Principles of Operations Management: Sustainability and Supply Chain Management (10th Edition)
10th Edition
ISBN: 9780134183978
Author: HEIZER
Publisher: PEARSON
expand_more
expand_more
format_list_bulleted
Question
Chapter 11.S, Problem 2DQ
Summary Introduction
To determine: Whether the importance of unique-event risk increase or decrease when the probability of super-event risk increases.
Introduction:
Unique-event Risk:
In unique-event risk, the disruption occurs to only one supplier. When such phenomenon occurs, one supplier can be chosen over other suppliers. Selection of more than one supplier is necessary to overcome unique-event risk.
Super-event Risk:
The disruption rate to suppliers is high in super-event risk because all suppliers are affected in super-event risk. Chances for occurrence of super-event risks are very low. However firms must make proactive arrangement to overcome super-event risks.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solutionStudents have asked these similar questions
If the probability of a “super-event” increases, does the “unique-event” risk increase or decrease in importance? Why?
If the probability of a "super-evenl'' increases, does the"unique-event" risk increase or decrease in importance?Why?
Classify the following risks into variation, foreseen uncertainty, unforeseen uncertainty, and chaos:h. A drug is found to have dangerous side effects following its launch
Chapter 11 Solutions
Principles of Operations Management: Sustainability and Supply Chain Management (10th Edition)
Ch. 11.S - Prob. 1DQCh. 11.S - Prob. 2DQCh. 11.S - Prob. 3DQCh. 11.S - Prob. 4DQCh. 11.S - Prob. 5DQCh. 11.S - Prob. 6DQCh. 11.S - Prob. 7DQCh. 11.S - Prob. 8DQCh. 11.S - Prob. 9DQCh. 11.S - Prob. 10DQ
Ch. 11.S - Prob. 1PCh. 11.S - Prob. 2PCh. 11.S - Prob. 3PCh. 11.S - Prob. 4PCh. 11.S - Prob. 5PCh. 11.S - Prob. 6PCh. 11.S - Prob. 7PCh. 11.S - Prob. 8PCh. 11.S - Prob. 9PCh. 11.S - Prob. 10PCh. 11.S - Prob. 11PCh. 11.S - Prob. 12PCh. 11.S - Your options for shipping 100,000 of machine parts...Ch. 11.S - If you have a third option for the data in Problem...Ch. 11.S - Prob. 16PCh. 11.S - Prob. 17PCh. 11.S - Prob. 18PCh. 11.S - Prob. 19PCh. 11.S - Prob. 20PCh. 11 - Prob. 1EDCh. 11 - Prob. 1DQCh. 11 - Prob. 2DQCh. 11 - Prob. 3DQCh. 11 - Prob. 4DQCh. 11 - Prob. 5DQCh. 11 - Prob. 6DQCh. 11 - Prob. 7DQCh. 11 - Prob. 8DQCh. 11 - What is CPFR?Ch. 11 - Prob. 10DQCh. 11 - Prob. 11DQCh. 11 - Prob. 12DQCh. 11 - Prob. 13DQCh. 11 - Prob. 14DQCh. 11 - Prob. 15DQCh. 11 - Prob. 16DQCh. 11 - Prob. 17DQCh. 11 - Prob. 1PCh. 11 - Hau Lee Furniture, Inc., described in Example 1 of...Ch. 11 - Prob. 3PCh. 11 - Prob. 4PCh. 11 - Prob. 5PCh. 11 - Prob. 6PCh. 11 - Prob. 7PCh. 11 - Prob. 8PCh. 11 - Prob. 1CSCh. 11 - Prob. 2CSCh. 11 - Prob. 3CSCh. 11 - Prob. 4CSCh. 11 - Prob. 1.1VCCh. 11 - Prob. 1.2VCCh. 11 - Prob. 1.3VCCh. 11 - Prob. 2.1VCCh. 11 - Prob. 2.2VCCh. 11 - Prob. 2.3VCCh. 11 - Prob. 2.4VC
Knowledge Booster
Similar questions
- The Astana airline always books more passengers on a flight than its capacity because of last minutes cancellations. The airline charges $835 per passenger from Almaty (Kazakhstan) to Frankfurt (Germany). However, due to overbooking, it asks a few passengers travelling more than the plane’s capacity to take another flight and offers a coupon of $350, including hotel, meal, etc. The experience has shown the following probability distribution corresponding to no-shows: Number of no-shows Probabillity 0 0.05 1 0.08 2 0.12 3 0.19 4 0.25 5 0.15 6 0.11 7 0.05 The airline hires you as a consultant because you have taken a course in supply chain management. What is the average number of no-shows based on the above distribution? How many overbookings should be made to minimize loss due to no shows, given the above probability distribution? Suppose you find out that last minute no-shows are normally distributed with a mean as