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Brief Contents
1 Using Operations to Create Value 1
Supplement A Decision Making 29

Part 1 Managing Processes 49

2 Process Strategy and Analysis 49
3 Quality and Performance 95
4 Capacity Planning 135
Supplement B Waiting Lines 159
5 Constraint Management 177
6 Lean Systems 207
7 Project Management 237

Part 2 Managing Customer Demand 275

8 Forecasting 275
9 Inventory Management 317
Supplement C Special Inventory Models 359
10 Operations Planning and Scheduling 373
Supplement D Linear Programming 409
11 Resource Planning 437

Part 3 Managing Supply Chains 483

12 Supply Chain Design 483
13 Supply Chain Logistic Networks 511
14 Supply Chain Integration 543
15 Supply Chain Sustainability 577

Appendix Normal Distribution 599

References 601
Glossary 609
Name Index 623
Subject Index 627

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

vii
This page intentionally left blank
Contents
Preface xv Decision Trees 37
Learning Goals in Review 39
MyOMLab Resources 39
1 Using Operations Key Equations 40
Key Terms 40
to Create Value 1 Solved Problems 40
Disney 1 Problems 43
Role of Operations in an Organization 3
Historical Evolution and Perspectives 4 Part 1 Managing Processes 49
A Process View 4
How Processes Work 5
Nested Processes 5 2 Process Strategy and
Service and Manufacturing Processes 5 Analysis 49
A Supply Chain View 6
Core Processes 7 McDonald’s Corporation 49
Support Processes 7 Process Structure in Services 52
Supply Chain Processes 8 Customer-Contact Matrix 52
Operations Strategy 8 Service Process Structuring 53
Corporate Strategy 9 Process Structure in Manufacturing 54
Market Analysis 11 Product–Process Matrix 54
Competitive Priorities and Capabilities 11 Manufacturing Process Structuring 55
Order Winners and Qualifiers 13 Production and Inventory Strategies 55
Using Competitive Priorities: An Airline Example 14 Layout 56
Identifying Gaps between Competitive Priorities and Process Strategy Decisions 56
Capabilities 14 Customer Involvement 56
Addressing the Trends and Challenges in Operations Managerial Practice 2.1 Customer Involvement at eBay 57
Management 16 Resource Flexibility 58
Productivity Improvement 16 Capital Intensity 58
Global Competition 17 Strategic Fit 60
Managerial Practice 1.1 Japanese Earthquake and Its Supply Decision Patterns for Service Processes 60
Chain Impact 19 Decision Patterns for Manufacturing Processes 61
Ethical, Workforce Diversity, and Environmental Gaining Focus 61
Issues 20 Strategies for Change 62
Designing and Operating Processes and Supply Process Reengineering 62
Chains 20 Process Improvement 63
Adding Value with Process Innovation 21 Process Analysis 63
Learning Goals in Review 22 Documenting and Evaluating the Process 64
MyOMLab Resources 22 Flowcharts 64
Key Equations 22 Work Measurement Techniques 66
Key Terms 23 Process Charts 68
Solved Problems 23 Data Analysis Tools 70
Discussion Questions 24 Redesigning and Managing Process
Problems 25 Improvements 75
Active Model Exercise 27 Questioning and Brainstorming 75
Video Case Using Operations to Create Value at Crayola 27 Benchmarking 76
Case Chad’s Creative Concepts 28 Implementing 76
Learning Goals in Review 78
MyOMLab Resources 78
Supplement A Decision Making 29
Key Terms 79
Break-Even Analysis 29
Solved Problems 79
Evaluating Services or Products 30
Discussion Questions 83
Evaluating Processes 31
Problems 84
Preference Matrix 33
Active Model Exercise 90
Decision Theory 34
Video Case Manufacturing Process Structure Choices 91
Decision Making under Certainty 35
Case Custom Molds, Inc. 92
Decision Making under Uncertainty 35
Case José’s Authentic Mexican Restaurant 94
Decision Making under Risk 36

