1. Define sustainability and the "triple bottom line" and how they relate to operations and supply chain management.
2. Explain why the need to focus capacity on a fairly limited set of production objectives is the key to successful production.
3. Large plants can benefit from both economies of scale and learning effects. However, can an economy of scope (flexibility) also be an important variable in assessing competitiveness? Defend your response.
4. Discuss the challenge in managing complexity and variability in support processes associated with service systems design.
5. Describe how OSCM provides a systematic means of observing organizational processes.
6. Discuss how supply chain management is an important focus as companies strive to be as efficient as possible.
7. What considerations must be made when a firm wants to add capacity?
8. Can a learning curve analysis predict future performance for a firm? Defend your response.
9. Explain the difference between make-to-order and make-to-stock.
10. OSCM focuses on the conversion processes of the firm. How does OSCM add value to the customer?
11. Work standards are the foundation of capacity and production planning. Do you agree or disagree with this statement? Defend your response.
12. Provide a complete explanation of the product design process.
13. Discuss the role of an activity map in illustrating the strategic fit of a firm's operations.
14. Discuss how operations and supply chain management has evolved as a field.
1. Sustainability relates to the operations and supply chain management, due to the fact that it is important for the organization to be able to maintain pertinent and efficient operational procedures and a well orchestrated, continuous, and efficient supply chain. The triple bottom line relates to operations and supply chain management, due to the fact that the ultimate goal of effective operational procedures and supply chain management, is for the organization to achieve economic success, societal success, and environmental success.
2. Focusing capacity on a fairly limited number of production objectives is the key to a successful production, due to the fact that focusing on a limited number production objectives will allow an organization to focus all of his resources on pure production objectives, which will exponentially increase the chances of the organization achieving those objectives. In addition, those objectives will be achieved much more expeditiously and in a higher-quality manner. Focusing capacity on a fairly limited number of production objectives will also make it easier for staff members to maintain a high level of skill in producing those specific products associated with given production objectives.
3. Economy of scope can be a very important variable in assessing competitiveness, due to the fact that flexibility allows an organization to be able to adapt quickly to constantly changing internal and external variables affecting the organization. In addition, economy of scope allows an organization to be competitive in the production of a greater variety of products, which increases its probability of increasing its profitability and expanding its customer base. Economy of scope also makes it possible for an organization to be able to incrementally expand into different ...