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 Operations
Management
PROCESSES AND SUPPLY CHAINS

Eleventh Edition
Global Edition

LEE J. KRAJEWSKI
Professor Emeritus at
The Ohio State University
and the University of Notre Dame

MANOJ K. MALHOTRA
University of South Carolina

LARRY P. RITZMAN
Professor Emeritus at
The Ohio State University and Boston College

Boston Columbus Indianapolis New York San Francisco

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Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
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Authorized adaptation from the United States edition, entitled Operations Management: Processes and Supply Chains, 11th Edition,
ISBN 978-0-13-387213-2 by Lee J. Krajewski, Manoj K. Malhotra, and Larry P. Ritzman, published by Pearson Education © 2016.

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 Dedicated with love to our families.
■

Judie Krajewski
Christine and Gary; Gabrielle
Selena and Jeff; Alex
Lori and Dan; Aubrey, Madeline, Amelia, and Marianna
Carrie and Jon; Jordanne, Alaina, and Bradley
Virginia and Jerry
Virginia and Larry
■

Maya Malhotra
Vivek, Pooja, and Neha
Santosh and Ramesh Malhotra
Indra and Prem Malhotra; Neeti, Neil, and Niam Ardeshna; Deeksha Malhotra
Sadhana Malhotra
Leela and Mukund Dabholkar
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Mangala and Pradeep Gandhi; Priya and Medha
■

Barbara Ritzman
Karen and Matt; Kristin and Alayna
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This page intentionally left blank
About the Authors
Lee J. Krajewski is Professor Emeritus at The Ohio State University
and Professor Emeritus at the University of Notre Dame. While at The Ohio
State University, he received the University Alumni Distinguished Teaching
Award and the College of Business Outstanding Faculty Research Award.
He initiated the Center for Excellence in Manufacturing Management and
served as its director for four years. At the University of Notre Dame, he
held the William and Cassie Daley Chair in Management. In addition, he
received the National President’s Award and the National Award of Merit
of the American Production and Inventory Control Society. He served as
president of the Decision Sciences Institute and was elected a Fellow of the
Decision Sciences Institute in 1988. He received the Distinguished Service
Award in 2003.
Lee received his PhD from the University of Wisconsin. Over the years,
he has designed and taught courses at both graduate and undergraduate levels on topics such as op-
erations strategy, introduction to operations management, operations design, project management, and
manufacturing planning and control systems.
Lee served as the editor of Decision Sciences, was the founding editor of the Journal of Operations
Management, and has served on several editorial boards. Widely published himself, Lee has contributed
numerous articles to such journals as Decision Sciences, Journal of Operations Management, Manage-
ment Science, Production and Operations Management, International Journal of Production Research,
Harvard Business Review, and Interfaces, to name just a few. He has received five best-paper awards.
Lee’s areas of specialization include operations strategy, manufacturing planning and control systems,
supply chain management, and master production scheduling.

Manoj K. Malhotra is the Jeff B. Bates Professor in the Darla Moore

School of Business and has served as the chairman of the Management
Science Department at the University of South Carolina (USC), Columbia,
since 2000. He is also the founding director of the Center for Global Supply
Chain and Process Management (GSCPM), which has been in operation
since 2005. He earned an engineering undergraduate degree from the
Indian Institute of Technology (IIT), Kanpur, India, in 1983, and a PhD in
operations management from The Ohio State University in 1990. He is a Fel-
low of the Decision Sciences Institute (DSI) and the American Production
and Inventory Management Society (APICS). Manoj has conducted semi-
nars and consulted with firms such as Avaya, Continental, Cummins Turbo
Technologies, John Deere, Metso Paper, Palmetto Health, Sonoco, Prysmian, Verizon, Walmart, and
Westinghouse-Toshiba among others.
Apart from teaching operations management, supply chain management, and global busi-
ness issues at USC, Manoj has also taught at the Terry School of Business, University of Georgia;
Wirtschaftsuniversität Wien in Austria; and the Graduate School of Management at Macquarie
University, Australia. His research has thematically focused on the deployment of flexible resources in
manufacturing and service firms, operations and supply chain strategy, and on the interface between
operations management and other functional areas of business. His work on these and related issues
has been published in the leading refereed journals of the field such as Decision Sciences, European
Journal of Operational Research, Interfaces, Journal of Operations Management, and Production and
Operations Management. Manoj has been recognized for his pedagogical and scholarly contributions
through several teaching and discipline-wide research awards. He is the recipient of the Michael J.
Mungo Outstanding Graduate Teaching Award in 2006, the Carolina Trustee Professor Award in 2014,
and the Breakthrough Leadership in Research Award in 2014 from the University of South Carolina. He
is active in professional organizations such as Decision Sciences Institute (DSI) and Production and
Operations Management Society (POMS), and has served as the program chair for international con-
ferences at both DSI and POMS. He also serves on the editorial boards of top-tier journals in the field.

5
6 ABOUT THE AUTHORS

Larry P. Ritzman is Professor Emeritus at The Ohio State University

and Professor Emeritus at Boston College. While at The Ohio State University,
he served as department chairman and received several awards for both
teaching and research, including the Pace Setters’ Club Award for Out-
standing Research. While at Boston College, he held the Thomas J. Gal-
ligan, Jr. chair and received the Distinguished Service Award from the
School of Management. He received his doctorate at Michigan State
University, having had prior industrial experience at the Babcock and
Wilcox Company. Over the years, he has been privileged to teach and learn more
about operations management with numerous students at all levels—under-
graduate, MBA, executive MBA, and doctorate.
Particularly active in the Decision Sciences Institute, Larry has served as
council coordinator, publications committee chair, track chair, vice president,
board member, executive committee member, doctoral consortium coordinator, and president. He was
elected a Fellow of the Decision Sciences Institute in 1987 and earned the Distinguished Service Award
in 1996. He has received three best-paper awards. He has been a frequent reviewer, discussant, and ses-
sion chair for several other professional organizations.
Larry’s areas of particular expertise are service processes, operations strategy, production and
inventory systems, forecasting, multistage manufacturing, and layout. An active researcher, Larry’s
publications have appeared in such journals as Decision Sciences, Journal of Operations Management,
Production and Operations Management, Harvard Business Review, and Management Science. He has
served in various editorial capacities for several journals.
Brief Contents
1 USING OPERATIONS TO CREATE VALUE 21
SUPPLEMENT A DECISION MAKING MODELS 49

PART 1 Process Management 69

2 PROCESS STRATEGY AND ANALYSIS 69
3 MANAGING QUALITY 115
4 PLANNING CAPACITY 155
SUPPLEMENT B WAITING LINE MODELS 179
5 MANAGING PROCESS CONSTRAINTS 197
6 DESIGNING LEAN SYSTEMS 227
7 MANAGING EFFECTIVE PROJECTS 257

PART 2 Customer Demand Management 295

8 FORECASTING DEMAND 295
9 MANAGING INVENTORIES 337
SUPPLEMENT C SPECIAL INVENTORY MODELS 379
10 PLANNING AND SCHEDULING OPERATIONS 393
SUPPLEMENT D LINEAR PROGRAMMING MODELS 429
11 EFFICIENT RESOURCE PLANNING 457

PART 3 Supply Chain Management 503

12 DESIGNING EFFECTIVE SUPPLY CHAINS 503
13 SUPPLY CHAINS AND LOGISTICS 531
14 INTEGRATING THE SUPPLY CHAIN 563
15 MANAGING SUPPLY CHAIN SUSTAINABILITY 597

Appendix Normal Distribution 619

References 621
Glossary 629
Name Index 643
Subject Index 647

MYOMLAB SUPPLEMENTS
Supplement E SIMULATION E-1
Supplement F FINANCIAL ANALYSIS F-1
Supplement G ACCEPTANCE SAMPLING PLANS G-1
Supplement H MEASURING OUTPUT RATES H-1
Supplement I LEARNING CURVE ANALYSIS I-1
Supplement J OPERATIONS SCHEDULING J-1
Supplement K LAYOUT K-1

7
This page intentionally left blank
Contents
Preface 15 Decision Trees 57
Learning Goals in Review 59
MyOMLab Resources 59
1 USING OPERATIONS Key Equations 60
Key Terms 60
TO CREATE VALUE 21 Solved Problems 60
Disney 21 Problems 63
Role of Operations in an Organization 23
Historical Evolution and Perspectives 24 PART 1 Process Management 69
A Process View 24
How Processes Work 25
Nested Processes 25 2 PROCESS STRATEGY AND
Service and Manufacturing Processes 25 ANALYSIS 69
A Supply Chain View 26
Core Processes 27 McDonald’s Corporation 69
Support Processes 27 Process Structure in Services 72
Supply Chain Processes 28 Customer-Contact Matrix 72
Operations Strategy 28 Service Process Structuring 73
Corporate Strategy 29 Process Structure in Manufacturing 74
Market Analysis 31 Product–Process Matrix 74
Competitive Priorities and Capabilities 31 Manufacturing Process Structuring 75
Order Winners and Qualifiers 33 Production and Inventory Strategies 75
Using Competitive Priorities: An Airline Example 34 Layout 76
Identifying Gaps between Competitive Priorities and Process Strategy Decisions 76
Capabilities 34 Customer Involvement 76
Addressing the Trends and Challenges in Operations Managerial Practice 2.1 Customer Involvement at eBay 77
Management 36 Resource Flexibility 78
Productivity Improvement 36 Capital Intensity 78
Global Competition 37 Strategic Fit 80
Managerial Practice 1.1 Japanese Earthquake and Its Supply Decision Patterns for Service Processes 80
Chain Impact 39 Decision Patterns for Manufacturing Processes 81
Ethical, Workforce Diversity, and Environmental Gaining Focus 81
Issues 40 Strategies for Change 82
Designing and Operating Processes and Supply Process Reengineering 82
Chains 40 Process Improvement 83
Adding Value with Process Innovation 41 Process Analysis 83
Learning Goals in Review 42 Documenting and Evaluating the Process 84
MyOMLab Resources 42 Flowcharts 84
Key Equations 42 Work Measurement Techniques 86
Key Terms 43 Process Charts 88
Solved Problems 43 Data Analysis Tools 90
Discussion Questions 44 Redesigning and Managing Process
Problems 45 Improvements 95
Active Model Exercise 47 Questioning and Brainstorming 95
Video Case Using Operations to Create Value at Crayola 47 Benchmarking 96
Case Theorganicgrocer.com 48 Implementing 96
Learning Goals in Review 98
SUPPLEMENT A Decision Making MyOMLab Resources 98
Key Terms 99
Models 49 Solved Problems 99
Break-Even Analysis 49 Discussion Questions 103
Evaluating Services or Products 50 Problems 104
Evaluating Processes 51 Active Model Exercise 110
Preference Matrix 53 Video Case Process Analysis at Starwood 111
Decision Theory 54 Case Sims Metal Management 112
Decision Making under Certainty 55 Case José’s Authentic Mexican Restaurant 114
Decision Making under Uncertainty 55
Decision Making under Risk 56
9
10 CONTENTS

Tools for Capacity Planning 166

3 MANAGING QUALITY 115 Waiting-Line Models 166
Simulation 167
QVC 115 Decision Trees 167
Costs of Quality 116 Learning Goals in Review 167
Prevention Costs 117 MyOMLab Resources 167
Appraisal Costs 117 Key Equations 168
Internal Failure Costs 117 Key Terms 168
External Failure Costs 117 Solved Problems 168
Ethical Failure Costs 117 Discussion Questions 170
Total Quality Management and Six Sigma 118 Problems 170
Total Quality Management 118 Video Case Gate Turnaround at Southwest Airlines 176
Managerial Practice 3.1 Quality at Verizon Wireless 120 Case Fitness Plus, Part A 177
Six Sigma 121
Acceptance Sampling 122
Statistical Process Control 123
Supplement B Waiting Line Models 179
Structure of Waiting-Line Problems 180
Variation of Outputs 123
Customer Population 180
Control Charts 126
The Service System 181
Control Charts for Variables 127
Priority Rule 183
Control Charts for Attributes 131
Probability Distributions 183
Process Capability 134
Arrival Distribution 183
Defining Process Capability 134
Service Time Distribution 184
Using Continuous Improvement to Determine
Using Waiting-Line Models to Analyze Operations 184
the Capability of a Process 136
Single-Server Model 185
International Quality Documentation Standards and
Multiple-Server Model 187
Awards 137
Little’s Law 188
The ISO 9001:2008 Documentation Standards 137
Finite-Source Model 189
The ISO 140001:2004 Environmental Management
Waiting Lines and Simulation 190
System 137
SimQuick 190
Benefits of ISO Certification 138
Decision Areas for Management 191
Benefits of the Baldrige Performance Excellence
Learning Goals in Review 192
Program 138
Learning Goals in Review 139
MyOMLab Resources 192
Key Equations 193
MyOMLab Resources 139
Key Terms 193
Key Equations 139
Solved Problem 194
Key Terms 140
Problems 194
Solved Problems 141
Discussion Questions 144
Problems 144
Active Model Exercise 151
Video Case Process Performance and Quality at Starwood
5 MANAGING PROCESS
Hotels & Resorts 152 CONSTRAINTS 197
Experiential Learning Statistical Process Control with a Coin
British Petroleum Oil Spill in Gulf of Mexico 197
Catapult 153
The Theory of Constraints 199
Key Principles of the TOC 200
4 PLANNING CAPACITY 155
Managing Bottlenecks in Service Processes 201
Managing Bottlenecks in Manufacturing Processes 202
Tesla Motors 155 Identifying Bottlenecks 202
Planning Long-Term Capacity 157 Relieving Bottlenecks 204
Measures of Capacity and Utilization 157 Drum-Buffer-Rope Systems 204
Economies of Scale 158 Applying the Theory of Constraints to Product Mix
Diseconomies of Scale 158 Decisions 205
Capacity Timing and Sizing Strategies 159 Managing Constraints in Line Processes 207
Sizing Capacity Cushions 159 Line Balancing 207
Timing and Sizing Expansion 160 Rebalancing the Assembly Line 211
Managerial Practice 4.1 Expansionist Capacity Strategy by Managerial Considerations 211
Sharp Corporation 161 Managerial Practice 5.1 Assembly Line Balancing at
Linking Capacity and Other Decisions 162 Chrysler 212
A Systematic Approach to Long-Term Capacity Learning Goals in Review 213
Decisions 162 MyOMLab Resources 213
Step 1: Estimate Capacity Requirements 162 Key Equations 213
Step 2: Identify Gaps 164 Key Terms 213
Step 3: Develop Alternatives 164 Solved Problems 213
Step 4: Evaluate the Alternatives 164
 CONTENTS 11