ix
x Contents

Step 3: Develop Alternatives 144

3 Quality and Performance 95 Step 4: Evaluate the Alternatives 144
Tools for Capacity Planning 146
QVC 95 Waiting-Line Models 146
Costs of Quality 96 Simulation 147
Prevention Costs 97 Decision Trees 147
Appraisal Costs 97 Learning Goals in Review 147
Internal Failure Costs 97 MyOMLab Resources 147
External Failure Costs 97 Key Equations 148
Ethical Failure Costs 97 Key Terms 148
Total Quality Management and Six Sigma 98 Solved Problems 148
Total Quality Management 98 Discussion Questions 150
Managerial Practice 3.1 Quality at Verizon Wireless 100 Problems 150
Six Sigma 101 Video Case Gate Turnaround at Southwest Airlines 156
Acceptance Sampling 102 Case Fitness Plus, Part A 157
Statistical Process Control 103
Variation of Outputs 103
Control Charts 106
Supplement B Waiting Lines: 159
Structure of Waiting-Line Problems 160
Control Charts for Variables 107
Customer Population 160
Control Charts for Attributes 111
The Service System 161
Process Capability 114
Priority Rule 163
Defining Process Capability 114
Probability Distributions 163
Using Continuous Improvement Process to
Arrival Distribution 163
Determine the Capability of a Process 116
Service Time Distribution 164
International Quality Documentation Standards and
Using Waiting-Line Models to Analyze Operations 164
Awards 117
Single-Server Model 165
The ISO 9001:2008 Documentation Standards 117
Multiple-Server Model 167
The ISO 140001:2004 Environmental Management
Little’s Law 168
System 117
Finite-Source Model 169
Benefits of ISO Certification 118
Waiting Lines and Simulation 170
Benefits of the Baldrige Performance Excellence
SimQuick 170
Program 118
Decision Areas for Management 171
Learning Goals in Review 119
Learning Goals in Review 172
MyOMLab Resources 119
Key Equations 119
MyOMLab Resources 172
Key Equations 173
Key Terms 120
Key Terms 173
Solved Problems 121
Solved Problem 174
Discussion Questions 124
Problems 174
Problems 124
Active Model Exercise 131
Video Case Process Performance and Quality at Starwood
Hotels & Resorts 132 5 Constraint Management 177
Experiential Learning Statistical Process Control with a Coin British Petroleum Oil Spill in Gulf of Mexico 177
Catapult 133
The Theory of Constraints 179
Key Principles of the TOC 180
4 Capacity Planning 135
Managing Bottlenecks in Service Processes 181
Managing Bottlenecks in Manufacturing Processes 182
Tesla Motors 135 Identifying Bottlenecks 182
Relieving Bottlenecks 184
Planning Long-Term Capacity 137
Drum-Buffer-Rope Systems 184
Measures of Capacity and Utilization 137
Applying the Theory of Constraints to Product Mix
Economies of Scale 138
Decisions 185
Diseconomies of Scale 138
Managing Constraints in Line Processes 187
Capacity Timing and Sizing Strategies 139
Line Balancing 187
Sizing Capacity Cushions 139
Rebalancing the Assembly Line 191
Timing and Sizing Expansion 140
Managerial Considerations 191
Managerial Practice 4.1 Expansionist Capacity Strategy by
Managerial Practice 5.1 Assembly Line Balancing at
Sharp Corporation 141
Chrysler 192
Linking Capacity and Other Decisions 142
Learning Goals in Review 193
A Systematic Approach to Long-Term Capacity
Decisions 142
MyOMLab Resources 193
Key Equations 193
Step 1: Estimate Capacity Requirements 142
Key Terms 193
Step 2: Identify Gaps 144
Solved Problems 193
 Contents xi

Discussion Questions 195 Monitoring Project Resources 257

Problems 195 Controlling Projects 258
Experiential Learning Min-Yo Garment Company 202 Learning Goals in Review 258
Video Case Constraint Management at Southwest Airlines 206 MyOMLab Resources 258
Key Equations 259
Key Terms 259
6 Lean Systems 207 Solved Problems 260
Discussion Questions 264
Aldi 207 Problems 264
Continuous Improvement Using a Lean Systems Active Model Exercise 271
Approach 209 Video Case Project Management at the Phoenician 272
Strategic Characteristics of Lean Systems 211 Case The Pert Mustang 273
Supply Chain Considerations in Lean Systems 211
Process Considerations in Lean Systems 212 Part 2 Managing Customer Demand 275
Toyota Production System 216
Designing Lean System Layouts 217
One Worker, Multiple Machines 217
Group Technology 218
8 Forecasting 275

