP

Special Considerations in MRP

12.3 Production Activity Control and Vendor Order Management Systems

Job Sequencing

Monitoring and Tracking Technologies

12.4 Synchronizing Planning and Control Across the Supply Chain

Distribution Requirements Planning

Chapter Summary

Key Formulas

Key Terms

Solved Problem

Problem

Completing a Master Schedule Record

Solution

Discussion Questions

Problems

Problems for Section 12.1: Master Scheduling

Problems for Section 12.2: Material Requirements Planning

Problems for Section 12.3: Production Activity Control and Vendor Order Management Systems

Problems for Section 12.4: Synchronizing Planning and Control across the Supply Chain

Supplement Chapter Twelve Supply Chain Information Systems

Supplement Outline

Supplement Objectives

Introduction

12S.1 Understanding Supply Chain Information Needs

Differences across Organizational Levels

Direction of Linkages

12S.2 Supply Chain Information Systems

12S.3 Trends to Watch

BPM Tools

Cloud Computing

Internet of Things (IoT)

Supplement Summary

Key Terms

Discussion Questions

References

Chapter Thirteen JIT/Lean Production

Chapter Outline

Chapter Objectives

Introduction

13.1 The Lean Perspective on Waste

13.2 The Lean Perspective on Inventory

13.3 Recent Developments in Lean Thinking

13.4 Kanban Systems

Controlling Inventory Levels Using Kanbans

Synchronizing the Supply Chain Using Kanbans

Using MRP and Kanban Together

Chapter Summary

Key Formula

Key Terms

Solved Problem

Problem

Fixing the Kanban System at Work Cell K

Questions

Solution

Discussion Questions

Problems

Problems for Section 13.4: Kanban Systems

Part V Project Management and Product/Service Development

Chapter Fourteen Managing Projects

Chapter Outline

Chapter Objectives

Introduction

14.1 The Growing Importance of Project Management

14.2 Project Phases

Concept Phase

Project Definition Phase

Planning Phase

Performance Phase

Post completion Phase

14.3 Project Management Tools

Gantt Charts

Network Diagrams

Constructing a Network Diagram

Crashing a Project

14.4 Project Management Software

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

Chapter Summary

Key Formulas

Key Terms

Solved Problem

Problem

Project Management at the Griddle Iron

Solution

Discussion Questions

Problems

Problems for Section 14.3: Project Management Tools

Chapter Fifteen Developing Products and Services

Chapter Outline

Chapter Objectives

Introduction

15.1 Operations and Supply Chain Perspectives on Design

Repeatability, Testability, and Serviceability

Production Volumes

Product Costs

Match with Existing Capabilities

15.2 The Development Process

A Model of the Development Process

Sequential Development versus Concurrent Engineering

15.3 Organizational Roles in Product and Service Development

Engineering

Marketing

Accounting

Finance

Designers

Purchasing

Suppliers

Who Leads?

15.4 Approaches to Improving Product and Service Designs

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

Quality Function Deployment (QFD)

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

The “Design for . . . ” Approaches

Target Costing and Value Analysis

Chapter Summary

Key Terms

Discussion Questions

Appendices

Appendix I Normal Curve Areas

Appendix II Poisson Distribution Values

Appendix III Values of e–λ For Use in the Poisson Distribution

Appendix IV Table of Random Numbers

Glossary

Cecil Bozarth is Professor of Operations and Supply Chain Management at the Poole College of Management at North Carolina State University, where he has received awards for teaching excellence at both the undergraduate and graduate levels. He is a former chair of the Operations Management Division of the Academy of Management, and in 1999 was recognized by APICS as a subject matter expert (SME) in the area of supply chain management. His particular areas of interest are operations and supply chain strategy and supply chain information systems. Bozarth’s consulting experience cuts across a wide range of industries, including such companies as BlueCross BlueShield of North Carolina, Daimler-Benz, John Deere, Duke Energy, Eisai, Ford Motor Company, GKN, IBM, GlaxoSmithKline, Milliken, Patheon, Sonoco, and others. For 13 years, Bozarth was an associate editor for the Journal of Operations Management; he now serves on the journal’s editorial advisory board. Bozarth has also served as a guest editor for the Academy of Management Journal, as well as the Journal of Operations Management.

Robert Handfield is the Bank of America Professor and a Distinguished University Professor at North Carolina State University. Handfield has consulted with over 25 Fortune 500 companies, including Biogen Idec, Caterpillar, John Deere, GlaxoSmithKline, Boston Scientific, Delphi, Chevron, British Petroleum, Chevron Phillips, Bank of America, Sensata, Honda of America, KPMG, ConocoPhillips, Federal Express, SAP, and others, and is a world-renowned expert in the areas of purchasing and logistics. Handfield is the former editor-in-chief of the Journal of Operations Management and has written several books on SCM topics, including Introduction to Supply Chain Management (Prentice Hall, with Ernest L. Nichols; translated into Japanese, Korean, Chinese and Indonesian), Supply Chain Redesign (Prentice Hall Financial Times), and Purchasing and Supply Chain Management, 5th Edition (South-Western College Publishing, with Robert M. Monczka, Larry C. Giunipero, and James L. Patterson).

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