Discussion Questions 215 Monitoring Project Resources 277

Problems 215 Controlling Projects 278
Experiential Learning Min-Yo Garment Company 222 Learning Goals in Review 278
Video Case Constraint Management at Southwest Airlines 226 MyOMLab Resources 278
Key Equations 279

6 DESIGNING LEAN SYSTEMS 227

Key Terms 279
Solved Problems 280
Discussion Questions 284
Aldi 227
Problems 284
Continuous Improvement Using a Lean Systems Active Model Exercise 291
Approach 229 Video Case Project Management at the Phoenician 292
Strategic Characteristics of Lean Systems 231 Case The Pert Mustang 293
Supply Chain Considerations in Lean Systems 231
Process Considerations in Lean Systems 232
Toyota Production System 236
PART 2 Customer Demand Management 295
Designing Lean System Layouts 237
One Worker, Multiple Machines 237
Group Technology 238 8 FORECASTING DEMAND 295
Managerial Practice 6.1 Panasonic Corporation 239 Kimberly-Clark 295
Value Stream Mapping 239
Managing Demand 297
The Kanban System 243
Demand Patterns 297
General Operating Rules 243
Demand Management Options 298
Determining the Number of Containers 244
Key Decisions on Making Forecasts 300
Other Kanban Signals 245
Deciding What to Forecast 300
Operational Benefits and Implementation Issues 245
Choosing the Type of Forecasting Technique 300
Organizational Considerations 246
Forecast Error 301
Process Considerations 246
Cumulative Sum of Forecast Errors 301
Inventory and Scheduling 246
Dispersion of Forecast Errors 302
Learning Goals in Review 247
Mean Absolute Percent Error 302
MyOMLab Resources 247 Computer Support 304
Key Equation 248
Judgment Methods 304
Key Terms 248
Causal Methods: Linear Regression 304
Solved Problems 248
Time-Series Methods 306
Discussion Questions 251
Naïve Forecast 307
Problems 251
Horizontal Patterns: Estimating the Average 307
Video Case Lean Systems at Autoliv 254
Trend Patterns: Using Regression 309
Case Duraweld Ltd. 256
Seasonal Patterns: Using Seasonal Factors 312
Criteria for Selecting Time-Series Methods 314
7 MANAGING EFFECTIVE Forecasting as a Process 315
A Typical Forecasting Process 315
PROJECTS 257 Using Multiple Forecasting Methods 316
Managerial Practice 8.1 Combination Forecasts and the
XBOX 360 257
Forecasting Process 317
Defining and Organizing Projects 259 Adding Collaboration to the Process 318
Defining the Scope and Objectives of a Project 259 Forecasting as a Nested Process 318
Selecting the Project Manager and Team 259 Learning Goals in Review 319
Recognizing Organizational Structure 260 MyOMLab Resources 319
Constructing Project Networks 261 Key Equations 319
Defining the Work Breakdown Structure 261 Key Terms 320
Diagramming the Network 261 Solved Problems 321
Developing the Project Schedule 263 Discussion Questions 324
Critical Path 263 Problems 325
Project Schedule 264 Video Case Forecasting and Supply Chain Management at
Activity Slack 266 Deckers Outdoor Corporation 333
Analyzing Cost–Time Trade-Offs 267 Case Yankee Fork and Hoe Company 334
Cost to Crash 267 Experiential Learning 8.1 Forecasting a Vital Energy Statistic 336
Minimizing Costs 268
Assessing and Analyzing Risks 271
Risk-Management Plans 271
Managerial Plans 7.1 San Francisco—Oakland Bay Bridge 272
9 MANAGING INVENTORIES 337
Statistical Analysis 273 Inventory Management at Netflix 337
Analyzing Probabilities 275 Inventory Trade-Offs 339
Near-Critical Paths 276 Pressures for Small Inventories 340
Monitoring and Controlling Projects 277 Pressures for Large Inventories 340
Monitoring Project Status 277
12 CONTENTS

Managerial Practice 9.1 Inventory Management at Walmart 341 Level 2: Resource Planning 397
Types of Inventory 342 Level 3: Scheduling 398
Accounting Inventories 342 S&OP Supply Options 398
Operational Inventories 343 S&OP Strategies 399
Inventory Reduction Tactics 345 Chase Strategy 399
Cycle Inventory 345 Level Strategy 399
Safety Stock Inventory 345 Constraints and Costs 400
Anticipation Inventory 345 Sales and Operations Planning as a Process 400
Pipeline Inventory 345 Spreadsheets for Sales and Operations Planning 402
ABC Analysis 346 Spreadsheets for a Manufacturer 402
Economic Order Quantity 347 Spreadsheets for a Service Provider 403
Calculating the EOQ 347 Scheduling 406
Managerial Insights from the EOQ 351 Job and Facility Scheduling 406
Continuous Review System 351 Workforce Scheduling 407
Selecting the Reorder Point When Demand and Lead Managerial Practice 10.1 Scheduling at Air New Zealand 407
Time Are Constant 352 Sequencing Jobs at a Workstation 410
Selecting the Reorder Point When Demand Is Software Support 412
Variable and Lead Time Is Constant 352 Learning Goals in Review 413
Selecting the Reorder Point When Both Demand and MyOMLab Resources 413
Lead Time Are Variable 356 Key Terms 413
Systems Based on the Q System 357 Solved Problems 414
Calculating Total Q System Costs 357 Discussion Questions 417
Advantages of the Q System 357 Problems 417
Periodic Review System 358 Active Model Exercise 424
Selecting the Time between Reviews 359 Video Case Sales and Operations Planning at Starwood 425
Selecting the Target Inventory Level When Demand Case Memorial Hospital 426
Is Variable and Lead Time Is Constant 359
Selecting the Target Inventory Level When Demand
and Lead Time Are Variable 361
Supplement D Linear Programming
Systems Based on the P System 361 Models 429
Calculating Total P System Costs 361 Characteristics of Linear Programming Models 429
Advantages of the P System 361 Formulating a Linear Programming Model 430
Learning Goals in Review 362 Graphic Analysis 432
MyOMLab Resources 362 Plot the Constraints 432
Key Equations 362 Identify the Feasible Region 434
Key Terms 364 Plot the Objective Function Line 435
Solved Problems 364 Find the Visual Solution 436
Discussion Questions 368 Find the Algebraic Solution 436
Problems 368 Slack and Surplus Variables 437
Active Model Exercise 373 Sensitivity Analysis 438
Video Case Inventory Management at Crayola 374 Computer Analysis 438
Experiential Learning Swift Electronic Supply, Inc. 375 Simplex Method 438
Case Parts Emporium 377 Computer Output 439
The Transportation Method 441
Transportation Method for Sales and Operations
SUPPLEMENT C Special Inventory Planning 442
Models 379 Learning Goals in Review 446
Noninstantaneous Replenishment 379 MyOMLab Resources 446
Quantity Discounts 382 Key Terms 446
One-Period Decisions 384 Solved Problems 446
Learning Goals in Review 386 Discussion Questions 449
MyOMLab Resources 386 Problems 449
Key Equations 387
Key Term 387
Solved Problems 387 11 EFFICIENT RESOURCE
Problems 389
PLANNING 457

10
Philips 457
PLANNING AND SCHEDULING Material Requirements Planning 459
OPERATIONS 393 Dependent Demand 459
Master Production Scheduling 460
Cooper Tire and Rubber Company 393 Developing a Master Production Schedule 461
Levels in Operations Planning and Scheduling 395 Available-to-Promise Quantities 462
Level 1: Sales and Operations Planning 396 Freezing the MPS 463
 CONTENTS 13

Reconciling the MPS with Sales and Operations

Plans 464
MRP Explosion 464
13 SUPPLY CHAINS AND
Bill of Materials 464
LOGISTICS 531
Inventory Record 465 Bavarian Motor Works (BMW) 531
Planning Factors 468 Factors Affecting Location Decisions 534
Outputs from MRP 471 Dominant Factors in Manufacturing 534
MRP and the Environment 474 Dominant Factors in Services 535
MRP, Core Processes, and Supply Chain Load–Distance Method 537
Linkages 474 Distance Measures 537
Enterprise Resource Planning 475 Calculating a Load–Distance Score 538
How ERP Systems Are Designed 475 Center of Gravity 538
Managerial Practice 11.1 ERP Implementation by SAP at Dow Break-Even Analysis 540
Corning 476 Transportation Method 542
Resource Planning for Service Providers 477 Setting Up the Initial Tableau 542
Dependent Demand for Services 477 Dummy Plants or Warehouses 543
Bill of Resources 478 Finding a Solution 543
Learning Goals in Review 481 Geographical Information Systems 544
MyOMLab Resources 481 Using GIS 544
Key Terms 482 Managerial Practice 13.1 How Fast-Food Chains Use GIS to
Solved Problems 482 Select Their Sites 545
Discussion Questions 487 The GIS Method for Locating Multiple Facilities 546
Problems 488 Inventory Placement 546
Active Model Exercise 499 A Systematic Location Selection Process 547
Case Flashy Flashers, Inc. 499 Learning Goals in Review 548
MyOMLab Resources 548
PART 3 Supply Chain Management 503 Key Equations 549
Key Terms 549

12 DESIGNING EFFECTIVE SUPPLY

Solved Problems 549
Discussion Questions 552
CHAINS 503 Problems 552
Active Model Exercise 558
Amazon.com 503 Video Case Continental Tire: Pursuing a Winning Plant
Creating an Effective Supply Chain 505 Decision 559
Supply Chains for Services and Manufacturing 506 Case R.U. Reddie for Location 560
Services 506

14
Manufacturing 507
Measuring Supply Chain Performance 508 INTEGRATING THE SUPPLY
Inventory Measures 508
Financial Measures 510
CHAIN 563
Strategic Options for Supply Chain Design 511 Coral Princess 563
Efficient Supply Chains 512 Supply Chain Disruptions 565
Responsive Supply Chains 512 Causes of Supply Chain Disruptions 565
Designs for Efficient and Responsive Supply Supply Chain Dynamics 567
Chains 513 Integrated Supply Chains 568
Mass Customization 515 New Services or Product Development Process 568
Competitive Advantages 515 Design 569
Supply Chain Design for Mass Customization 516 Analysis 569
Outsourcing Processes 516 Development 569
Managerial Practice 12.1 Building a Supply Chain for the Full Launch 570
Dreamliner 518 Supply Relationship Process 570
Vertical Integration 519 Sourcing 570
Make-or-Buy Decisions 519 Design Collaboration 573
Learning Goals in Review 520 Negotiation 574
MyOMLab Resources 520 Managerial Practice 14.1 The Consequences of Power in an
Key Equations 521 Automotive Supply Chain 574
Key Terms 521 Buying 576
Solved Problem 521 Information Exchange 577
Discussion Questions 522 Order Fulfillment Process 578
Problems 522 Customer Demand Planning 578
Video Case Supply Chain Design at Crayola 525 Supply Planning 578
Experiential Learning Sonic Distributors 526 Production 578
Case Brunswick Distribution, Inc. 527 Logistics 578
14 CONTENTS

Customer Relationship Process 581 Supply Chain Ethics 611

Marketing 581 Buyer–Supplier Relationships 611
Order Placement 581 Facility Location 612
Customer Service 582 Inventory Management 612
Supply Chain Risk Management 582 Managing Sustainable Supply Chains 612
Operational Risks 582 Learning Goals in Review 613
Financial Risks 583 MyOMLab Resources 613
Security Risks 584 Key Equation 613
Performance Measures 586 Key Terms 614
Learning Goals in Review 586 Solved Problems 614
MyOMLab Resources 586 Discussion Questions 615
Key Equations 587 Problems 615
Key Terms 587 Video Case Supply Chain Sustainability at Clif Bar & Company 617
Solved Problems 587
Discussion Questions 589
Problems 589
Appendix Normal Distribution 619
Video Case Sourcing Strategy at Starwood 594
Case HassiaWaters International 595 References 621
Glossary 629
15 MANAGING SUPPLY CHAIN Name Index 643
SUSTAINABILITY 597 Subject Index 647
FedEx 597
The Three Elements of Supply Chain Sustainability 599 MyOMLab SUPPLEMENTS
Reverse Logistics 600
Supply Chain Design for Reverse Logistics 601 SUPPLEMENT E Simulation E-1
Managerial Practice 15.1 Recycling at Walmart 602 SUPPLEMENT F Financial Analysis F-1
Financial Implications 602
Energy Efficiency 603
SUPPLEMENT G Acceptance Sampling Plans G-1
Transportation Distance 603 SUPPLEMENT H Measuring Output Rates H-1
Freight Density 605 SUPPLEMENT I Learning Curve Analysis I-1
Transportation Mode 607
Disaster Relief Supply Chains 608 SUPPLEMENT J Operations Scheduling J-1
Organizing for Disaster Relief 608 SUPPLEMENT K Layout K-1
Managing Disaster Relief Operations 609
Preface
Creating Value through Operations Management
Operations management is a vital topic that every business student needs to understand because it is at
the heart of the creation of wealth for businesses, value for customers, and the improvement in the living
standard of citizens of all countries. Operations managers are responsible for the production of services
and products in an ethical and environmentally responsible way while being responsive to the market.
Sound like a challenge? Add to it the need to manage supply chains of materials, information, and funds
reaching to all areas of the world. While challenging, there are concepts, tools, and methods that manag-
ers use to deal with operating problems in a global environment. The mission of this text is to provide you
with a comprehensive framework for addressing operational and supply chain issues. We accomplish this
mission by using a systemized approach while focusing on issues of current interest to you. It is important
to be efficient and capable with respect to internal processes; however, it is critical for organizations to be
able to link those processes to those of their customers and their suppliers to provide competitive supply
chains. This text is unique in that it builds the concept of a supply chain from the ground up. Starting with
the analysis of business processes and how they relate to the overall operational goals of a firm, our text
proceeds to show how these processes are integrated to form supply chains and how they can be man-
aged to obtain efficient flows of materials, information, and funds. This approach reinforces the concept
that supply chains are only as good as the processes within and across each firm in them.
This text has been thoroughly revised to meet your needs regardless of your major. Any manager
needs to know the global implications of supply chains and how to make decisions in a dynamic envi-
ronment. We address these contemporary issues of interest through opening vignettes and managerial
practices in each chapter. We show you the essential tools you will need to improve process perfor-
mance. Irrespective of your chosen career path or the industry in which you are seeking a career, you will
encounter processes and supply chains. We will show you how to analyze and manage those processes
and supply chains from the perspective of service as well as manufacturing firms. Our philosophy is that
you will learn by doing; consequently, the text has ample opportunities for you to experience the role of
a manager with challenging problems, cases, a library of videos customized to the individual chapters,
simulations, experiential exercises, and tightly integrated online computer resources. With this text, you
will develop the capability to analyze problems and support managerial decisions.