Managerial Practice 6.1 Panasonic Corporation 219 Kimberly-Clark 275

Value Stream Mapping 219 Managing Demand 277
The Kanban System 223 Demand Patterns 277
General Operating Rules 223 Demand Management Options 278
Determining the Number of Containers 224 Key Decisions on Making Forecasts 280
Other Kanban Signals 225 Deciding What to Forecast 280
Operational Benefits and Implementation Issues 225 Choosing the Type of Forecasting Technique 280
Organizational Considerations 226 Forecast Error 281
Process Considerations 226 Cumulative Sum of Forecast Errors 281
Inventory and Scheduling 226 Dispersion of Forecast Errors 282
Learning Goals in Review 227 Mean Absolute Percent Error 282
MyOMLab Resources 227 Computer Support 284
Key Equation 228 Judgment Methods 284
Key Terms 228 Causal Methods: Linear Regression 284
Solved Problems 228 Time-Series Methods 286
Discussion Questions 231 Naïve Forecast 287
Problems 231 Horizontal Patterns: Estimating the Average 287
Video Case Lean Systems at Autoliv 234 Trend Patterns: Using Regression 289
Case Copper Kettle Catering 236 Seasonal Patterns: Using Seasonal Factors 292
Criteria for Selecting Time-Series Methods 294

7
Project Management
XBOX 360 237
Defining and Organizing Projects 239
Defining the Scope and Objectives of a Project 239
Selecting the Project Manager and Team 239
Recognizing Organizational Structure 240
Constructing Project Networks 241
Defining the Work Breakdown Structure 241
Diagramming the Network 241
Developing the Project Schedule 243
Critical Path 243
Project Schedule 244
Activity Slack 246
Analyzing Cost–Time Trade-Offs 247
Cost to Crash 247
Minimizing Costs 248
Assessing and Analyzing Risks 251
Risk-Management Plans 251
Managerial Plans 7.1 San Francisco—Oakland Bay Bridge 252
Statistical Analysis 253
Analyzing Probabilities 255
Near-Critical Paths 256
Monitoring and Controlling Projects 257
Monitoring Project Status 257
Forecasting as a Process 295
237 A Typical Forecasting Process 295
Using Multiple Forecasting Methods 296
Managerial Practice 8.1 Combination Forecasts and the
Forecasting Process 297
Adding Collaboration to the Process 298
Forecasting as a Nested Process 298
Learning Goals in Review 299
MyOMLab Resources 299
Key Equations 299
Key Terms 300
Solved Problems 301
Discussion Questions 304
Problems 305
Video Case Forecasting and Supply Chain Management at
Deckers Outdoor Corporation 313
Case Yankee Fork and Hoe Company 314
Experiential Learning 8.1 Forecasting a Vital Energy Statistic 316
9 Inventory Management 317
Inventory Management at Netflix 317
Inventory Trade-Offs 319
Pressures for Small Inventories 320
Pressures for Large Inventories 320
xii Contents

Managerial Practice 9.1 Inventory Management at Walmart 321 Level 1: Sales and Operations Planning 376
Types of Inventory 322 Level 2: Resource Planning 377
Accounting Inventories 322 Level 3: Scheduling 378
Operational Inventories 323 S&OP Supply Options 378
Inventory Reduction Tactics 325 S&OP Strategies 379
Cycle Inventory 325 Chase Strategy 379
Safety Stock Inventory 325 Level Strategy 379
Anticipation Inventory 325 Constraints and Costs 380
Pipeline Inventory 325 Sales and Operations Planning as a Process 380
ABC Analysis 326 Spreadsheets for Sales and Operations Planning 382
Economic Order Quantity 327 Spreadsheets for a Manufacturer 382
Calculating the EOQ 327 Spreadsheets for a Service Provider 383
Managerial Insights from the EOQ 331 Scheduling 386
Continuous Review System 331 Job and Facility Scheduling 386
Selecting the Reorder Point When Demand and Lead Workforce Scheduling 387
Time Are Constant 332 Managerial Practice 10.1 Scheduling at Air New Zealand 387
Selecting the Reorder Point When Demand Is Sequencing Jobs at a Workstation 390
Variable and Lead Time Is Constant 332 Software Support 392
Selecting the Reorder Point When Both Demand and Learning Goals in Review 393
Lead Time Are Variable 336 MyOMLab Resources 393
Systems Based on the Q System 337 Key Terms 393
Calculating Total Q System Costs 337 Solved Problems 394
Advantages of the Q System 337 Discussion Questions 397
Periodic Review System 338 Problems 397
Selecting the Time between Reviews 339 Active Model Exercise 404
Selecting the Target Inventory Level When Demand Video Case Sales and Operations Planning at Starwood 405
Is Variable and Lead Time Is Constant 339 Case Memorial Hospital 406
Selecting the Target Inventory Level When Demand
and Lead Time Are Variable 341
Systems Based on the P System 341
Supplement D Linear Programming 409
Characteristics of Linear Programming Models 409
Calculating Total P System Costs 341
Formulating a Linear Programming Model 410
Advantages of the P System 341
Graphic Analysis 412
Learning Goals in Review 342
Plot the Constraints 412
MyOMLab Resources 342
Identify the Feasible Region 414
Key Equations 342
Plot the Objective Function Line 415
Key Terms 344
Find the Visual Solution 416
Solved Problems 344
Find the Algebraic Solution 416
Discussion Questions 348
Slack and Surplus Variables 417
Problems 348
Sensitivity Analysis 418
Active Model Exercise 353
Computer Analysis 418
Video Case Inventory Management at Crayola 354
Simplex Method 418
Experiential Learning Swift Electronic Supply, Inc. 355
Computer Output 419
Case Parts Emporium 357
The Transportation Method 421
Transportation Method for Sales and Operations
Supplement C Special Inventory Planning 422
Models 359 Learning Goals in Review 426
Noninstantaneous Replenishment 359 MyOMLab Resources 426
Quantity Discounts 362 Key Terms 426
One-Period Decisions 364 Solved Problems 426
Learning Goals in Review 366 Discussion Questions 429
MyOMLab Resources 366 Problems 429
Key Equations 367
Key Term 367
Solved Problems 367 11 Resource Planning 437
Problems 369 Philips 437
Material Requirements Planning 439
10 Operations Planning and Dependent Demand 439
Master Production Scheduling 440
Scheduling 373 Developing a Master Production Schedule 441
Available-to-Promise Quantities 442
Cooper Tire and Rubber Company 373 Freezing the MPS 443
Levels in Operations Planning and Scheduling 375
 Contents xiii

