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Book Cover
Author Cachon, Gérard, author

Title Matching supply with demand : an introduction to operations management / Gerard Cachon, Christian Terwiesch
Edition Third edition
Published New York, N.Y. : McGraw-Hill, [2013]
New York, N.Y. : McGraw-Hill, c2013


Location Call no. Vol. Availability
Description xvii, 507 pages. : illustrations. ; 26 cm
Contents 12.6.Choosing an Order Quantity to Meet a Service Objective -- 12.7.Managerial Lessons -- 12.8.Summary -- 12.9.Further Reading -- 12.10.Practice Problems -- ch. 13 Assemble-to-Order, Make-to-Order, and Quick Response with Reactive Capacity -- 13.1.Evaluating and Minimizing the Newsvendor's Demand-Supply Mismatch Cost -- 13.2.When Is the Mismatch Cost High? -- 13.3.Reducing Mismatch Costs with Make-to-Order -- 13.4.Quick Response with Reactive Capacity -- 13.5.Summary -- 13.6.Further Reading -- 13.7.Practice Problems -- ch. 14 Service Levels and Lead Times in Supply Chains: The Order-up-to Inventory Model -- 14.1.Medtronic's Supply Chain -- 14.2.The Order-up-to Model Design and Implementation -- 14.3.The End-of-Period Inventory Level -- 14.4.Choosing Demand Distributions -- 14.5.Performance Measures -- In-Stock and Stockout Probability -- Expected Back Order -- Expected On-Hand Inventory -- Pipeline Inventory/Expected On-Order Inventory --
14.6.Choosing an Order-up-to Level to Meet a Service Target -- 14.7.Choosing an Appropriate Service Level -- 14.8.Controlling Ordering Costs -- 14.9.Managerial Insights -- 14.10.Summary -- 14.11.Further Reading -- 14.12.Practice Problems -- ch. 15 Risk-Pooling Strategies to Reduce and Hedge Uncertainty -- 15.1.Location Pooling -- Pooling Medtronic's Field Inventory -- Medtronic's Distribution Center(s) -- Electronic Commerce -- 15.2.Product Pooling -- 15.3.Lead Time Pooling: Consolidated Distribution and Delayed Differentiation -- Consolidated Distribution -- Delayed Differentiation -- 15.4.Capacity Pooling with Flexible Manufacturing -- 15.5.Summary -- 15.6.Further Reading -- 15.7.Practice Problems -- ch. 16 Revenue Management with Capacity Controls -- 16.1.Revenue Management and Margin Arithmetic -- 16.2.Protection Levels and Booking Limits -- 16.3.Overbooking -- 16.4.Implementation of Revenue Management -- Demand Forecasting -- Dynamic Decisions --
8.2.Variability: Where It Comes From and How It Can Be Measured -- 8.3.Analyzing an Arrival Process -- Stationary Arrivals -- Exponential Interarrival Times -- Nonexponential Interarrival Times -- Summary: Analyzing an Arrival Process -- 8.4.Processing Time Variability -- 8.5.Predicting the Average Waiting Time for the Case of One Resource -- 8.6.Predicting the Average Waiting Time for the Case of Multiple Resources -- 8.7.Service Levels in Waiting Time Problems -- 8.8.Economic Implications: Generating a Staffing Plan -- 8.9.Impact of Pooling: Economies of Scale -- 8.10.Priority Rules in Waiting Lines -- Processing-Time-Dependent Priority Rules -- Processing-Time-Independent Priority Rules -- 8.11.Reducing Variability -- Ways to Reduce Arrival Variability -- Ways to Reduce Processing Time Variability -- 8.12.Summary -- 8.13.Further Reading -- 8.14.Practice Problems -- ch. 9 The Impact of Variability on Process Performance: Throughput Losses --