What’s New in the Eleventh Edition?

Since the tenth edition, we have been hard at work to make the eleventh edition even better, based on
the suggestions of adopters and nonadopters. We have carefully monitored for errors in the book and
all supplements. We have more figures, photos, company examples, cases, and problems to test your
understanding of the material. Here are some of the highlights of the many changes:
1. Increased clarity of every chapter by organizing each major head to address one of the learning
goals in the chapter.
2. Ten new chapter openers highlighting the operations of Disney Corporation, QVC, Inc., Tesla
Motors, Aldi Supermarkets, Kimberly-Clark, Netflix, Cooper Tire and Rubber Company, Philips,
Amazon.com, and Coral Princess cruise liner.
3. New Chapter 2, “Process Strategy and Analysis,” which combines the strategy and analysis chapters
of the tenth edition and streamlines the presentation of these important topics.
4. Improved understanding of independent demand inventory control systems, facility location
analysis, and inventory placement with the addition of new figures and numerical examples.
5. Expanded presentation of the bill of resources for services, including figures and a numerical
example, which demonstrates the use of the dependent-demand concept for estimating resource
requirements in a service setting.
6. New section on supply chain risk management that addresses the operational, financial, and
security risks facing supply chain managers today.
7. Five new videos and video cases featuring Crayola, Continental Tire, Some Burros, and W-T Graphix
addressing the topics of operations strategy, process choice, inventory management, supply chain
design, and facility location.
8. New videos of Solved Problems demonstrating concepts and skills students need to master to make
effective decisions in the operations management workplace. Look for MyOMLab Video in the margin
next to these Solved Problems.
15
16 PREFACE

9. Animations that help students understand movement and processes shown in figures that might
be difficult to grasp just by looking at static figures in the printed text. MyOMLab Animation appears
in the margin next to figures that are animated.
10. New MyOMLab Supplement K, “Layout,” which presents techniques for analyzing layouts in
service as well as manufacturing settings.
11. Updated Managerial Practices, giving current examples of operations management to students.
12. New Learning Goals in Review at the end of each chapter, which highlights where each goal is
addressed in the chapter and cross references them with a rich set of MyOMLab resources at the
student’s disposal including Videos, Active Models, Tutors, OM Explorer, and POM for Windows.
13. Refreshed or added nearly 20 percent of the Problems, all of which are now fully coded for
difficulty, arranged by major chapter heads, and represented in MyOMLab.
14. Major overhaul of references, located by chapter sequence at the end of the text.

Chapter-by-Chapter Changes
▪ Chapter Count—Relative to the tenth edition, we have streamlined this edition by combining two
Using Operations to Create Value
PROCESS MANAGEMENT
Process Strategy and Analysis
Managing Quality
Planning Capacity
Managing Process Constraints
Designing Lean Systems
▪ Part 1: Process Management—The first part of the text lays the foundation for why a process view
Managing Effective Projects
CUSTOMER DEMAND
MANAGEMENT
Forecasting Demand
Managing Inventories
Planning and Scheduling
Operations
Efficient Resource Planning
SUPPLY CHAIN MANAGEMENT
Designing Effective Supply Chains
Supply Chains and Logistics
Integrating the Supply Chain
Managing Supply Chain
Sustainability
▪ Part 2: Customer Demand Management—The second part of the text shows how you can estimate
chapters for a total of only 15 chapters, retaining four supplements in the book, and adding one new
supplement in MyOMLab for a total of seven supplements. A central figure in the margin of each
chapter shows how each chapter fits into our general theme of processes to supply chains.
▪ Chapter 1, “Using Operations to Create Value,” defines operations management, supply chain
management, and the overall framework for linking corporate strategy to key operations man-
agement decisions.
is critical for utilizing operations management as a strategic weapon by showing you how to design
and manage the internal processes in a firm.
▪ Chapter 2, “Process Strategy and Analysis,” draws together two chapters from the tenth edi-
tion to simplify the discussion of the important topic of process choice, introduce the Six Sigma
DMAIC model as a systematic approach to process analysis, and introduce the design-to-order
production and inventory strategy.
▪ Chapter 3, “Managing Quality,” with a new opener on QVC, Inc., continues to address ethics and
the environment and provide the essential statistical tools for identifying the onset of process
performance problems.
▪ Chapter 4, “Planning Capacity,” has a new opener on Tesla Motors and focuses on the long-term
capacity decisions that define the process capacities of the firm to do business in the future.
▪ Chapter 5, “Managing Process Constraints,” shows how you can get the best output rates within
the process capacities you have to work with.
▪ Chapter 6, “Designing Lean Systems,” with a new opener on Aldi, a global supermarket chain,
shows value stream mapping (VSM) as a major tool for analyzing and improving lean systems
and reveals other methods that you can use to improve system performance.
▪ Chapter 7, “Managing Effective Projects,” shows the tools managers use to implement the
projects needed to achieve efficient processes and supply chains.
customer demands and satisfy those demands through inventory management, operations plan-
ning and scheduling, and resource planning.
▪ Chapter 8, “Forecasting Demand,” now has a new opener about Kimberly-Clark, a new section
on managing demand, and expanded coverage of collaborative planning, forecasting, and re-
plenishment (CPFR) to demonstrate the importance of collaborating up and down the supply
chain to identify service and product demands.
▪ Chapter 9, “Managing Inventories,” begins with a new opener on Netflix, includes a simplified
presentation of the types of inventories, and has two new examples and supporting figures for
the continuous review and the periodic review systems.
▪ Chapter 10, “Planning and Scheduling Operations,” has a new opener on Cooper Tire and Rub-
ber Company and shows how operations planning, resource planning, and operations schedul-
ing are linked to provide the core for supply chain design and integration.
▪ Chapter 11, “Efficient Resource Planning,” in addition to a new opener on Philips, presents a
new approach for resource planning in services using the bill-of-resources method and includes
a new Solved Problem example with this technique.
 PREFACE 17

▪ Part 3: Supply Chain Management—The third part of the text, building upon the tools for manag-
ing processes and customer demands at the level of the firm, provides the tools and perspectives
you will need to manage the flow of materials, information, and funds between your suppliers, your
firm, and your customers.
▪ Chapter 12, “Designing Effective Supply Chains,” with a new opener on Amazon.com, now has
new sections addressing “Creating an Effective Supply Chain” and “Strategic Options for Supply
Chain Design” to clarify what managers must consider when designing supply chains, and has an
expanded discussion of outsourcing strategies to include next-shoring and new decision factors.
▪ Chapter 13, “Supply Chains and Logistics,” has been thoroughly revised to clarify the role of
quantitative techniques and how to bring together the quantifiable and non-quantifiable factors
in location decisions. It also has a new section on “Inventory Placement” with two new figures
that clarify the distinction between centralized and forward inventory placement options.
▪ Chapter 14, “Integrating the Supply Chain,” with a new opener on the Coral Princess cruise ship,
has been thoroughly revised to explain the nature and source of supply chain disruptions, reveal
what supply chain integration is and how it mitigates disruptions between the firm and other
entities in the supply chain. It also includes a new section “Supply Chain Risk Management,”
which explains how to mitigate operational, financial, and security risks.
▪ Chapter 15, “Managing Supply Chain Sustainability,” addresses sustainability, focuses on how
supply chains can support the environment and be socially responsible, and provides quantita-
tive tools to analyze these issues.
▪ Supplements—The book also offers four supplements that dig deeper on technical topics, and
seven other MyOMLab supplements.

Helping You Learn

Key Features
Several new additions and changes have been made to the book to retain and enhance its theme of
processes and supply chains and to expand these themes through new content, improved Learning
Goals, Managerial Practices, Examples, and End-of-Chapter Problems and Cases. Several key features
designed to help aid in the learning process are highlighted next:

Chapter Opening Vignettes engage and stimulate student interest by profiling how real companies
apply specific operational issues addressed in each chapter.

4
Stan Honda/AFP/Getty Images/Newscom

PLANNING
CAPACITY
Tesla’s battery charging station emphasizes the close connection between the electric
car and the batteries that serve as the main source of energy for this new generation
automobile. Tesla’s long-term growth strategies are therefore tied to also expanding its
battery manufacturing capacity.

Tesla Motors

D
riven by a need to reduce dependence on petroleum-based transportation,
a new automobile manufacturing company, Tesla Motors, was formed
by Silicon Valley engineers in 2003 with the idea of making fuel efficient
electric cars that do not have an internal combustion engine and that run only
on rechargeable batteries. Headquartered in Palo Alto, California, Tesla has over
600 employees and an expected revenue of over $3 billion in 2014. Its premium
sedan Model S and cross-over utility vehicle Model X are sold through a network
of 125 company-owned stores and service locations in North America, Europe,
and Asia. Apart from a planned European Research and Development Center in
the United Kingdom in 2015 or 2016, Tesla plans to open manufacturing plants in
China and Europe once global sales pass 500,000 vehicles a year.
In order to meet the growing energy needs of its next-generation
automobiles, Tesla announced plans in 2014 to build the world’s largest battery
factory at an expense of $4–5 billion. This gigantic Gigafactory would occupy
10 million square feet and employ about 6,500 workers once completed. It
would manufacture the 18/650 cell, a cylindrical battery format that is 18 mm
wide and 65 mm tall and favored by Tesla and some laptop manufacturers.
About 8000 such cells, modified with Tesla’s own proprietary chemistry, are
needed to power the 85 kWh drive model S car. The completion of this plant
in 2016–2017 is slated to coincide with the production of a third-generation Tesla
car that would be a smaller version of model S but half priced at $35,000. Along
18 PREFACE

Learning Goals improve learning by matching each learning goal with a major head in the chapter.
Managerial Practices provide current examples of how companies deal—successfully or unsuccessfully—
with process and supply chain issues facing them as they run their operations.

MANAGERIAL
PRACTICE 15.1 Recycling at Walmart

All companies can save money by reducing the amount of waste they
must dispose. Walmart, owing to its size, is certainly no exception. In the United
States alone, Walmart has over 4,000 stores and serves 130 million shoppers a
week. You can imagine the amount of trash that accumulates on a daily basis.
Many trash items, such as loose plastic, plastic hangers, office paper, and alumi-
num cans, are unruly and difficult to collect for recycling. To attack this problem,
Walmart initiated the “super sandwich bale (SSB)” at all of its stores and clubs
in the United States. The SSB is an invention of Jeff Ashby, national accounts
manager for Rocky Mountain Recycling in Salt Lake City. The associates place 10
to 20 inches of cardboard at the bottom of large trash compactors. Commodities,
such as loose plastic bags, aluminum cans, plastic hangers, and plastic water

Tom Uhlman/AP Photo

and soda bottles, are loaded in, and another layer of cardboard is placed on top.
The compactor then presses the bale into a “sandwich” with 9 to 18 inches of
recyclables in the middle. The bales are then loaded onto a truck to be recycled
into various raw materials that will ultimately become products once again. For ex-
ample, in one of its sustainability programs, Walmart directs recycled plastics and
cardboard to Worldwise, a leader in developing, manufacturing, and marketing A Walmart employee throws used packaging boxes into a compactor
sustainable pet products, where they are transformed into a stylish and durable as a first step in building a super sandwich bale at a Cincinnati
line of dog beds. Plastic hangers are turned into litter pans, plastic bags into litter area Walmart. The giant retailer is urging its suppliers to reduce
liners, and corrugated cardboard into cat scratchers. To get a sense of the value greenhouse gas emissions on top of its own moves to build more
involved, Walmart used to pay trash companies to haul more than one billion plas-
energy-efficient stores, use alternative fuels for its truck fleet, and
tic hangers from its stores and clubs each year. Now, it gets paid 15 to 20 cents
reduce packaging.
a pound for them. The money adds up in a hurry. Who said that reverse logistics
supply chains are not profitable? It is clear that environmentally conscious supply
chain operations can literally turn “trash” into “cash.”

