# Solution Manual for Principles of Supply Chain Management 5th Edition by Wisner

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**By: **Wisner

**Edition: **5th Edition

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## Solution Manual for Principles of Supply Chain Management 5th Edition by Wisner

**PRINCIPLES OF SUPPLY CHAIN MANAGEMENT: A BALANCED APPROACH, 5 ^{th}Ed.**

**Answers to Questions/Problems**

Chapter One

### Discussion Questions

- Define the term supply chain management in your own words, and list its most important activities.

Ans.: The Supply-Chain Council’s definition of supply chain management is*“[m]anaging supply and demand, sourcing raw materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, and delivery to the customer.*

These are also the most important activities, however integration of key supply chain processes might also be included in there.

- Can a small business like a local sandwich or bicycle shop benefit from practicing supply chain management?What would they most likely concentrate on?

Ans.: Yes, any organization can implement at least some of the important concepts. A good place to start is the rationalization or reduction of the supply base. Small businesses might also want to concentrate on customers as a starting point.

- Describe and draw a supply chain for a bicycle repair shop and list the important supply chain members.

Ans.: This will vary from student to student, but should include for instance parts suppliers, bicycle suppliers and other suppliers (ie, helmet suppliers) and services (ie, repair services) as 1^{st}-tier suppliers and bicycle owners as 1^{st}-tier customers.

- Can a bicycle repair shop have more than one supply chain? Explain.

Ans.: Yes. Every repair item the firm stocks has potentially a different supply chain associated with it.

- What roles do “collaboration” and “trust” play in the practice of supply chain management?

Ans.: This is essential for process integration. Sharing information and determining joint strategies is part of the integration/collaboration process, and to do this, trust must be present between the customer/focal firm/supplier.

- Why don’t firms just become more vertically integrated (eg. buy out suppliers and customers), instead of trying to manage their supply chains?

Ans.: This could cause a loss of focus and keep managers/employees from doing their core competencies, resulting in loss of performance.

- What types of organizations would benefit the most from practicing supply chain management? What sorts of improvements could be expected?

__ __Ans.: Firms with many suppliers, many complex products, large inventories and many customers (in other words, firms with many supply chains). Gains would be lower purchasing costs, lower carrying costs, better product quality, and better customer service.

- What are the benefits of supply chain management?

Ans.: Reduction of the bullwhip effect, better buyer/supplier relationships, better quality, lower costs, better customer service, higher demand, more profits.

- Can nonprofit, educational, or government organizations benefit from supply chain management? How?

Ans.: Yes. All services and organizations can benefit in terms of at least better customer service, better inventory management, and cheaper purchase prices.