Reconciling the MPS with Sales and Operations

Plans 444
MRP Explosion 444
13 Supply Chain Logistic
Bill of Materials 444
Networks 511
Inventory Record 445 Bavarian Motor Works (BMW) 511
Planning Factors 448 Factors Affecting Location Decisions 514
Outputs from MRP 451 Dominant Factors in Manufacturing 514
MRP and the Environment 454 Dominant Factors in Services 515
MRP, Core Processes, and Supply Chain Load–Distance Method 517
Linkages 454 Distance Measures 517
Enterprise Resource Planning 455 Calculating a Load–Distance Score 518
How ERP Systems Are Designed 455 Center of Gravity 518
Managerial Practice 11.1 ERP Implementation by SAP at Dow Break-Even Analysis 520
Corning 456 Transportation Method 522
Resource Planning for Service Providers 457 Setting Up the Initial Tableau 522
Dependent Demand for Services 457 Dummy Plants or Warehouses 523
Bill of Resources 458 Finding a Solution 523
Learning Goals in Review 461 Geographical Information Systems 524
MyOMLab Resources 461 Using GIS 524
Key Terms 462 Managerial Practice 13.1 How Fast-Food Chains Use GIS to
Solved Problems 462 Select Their Sites 525
Discussion Questions 467 The GIS Method for Locating Multiple Facilities 526
Problems 468 Inventory Placement 526
Active Model Exercise 479 A Systematic Location Selection Process 527
Case Flashy Flashers, Inc. 479 Learning Goals in Review 528
MyOMLab Resources 528
Part 3 Managing Supply Chains 483 Key Equations 529
Key Terms 529

12 Supply Chain Design 483

Solved Problems 529
Discussion Questions 532
Problems 532
Amazon.com 483
Active Model Exercise 538
Creating an Effective Supply Chain 485 Video Case Continental Tire: Pursuing a Winning Plant
Supply Chains for Services and Manufacturing 486 Decision 539
Services 486 Case R.U. Reddie for Location 540
Manufacturing 487
Measuring Supply Chain Performance 488
Inventory Measures 488
Financial Measures 490
14 Supply Chain Integration 543
Strategic Options for Supply Chain Design 491 Coral Princess 543
Efficient Supply Chains 492 Supply Chain Disruptions 545
Responsive Supply Chains 492 Causes of Supply Chain Disruptions 545
Designs for Efficient and Responsive Supply Supply Chain Dynamics 547
Chains 493 Integrated Supply Chains 548
Mass Customization 495 New Services or Product Development Process 548
Competitive Advantages 495 Design 549
Supply Chain Design for Mass Customization 496 Analysis 549
Outsourcing Processes 496 Development 549
Managerial Practice 12.1 Building a Supply Chain for the Full Launch 550
Dreamliner 498 Supply Relationship Process 550
Vertical Integration 499 Sourcing 550
Make-or-Buy Decisions 499 Design Collaboration 553
Learning Goals in Review 500 Negotiation 554
MyOMLab Resources 500 Managerial Practice 14.1 The Consequences of Power in an
Key Equations 501 Automotive Supply Chain 554
Key Terms 501 Buying 556
Solved Problem 501 Information Exchange 557
Discussion Questions 502 Order Fulfillment Process 558
Problems 502 Customer Demand Planning 558
Video Case Supply Chain Design at Crayola 505 Supply Planning 558
Experiential Learning Sonic Distributors 506 Production 558
Case Brunswick Distribution, Inc. 507 Logistics 558
xiv Contents