determined in (a) above and a standard…arrow_forwardOption 2: Raise prices by 50%. If this occurs, there is a 75% chance that an Entrepreneur will set up in competition this year. The board’s estimate of its annual profit in this situation would be as follows: 2A: With new competitor 2B: Without new competitor Probability Profit (Sh.) Probability Profit (Sh.) 0.25 150,000 0.5 200,000 0.5 120,000 0.3 150,000 0.25 80,000 0.2 100,000 Option 3: Expand the car park quickly at a cost of Sh. 50,000 keeping prices theSame. The profits are then estimated to be like 2B above, except that the probabilities would be 0.6, 0.3 and 0.1 respectively. Required: Draw a decision tree for the above problem, including all the relevant data. Using expected values analyze the decision tree and recommend the best option to the owners of the car park.arrow_forwardYour manager is quite concerned about the recent deterioration of a section of the roof on a building that houses your firm's computer operations. According to your assistant there are three options which merit consideration: A, B, and C. Moreover, there are three possible future conditions that must be included in the analysis: I, which has a probability of occurrence of .5; II, which has a probability of .3; and III, which has a probability of .2. If condition I materializes, A will cost $12,000, B will cost $20,000, and C will cost $16,000. If condition II materializes, the costs will be $15,000 for A, $18,000 for B, and $14,000 for C. If condition III materializes, the costs will be $10,000 for A, $15,000 for B, and $19,000 for C. (A) Draw a decision tree for this problem (B) Using expected monetary value, which alternative should be chosen? Explain your Answer.arrow_forward
- Classify the following risks into variation, foreseen uncertainty, unforeseen uncertainty, and chaos:g. The Second World War caused auto manufacturers to switch to producingmilitary vehicles.arrow_forwardPhillip Witt, president of Witt Input Devices, wishesto create a portfolio of local suppliers for his new line of keyboards.As the suppliers all reside in a location prone to hurricanes,tornadoes, flooding, and earthquakes, Phillip believes thatthe probability in any year of a " super-event" that might shutdown all suppliers at the same time for at least 2 weeks is 3%.Such a total shutdown would cost the company approximately$400,000. He estimates the " unique-event" risk for any of thesuppliers to be 5%. Assuming that the marginal cost of managingan additional supplier is $15,000 per year, how many suppliersshould Witt Input Devices use? Assume that up to three nearlyidentical local suppliers are available.arrow_forwardA manager is quite concerned about the recent deterioration of a section of the roof on a building that houses her firm's computer operations. According to her assistant, there are three options which merit consideration: A, B, and C. Moreover, there are three possible future conditions that must be included in the analysis: I, which has a probability of occurrence of .5; II, which has a probability of .3; and III, which has a probability of .2.If condition I materializes, A will cost USD 12,000, B will cost USD 20,000, and C will cost USD 16,000. If condition II materializes, the costs will be USD 15,000 for A, USD 18,000 for B, and USD 14,000 for C. If condition III materializes, the costs will be USD 10,000 for A, USD 15,000 for B, and USD 19,000 for C._____ alternative will yield the most profit_____ is the profit for the said alternativearrow_forward