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Description | By: Wisner
Edition: 5th Edition
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Content | ## Solution Manual for Principles of Supply Chain Management 5th Edition by WisnerPRINCIPLES OF SUPPLY CHAIN MANAGEMENT: A BALANCED APPROACH, 5
^{th}Ed.Answers to Questions/Problems
Chapter One
## Discussion Questions- Define the term supply chain management in your own words, and list its most important activities.
“[m]anaging supply and demand, sourcing raw materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, and delivery to the customer.
These are also the most important activities, however integration of key supply chain processes might also be included in there.
- Can a small business like a local sandwich or bicycle shop benefit from practicing supply chain management?What would they most likely concentrate on?
- Describe and draw a supply chain for a bicycle repair shop and list the important supply chain members.
^{st}-tier suppliers and bicycle owners as 1^{st}-tier customers.
- Can a bicycle repair shop have more than one supply chain? Explain.
- What roles do “collaboration” and “trust” play in the practice of supply chain management?
- Why don’t firms just become more vertically integrated (eg. buy out suppliers and customers), instead of trying to manage their supply chains?
- What types of organizations would benefit the most from practicing supply chain management? What sorts of improvements could be expected?
Ans.: Firms with many suppliers, many complex products, large inventories and many customers (in other words, firms with many supply chains). Gains would be lower purchasing costs, lower carrying costs, better product quality, and better customer service.
- What are the benefits of supply chain management?
- Can nonprofit, educational, or government organizations benefit from supply chain management? How?
| ## Solution Manual for Statistics for Management and Economics 11th Edition by Keller## Chapter 11.2 Statistics for Management and Economics Descriptive techniques summarize data. Inferential techniques draw inferences about a population based on sample data. 1.3 Statistics for Management and Economics a The population is the 25,000 registered voters. b The sample is the 200 registered voters. cThe 48% figure is the statistic 1.4 Statistics for Management and Economics a The population is the complete production run. b The sample is comprised of the 1,000 chips. c The parameter is the proportion of defective chips in the production run. d The statistic is the proportion of defective chips in the sample. e The 10% figure refers to the parameter. fThe 7.5% figure refers to the statistic. g We can estimate the population proportion is 7.5%. Statistical inference methods will allow us to determine whether we have enough statistical evidence to reject the claim.as the sample proportion. 1.5 Statistics for Management and Economics Draw a random sample from the population of graduates who have majored in your subject and a random sample of graduates of other majors and record their highest salary offers. 1.6 Statistics for Management and Economics a Flip the coin (say 100 times) and record the number of heads (assuming that you are interested in the number of heads). b The population is composed of the theoretical result of flipping the coin an infinite number of times and recording either “heads” or “tails”. cThe sample is comprised of the “heads” and “tails” in the sample. d The parameter is the proportion of heads (again assuming that your interest is the number of heads rather than tails) in the population. e The statistic is the proportion of heads (or tails depending on the choice made in part d). fThe sample statistic can be used to judge whether the coin is actually fair. 1.7 a We would conclude that the coin is not fair. b We may conclude that there is some evidence that the coin is not fair. 1.8 aThe population is made up of the propane mileage of all the cars in the fleet. b The parameter is the mean propane mileage of all the cars in the fleet. c The sample is composed of the propane mileage of the 50 cars. d The statistic is the mean propane mileage of the 50 cars in the sample. e We can use the sample statistic to estimate the population parameter. | ## Solution Manual for Strategic Brand Management Building Measuring 4th editionDesign a valuable brand star by building, measuring, and managing brand equityKevin LeneKeller is one of the global leaders in strategic management and integrated marketing communications. In Strategic Brand Management: Creating, Managing, and Monitoring Buildings, 4^{th}Edition by Kevin lane Keller flash at the browser from a consumer perspective and provides a framework that helps learners and managers identify brand quality, Define and measure. Using a gateway from the knowledge of both learning and industry experts, the text conveys on reputable examples and commercial studies of markets in the US and around the world.
Strategic brand management by Kevin Lene Keller exposes Brand is basically a dimension differ in some way from other products designed to meet some needs. These differed encase may be tangible and non-tangible related to an item quality of brand—-or more symbolic and emotional, a customer this thing keep in mind before purchasing a product.
It usually contains several examples on each topic, and 75 short branching’s of branding that recognizes successful series and explains why they are so. Case readers will get acquainted with real-life news with Leaky Dockers, Intel Corporation, Nivea, Nike, and Starbucks. Brand managers to industry professionals for market marketing executives.