Customer Relationship Process 561 Supply Chain Ethics 591

Marketing 561 Buyer–Supplier Relationships 591
Order Placement 561 Facility Location 592
Customer Service 562 Inventory Management 592
Supply Chain Risk Management 562 Managing Sustainable Supply Chains 592
Operational Risks 562 Learning Goals in Review 593
Financial Risks 563 MyOMLab Resources 593
Security Risks 564 Key Equation 593
Performance Measures 566 Key Terms 594
Learning Goals in Review 566 Solved Problems 594
MyOMLab Resources 566 Discussion Questions 595
Key Equations 567 Problems 595
Key Terms 567 Video Case Supply Chain Sustainability at Clif Bar & Company 597
Solved Problems 567
Discussion Questions 569
Problems 569
Appendix Normal Distribution 599
Video Case Sourcing Strategy at Starwood 574
Case Wolf Motors 575 References 601
Glossary 609
15 Supply Chain Name Index 623
Sustainability 577 Subject Index 627
FedEx 577
The Three Elements of Supply Chain Sustainability 579 MyOMLab SUPPLEMENTS
Reverse Logistics 580
Supply Chain Design for Reverse Logistics 581 Supplement E Simulation E-1
Managerial Practice 15.1 Recycling at Walmart 582 Supplement F Financial Analysis F-1
Financial Implications 582
Energy Efficiency 583
Supplement G Acceptance Sampling Plans G-1
Transportation Distance 583 Supplement H Measuring Output Rates H-1
Freight Density 585 Supplement I Learning Curve Analysis I-1
Transportation Mode 587
Disaster Relief Supply Chains 588 Supplement J Operations Scheduling J-1
Organizing for Disaster Relief 588 Supplement K Layout K-1
Managing Disaster Relief Operations 589
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 upon
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, s­ upply 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 m
­ argin
next to these Solved Problems.
xv
xvi 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
MANAGING PROCESSES
Process Strategy and Analysis
Quality and Performance
Capacity Planning
Constraint Management
Lean Systems
▪ Part 1: Managing Processes—The first part of the text lays the foundation for why a process view
Project Management
MANAGING CUSTOMER DEMAND
Forecasting
Inventory Management
Operations Planning and
Scheduling
Resource Planning
Managing Supply Chains
Supply Chain Design
Supply Chain Logistic Networks
Supply Chain Integration
Supply Chain Sustainability
▪ Part 2: Managing Customer Demand—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, “Quality and Performance,” 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, “Capacity Planning,” 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, “Constraint Management,” shows how you can get the best output rates within the
process capacities you have to work with.
▪ Chapter 6, “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, “Project Management,” 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,” now has a new opener about Kimberly-Clark, a new section on man-
aging demand, and expanded coverage of collaborative planning, forecasting, and replenish-
ment (CPFR) to demonstrate the importance of collaborating up and down the supply chain to
identify service and product demands.
▪ Chapter 9, “Inventory Management,” 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, “Operations Planning and Scheduling,” 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, “Resource Planning,” in addition to a new opener on Philips, presents a new ap-
proach for resource planning in services using the bill-of-resources method and includes a new
Solved Problem example with this technique.
 Preface xvii

▪ Part 3: Managing Supply Chains—The third part of the text, building upon the tools for managing
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, “Supply Chain Design,” with a new opener on Amazon.com, now has new sections
addressing “Creating an Effective Supply Chain” and “Strategic Options for Supply Chain De-
sign” to clarify what managers must consider when designing supply chains, and has an ex-
panded discussion of outsourcing strategies to include next-shoring and new decision factors.
▪ Chapter 13, “Supply Chain Logistic Networks,” 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, “Supply Chain Integration,” 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, “Supply Chain Sustainability,” addresses sustainability, focuses on how supply
chains can support the environment and be socially responsible, and provides quantitative 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

CapaCity
planning
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
135
xviii 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.
582 PART 3 Managing Supply ChainS

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
324 PART 2
in the United Managing
States. The SSB isCustoMer DeManD
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,
Pipeline Inventory Inventory that is created
such as loose plastic bags, aluminum cans, plastic hangers, and plastic water
when an order for an item is issued but not yet