- Suppose a risk-neutral power plant needs 10,000 tons of coal for itsoperations next month. It is uncertain about the future price of coal. Theprice of coal today is $60 a ton but next month it could be either $40 or$68 (with equal probability). How much would the power plant be willingto pay today for an option to buy a ton of coal next month at today’sprice? (Ignore discounting over the short period of a month.)arrow_forwardUncertainty and risk are sometimes used interchangeably, but they are not really the same, please discuss?arrow_forwardDetermine the type of risk response being described in each case.Mr. Author annually publishes a new version of his textbook. He acknowledges that some students will use the old version instead. He also understands that some students will obtain a fake copy of his book. This will like reduce his sales volume. a. Avoidanceb. Mitigationc/ AcceptanceABC Corporation does not want to be liable for transportation losses. It sells only with the terms FOB Shipping point. a. Avoidanceb. Mitigationc. AcceptanceEmployees are required to participate in the annual earthquake drill. They are reminded to keep calm to avoid stampedes. a. Avoidanceb. Mitigationc. Acceptancearrow_forward
- Consider the planned construction of a new office building in a downtown area of a large city when office space is in surplus demand (i.e. more office space than users). Construct a risk analysis that examines the various forms of risk (technical, commercial, financial etc) related to the creation of this office buildingarrow_forwardClassify the following risks into variation, foreseen uncertainty, unforeseen uncertainty, and chaos:f. Competitors to the iPad launch smaller tablet computers before the iPad mini isready to launch, thus negatively affecting demand for the iPad.arrow_forwardPhillip Witt, president of Witt Input Devices, wishes to create a portfolio of local suppliers for his new line of keyboards. As the suppliers all reside in a location prone to hurricanes, tornadoes, flooding, and earthquakes, Phillip believes that the probability in any year of a "super-event" that might shut down all suppliers at the same time at least 2 weeks is 3%. Such a total shutdown would cost the company approximately $480,000. He estimates the "unique-event" risk for any of the suppliers to be 5%. Assuming that the marginal cost of managing an additional supplier is $16,000 per year, how many suppliers should Witt Input Devices use? Assume that up to three nearly identical local suppliers are available. Find the EMV for alternatives using 1, 2, or 3 suppliers. EMV(1)=$54,40054,400 (Enter your response rounded to the nearest whole number.) EMV(2)= ? $ (Enter your response rounded to the nearest whole number.) EMV(3)= ? $ (Enter your response…arrow_forward
arrow_back_ios
SEE MORE QUESTIONS
arrow_forward_ios
Recommended textbooks for you
- Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,Operations ManagementOperations ManagementISBN:9781259667473Author:William J StevensonPublisher:McGraw-Hill EducationOperations and Supply Chain Management (Mcgraw-hi...Operations ManagementISBN:9781259666100Author:F. Robert Jacobs, Richard B ChasePublisher:McGraw-Hill Education
- Purchasing and Supply Chain ManagementOperations ManagementISBN:9781285869681Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. PattersonPublisher:Cengage LearningProduction and Operations Analysis, Seventh Editi...Operations ManagementISBN:9781478623069Author:Steven Nahmias, Tava Lennon OlsenPublisher:Waveland Press, Inc.
Practical Management Science
Operations Management
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:Cengage,
Operations Management
Operations Management
ISBN:9781259667473
Author:William J Stevenson
Publisher:McGraw-Hill Education
Operations and Supply Chain Management (Mcgraw-hi...
Operations Management
ISBN:9781259666100
Author:F. Robert Jacobs, Richard B Chase
Publisher:McGraw-Hill Education
Purchasing and Supply Chain Management
Operations Management
ISBN:9781285869681
Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher:Cengage Learning
Production and Operations Analysis, Seventh Editi...
Operations Management
ISBN:9781478623069
Author:Steven Nahmias, Tava Lennon Olsen
Publisher:Waveland Press, Inc.