Source: Marc Gunther. “The End of Garbage,” FORTUNE, (March 19, 2007), pp. 158–166; “Waste,” http://www.walmartstores.com, (2014); Elaine Jarvik, “Super sandwich
bale—Utah Man’s Idea Nets Wholesale Recycling,” Desert News, (April 22, 2008); “Walmart Rolls Out the Plastic Sandwich Bale,” http://www.walmartstores.com, 2005;
“Walmart Annual report 2013, http://www.walmart.com.

Examples demonstrate how to apply what students have learned and walk them through the solution
process modeling good problem-solving techniques. These examples always close with a unique feature
called Decision Point, which focuses students on the decision implications for managers.

EXAMPLE 9.1 Estimating Inventory Levels

MyOMLab A plant makes monthly shipments of electric drills to a wholesaler in average lot sizes of 280 drills. The whole-
Tutor 9.1 in MyOMLab saler’s average demand is 70 drills a week, and the lead time from the plant is 3 weeks. The wholesaler must
provides a new example to pay for the inventory from the moment the plant makes a shipment. If the wholesaler is willing to increase its
practice the estimation of purchase quantity to 350 units, the plant will give priority to the wholesaler and guarantee a lead time of only
inventory levels.
2 weeks. What is the effect on the wholesaler’s cycle and pipeline inventories?

SOLUTION
The wholesaler’s current cycle and pipeline inventories are
Q 280
Cycle inventory = = = 140 drills
2 2
Pipeline inventory = DL = dL = 170 drills>week213 weeks2 = 210 drills

Figure 9.3 shows the cycle and pipeline inventories if the wholesaler accepts the new proposal.

FIGURE 9.3 ▶ 1. Enter the average lot size, average demand during a period, and the number of periods of lead time:
Estimating Inventory Levels Using
Average lot size 350
Tutor 9.1 Average demand 70
Lead time 2

2. To compute cycle inventory, simply divide average lot size by 2. To compute pipeline inventory, multiply
average demand by lead time:

Cycle inventory 175

Pipeline inventory 140

DECISION POINT
The effect of the new proposal on cycle inventories is to increase them by 35 units, or 25 percent. The reduction
in pipeline inventories, however, is 70 units, or 33 percent. The proposal would reduce the total investment in
cycle and pipeline inventories. Also, it is advantageous to have shorter lead times because the wholesaler only
has to commit to purchases 2 weeks in advance, rather than 3 weeks.

End of Chapter Resources

▪ Learning Goals in Review guidelines for mastering each learning goal and a list of resources found
in MyOMLab relating to the goal.
▪ Key Equations for review purposes, organized by major chapter head.
▪ Key Terms for review purposes; the page references highlight where the concept was first discussed.
▪ Solved Problems reinforce and help students prepare their homework assignments by detailing
how to solve model problems with the appropriate techniques presented in the chapter.
▪ Discussion Questions test student comprehension of the concepts through the use of short
scenarios.
 PREFACE 19

▪ Problems sharpen students’ quantitative skills by providing a bridge between chapter materials
with a wide selection of homework material. Advanced problems are marked with D to indicate
an increased level of difficulty. Most of the homework problems can be done manually, or students
can utilize a variety of software tools through MyOMLab, which is discussed in a later section.
▪ Conceptual Questions Coverage at least four conceptual questions for each major topic in the
book have been added to MyOMLab.
▪ Active Model Exercises enable students to use provided spreadsheets to do “what-if” analysis of
examples presented in the text to see what would happen if certain parameters were changed.
▪ Video Cases provide a summary of content covered in a series of on-location video profiles of
real-world service and manufacturing companies and challenges they face in their operations.
Questions are included for classroom discussion or assignment purposes.
▪ Cases challenge students to grapple with a capstone problem that can be used as an in-class
exercise, a homework assignment, or team project.
▪ Experiential Learning forms students into teams who work both in and out of class on exercises
that actively involve them in team-based discussion questions and decisions. The six exercises
reinforce student learning. Each exercise has been thoroughly tested in class and proven to be a
valuable learning tool.
▪ A Video Library in MyOMLab offers at least one video case for each chapter, which makes for
excellent class discussion and learning. Three tutorials are also included.

Teaching and Learning Support

MyOMLab A key capability of MyOMLab is as an online homework and assessment tool designed to MyOMLab
help students practice operations management problems and improve their understanding of course
concepts, and to give their instructors feedback on their performance. This online product expands the
student’s learning experience with out-of-class quizzes that are automatically graded and tutorials to
guide the problem solving process, keeping students up to date, and freeing instructors for more cre-
ative use of class time. It also has a wealth of resources to assist students in preparing for class, working
on assignments, and achieving the learning goals for each chapter.
MyOMLab lets you teach your course your way. Use MyOMLab as an out-of-the-box resource
for students who need extra help, or take full advantage of its advanced customization options.

For Instructors
Instructor’s Resource Center—Reached through a link at http://www.pearsonglobaleditions.com/
Krajewski, the Instructor’s Resource Center contains the electronic files for the complete Instructor’s
Solutions Manual, PowerPoint lecture presentations, and the Test Bank.

Instructor’s Solutions Manual—Prepared by Jack Jensen at The University of South Carolina, this
resource begins with the video notes and solutions, followed by chapter-by-chapter solutions to end-of-
chapter questions, problems, and cases. This manual is available for download in both Word and PDF
versions by visiting http://www.pearsonglobaleditions.com/Krajewski.

Instructor’s Resource Manual —Prepared by Jack Jensen at The University of South Carolina,
this resource begins with sample syllabi for the course suited to various situations: with or without
MyOMLab, quarter versus seven-week course, undergraduate versus MBA, quantitative versus
qualitative orientation, and process versus supply chain orientation. It then offers generic Instructor
and Student Notes, both of which must be revised to reflect the instructor’s approach to the course. The
Student Notes can be handed out or posted so that the students can have them during class to simplify
note taking and concentrate more on what is being said. Both Word and PDF files of this manual are
available for download by visiting http://www.pearsonglobaleditions.com/Krajewski.

PowerPoint Lecture Slides —Chapter-by-chapter files for classroom presentation purposes are
available for download by visiting http://www.pearsonglobaleditions.com/Krajewski. PowerPoint
slides can be customized by the instructor and contain most of the images and illustrations featured in
the text as well as lecture notes.

Test Bank—This resource offers an array of questions and problems ranging from easy to difficult.
It includes true/false and multiple-choice questions, which can be accessed by MyOMLab, and
short answer and essay questions. These files are available for download by visiting http://www
.pearsonglobaleditions.com/Krajewski.
20 PREFACE

TestGen —Pearson Education’s test-generating software is available from http://www

.pearsonglobaleditions.com/Krajewski. The software is PC-compatible and preloaded with all of the
Test Bank questions. You can manually or randomly view test questions and drag and drop to create a
test. You can add or modify test bank questions as needed.

For Students
Besides having access to study plans and tutorial resources in MyOMLab, students can utilize the
following additional course resources within MyOMLab:

OM Explorer—This text-specific software tool consists of Excel worksheets and includes tutors and
solvers.
▪ Tutors provide coaching for more than 60 analytical techniques presented in the text. The tutors
also provide additional examples for learning and practice.
▪ Solvers provide powerful general-purpose routines often encountered in practice. These are great
for experiential exercises and homework problems.

POM for Windows—An easy-to-use software program covers over 25 common OM techniques.
Active Models—These 29 included spreadsheets require students to evaluate different situations based
on problem scenarios.

Download Page—This offers access to OM Explorer, POM for Windows, SimQuick, and Active Models,
and a link to a free trial of SmartDraw software.

Acknowledgments
No book is just the work of the authors. We greatly appreciate the assistance and valuable contributions
by several people who made this edition possible. Thanks to Beverly Amer of Aspenleaf Productions
for her efforts in filming and producing the new video segments for this edition and Annie Puciloski
for her diligent work of accuracy checking the book and ancillary materials. Special thanks are due
to Howard Weiss of Temple University whose expertise in upgrading the software for this edition was
greatly appreciated.
Many colleagues at other colleges and universities provided valuable comments and suggestions
for this and previous editions. We would also like to thank the following faculty members who gave
extensive written feedback and commentary to us:

Sal Agnihothri, State University of New York–Binghampton

Timothy Fry, University of South Carolina
Xin James He, Dolan School of Business, Fairfield University
Alan Mackelprang, Georgia Southern University
Paul C. Vanderspek, Colorado State University

We would like to thank the people at Pearson, including Dan Tylman, Kathryn Dinovo, Alison Kalil, Jeff
Holcomb, Anne Fahlgren, Lenny Ann Raper, James Bateman, Courtney Kamauf, and Megan Rees, and
Tammy Haskins at Lumina Datamatics. Without their hard work, dedication, and guidance this book
would not have been possible.
At the University of South Carolina, we gratefully acknowledge Jack Jensen for the stellar contribu-
tions he has made to the development of Instructor’s Solutions Manual and MyOMLab. Thanks go to
Cherry Singhal at the University of South Carolina for her contributions to the eleventh edition. We also
thank our colleague Johnny Rungtusanatham at The Ohio State University for his encouragement and
pedagogical ideas on text revision.
Finally, we thank our families for supporting us during this project involving multiple emails,
teleconference calls and long periods of seclusion. Our wives, Judie, Maya, and Barb, have provided the
love, stability, and encouragement that sustained us while we transformed the tenth edition into the
eleventh.
Pearson would like to thank and acknowledge Stefania Paladini, Coventry University; and Xavier
Pierron, Coventry University, for their contributions to this Global Edition. We would also like to thank
Nora’asikin Abu Bakar, Infrastructure University Kuala Lumpur; Peter Bollen, Maastricht University;
and Rohaizan Binti Ramlan, Universiti Tun Hussein Onn Malaysia, for reviewing the content and shar-
ing their valuable feedback that helped improve this Global Edition.
 1
Guido Cozzi/Atlantide/Phototravel/Corbis

USING
OPERATIONS TO
CREATE VALUE
Characters perform at Cinderella’s Castle in Magic Kingdom,
Orlando, Florida, USA.

Disney

D
isney Corporation is an internationally diversified entertainment and
media enterprise comprising of five business segments of media net-
works (e.g., ABC, ESPN networks), parks and resorts (e.g., Disneyland
and Disneyworld), studio entertainment (e.g., Pixar and Marvel studios), con-
sumer products (e.g., toys, apparel, and books), and interactive media (e.g.,
Disney.com). It is one of the 30 companies that has been a part of the Dow
Jones Industrial Average since 1991. With annual revenues of $45 billion
in 2013, Disney is particularly well known for its theme parks that had a
17 percent increase in operating income to $2.2 billion in the last fiscal year
alone. Its largest park, Walt Disney World Resort opened in Orlando, Florida,
in 1971 and includes the Magic Kingdom, Epcot Center, Disney Studios,
and Animal Kingdom.
Disney constantly evaluates and improves its processes to enhance
customer experience. One of its recent innovations is a $1 billion compre-
hensive reservation and ride-planning system that can allow guests to book
rides months in advance through a website or a smartphone app. Dubbed as
MyMagic + , it works through a radio-frequency identification (RFID) chip em-
bedded inside electronic wristbands or bracelets that guests wear once they
check into a Disney theme park. Called MagicBands, they link electronically
to centralized databases and can be used as admission tickets, credit or debit
cards, or hotel room keys. Just by tapping them against electronic sensors,
these MagicBands also become a form of payment for food, entertainment,

21
22 CHAPTER 1 USING OPERATIONS TO CREATE VALUE

and merchandise. Data from these wristbands can help Disney determine
when to add more staff to which rides, decide how many employees in cos-
tumes should roam around at which locations in the park, determine restaurant
menus and which souvenirs should be stocked based on customer prefer-
ences, and even send e-mail or text message alerts to guests when space
opens up in an expedited queue at that guest’s favorite ride such as Space
Mountain or Pirates of the Caribbean. Apart from facilitating crowd control
and data collection, this wearable technology helps Disney seamlessly person-
alize each guest’s experience and change how they play and spend at the
oft-advertised “Most Magical Place on Earth.”
Despite some privacy concerns surrounding the use of RFID chips that
can track a guest’s identity and location within the theme parks, the new
MyMagic + system has multiple advantages. First, when visitors have well-
planned schedules and forward visibility on what they are going to do on a given
day on an hourly basis, they are less likely to jump ship to other theme parks in
the area such as the Sea World or the popular Wizarding World of Harry Potter
by Universal Studios. Second, when the logistics of moving from one attraction
to another are simplified, guests have additional opportunities to spend more
time and money in Disney restaurants and shops. Finally, by using this new
RFID-enabled technology, Disney can effectively increase its capacity when it
is needed the most. For instance, this new system allowed Disney to handle
3,000 additional visitors to the Magic Kingdom in Orlando during the Christmas
rush. With other costs more or less fixed, the incremental revenues from ad-
ditional guests flow directly to the bottom line. Increased profitability through
technological and operational innovations help Disney provide more value to its
guests as well as maintain its leadership position in the entertainment industry
on multiple dimensions. It is also one among many other reasons why despite
the price of entrance tickets crossing an average of $100 per day inclusive of
taxes, an increase of 45 percent since 2005, there is no end in sight to the large
crowds flooding Disney’s theme parks.
Sources: Christopher Palmeri, “Disney Bets $1 Billion on Technology to Track Theme Park Visitors,” Bloomberg
Business Week (March 7, 2014); Justin Bachman, “Disney’s Magic Kingdom Nears $100 Tickets, and the Crowds Keep
Coming,” Bloomberg Business Week (February 25, 2014); http://thewaltdisneycompany.com/about-disney/company-
overview; http://en.wikipedia.org/wiki/Disney (August 18, 2014).