Strategic brand management by Kevin Lene Keller exposes Brand is basically a dimension differ in some way from other products designed to meet some needs. These differed encase may be tangible and non-tangible related to an item quality of brand—-or more symbolic and emotional, a customer this thing keep in mind before purchasing a product.
Industry thinking and developments, brand genuine and strategic branding research combines a comprehensive theoretical foundation with this comprehensive ongoing and long-term best-practice decision. Long-term exclusive brand strategy. Generally focused on how and why, it provides specific strategic guidance for planning, building, measuring, and managing brand equity. | ## Solution Manual for Managing Operations Across the Supply Chain 4th Edition by SwinkChapter 1 Introduction to Managing Operations Across the Supply Chain Suggested Answers to Discussion Questions**Review***Fortune*magazine’s “Most Admired” American companies for 1959, 1979, 1999, and the most current year. (The issue normally appears in August each year.) Which companies have remained on the top throughout this period? Which ones have disappeared? What do you think led to the survival or demise of these companies?
**Select two products that you have recently purchased; one should be a service and the other a manufactured good. Think about the process that you used to make the decision to purchase each item. What product characteristics were most important to you? What operational activities determine these characteristics?**
**What are the primary operations management decisions in each of the following corporations?**
| ## Solution Manual for Operations Management 13th Edition by Stevensonchapter 19 Linear ProgrammingTeaching Notes
The main goal of this supplement is to provide students with an overview of the types of problems that have been solved using linear programming (LP). In the process of learning the different types of problems that can be solved with LP, students also must develop a very basic understanding of the assumptions and special features of LP problems of management test bank.
Students also should learn the basics of developing and formulating linear programming models for simple problems, solve two-variable linear programming problems by the graphical procedure, and interpret the resulting outcome. In the process of solving these graphical problems, we must stress the role and importance of extreme points in obtaining an optimal solution.
Improvements in computer hardware and software technology and the popularity of the software package Microsoft Excel make the use of computers in solving linear programming problems accessible to many users. Therefore, a main goal of the chapter should be to allow students to solve linear programming problems using Excel. More importantly, we need to ensure that students are able to interpret the results obtained from Excel or any another computer software package.
Answers to Discussion and Review Questions
- Linear programming is well-suited to constrained optimization problems that satisfy the following assumptions:
- Linearity: The impact of decision variables is linear in constraints and the objective function.
- Divisibility: Noninteger values of decision variables are acceptable.
- Certainty: Values of parameters are known and constant.
- Nonnegativity: Negative values of decision variables are unacceptable.
- The “area of feasibility,” or
*feasible solution space*is the set of all combinations of values of the decision variables that satisfy all constraints. Hence, this area is determined by the constraints. - Redundant constraints do not affect the feasible region for a linear programming problem. Therefore, they can be dropped from a linear programming problem without affecting the feasible solution space or the optimal solution.
- An iso-cost line represents the set of all possible combinations of two input decision variables that result in a given cost. Likewise, an iso-profit line represents all of the possible combinations of two output variables that results in a given profit.
- Sliding an objective function line towards the origin represents a decrease in its value (i.e., lower cost, profit, etc.). Sliding an objective function line away from the origin represents an
*increase*in its value. - a.
__Basic variable__: In a linear programming solution, it is a variable not equal to zero. __Shadow price__: It is the change in the value of the objective function for a one-unit change in the right-hand-side value of a constraint.__Range of feasibility__: The range of values for the right-hand-side value of a constraint over which the shadow price remains the same.__Range of optimality__: The range of values over which the solution quantities of all the decision variables remain the same.
Solution to Problems
- a. Graph the constraints and the objective function:
Material constraint:
6x_{1} 4x_{2} ≤ 48
Replace the inequality sign with an equal sign:
6x_{1} 4x_{2} = 48
Set x_{1} = 0 and solve for x_{2}:
6(0) 4x_{2} = 48
4x_{2} = 48
x_{2} = 12
One point on the line is (0, 12).
Set x_{2} = 0 and solve for x_{1}:
6x_{1} 4(0) = 48
6x_{1} = 48
x_{1} = 8
A second point on the line is (8,0).
Labor constraint:
4x_{1} 8x_{2} ≤ 80
Replace the inequality sign with an equal sign:
4x_{1} 8x_{2} = 80
Set x_{1} = 0 and solve for x_{2}:
4(0) 8x_{2} = 80
8x_{2} = 80
x_{2} = 10
One point on the line is (0, 10).
Set x_{2} = 0 and solve for x_{1}:
4x_{1} 8(0) = 80
4x_{1} = 80
x_{1} = 20
A second point on the line is (20, 0).
Objective function:
Let 4x_{1} 3x_{2} = 24.
Set x_{1} = 0 and solve for x_{2}:
4(0) 3x_{2} = 24
3x_{2} = 24
x_{2} = 8
One point on the line is (0, 8).
Set x_{2} = 0 and solve for x_{1}:
4x_{1} 3(0) = 24
4x_{1} = 24
x_{1} = 6
A second point on the line is (6, 0).
The graph and the feasible solution space (shaded) are shown below: |
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