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 received is called pipeline inventory. This form
recyclables in the middle. The bales are then loaded onto a truck to be recycled of inventory exists because the firm must commit
into various raw materials that will ultimately become products once again. For ex- to enough inventory (on-hand plus in-transit) to
ample, in one of its sustainability programs, Walmart directs recycled plastics and cover the lead time for the order. Longer lead
cardboard to Worldwise, a leader in developing, manufacturing, and marketing A Walmart employee timesthrows used packaging
or higher demands boxesperinto week
a compactor
create more
sustainable pet products, where they are transformed into a stylish and durable as a first step in pipeline
building a super sandwichAs
inventory. bale at a Cincinnati
such, the average pipeline
line of dog beds. Plastic hangers are turned into litter pans, plastic bags into litter area Walmart. The giant retailerbetween
inventory is urging itstwo
suppliers to reduce
stocking points can be
liners, and corrugated cardboard into cat scratchers. To get a sense of the value greenhouse gas measured
emissions on topas ofthe
its own moves demand
average to build moreduring lead
involved, Walmart used to pay trash companies to haul more than one billion plas-
energy-efficient stores,
time, use
DL,alternative
which is fuels
theforaverage
its truck fleet, and
demand for the
tic hangers from its stores and clubs each year. Now, it gets paid 15 to 20 cents
reduce packaging. item per period 1d2 multiplied by the number
a pound for them. The money adds up in a hurry. Who said that reverse logistics
Mike Danneman/Getty Images

supply chains are not profitable? It is clear that environmentally conscious supply of periods in the item’s lead time 1L2 to move
chain operations can literally turn “trash” into “cash.” between the two points, or
Pipeline inventory = DL = dL
Source: Marc Gunther. “The End of Garbage,” FORTUNE, (March 19, 2007), pp. 158–166; “Waste,” http://www.walmartstores.com, (2014); Elaine Jarvik, “Super sandwich
TheBale,”
bale—Utah Man’s Idea Nets Wholesale Recycling,” Desert News, (April 22, 2008); “Walmart Rolls Out the Plastic Sandwich equation assumes that both 2005;
http://www.walmartstores.com, d and L are
“Walmart Annual report 2013, http://www.walmart.com. constants and that L is not affected by the order
or lot size, Q. Changing an item’s lot size does
not directly affect the average level of the pipe-
line inventory. Nonetheless, the lot size can in-
Pipeline inventories result from moving items and materials from one location to another.
environment prompted a backlash against the improper directly affect
disposal pipeline equipment
of electronic inventory inif itdeveloped
is related to
Because trains offer an economical way to transport large quantities of goods, they are a favorite
Examples demonstrate how to apply what students have learned and walk them through the solution
choice to reduce the costs of pipeline inventories.
the lead
countries. The European Union (EU) passed a law requiring
recycle 75 percent of the products they sell in the EU. will
Somechange
time. Inmanufacturers
electronics such a case, pipeline
states independing
the United States
to take back
on thebanned
inventory
relationship
and
e-waste,of L
process modeling good problem-solving techniques. These examples always close with a unique feature
electronic components and the chemical by-products of the recycling process, from landfills
to Q. Example 9.1 shows how this can happen. and are
pipeline inventory considering making electronics manufacturers responsible for managing e-waste.
called Decision
Inventory that is Point,
created whenwhich
an focuses students
Recycling on the
is a major aspect decision
of reverse implications
logistics. Managerial Practice 15.1for managers.
provides an example of
how a major retailer uses recycling to be environmentally responsible.
order for an item is issued but not
yet received.
Financial Implications
ExamplE 9.1 Estimating Inventory
Some firms levels
participate in reverse supply chains by owning and operating processes such as remanufactur-
ing, recycling, or repairing the used products and materials. These firms benefit from reclaiming usable
MyOMLab A plantparts
makesfor monthly shipments of
their manufacturing electric drills
operations or bytoselling
a wholesaler in average
remanufactured lot sizes
products of 280 drills.prices.
at competitive The whole-
If
tutor 9.1 in MyoMLab saler’san
average
originaldemand
equipmentis 70 drills a week,
manufacturer and the
(OEM) lead time
participates in from the plant is 3however,
remanufacturing, weeks. there
The wholesaler
is a fear thatmust
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
the remanufactured products will cannibalize the sales of the firm’s new products. Often these fears give
practice the estimation of rise quantity
purchase to restrictions
to 350such as floors
units, on the
the plant willprice
givethat can be
priority to charged for remanufactured
the wholesaler and guarantee products,
a leadlimits
time on
of only
inventory levels. the markets where they can be sold, limits on the distribution channels the products can be sold through,
2 weeks. What is the effect on the wholesaler’s cycle and pipeline inventories?
and reduced warranties that can be offered on them. Of course, there are also opportunity costs for not
remanufacturing. There is the danger that environmentally irresponsible product disposal practices on the
SolutIon
part of the firm’s customers may result in the firm facing costly regulatory restrictions in the future. Also,
The wholesaler’s
third-party current cycle and
manufacturers maypipeline inventories
participate are logistics supply chain by collecting or purchasing
in the reverse
the unclaimed old products, remanufacturing them, and then selling them in competition with the firm’s
Q 280
new products. Cycle
Thatinventory
is the case with
= refilled
= laser 140 drills
= printer and inkjet cartridges, which erodes profit margins
for original printer manufacturers 2 2
like Hewlett-Packard, Dell, and Epson.
OtherPipeline
firms, asinventory
well as individuals,
= DL = dL participate in the reverse logistics
= 170 drills>week213 weeks2supply
= 210chain
drillsby supplying
their used products and materials for processing. A continuous supply of these unused products and
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
M15_KRAJ2132_11_SE_C15.indd 582 Lead time 2 11/12/14 5:26 PM