LEARNING GOALS After reading this chapter, you should be able to:

❶ Describe the role of operations in an organization and its
historical evolution over time.
❷ Describe the process view of operations in terms of
inputs, processes, outputs, information flows, suppliers,
and customers.
❸ Describe the supply chain view of operations in terms of
linkages between core and support processes.
❺ Identify nine competitive priorities used in operations
strategy, and explain how a consistent pattern of
decisions can develop organizational capabilities.
❻ Identify the latest trends in operations management, and
understand how given these trends, firms can address
the challenges facing operations and supply chain
managers in a firm.

❹ Define an operations strategy and its linkage to corporate

strategy and market analysis.
 USING OPERATIONS TO CREATE VALUE CHAPTER 1 23

Operations management refers to the systematic design, direction, and control of pro- operations management
cesses that transform inputs into services and products for internal, as well as external customers. As The systematic design, direction,
exemplified by Disney, it can be a source of competitive advantage for firms in both service as well as and control of processes that
manufacturing sectors. transform inputs into services and
This book deals with managing those fundamental activities and processes that organizations use products for internal, as well as
to produce goods and services that people use every day. A process is any activity or group of activities external, customers.
that takes one or more inputs, transforms them, and provides one or more outputs for its customers.
process
For organizational purposes, processes tend to be clustered together into operations. An operation is
a group of resources performing all or part of one or more processes. Processes can be linked together Any activity or group of activities
to form a supply chain, which is the interrelated series of processes within a firm and across different that takes one or more inputs,
firms that produce a service or product to the satisfaction of customers.1 A firm can have multiple sup- transforms them, and provides
ply chains, which vary by the product or service provided. Supply chain management is the synchro- one or more outputs for its
nization of a firm’s processes with those of its suppliers and customers to match the flow of materials, customers.
services, and information with customer demand. As we will learn throughout this book, all firms have
operation
processes and supply chains. Sound operational planning and design of these processes, along with in-
ternal and external coordination within its supply chain, can create wealth and value for a firm’s diverse A group of resources performing
stakeholders. all or part of one or more
processes.

Role of Operations in an Organization supply chain

An interrelated series of
Broadly speaking, operations and supply chain management underlie all departments and functions in
processes within and across
a business. Whether you aspire to manage a department or a particular process within it, or you just
firms that produces a service
want to understand how the process you are a part of fits into the overall fabric of the business, you need
or product to the satisfaction of
to understand the principles of operations and supply chain management.
customers.
Operations serve as an excellent career path to upper management positions in many organiza-
tions. The reason is that operations managers are responsible for key decisions that affect the success of supply chain management
the organization. In manufacturing firms, the head of operations usually holds the title chief operations The synchronization of a firm’s
officer (COO) or vice president of manufacturing (or of production or operations). The corresponding processes with those of its
title in a service organization might be COO or vice president (or director) of operations. Reporting to suppliers and customers to match
the head of operations are the managers of departments such as customer service, production and in- the flow of materials, services,
ventory control, and quality assurance. and information with customer
Figure 1.1 shows operations as one of the key functions within an organization. The circular rela- demand.
tionships in Figure 1.1 highlight the importance of the coordination among the three mainline functions
of any business, namely, (1) operations, (2) marketing, and (3) finance. Each function is unique and
has its own knowledge and skill areas, primary responsibilities, processes, and decision domains. From
an external perspective, finance generates resources, capital, and funds from investors and sales of its
goods and services in the marketplace. Based on business strategy, the finance and operations functions
then decide how to invest these resources and convert them into physical
assets and material inputs. Operations subsequently transforms these mate- Finance
rial and service inputs into product and service outputs. These outputs must
match the characteristics that can be sold in the selected markets by mar- Acquires financial
keting. Marketing is responsible for producing sales revenue of the outputs, resources and capital
which become returns to investors and capital for supporting operations. for inputs
Functions such as accounting, information systems, human resources, and
engineering make the firm complete by providing essential information, ser-
vices, and other managerial support.
Material & Sales
These relationships provide direction for the business as a whole and Service Inputs Revenue
are aligned to the same strategic intent. It is important to understand the Support Functions
entire circle, and not just the individual functional areas. How well these
functions work together determines the effectiveness of the organization. • Accounting
Functions should be integrated and should pursue a common strategy. Suc- • Information Systems
• Human Resources
cess depends on how well they are able to do so. No part of this circle can
• Engineering
be dismissed or minimized without loss of effectiveness, and regardless of
how departments and functions are individually managed; they are always Operations Marketing
linked together through processes. Thus, a firm competes not only by offer- Translates Generates sales
ing new services and products, creative marketing, and skillful finance but materials and Product & of outputs
also through its unique competencies in operations and sound management services into Service Outputs
of core processes. outputs

▲ FIGURE 1.1
Integration between Different Functional Areas of a Business

1
The terms supply chain and value chain are sometimes used interchangeably.
 24 CHAPTER 1 USING OPERATIONS TO CREATE VALUE

Historical Evolution and Perspectives

The history of modern operations and supply chain management is rich and over two hundred years
old, even though its practice has been around in one form or another for centuries. James Watt invented
the steam engine in 1785. The subsequent establishment of
railroads facilitated efficient movement of goods through-
out Europe, and eventually even in distant colonies such
as India. With the invention of the cotton gin in 1794, Eli
Whitney introduced the concept of interchangeable parts.
It revolutionized the art of machine-based manufacturing,
and coupled with the invention of the steam engine, lead
to the great industrial revolution in England and the rest of
Europe. The textile industry was one of the earliest indus-
tries to be mechanized. The industrial revolution gradually
spread to the United States and the rest of the world in the
nineteenth century and was accompanied by such great
innovations as the internal combustion engine, steam-
powered ships, metallurgy of iron making, large-scale
production of chemicals, and invention of machine tools,
Martyn Goddard/Corbis

among others. The foundations of modern manufacturing

and technological breakthroughs were also inspired by the
creation of a mechanical computer by Charles Babbage in
the early part of the nineteenth century. He also pioneered
the concept of division of labor, which laid the foundation
The Ford Motor Company, founded in 1903, produced about one million Model T’s for scientific management of operations and supply chain
in 1921 alone. management that was further improved upon by Frederick
Taylor in 1911.
Three other landmark events from the twentieth century define the history of operations and sup-
ply chain management. First is the invention of the assembly line for the Model T car by Henry Ford in
1909. The era of mass production was born, where complex products like automobiles could be manu-
factured in large numbers at affordable prices through repetitive manufacturing. Second, Alfred Sloan in
the 1930s introduced the idea of strategic planning for achieving product proliferation and variety, with
the newly founded General Motors Corporation offering “a car for every purse and purpose.” Finally,
with the publication of the Toyota Production System book in Japanese in 1978, Taiichi Ohno laid the
groundwork for removing wasteful activities from an organization, a concept that we explore further in
this book while learning about lean systems.
The recent history of operations and supply chains over the past three decades has been steeped
in technological advances. The 1980s were characterized by wide availability of computer-aided design
(CAD), computer-aided manufacturing (CAM), and automation. Information technology applications
started playing an increasingly important role in the 1990s and started connecting the firm with its ex-
tended enterprise through Enterprise Resource Planning Systems and outsourced technology hosting
for supply chain solutions. Service organizations like Federal Express, United Parcel Service (UPS), and
Walmart also became sophisticated users of information technology in operations, logistics, and man-
agement of supply chains. The new millennium has seen an acceleration of this trend, along with an in-
creased focus on sustainability and the natural environment. We cover all these ideas and topical areas
in greater detail throughout this book.

A Process View
You might wonder why we begin by looking at processes rather than at departments or even the firm.
The reason is that a process view of the firm provides a much more relevant picture of the way firms ac-
tually work. Departments typically have their own set of objectives, a set of resources with capabilities to
achieve those objectives, and managers and employees responsible for performance. Some processes,
such as billing, may be so specific that they are contained wholly within a single department, such as
accounting.
The concept of a process, however, can be much broader. A process can have its own set of objec-
tives, involve a work flow that cuts across departmental boundaries, and require resources from several
departments. You will see examples throughout this text of companies that discovered how to use their
processes to gain a competitive advantage. You will notice that the key to success in many organizations
is a keen understanding of how their processes work, since an organization is only as effective as its
processes. Therefore, operations management is relevant and important for all students, regardless of
major, because all departments have processes that must be managed effectively to gain a competitive
advantage.
 USING OPERATIONS TO CREATE VALUE CHAPTER 1 25

How Processes Work External environment

Figure 1.2 shows how processes work in an organization. Any process

has inputs and outputs. Inputs can include a combination of human Internal and external
customers
resources (workers and managers), capital (equipment and facilities),
purchased materials and services, land, and energy. The numbered Inputs Outputs
circles in Figure 1.2 represent operations through which services, Workers Processes and Goods
products, or customers pass and where processes are performed. The Managers operations Services
arrows represent flows and can cross because one job or customer Equipment
1 3
can have different requirements (and thus a different flow pattern) Facilities
than the next job or customer. Materials 5
Processes provide outputs to customers. These outputs may of- Land 2 4
Energy
ten be services (that can take the form of information) or tangible
products. Every process and every person in an organization has
Information on
customers. Some are external customers, who may be end users or
performance
intermediaries (e.g., manufacturers, financial institutions, or retail-
ers) buying the firm’s finished services or products. Others are in-
ternal customers, who may be employees in the firm whose process inputs are actually the outputs of ▲ FIGURE 1.2
earlier processes managed within the firm. Either way, processes must be managed with the customer Processes and Operations
in mind.
In a similar fashion, every process and every person in an organization relies on suppliers. External external customers
suppliers may be other businesses or individuals who provide the resources, services, products, and
A customer who is either an
materials for the firm’s short-term and long-term needs. Processes also have internal suppliers, who
end user or an intermediary
may be employees or processes that supply important information or materials.
(e.g., manufacturers, financial
Inputs and outputs vary depending on the service or product provided. For example, inputs at a
institutions, or retailers) buying
jewelry store include merchandise, the store building, registers, the jeweler, and customers; outputs to
the firm’s finished services or
external customers are services and sold merchandise. Inputs to a factory manufacturing blue jeans in-
products.
clude denim, machines, the plant, workers, managers, and services provided by outside consultants;
outputs are clothing and supporting services. The fundamental role of inputs, processes, and customer internal customers
outputs holds true for processes at all organizations.
One or more employees or
Figure 1.2 can represent a whole firm, a department, a small group, or even a single individ-
processes that rely on inputs from
ual. Each one has inputs and uses processes at various operations to provide outputs. The dashed
other employees or processes to
lines represent two special types of input: participation by customers and information on perfor-
perform their work.
mance from both internal and external sources. Participation by customers occurs not only when
they receive outputs but also when they take an active part in the processes, such as when students external suppliers
participate in a class discussion. Information on performance includes internal reports on customer The businesses or individuals
service or inventory levels and external information from market research, government reports, or who provide the resources,
telephone calls from suppliers. Managers need all types of information to manage processes most services, products, and materials
effectively. for the firm’s short-term and
long-term needs.
Nested Processes internal suppliers
Processes can be broken down into subprocesses, which in turn can be broken down further into still The employees or processes that
more subprocesses. We refer to this concept of a process within a process as a nested process. It may be supply important information or
helpful to separate one part of a process from another for several reasons. One person or one department materials to a firm’s processes.
may be unable to perform all parts of the process, or different parts of the process may require different
skills. Some parts of the process may be designed for routine work while other parts may be geared for nested process
customized work. The concept of nested processes is illustrated in greater detail in Chapter 2, “Process The concept of a process within
Strategy and Analysis,” where we reinforce the need to understand and improve activities within a busi- a process.
ness and each process’s inputs and outputs.

Service and Manufacturing Processes

Two major types of processes are (1) service and (2) manufacturing. Service processes pervade the busi-
ness world and have a prominent place in our discussion of operations management. Manufacturing
processes are also important; without them the products we enjoy as part of our daily lives would not
exist. In addition, manufacturing gives rise to service opportunities.

Differences Why do we distinguish between service and manufacturing processes? The answer
lies at the heart of the design of competitive processes. While Figure 1.3 shows several distinctions
between service and manufacturing processes along a continuum, the two key differences that we
discuss in detail are (1) the nature of their output and (2) the degree of customer contact. In general,
manufacturing processes also have longer response times, are more capital intensive, and their quality
can be measured more easily than those of service processes.
26 CHAPTER 1 USING OPERATIONS TO CREATE VALUE

Manufacturing processes convert materials into goods that

have a physical form we call products. For example, an assem-
bly line produces a 370 Z sports car, and a tailor produces an
a
outfit for the rack of an upscale clothing store. The transforma-
tion processes change the materials on one or more of the fol-
lowing dimensions:
1. Physical properties
Physical, 2. Shape
3. Size (e.g., length, breadth, and height of a rectangular
block of wood)
4. Surface finish
5. Joining parts and materials
▲ FIGURE 1.3 The outputs from manufacturing processes can be produced, stored, and transported in anticipa-
Continuum of Characteristics tion of future demand.
of Manufacturing and Service If a process does not change the properties of materials on at least one of these five dimensions, it
Processes is considered a service (or nonmanufacturing) process. Service processes tend to produce intangible,
perishable outputs. For example, the output from the auto loan process of a bank would be a car loan,
and an output of the order fulfillment process of the U.S. Postal Service is the delivery of your letter. The
outputs of service processes typically cannot be held in a finished goods inventory to insulate the pro-
cess from erratic customer demands.
A second key difference between service processes and manufacturing processes is degree of cus-
tomer contact. Service processes tend to have a higher degree of customer contact. Customers may take
an active role in the process itself, as in the case of shopping in a supermarket, or they may be in close
contact with the service provider to communicate specific needs, as in the case of a medical clinic. Man-
ufacturing processes tend to have less customer contact. For example, washing machines are ultimately
produced to meet retail forecasts. The process requires little information from the ultimate consumers
(you and me), except indirectly through market surveys and market focus groups. Even though the dis-
tinction between service and manufacturing processes on the basis of customer contact is not perfect,
the important point is that managers must recognize the degree of customer contact required when de-
signing processes.

