Operations Management
11th Edition
ISBN: 9780132921145
Author: Jay Heizer
Publisher: PEARSON
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Chapter 1, Problem 1CS
National Air Express
National Air is a competitive air-express firm with offices around the country. Frank Smith, the Chattanooga, Tennessee, station manager, is preparing his quarterly budget report, which will be presented at the Southeast regional meeting next week. He is very concerned about adding capital expense to the operation when business has not increased appreciably. This has been the worst first quarter he can remember: snowstorms, earthquakes, and bitter cold. He has asked Martha Lewis, field services supervisor, to help him review the available data and offer possible solutions.
Service Methods
National Air offers door-to-door overnight air-express delivery within the U.S. Smith and Lewis manage a fleet of 24 trucks to handle freight in the Chattanooga area. Routes are assigned by area, usually delineated by zip code boundaries, major streets, or key geographical features, such as the Tennessee River. Pickups are generally handled between 3:00 P.M. and 6:00 P.M., Monday through Friday. Driver routes are a combination of regularly
When the driver arrives at each pickup location, he or she provides supplies as necessary (an envelope or box if requested) and must receive a completed air waybill for each package. Because the industry is extremely competitive, a professional, courteous driver is essential to retaining customers. Therefore, Smith has always been concerned that drivers not rush a customer to complete his or her package and paperwork.
Budget Considerations
Smith and Lewis have found that they have been unable to meet their customers’ requests for a scheduled pickup on many occasions in the past quarter. Although, on average, drivers are not handling any more business, they are unable on some days to arrive at each location on time. Smith does not think he can justify increasing costs by $1, 200 per week for additional trucks and drivers while productivity (measured in shipments per truck/day) has remained flat. The company has established itself as the low-cost operator in the industry but has at the same time committed itself to offering quality service and value for its customers.
1. Is the productivity measure of shipments per day per truck still useful? Are there alternatives that might be effective?
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Chapter 1 Solutions
Operations Management
Ch. 1 - Prob. 1DQCh. 1 - Identify four people who have contributed to the...Ch. 1 - Briefly describe the contributions of the four...Ch. 1 - Figure 1.1 outlines the operations,...Ch. 1 - Answer Question 4 for some other organization,...Ch. 1 - Prob. 6DQCh. 1 - Identify the 10 strategic operations management...Ch. 1 - Prob. 8DQCh. 1 - Prob. 9DQCh. 1 - Prob. 10DQ
Ch. 1 - Mass customization and rapid product development...Ch. 1 - What are the five reasons productivity is...Ch. 1 - Prob. 13DQCh. 1 - Prob. 1PCh. 1 - Prob. 2PCh. 1 - This year, Donnelly, Inc., will produce 57,600 hot...Ch. 1 - Prob. 4PCh. 1 - Prob. 5PCh. 1 - Prob. 6PCh. 1 - George Kyparisis (using data from Problem 1.6)...Ch. 1 - Prob. 8PCh. 1 - Prob. 9PCh. 1 - Browns, a local bakery, is worried about increased...Ch. 1 - Prob. 11PCh. 1 - Prob. 12PCh. 1 - Charles Lackey operates a bakery in Idaho Falls,...Ch. 1 - Prob. 14PCh. 1 - Prob. 15PCh. 1 - Prob. 16PCh. 1 - Prob. 17PCh. 1 - National Air Express National Air is a competitive...Ch. 1 - National Air Express National Air is a competitive...Ch. 1 - National Air Express National Air is a competitive...Ch. 1 - Prob. 1.1VCCh. 1 - Prob. 1.2VCCh. 1 - Prob. 1.3VCCh. 1 - Prob. 2.1VCCh. 1 - Prob. 2.2VCCh. 1 - Prob. 2.3VC
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