9.1.Motivating Examples: Why Averages Do Not Work -- 9.2.Ambulance Diversion -- 9.3.Throughput Loss for a Simple Process -- 9.4.Customer Impatience and Throughput Loss -- 9.5.Several Resources with Variability in Sequence -- The Role of Buffers -- 9.6.Summary -- 9.7.Further Reading -- 9.8.Practice Problems -- ch. 10 Quality Management, Statistical Process Control, and Six-Sigma Capability -- 10.1.Controlling Variation: Practical Motivation -- 10.2.The Two Types of Variation -- 10.3.Constructing Control Charts -- 10.4.Control Chart Example from a Service Setting -- 10.5.Design Specifications and Process Capability -- 10.6.Attribute Control Charts -- 10.7.Robust Process Design -- 10.8.Impact of Yields and Defects on Process Flow -- Rework -- Eliminating Flow Units from the Process -- Cost Economics and Location of Test Points -- Defects and Variability -- 10.9.A Process for Improvement -- 10.10.Further Reading -- 10.11.Practice Problems --
Quantity Flexibility Contracts -- Price Protection -- 17.6.Summary -- 17.7.Further Reading -- 17.8.Practice Problems -- ch. 18 Sustainable Operations -- 18.1.Sustainability: Background -- Energy -- Water -- Material -- Agriculture, Fishing, and Forestry -- People -- 18.2.Sustainability: The Business Case -- 18.3.Sustainability and Operations Management -- 18.4.Summary -- 18.5.Further Reading -- 18.6.Practice Problems -- ch. 19 Business Model Innovation -- 19.1.Zipcar and Netflix -- 19.2.Innovation and Value Creation -- 19.3.The Customer Value Curve: The Demand Side of Business Model Innovation -- 19.4.Solutions: The Supply Side of Business Model Innovation -- Process Timing -- Process Location -- Process Standardization -- 19.5.Unsuccessful Business Model Innovation -- 19.6.Summary -- 19.7.Further Reading
Variability in Available Capacity -- Reservations Coming in Groups -- Effective Segmenting of Customers -- Multiple Fare Classes -- Software Implementation -- Variation in Capacity Purchase: Not All Customers Purchase One Unit of Capacity -- 16.5.Summary -- 16.6.Further Reading -- 16.7.Practice Problems -- ch. 17 Supply Chain Coordination -- 17.1.The Bullwhip Effect: Causes and Consequences -- Order Synchronization -- Order Batching -- Trade Promotions and Forward Buying -- Reactive and Overreactive Ordering -- Shortage Gaming -- 17.2.Bullwhip Effect: Mitigating Strategies -- Sharing Information -- Smoothing the Flow of Product -- Eliminating Pathological Incentives -- Using Vendor-Managed Inventory -- The Countereffect to the Bullwhip Effect: Production Smoothing -- 17.3.Incentive Conflicts in a Sunglasses Supply Chain -- 17.4.Buy-Back Contracts -- 17.5.More Supply Chain Contracts -- Quantity Discounts -- Options Contracts -- Revenue Sharing --
ch. 1 Introduction -- 1.1.Learning Objectives and Framework -- 1.2.Road Map of the Book -- ch. 2 The Process View of the Organization -- 2.1.Presbyterian Hospital in Philadelphia -- 2.2.Three Measures of Process Performance -- 2.3.Little's Law -- 2.4.Inventory Turns and Inventory Costs -- 2.5.Five Reasons to Hold Inventory -- Pipeline Inventory -- Seasonal Inventory -- Cycle Inventory -- Decoupling Inventory/Buffers -- Safety Inventory -- 2.6.The Product-Process Matrix -- 2.7.Summary -- 2.8.Further Reading -- 2.9.Practice Problems -- ch. 3 Understanding the Supply Process: Evaluating Process Capacity -- 3.1.How to Draw a Process Flow Diagram -- 3.2.Bottleneck, Process Capacity, and Flow Rate (Throughput) -- 3.3.How Long Does It Take to Produce a Certain Amount of Supply? -- 3.4.Process Utilization and Capacity Utilization -- 3.5.Workload and Implied Utilization -- 3.6.Multiple Types of Flow Units -- 3.7.Summary -- 3.8.Practice Problems --