Similarities At the level of the firm, service providers do not just offer services and manufacturers do
not just offer products. Patrons of a restaurant expect good service and good food. A customer purchasing
a new computer expects a good product as well as a good warranty, maintenance, replacement, and
financial services.
Further, even though service processes do not keep finished goods inventories, they do inventory
their inputs. For example, hospitals keep inventories of medical supplies and materials needed for day-
to-day operations. Some manufacturing processes, on the other hand, do not inventory their outputs
because they are too costly. Such would be the case with low-volume customized products (e.g., tailored
suits) or products with short shelf lives (e.g., daily newspapers).
When you look at what is being done at the process level, it is much easier to see whether the process
is providing a service or manufacturing a product. However, this clarity is lost when the whole company is
classified as either a manufacturer or a service provider because it often performs both types of processes.
For example, the process of cooking a hamburger at a McDonald’s is a manufacturing process because it
changes the material’s physical properties (dimension 1), as is the process of assembling the hamburger
with the bun (dimension 5). However, most of the other processes visible or invisible to McDonald’s cus-
tomers are service processes. You can debate whether to call the whole McDonald’s organization a ser-
vice provider or a manufacturer, whereas classifications at the process level are much less ambiguous.

A Supply Chain View

Most services or products are produced through a series of interrelated business activities. Each activity
in a process should add value to the preceding activities; waste and unnecessary cost should be elimi-
nated. Our process view of a firm is helpful for understanding how services or products are produced and
why cross-functional coordination is important, but it does not shed any light on the strategic benefits of
the processes. The missing strategic insight is that processes must add value for customers throughout
the supply chain. The concept of supply chains reinforces the link between processes and performance,
which includes a firm’s internal processes as well as those of its external customers and suppliers. It also
focuses attention on the two main types of processes in the supply chain, namely (1) core processes and
(2) support processes. Figure 1.4 shows the links between the core and support processes in a firm and a
firm’s external customers and suppliers within its supply chain.
 USING OPERATIONS TO CREATE VALUE CHAPTER 1 27

Support Processes

New
service/ Customer

External customers
External suppliers

product relationship
development process

Supplier Order
relationship fulfillment
process process

▲ FIGURE 1.4
Supply Chain Linkages Showing Work and Information Flows
MyOMLab Animation