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

M09_KRAJ2132_11_SE_C09.indd 324 11/12/14 5:30 PM

▪ 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.
 Preface xix

▪ Discussion Questions test student comprehension of the concepts through the use of short
scenarios.
▪ 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 or 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.pearsonhighered.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 (0-13-387239-4)—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.pearsonhighered.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
­M yOMLab, 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. The Instructor Notes offer a course outline,
chapter outlines, teaching notes, sample course syllabi, and solutions to the videos. Both Word and
PDF files of this manual are available for download by visiting http://www.pearsonhighered.com/
krajewski.

PowerPoint lecture slides —Chapter-by-chapter files for classroom presentation purposes are
available for download by visiting http://www.pearsonhighered.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.
xx Preface

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
.pearsonhighered.com/krajewski.

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

.pearsonhighered.com/irc. The software is PC/MAC-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 H­ oward 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.
 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,

1
2 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 3

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.
 4 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.
Another random document with
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 Cela me sauvait de toutes les façons. Je payai l’addition, et nous
voici rentrant chez elle.
Elle avait, en effet, apporté tous ses titres. Je ne pouvais douter,
je les tenais, je les palpais, je les lisais. Cela me mit une telle joie au
cœur que je fus pris aussitôt d’un violent désir de l’embrasser. Je
m’entends, d’un désir chaste, d’un désir d’homme content. Et je
l’embrassai, ma foi. Une fois, deux fois, dix fois... si bien que... le
champagne aidant... je succombai... ou plutôt... non... elle
succomba.
Ah, monsieur, j’en fis une tête, après cela... et elle donc! Elle
pleurait comme une fontaine, en me suppliant de ne pas la trahir, de
ne pas la perdre. Je promis tout ce qu’elle voulut, et je m’en allai
dans un état d’esprit épouvantable.
Que faire? J’avais abusé de ma cliente. Cela n’eût été rien si
j’avais eu un client pour elle, mais je n’en avais pas. C’était moi, le
client, le client naïf, le client trompé, trompé par lui-même. Quelle
situation! Je pouvais la lâcher, c’est vrai. Mais la dot, la belle dot, la
bonne dot, palpable, sûre! Et puis avais-je le droit de la lâcher, la
pauvre fille, après l’avoir ainsi surprise? Mais que d’inquiétudes plus
tard!
Combien peu de sécurité avec une femme qui succombait ainsi!
Je passai une nuit terrible d’indécision, torturé de remords,
ravagé de craintes, ballotté par tous les scrupules. Mais, au matin,
ma raison s’éclaircit. Je m’habillai avec recherche et je me présentai,
comme onze heures sonnaient, à l’hôtel qu’elle habitait.
En me voyant elle rougit jusqu’aux yeux.
Je lui dis:
—Mademoiselle, je n’ai plus qu’une chose à faire pour réparer
mes torts. Je vous demande votre main.
Elle balbutia:
—Je vous la donne.
 Je l’épousai.

Tout alla bien pendant six mois.