ch. 11 Lean Operations and the Toyota Production System -- 11.1.The History of Toyota -- 11.2.TPS Framework -- 11.3.The Seven Sources of Waste -- 11.4.JIT: Matching Supply with Demand -- Achieve One-Unit-at-a-Time Flow -- Produce at the Rate of Customer Demand -- Implement Pull Systems -- 11.5.Quality Management -- 11.6.Exposing Problems through Inventory Reduction -- 11.7.Flexibility -- 11.8.Standardization of Work and Reduction of Variability -- 11.9.Human Resource Practices -- 11.10.Lean Transformation -- 11.11.Further Reading -- 11.12.Practice Problems -- ch. 12 Betting on Uncertain Demand: The Newsvendor Model -- 12.1.O'Neill Inc. -- 12.2.An Introduction to the Newsvendor Model -- 12.3.Constructing a Demand Forecast -- 12.4.The Expected Profit-Maximizing Order Quantity -- 12.5.Performance Measures -- Expected Lost Sales -- Expected Sales -- Expected Leftover Inventory -- Expected Profit -- In-Stock Probability and Stockout Probability --
ch. 4 Estimating and Reducing Labor Costs -- 4.1.Analyzing an Assembly Operation -- 4.2.Time to Process a Quantity X Starting with an Empty Process -- 4.3.Labor Content and Idle Time -- 4.4.Increasing Capacity by Line Balancing -- 4.5.Scale Up to Higher Volume -- Increasing Capacity by Replicating the Line -- Increasing Capacity by Selectively Adding Workers -- Increasing Capacity by Further Specializing Tasks -- 4.6.Summary -- 4.7.Further Reading -- 4.8.Practice Problems -- ch. 5 Project Management -- 5.1.Motivating Example -- 5.2.Critical Path Method -- 5.3.Computing Project Completion Time -- 5.4.Finding the Critical Path and Creating a Gantt Chart -- 5.5.Computing Slack Time -- 5.6.Dealing with Uncertainty -- Random Activity Times -- Potential Iteration/Rework Loops -- Decision Tree/Milestones/Exit Option -- Unknown Unknowns -- 5.7.How to Accelerate Projects -- 5.8.Literature/Further Reading -- 5.9.Practice Problems --
ch. 6 The Link between Operations and Finance -- 6.1.Paul Downs Cabinetmakers -- 6.2.Building an ROIC Tree -- 6.3.Valuing Operational Improvements -- 6.4.Analyzing Operations Based on Financial Data -- 6.5.Summary -- 6.6.Further Reading -- 6.7.Practice Problems -- ch. 7 Batching and Other Flow Interruptions: Setup Times and the Economic Order Quantity Model -- 7.1.The Impact of Setups on Capacity -- 7.2.Interaction between Batching and Inventory -- 7.3.Choosing a Batch Size in the Presence of Setup Times -- 7.4.Setup Times and Product Variety -- 7.5.Setup Time Reduction -- 7.6.Balancing Setup Costs with Inventory Costs: The EOQ Model -- 7.7.Observations Related to the Economic Order Quantity -- 7.8.Other Flow Interruptions: Buffer or Suffer -- 7.9.Summary -- 7.10.Further Reading -- 7.11.Practice Problems -- ch. 8 Variability and Its Impact on Process Performance: Waiting Time Problems -- 8.1.Motivating Example: A Somewhat Unrealistic Call Center --
Summary The guiding principle in the development of Matching Supply with Demand has been "real operations, real solutions." "Real operations" means that most of the chapters in this book are written from the perspective of a specific company so that the material in this text will come to life by discussing it in a real-world context. "Real solutions" means that equations and models do not merely provide students with mathematical gymnastics for the sake of an intellectual exercise
Bibliography Includes bibliographical references and index
Subject Production management.
Author Terwiesch, Christian, author
LC no. 2011043859
ISBN 0073525200 (alk. paper)
9780073525204 (alk. paper)