Core Processes
A core process is a set of activities that delivers value to external customers. Managers of these processes core process
and their employees interact with external customers and build relationships with them, develop new A set of activities that delivers
services and products, interact with external suppliers, and produce the service or product for the value to external customers.
external customer. Examples include a hotel’s reservation handling, a new car design for an auto manu-
facturer, or Web-based purchasing for an online retailer like amazon.com. Of course, each of the core supplier relationship process
processes has nested processes within it. A process that selects the
In this text we focus on four core processes: suppliers of services, materials,
1. Supplier Relationship Process. Employees in the supplier relationship process select the suppliers and information and facilitates
of services, materials, and information and facilitate the timely and efficient flow of these items into the timely and efficient flow of
the firm. Working effectively with suppliers can add significant value to the services or products of these items into the firm.
the firm. For example, negotiating fair prices, scheduling on-time deliveries, and gaining ideas and
new service/product
insights from critical suppliers are just a few of the ways to create value.
development process
2. New Service/Product Development Process. Employees in the new service/product development A process that designs and
process design and develop new services or products. The services or products may be developed develops new services or
to external customer specifications or conceived from inputs received from the market in general. products from inputs received
3. Order Fulfillment Process. The order fulfillment process includes the activities required to produce from external customer
and deliver the service or product to the external customer. specifications or from the market
4. Customer Relationship Process, sometimes referred to as customer relationship management. in general through the customer
Employees involved in the customer relationship process identify, attract, and build relationships relationship process.
with external customers and facilitate the placement of orders by customers. Traditional functions, order fulfillment process
such as marketing and sales, may be a part of this process.
A process that includes the
activities required to produce and
Support Processes deliver the service or product to
the external customer.
A support process provides vital resources and inputs to the core processes and is essential to the man-
agement of the business. Processes as such are not just in operations but are found in accounting, fi- customer relationship process
nance, human resources, management information systems, and marketing. The human resources A process that identifies, attracts,
function in an organization provides many support processes such as recruiting and hiring workers who and builds relationships with
are needed at different levels of the organization, training the workers for skills and knowledge needed external customers and facilitates
to properly execute their assigned responsibilities, and establishing incentive and compensation plans the placement of orders by
that reward employees for their performance. The legal department puts in place support processes that customers, sometimes referred
ensure that the firm is in compliance with the rules and regulations under which the business operates. to as customer relationship
The accounting function supports processes that track how the firm’s financial resources are being cre- management.
ated and allocated over time, while the information systems function is responsible for the movement
and processing of data and information needed to make business decisions. Organizational structure support process
throughout the many diverse industries varies, but for the most part, all organizations perform similar A process that provides vital
business processes. Table 1.1 lists a sample of them that are outside the operations area. resources and inputs to the
All of these support processes must be managed to create as much value for the firm and its cus- core processes and therefore is
tomers and are therefore vital to the execution of core processes highlighted in Figure 1.4. Managers of essential to the management of
these processes must understand that they cut across the organization, regardless of whether the firm is the business.
organized along functional, product, regional, or process lines.
Another random document with
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imperative; and the Drayhy made the most skilful and best combined
dispositions for ensuring the triumph of courage over numbers: he
displayed all the resources of his military genius and long
experience, and himself performed prodigies of valour,—he had
never commanded more calmly, nor fought more impetuously:
accordingly, the enemy was obliged to retreat, leaving us at full
liberty to pursue our homeward journey. The Drayhy, however,
considering that it would not be prudent to leave behind him a hostile
though beaten tribe, slackened his march, and sent a courier to the
Emir Sahid, to give him intelligence of what had passed. The
messenger returned in a few days, bringing a very friendly letter to
the Drayhy, enclosing a second, addressed in the following terms to
Redaini:
“In the name of God the supreme: Be homage and respectful
prayers ever addressed to the greatest, the most powerful, the most
honorable, the wisest, and the handsomest of prophets! the bravest
of the brave, the greatest of the great, the caliph of caliphs, the
master of the sabre and of the red ruby, the converter of souls, the
Iman Ali. This letter is from Sahid el Bokhrani, the grandee of the two
seas and of the two Persias, to his brother the Emir Redaini, the son
of Kronkiar. We give you to know that our brother the Emir Drayhy
Ebn Chahllan, of the country of Bagdad and Damascus, is come
from far to visit us and form an alliance with us. He has marched on
our land and eaten of our bread; we have granted him our friendship,
and moreover have entered into particular engagements with him,
from which great good and general tranquillity will result. We desire
that you do the same: take care that you do not fail in this point, or
you will lose our esteem, and act in opposition to the will of God, and
of the glorious Iman Ali.”
Here followed many citations from their holy books, the Giaffer el
Giameh, and the customary salutations.
We sent this letter to the Emir Redaini, who thereupon came to us,
accompanied by five hundred horsemen, all richly dressed in gold
brocades: their arms were mounted in chased silver, and the
Damascus blades of their sabres exquisitely worked. Some amicable
explanations having passed, Redaini copied with his own hand the
particular treaty of the Emir Sahid, and signed it: he then took coffee,
but refused to dine with us, the fanatics of the sect of Ali being
prohibited from eating either with Christians or Turks. To ratify his
contract, however, he swore upon bread and salt, and then
embraced the Drayhy with great protestations of fraternity. His tribe,
called El Mehaziz, numbers ten thousand tents. After taking leave of
him, we continued our journey by forced marches, advancing fifteen
leagues a day without halting. On reaching Bagdad, Sheik Ibrahim
went into the city to take up money; but the season requiring
expedition, we lost as little time as possible. In Mesopotamia we got
news of the Wahabees. Ebn Sihoud had given a very ill reception to
his general, Hedal, after his defeat, and had sworn to send a more
powerful army than the former, under his son, to take vengeance
upon the Drayhy, and exterminate the Bedouins of Syria; but after
having obtained more correct information respecting the resources
and personal reputation of the Drayhy, he changed his tone, and
resolved to make an effort towards concluding an alliance with him.
Foreign events also gave an air of probability to these rumours; for
the Pacha of Egypt, Mehemet Ali, was preparing an expedition to
invade Arabia Petrea, and to take possession of the riches of Mecca,
which, for the present, were in the hands of Ebn Sihoud. Either of
these prospects was agreeable to our projects, which would have
been equally forwarded, whether his proposed alliance took effect, or
whether he was weakened by a foreign power. We were continually
meeting on our route tribes which had not yet signed the treaty, but
which eagerly took advantage of the opportunity of doing so.[T] On
arriving in Syria, we received a courier from the King of the
Wahabees, who brought us a little bit of paper, about three fingers in
breadth, and twice as long. They affect to use these diminutive
missives in contrast to the Turks, who write their firmans upon large
sheets of paper. The Arabian character takes so little room, that in
this small space was written a very long and sufficiently imperious
letter. It commenced with a sort of confession of faith, or declaration,
that God is one, universal, and without equal; then came all the titles
of the king whom God has invested with his sabre to maintain his
unity against the idolaters (the Christians) who affirm the contrary.
And it continued thus:—
“We, Abdallah, son of Abdel Aziz, son of Abdel Wahabs, son of
Sihoud: We give you to know, O son of Chahllan, (may the only
adorable God direct you in the right way!) that if you believe in God,
you must obey his slave Abdallah, to whom he has delegated his
power, and come and see us without fear. You shall be our well-
beloved son; we will pardon the past, and treat you as one of
ourselves. But beware of obstinacy and resistance to our call; for he
who listens to us is reckoned in the number of the inhabitants of
paradise.
“Health.
“Signed,
El Manhoud Menalla Ebn Sihoud Abdallah.”
On the reception of this letter we held a great council of war; and
after having deliberately weighed all the perils of the journey against
the advantages of the alliance of Ebn Sihoud, the Drayhy determined
to comply with this authoritative invitation. Sheik Ibrahim having
asked me if I felt my courage equal to undertaking a visit to this
fanatic, I replied:
“I am well aware that my risk is greater than that of others, on
account of his hatred of all Christians; but I put my confidence in
God. I must die once, and having already made a sacrifice of my life,
I am willing to undertake any task likely to promote the entire
execution of the enterprise upon which I have entered.”
A desire of seeing this extraordinary man and his curious country
also excited my courage, and having earnestly recommended my
poor mother to the protection of M. Lascaris, if I should die in this
expedition, I set out with the Drayhy, his second son Sahdoun, his
nephew, his cousin, two of the principal chiefs, and five negroes, all
mounted on dromedaries. During his father’s absence, Saher was to
command the tribe, and conduct it to Horran, to meet the Drayhy,
who proposed returning by the Hegiaz. We made our first halt
among the Bedouins Beny Toulab, whose sole wealth consists in a
few asses, and who live by hunting gazelles and ostriches. They
wear the skins of gazelles coarsely sewed together, forming long
robes with very large sleeves; and the fur being outside, their
appearance much resembles that of wild beasts: I have never seen
anything so savage as their aspect. They showed us an ostrich hunt,
in which I was greatly interested. The female ostrich lays her eggs in
the sand, and takes up her station at some distance, looking fixedly
upon them: she covers them as it were, with her eyes, which she
never turns from the nest. She remains thus immovable for half the
day, until the male comes to relieve her. She then goes in search of
food whilst her mate keeps guard in his turn. The hunter, when he
has discovered the eggs, constructs a sort of shed with stones to
conceal himself, and waits behind it for the favourable moment.
When the female is left alone, and the male at a sufficient distance to
prevent his taking alarm at the report, he draws his trigger, runs to
pick up the unfortunate bird who has received her mortal wound,
wipes away the blood, and replaces her in her former position near
the eggs; the male, on his return, approaches fearlessly to assume
his office of guard, when the hunter, who has remained in
ambuscade, shoots him also, and thus bears away a double prize. If
the male has had any cause of alarm, he runs with velocity to a
distance; and if pursued, defends himself by flinging stones behind
him with extraordinary force, to the extent of a musket-shot:—it is
moreover prudent to keep at a distance from him when in a state of
irritation, for his elevated stature and vigorous strength would render
a close encounter very perilous, especially to the hunter’s eyes.
When the season of the ostrich chase is over, the Bedouins carry the
feathers to Damascus, or even as far as Bagdad, for sale.
These hunters, when about to marry, pledge half the profits of the
ensuing year’s chase to the father of the intended bride, as her
dowry. They hold the memory of Antar in high veneration, and
proclaim themselves his descendants: but how far the pretension is
admissible, I know not. They recite, however, numerous fragments of
his poem.
After taking leave of them, we still proceeded at the rapid pace of our
dromedaries, and encamped on the borders of a very extensive lake,
called Raam Beni Hellal, which receives its waters from a mountain
which we had skirted.
The next day, having reached the middle of a dry and barren desert,
we discovered a little oasis, formed by the shrub called jorfa, and
had arrived within a few paces of it, when our dromedaries suddenly
stopped short, which we at first attributed to their inclination for
resting in a spot where the appearance of vegetation announced the
probable presence of water; but it was soon evident that their
repugnance arose from instinctive terror, manifested by all its
outward tokens: neither caresses nor menaces could induce them to
stir. My curiosity being excited to the highest degree, I alighted to
investigate the cause of their alarm: but I had no sooner entered the
thicket, than I involuntarily recoiled, for the ground was strewed with
the skins of serpents of all sizes and species. There were thousands
of them; some of the thickness of a ship’s cable, others as small as
needles. We hurried from the spot, offering up thanksgivings to God
that the skins alone of these venomous reptiles had fallen in our way.
No shelter appearing as night closed in, we were obliged to pass it in
the open desert: but the horrible spectacle of the thicket was too
forcibly impressed upon my imagination to permit me to close my
eyes; I expected every moment to see an enormous serpent glide
under the covering of my tent, and rear its menacing head beside my
pillow.
The following day we overtook a considerable tribe of Wahabees
coming from Samarcand: we carefully concealed our pipes from
them,—for Ebn Sihoud severely prohibits smoking, and punishes
any infraction of his laws with death. The Emir Medjioun hospitably
entertained us, but could not suppress his surprise at our hardihood
in thus placing ourselves at the mercy of the Wahabee, whose
ferocious character he depicted to us in the most frightful terms. He
did not dissemble that we ran great hazard; Ebn Sihoud’s deceitful
promises, which he lavishes without scruple, being no guarantee
against the most infamous treachery. The Drayhy himself, full of
loyalty, had advanced on the faith of the king’s invitation, his
imagination never suggesting the possibility of a breach of promise,
and began now to repent his too credulous confidence; but pride
prevented his retreating, and we prosecuted our journey. We soon
reached the Nedgde, a country intersected with mountains and
valleys, studded with nomade camps, and abounding in towns and
villages, the former of which appear to be very ancient, and attest a
former population much richer and more numerous than that by
which they are now occupied. The villages are peopled with Bedouin
husbandmen; and the soil produces corn, table vegetables, and
dates in abundance. We were told by the inhabitants, that the
aborigines had abandoned their country to establish themselves in
Africa, under the conduct of one of their princes, named Beni Hetal.
We everywhere experienced a warm-hearted hospitality, but heard
interminable complaints of the tyranny of Ebn Sihoud, under whose
dominion these people seem to be retained by fear alone.
At length after fourteen days’ journey, at the pace of our
dromedaries, which may be reckoned at triple the distance traversed
by a caravan in the same space of time, we arrived in the capital of
the Wahabees. The city is surrounded and concealed by a wood of
palms, called the Palm-trees of Darkisch, which serves it as a
rampart, and is so thickly planted as scarcely to admit the passage
of a horseman between the trunks of the trees. Having made our
way through these, we came to a second barrier, composed of little
hillocks of date-stones, resembling a bank of small pebbles, and
behind it the town-wall, along which we rode to the entrance-gate,
and, passing through it, soon reached the king’s palace, a large
edifice of two stories, built of white hewn stones.
Ebn Sihoud, on being informed of our arrival, ordered us to be
ushered into an elegant and well-furnished apartment, where a
plentiful repast was set before us. This beginning seemed to augur
well, and we congratulated ourselves upon not having yielded to the
suspicions which had been suggested to us. The same night, having
suitably attired ourselves, we were presented to the king; whom we
found to be about forty-five years of age, with a harsh countenance,
a bronzed complexion, and a very black beard. He was dressed in a
robe fastened round the loins by a white sash, a striped turban of red
and white on his head, and a black embroidered mantle thrown over
his left shoulder, holding in his right hand the sceptre of the King of
Mahlab, the ensign of his authority. He was seated, surrounded by
the grandees of his court, at the extremity of a large audience-
chamber, richly furnished with mats, carpets, and cushions. The
draperies, as well as the king’s habiliments, were of cotton or the
wool of Yemen,—silk being prohibited in his dominions, together with
everything that would recall the luxury or customs of the Turks. I had
leisure for making my observations; for when Ebn Sihoud had
answered concisely and in a chilling tone to the Drayhy’s
compliments, we seated ourselves, and waited in silence till he
should propose a subject of conversation. The Drayhy, however,
observing that after half an hour had elapsed he neither ordered
coffee nor cleared his brow, opened the conference himself by thus
addressing him:—
“I see, O son of Sihoud, that our reception from you is not such as
we had a right to expect. We have travelled through your territories,
and are come under your roof, upon your own invitation: if you have
anything to allege against us, speak—conceal nothing from us.”
Ebn Sihoud, casting a fiery glance at him, replied:
“Yes, truly, I have many things to allege against you: your crimes are
unpardonable! You have revolted against me; you have refused to
obey me, and you have devastated the tribe of Sachrer, in Galilee,
knowing that it belonged to me.
“You have corrupted the Bedouins, and confederated them against
me, and against my authority.
“You have destroyed my armies, pillaged my camps, and supported
my mortal enemies, those idolaters, those profaners, those rascals,
those debauchees, the Turks.”
Growing more and more exasperated as he spoke, and
accumulating invective upon invective, his rage at last exceeded all
bounds, and he concluded by commanding us to leave his presence
and await his pleasure.
I saw the Drayhy’s eyes kindle, his nostrils swell, and I dreaded
every instant an explosion of impotent wrath, which could only have
served to drive the king to extremities; but, reflecting that he was
entirely defenceless, he refrained himself, rose with dignity, and
slowly retired to meditate what course he should pursue. All men
trembled before the fury of Ebn Sihoud, and none dared to oppose
his will. For two days and nights we remained in our apartment,
hearing and seeing nothing. No one cared to approach us; even
those who on our first arrival appeared most forward in our service,
either shunned us, or laughed at our easy credulity in the good faith
of a man whose perfidious and sanguinary character was so well
known. We expected momentarily to see the tyrant’s satellites
appear to massacre us, and sought in vain for some means of
extricating ourselves from his grasp. On the third day, the Drayhy,
declaring he preferred death to suspense, sent for one of the
ministers of the Wahabee, named Abou el Sallem, and
commissioned him to deliver this message to his master.
“What you propose to do, do quickly; I shall not reproach you—I shall
blame myself alone for surrendering myself into your hands.”
El Sallem obeyed, but returned not; and our only answer was the
sight of twenty-five armed negroes, who ranged themselves before
our door. We were then decidedly prisoners!—how I deprecated the
foolish curiosity which had so gratuitously drawn me into peril! The
Drayhy had no fear of death; but constraint was insupportable to
him,—he walked to and fro with rapid strides, like a lion before the
bars of his cage, and at last broke out:—
“I am determined to make an end of the matter; I will speak to Ebn
Sihoud and reproach him with his perfidy; I see that mildness and
patience are unavailing, and I am resolved to die with dignity.”
Again he summoned El Sallem; and the moment he appeared,
“Return to your master,” said he, “and inform him that by the faith of
the Bedouins I demand the right of speaking to him: there will still be
time to follow his own pleasure after he has heard me.”
The Wahabee granted an audience, and El Sallem introduced us.
Arrived in his presence, the king left us standing, and made no return
to our customary salutations.
“What do you want?” said he roughly.
The Drayhy, drawing himself up with dignity, replied:
“I am come to see you, O son of Sihoud, on the faith of your
promises, and with a suite of only ten men: I command thousands of
warriors. We are defenceless in your hands, you are in the centre of
your power:—you may crush us like ashes; but know, that from the
frontier of India, to the frontier of Nedgde, in Persia, in Bussora, in
Mesopotamia, Hemad, the two Syrias, Galilee, and Horan, every
man who wears the caftan will demand my blood at your hands, and
will take vengeance for my death. If you are, as you pretend, the
King of the Bedouins, how can you stoop to treachery? that is the
vile practice of the Turks. Treachery is not for the strong, but for the
weak or the cowardly. You who boast of your armies, and claim to
hold your authority from God himself, if you would not tarnish your
glory, restore me to my country, and openly contend with me by force
of arms; for by abusing my confidence, you will dishonour yourself,
render yourself an object of universal contempt, and occasion the
ruin of your kingdom. I have said: now take your pleasure,—but you
will one day repent it. I am only one among thousands; my death will
not diminish my tribe, will not extinguish the race of Cholan. My son
Sahen will supply my place: he remains to lead my Bedouins, and to
avenge my blood. Be warned then, and open your eyes to the truth.”
During this harangue, the king stroked his beard, and gradually
calmed himself. After a moment’s silence:
“Go in peace,” said he; “nothing but good will happen to you.”
We then retired, but were still guarded.
This successful beginning encouraged the courtiers, who had heard
with terror the daring words of the Drayhy, and were astonished at
the tyrant’s endurance of them. They began again to gather round
us, and Abou el Sallem invited us to dinner. But I did not feel very
confident on my own score; I thought indeed Ebn Sihoud might not
venture upon extremities with the Drayhy, but feared lest he might
ascribe his wrongs to my counsels, and sacrifice me, an obscure
giaour, to his resentment. These apprehensions I imparted to the
Drayhy, who reassured me, swearing that no attempt should reach
me but over his corpse, and that I should first pass out through the
gates of Darkisch.
The next day Ebn Sihoud sent for us, received us very graciously,
and had coffee served to us. Presently he began to question the
Drayhy about the persons who accompanied him. My turn is now
coming, thought I, and my heart palpitated a little. I recovered
myself, however; and when the Drayhy had named me, the king,
turning towards me, said:
“You then are Abdallah the Christian?”
And on my answering in the affirmative,
“I see,” continued he, “that your actions are much greater than your
stature.”
“A musket-ball,” I replied, “is small, yet it kills great men.”
He smiled.
“I find it very difficult,” he resumed, “to credit all that I hear of you: I
would have you answer me frankly; what is the object of the alliance
which you have been labouring so many years to accomplish?”
“Its object is very simple,” answered I. “We are desirous to unite all
the Bedouins of Syria under the command of the Drayhy, to resist
the Turks; you may perceive that we are by these means forming an
impenetrable barrier between you and your enemies.”
“Very well,” said he; “but that being your object, why did you
endeavour to destroy my armies before Hama?”
“Because,” I replied, “you were an obstacle to our projects. It was not
for you, but for the Drayhy, that we were labouring. His power once
established in Syria, Mesopotamia, and to the confines of Persia, we
were willing to enter into alliance with you, and become by that
means invulnerable in the possession of our entire liberty. Children
of the same nation, we have but one cause to defend: for this
purpose we came here to cement an indissoluble union with you.
You received us in an offensive manner, and the Drayhy on his part
has reproached you in offensive terms; but our intentions were
sincere, and we have proved them so by confiding ourselves
unarmed to your good faith.”
The king’s countenance cleared up more and more as I spoke; and
when I had ceased, he said,
“I am satisfied.”
Then, turning to his slaves, he ordered three cups of coffee. I
internally thanked God for inspiring me with words that proved so
successful. The rest of the visit passed off well, and we retired well
satisfied. In the evening we were invited by one of the ministers to a
grand supper, and confidentially entertained with the cruelties of his
master, and the universal execration in which he was held. His
immense treasures were also a topic of discussion: those he had
acquired by the pillage of Mecca are incalculable. From the earliest
period of the Hegira, Mussulman princes, the caliphs, the sultans,
and the kings of Persia, send annually to the tomb of the Prophet
considerable presents in jewels, lamps, and candelabras of gold,
precious stones, &c. besides the offerings from the commonalty of
the faithful. The throne alone, the gift of a Persian king, composed of
massive gold, inlaid with pearls and diamonds, was of inestimable
value. Every prince on his accession sends a crown of gold,
enriched with precious stones, to be suspended from the roofs of the
chapel, and they were innumerable when Ebn Sihoud plundered it:
one diamond alone, as large as a walnut, was considered invaluable.
When we consider all that the lapse of centuries had accumulated on
that one point, it is not surprising that the king should have carried
away forty camels laden with jewellery, besides articles of massive
gold and silver. Taking into calculation these inexhaustible treasures,
and the tithes which he raises annually from his allies, I think he may
be regarded as the richest monarch upon earth; especially as his
expenses are very trifling,—as he rigorously prohibits luxury, and as
in time of war each tribe furnishes subsistence for its armies, and
bears all its own charges and losses, for which no compensation is
ever recovered.
So delighted was I with the recovery of my liberty, that I spent all the
next day in walking about and visiting every part of Darkisch and its
environs. The town, built of white stone, contains seven thousand
inhabitants, almost all kinsmen, ministers, or generals of Ebn
Sihoud. No artizans are found there. The only trades exercised in the
town are those of armourers and farriers, and few persons are
engaged even in them. Nothing is to be purchased, not even food,
for which every one depends on his own means,—that is to say,
upon an estate or garden, producing corn, vegetables and fruits, and
affording nourishment to a few fowls. Their numerous herds browse
in the plain; and every Wednesday the inhabitants of Yemen and
Mecca assemble to exchange their merchandise for cattle; a species
of fair, which forms the sole commerce of the country. The women
appear unveiled, but throw their black mantles over their faces,—a
very disgraceful custom: they are generally ugly and excessively
dark-complexioned. The gardens, situated in a charming valley near
the town, on the opposite side to that by which we had entered,
produce the finest fruits in the world,—bananas, oranges,
pomegranates, figs, apples, melons, &c. intermixed with barley and
maize,—and are carefully watered.
The next morning, the king again summoned us to him, received us
very graciously, and questioned me closely respecting the various
European sovereigns, especially Napoleon, for whom he testified
great admiration. Nothing delighted him so much as the recital of the
emperor’s conquests; and happily my frequent intercourse with M.
Lascaris had furnished me with many details to entertain him with. At
the account of every battle, he would exclaim—
“Surely this man is an emissary of God: I am persuaded he must be
in intimate communion with his Creator, since he is thus singularly
favoured.”
His affability towards me having gradually but rapidly increased, he
suddenly changed the subject of conversation, and said at last,
“Abdallah, I desire to hear the truth from you: what is the basis of
Christianity?”
Aware of the Wahabee’s prejudices, I trembled at this question; but
mentally praying for divine inspiration,
“The basis of all religion, O son of Sihoud!” I said, “is belief in God.
The Christians deem, as you do, that there is one only God, the
Creator of the universe; who punishes the wicked, pardons the
penitent, and recompenses the good: that He alone is great,
merciful, and almighty.”
“Very well,” said he; “but how do you pray?”
I repeated the Pater-noster: he made his secretary write at my
dictation, read and re-read it, and placed it inside his vest; then,
pursuing his interrogatory, asked me to which side we turned to pray.
“We pray on all sides,” answered I, “for God is everywhere.”
“That opinion I entirely approve,” said he: “but you must have
precepts as well as prayers.”
I repeated the ten commandments given by God to his prophet
Moses, which he appeared to know, and continued his inquiries.
“And Jesus Christ,—in what light do you consider him?”
“As the Incarnate Word of God.”
“But he was crucified?”
“As the Divine Word, he could not die; but as man, he suffered for
the sins of the wicked.”
“That is marvellous. And the sacred book which God inspired
through Jesus Christ, is it revered among you?—do you exactly
conform to its doctrine?”
“We preserve it with the greatest reverence, and in all things obey its
injunctions.”
“The Turks,” said he, “have made a god of their prophet, and pray
over his tomb like idolaters. Cursed be those who ascribe to the
Creator an equal! may the sabre exterminate them!”
His invectives against the Turks increasing in vehemence, he
proceeded to censure the use of the pipe, of wine, and of unclean
meats; while I was too happy in having adroitly extricated myself
from the discussion of dangerous questions, to presume to
contradict him on insignificant points, and allowed him to believe me
a despiser of that villanous herb, as he called tobacco; which drew a
smile from the Drayhy, who was well aware that the present
prohibition of it was the greatest possible privation to me, and that I
availed myself of every opportunity which promised impunity to
withdraw my beloved pipe from its concealment: that day, in
particular, my longing for it was extreme, having talked much and
drunk very strong Mocha coffee.
The king appeared delighted with our conversation, and said to me,
—“I see that we may always learn something. I have hitherto
believed the Christians to be the most superstitious of men; but I am
now convinced that they approach much nearer to the true religion
than the Turks.”
Ebn Sihoud is on the whole a well-informed and very eloquent man,
but fanatical in his religious opinions: he has a legitimate wife and a
concubine; two sons, both married, and a daughter still young. He
eats nothing but what is prepared by his wives, for fear of being
poisoned. The guard of his palace is committed to a troop of a
thousand well-armed negroes. He can raise within his territories
fifteen hundred thousand Bedouins capable of bearing arms. When
he intends to nominate the governor of a province, he invites the
person on whom his choice has fallen to dinner, and after the repast
they unite in ablutions and prayer; after which the king, arming him
with a sabre, says to him,—
“I have elected you, by command of God, to govern these slaves: be
humane and just; gather punctually the tithe, and cut off the heads of
Turks and infidels who say that God has an equal—let none such
establish themselves within your jurisdiction. May the Lord give
victory to those who believe in his unity!”
He then delivers to him a small writing, enjoining the inhabitants to
obey the governor in all things, under the severest penalties.
The next day we visited the king’s stables; and I think it would be
impossible for an amateur of horses to have a more gratifying sight.
The first objects of attention were twenty-four white mares, ranged in
single file, all of incomparable beauty, and so exactly alike that it was
not possible to distinguish the one from the other: their hair, brilliant
as silver, dazzled my eyes. A hundred and twenty others, of various
coats, but equally elegant in form, occupied another building; and
even I, notwithstanding my antipathy to horses since the accident
which had so nearly cost my life, could not help admiring the
beautiful tenants of these stables.
We supped that evening with Hedal, the general-in-chief, who was
reconciled with the Drayhy; and the famous Abou Nocta, who was of
the party, was extremely polite to him. For several days we met in
secret conclave, treating with Ebn Sihoud; but the details of the
negotiation would be superfluous. It is sufficient to say, that an
alliance was concluded between him and the Drayhy to their mutual
satisfaction, and the king declared that their two bodies would be
henceforth directed by one soul. The treaty being ratified, he invited
us for the first time to eat with him, and tasted each dish before it
was offered to us. As he had never seen any one eat otherwise than
with their fingers, I carved a spoon and fork out of a piece of wood,
spread my handkerchief for a napkin, and ate my dinner after the
European fashion, which highly diverted him.
“Thanks be to God!” said he, “every nation believes its customs the
best possible, and each is therefore content with its condition.”
Our departure being fixed for the following day, the king sent us as a
present seven of his most beautiful mares, their bridles held by as
many black slaves mounted on camels; and when each of us had
made his choice, we were presented with sabres, the blades of
which were very handsome, but the scabbards quite unornamented.
To our servants also he gave more ordinary sabres, saddle-cloths,
and a hundred tallarins each.
We took leave of Ebn Sihoud with the customary ceremonies, and
were accompanied beyond the walls by all the officers of his court.
Arrived at the gates, the Drayhy stopped, and turning to me, invited
me to pass first, wishing, he told me, with a smile, to keep his
promise. And I confess, that all the civilities we had latterly received,
had not so far effaced from my mind the impression of the suspense
and anguish we had previously experienced, but that I rejoiced to
find myself beyond the barriers.
We took the road to Heggias, resting every night with one of the
tribes which overspread the desert. The fifth day, after passing the
night under the tents of El Henadi, we rose with the sun, and went
out to saddle our dromedaries; but found them, to our great
amazement, with their heads plunged deeply into the sand, from
whence it was impossible to disengage them. Calling to our aid the
Bedouins of the tribe, they informed us that the circumstance
presaged the simoom, which would not long delay its devastating
course, and that we could not proceed without facing certain death.
Providence has endowed the camel with an instinctive presentiment
for its preservation. It is sensible two or three hours beforehand of
the approach of this terrific scourge of the desert, and turning its face
away from the wind, buries itself in the sand; and neither force nor
want can move it from its position, either to eat or drink, while the
tempest lasts, though it should be for several days.
Learning the danger which threatened us, we shared the general
terror, and hastened to adopt all the precautions enjoined us. Horses
must not only be placed under shelter, but have their heads covered
and their ears stopped; they would otherwise be suffocated by the
whirlwinds of fine and subtle sand which the wind sweeps furiously
before it. Men assemble under their tents, stopping up every crevice
with extreme caution; and having provided themselves with water
placed within reach, throw themselves on the ground, covering their
heads with a mantle, and stir no more till the desolating hurricane
has passed.
That morning all was tumult in the camp; every one endeavouring to
provide for the safety of his beasts, and then precipitately retiring
under the protection of his tent. We had scarcely time to secure our
beautiful Nedgde mares before the storm began. Furious gusts of
wind were succeeded by clouds of red and burning sands, whirling
round with fierce impetuosity, and overthrowing or burying under
their drifted mountains whatever they encountered. If any part of the
body is by accident exposed to its touch, the flesh swells as if a hot
iron had been passed over it. The water intended to refresh us with
its coolness was boiling, and the temperature of the tent exceeded
that of a Turkish bath. The tempest lasted ten hours in its greatest
fury, and then gradually sunk for the following six: another hour, and
we must all have been suffocated. When at length we ventured to
issue from our tents, a dreadful spectacle awaited us: five children,
two women, and a man were extended dead on the still burning
sand; and several Bedouins had their faces blackened and entirely
calcined, as if by the action of an ardent furnace. When any one is
struck on the head by the simoom, the blood flows in torrents from
his mouth and nostrils, his face swells and turns black, and he soon
dies of suffocation. We thanked the Lord that we had not ourselves
been surprised by this terrible scourge in the midst of the desert, but
had been preserved from so frightful a death.
When the weather permitted us to leave the camp of Henadi, twelve
hours’ march brought us back to our tribe. I embraced Sheik Ibrahim
with true filial love, and several days elapsed in the mutual recital of
our adventures. When I had perfectly recovered my fatigues, M.
Lascaris said to me:
“My dear son, we have no longer any business here. Thanks be to
God, all is accomplished! and my enterprise has succeeded beyond
my most sanguine hopes: we must now return to give an account of
our mission.”
We quitted our friends in the hope of soon seeing them at the head
of the expedition to which we had opened and smoothed the way.
Passing through Damascus, Aleppo, and Caramania, we reached
Constantinople in the month of April, after ninety days’ travelling,
frequently across tracts of snow. In the course of that fatiguing
journey I lost my handsome Nedgdian mare, the gift of Ebn Sihoud,
which I had calculated on selling for at least thirty thousand piastres:
but this was only the forerunner of the misfortunes which awaited us.
Constantinople was ravaged by the plague; and General Andreossi
lodged us at Keghat-Kani, where we spent three months in
quarantine, and, during that time, were informed of the fatal
catastrophe of Moscow and the retreat of the French army upon
Paris. M. Lascaris was in despair, and for two months his plan of
proceeding was quite undecided. At length, determining to return into
Syria, and there wait the issue of events, we embarked on board a
vessel freighted with corn; but a violent storm drove us to Chios,
where we again encountered the plague. M. de Bourville, the French
consul, procured us a lodging, in which we remained for two months
closely shut up; and there, our property having become a prey to the
tempest, while contagion cut us off from all external communication,
we were nearly without clothing, and exposed to the greatest
privations.
Communications were at length restored; and M. Lascaris having
received a letter from our consul-general at Smyrna, inviting him to a
conference there with the Generals Lallemand and Savary,
determined to comply, and allowed me meanwhile to visit my poor
mother, whom I had not seen for six years.
My travels no longer offering any thing of interest to the public, I shall
pass over the interval which elapsed between my separation from M.
Lascaris and my return to Syria, and hasten to the melancholy
conclusion.
While staying at Latakia with my mother, and daily expecting the
arrival of a ship that might transport me to Egypt, where I had been
ordered by M. Lascaris to rejoin him, I saw a French brig of war enter
the port, and hastened to inquire for letters. Alas! those letters
brought me the afflicting intelligence of the decease of my benefactor
at Cairo. My grief baffled description: I entertained a filial affection for
M. Lascaris; besides which, all my future prospects had expired with
him. M. Drovetti, French consul in Alexandria, wrote to desire I would
come to him as soon as possible; but it was forty days before I could
find an opportunity of embarking, and when I reached Alexandria, M.
Drovetti had set out for Upper Egypt; thither I followed, and overtook
him at Asscout. He informed me that M. Lascaris having entered
Egypt with an English passport, Mr. Salt, the English consul, had
taken possession of all his effects. He persuaded me, therefore, to
apply to that gentleman for payment of my stipend of five hundred
tallarins per annum, which was nearly six years in arrear; and
especially recommended me to insist strongly on the restitution of M.
Lascaris’s manuscript journal, a document of vast importance.
I immediately returned to Cairo; but Mr. Salt received me very coldly,
and told me that M. Lascaris having died under English protection,
he had transmitted his property and papers to England. All my
attempts were therefore futile; and after a long detention at Cairo, in
the vain hope of obtaining either payment of my arrears or the
papers of my patron, Mr. Salt at last menaced me with procuring my
arrest by the Egyptian authorities; and to the protection of M. Drovetti
alone I owe my escape from this new peril. Weary of so profitless a
struggle, I returned to Latakia and my family, more unhappy and less
rich than I had at first quitted it on my expedition to Aleppo.

