Solution Manual for Introduction to Operations and Supply Chain Management, 5th Edition
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1. The key advantage of releasing a new product during the late-year holiday season is the potential
spike in demand, especially for consumer goods like the iPod. The large seasonal โbumpsโ from
the introduction of new generations of products coupled with the holiday shopping season pose
significant challenges for its supply chain partners since they need to respond quickly to new
requirements. Appleโs business strategy puts a premium on suppliers that can demonstrate
volume flexibility (not to mention, high levels of quality conformance) because Apple sells
considerably fewer iPods from March to September than October to February, and Apple needs
suppliers that can give them varying amounts of product in limited time frames. The match
between supply and demand for the iPhone X is not as good as recent model introductions;
demand far exceeded supply.
2.
One example is McDonaldโs; their mission statement is as follows: McDonaldโs brand mission
is to โbe our customersโ favorite place and way to eat.โ McDonaldsโ worldwide operations have
been aligned around a global strategy called- โPlan to Win,โ centering on the five basics of an
exceptional customer experienceโPeople, Products, Place, Price, and Promotion. This is a
useful mission statement because it addresses different functional areas of the company and in
the end focuses on people and the customersโ experience. Their operations and supply chain
strategies are consistent with the mission statement because they execute their worldwide
operations through an interconnected global strategy -.
3. The business strategy and the operation strategies are so interconnected that they can flow both
ways, and core competencies derived within the operations and supply chain areas can be
exploited through broader business strategies. Examples will vary.
4. Strategy experts have long said itโs not what a strategy document may say; itโs what the firm
does that counts. For example, if the strategy document says that the firm will place a premium
on introducing new, innovative products, but the firmโs actual investments are in producing large
quantities of standard products at the lowest possible cost, then it is the pattern of decisions it
makes that set the strategy. The risk of not having an explicit rendering of the firmโs strategy is
Copyright ยฉ 2019 Pearson Education, Inc.
that actions may be interpreted differently by individuals that have incomplete information about
the motivations for the actions.
5. Answers will vary, but common responses include low cost, perceived quality of instruction or
value of degree in the chosen field, flexibility of course offerings, availability of online classes,
and proximity to home or work. Depending on the student, these items may be classified as order
winners or qualifiers.
6. Customers can perceive the value of the same product or service differently because they
evaluate products based on multiple performance dimensions and can assign different values for
each of these dimensions. This means that the companies that can develop the best mix of the
performance dimensions for their customer base will be able to maximize their product value and
profits. Companies need to find ways to maximize the value of their performance dimensions so
that they can deliver the best, most desirable product to their consumers.
7. Not all firms have to both develop and exploit core competencies in the operations and supply
chain areas to be successful in business. For example, a local gas station may succeed simply by
having a better location than its competitors, even though its cost and service quality may not be
as good.
Copyright ยฉ 2019 Pearson Education, Inc.
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