END OF FATALLA SAYEGHIR’S STORY.

NOTE.
It was my intention to have added here a few translations, for the
purpose of giving the reader some idea of modern Arabian poetry;
but I understand that an able hand, and one more practised than
mine, is already employed on the task. A volume, entitled A
Miscellany of French and Oriental Literature, by J. Augoub, will
appear in a few days.[U] I was acquainted with the author, a young
poet of the highest promise, prematurely snatched from his family
and his fame. He was born in Egypt, and had been educated in
France. The original fragments which he has left behind, and
doubtless also these translations, breathe the deep and ardent
colouring of his native skies, combined with the purity of French
taste. These works, published by his widow, are the only legacy he
has bequeathed to his family and his country.
I have inserted in these volumes a few fragments extracted from the
publication here announced, assured that they will but stimulate the
reader’s desire for a further acquaintance with them.
A. de Lamartine.
15th April, 1835.
 MAOULS,
Or Popular Romances of the Modern Arabs; extracted
from a Collection entitled, “A Miscellany of French
and Oriental Literature,” by J. Augoub.
Now that thy stature, like the young shoot of a palm, is slender and
graceful, grant me thy caresses. O my best beloved, let us make use
of time as it flies! Close not against love the avenue to thy favour.
Believe me, beauty is evanescent; its empire has never yet been
prolonged for a mortal.
They have compared thee to the queen of the nightly firmament; but
how greatly do they err in their language! Has the moon those
beautiful black eyes, with their sparkling pupils? The rushes bend
and sway before the gentlest breath of the zephyr; thou, who
resemblest them by thy slight figure—thou seest all men bend before
thee!
If the torment of my heart causes happiness to thine, torment me; for
my happiness is bound up in thine,—if, indeed, thine is not far dearer
to me than my own. If thou wishest to take my life—if the sacrifice of
it is necessary to thee—take it, O thou who alone art my life, and
incense not thyself against me!
What harm would it be, young beauty, if thou shouldest treat me with
more justice? Thou wouldest cure my grievous malady by a remedy
which would relieve me from the necessity of having recourse to the
Canon of Avicene.[V] Whenever I contemplate thy beautiful
eyebrows, I recognize in them the graceful contour of the houn;[W]
and thy voice is sweeter to my ear than the sound of the harp and
the cithern.[X]
When my best beloved passed by, the branch of the neighbouring
willow was jealous of her delicate figure; the rose bent her head for
shame when she saw the bright colour of her cheek; and I