J’avais cédé mon étude, je vivais en rentier, et vraiment je n’avais
pas un reproche, mais pas un seul à adresser à ma femme.
Cependant je remarquai peu à peu que, de temps en temps, elle
faisait de longues sorties. Cela arrivait à jour fixe, une semaine le
mardi, l’autre semaine le vendredi. Je me crus trompé, je la suivis.
C’était un mardi. Elle sortit à pied vers une heure, descendit la
rue de la République, tourna à droite, par la rue qui suit le palais
archiépiscopal, prit la rue Grand-Pont jusqu’à la Seine, longea le
quai jusqu’au pont de Pierre, traversa l’eau. A partir de ce moment,
elle parut inquiète, se retournant souvent, épiant tous les passants.
Comme je m’étais costumé en charbonnier, elle ne me reconnut
pas.
Enfin, elle entra dans la gare de la rive gauche; je ne doutais
plus, son amant allait arriver par le train d’une heure quarante-cinq.
Je me cachai derrière un camion et j’attendis. Un coup de sifflet...
un flot de voyageurs... Elle s’avance, s’élance, saisit dans ses bras
une petite fille de trois ans qu’une grosse paysanne accompagne, et
l’embrasse avec passion. Puis elle se retourne, aperçoit un autre
enfant, plus jeune, fille ou garçon, porté par une autre campagnarde,
se jette dessus, l’étreint avec violence, et s’en va, escortée des deux
mioches et des deux bonnes, vers la longue et sombre et déserte
promenade du Cours-la-Reine.
Je rentrai effaré, l’esprit en détresse, comprenant et ne
comprenant pas, n’osant point deviner.
Quand elle revint pour dîner, je me jetai vers elle, en hurlant:
—Quels sont ces enfants?
—Quels enfants?
 —Ceux que vous attendiez au train de Saint-Sever?
Elle poussa un grand cri et s’évanouit. Quand elle revint à elle,
elle me confessa, dans un déluge de larmes, qu’elle en avait quatre.
Oui, monsieur, deux pour le mardi, deux filles, et deux pour le
vendredi, deux garçons.
Et c’était là—quelle honte!—c’était là l’origine de sa fortune.—Les
quatre pères!... Elle avait amassé sa dot.
Maintenant, monsieur, que me conseillez-vous de faire?
L’avocat répondit avec gravité:
—Reconnaître vos enfants, monsieur.

Divorce a paru dans le Gil-Blas du mardi 21

février 1888.
 L A R E VA N C H E .

SCÈNE PREMIÈRE.

M. de Garelle, seul, au fond d’un fauteuil.

M
Evoici à Cannes, en garçon, drôle de chose. Je suis garçon!
A Paris, je ne m’en apercevais guère. En voyage, c’est autre
chose. Ma foi, je ne m’en plains pas.
Et ma femme est remariée!
Est-il heureux, lui, mon successeur, plus heureux que moi? Quel
imbécile ça doit être pour l’avoir épousée après moi? Au fait, je
n’étais pas moins sot pour l’avoir épousée le premier. Elle avait des
qualités, pourtant, des qualités... physiques... considérables, mais
aussi des tares morales importantes.
Quelle rouée, et quelle menteuse, et quelle coquette, et quelle
charmeuse, pour ceux qui ne l’avaient point épousée! Étais-je cocu?
Cristi! quelle torture de se demander cela du matin au soir sans
obtenir de certitude!
En ai-je fait des marches et des démarches pour l’épier, sans rien
savoir. Dans tous les cas, si j’étais cocu, je ne le suis plus, grâce à
Naquet. Comme c’est facile tout de même, le divorce! Ça m’a coûté
une cravache de dix francs et une courbature dans le bras droit,
sans compter le plaisir de taper à cœur que veux-tu, sur une femme
que je soupçonnais fortement de me tromper!
Quelle pile, quelle pile!...
 Il se lève en riant et fait quelques pas, puis se rassied.

Il est vrai que le jugement a été prononcé à son bénéfice et à

mon préjudice—mais quelle pile!
Maintenant, je vais passer l’hiver dans le Midi, en garçon! Quelle
chance! N’est-ce pas charmant de voyager avec l’éternel espoir de
l’amour qui rôde? Que vais-je rencontrer, dans cet hôtel, tout à
l’heure, ou sur la croisette, ou dans la rue peut-être? Où est-elle,
celle qui m’aimera demain et que j’aimerai? Comment seront ses
yeux, ses lèvres, ses cheveux, son sourire? Comment sera-t-elle, la
première femme qui me tendra sa bouche et que j’envelopperai dans
mes bras? Brune ou blonde? grande ou petite? rieuse ou sévère?
grasse ou...? Elle sera grasse!
Oh! comme je plains ceux qui ne connaissent pas, qui ne
connaissent plus le charme exquis de l’attente? La vraie femme que
j’aime, moi, c’est l’Inconnue, l’Espérée, la Désirée, celle qui hante
mon cœur sans que mes yeux aient vu sa forme, et dont la
séduction s’accroît de toutes les perfections rêvées. Où est-elle?
Dans cet hôtel, derrière cette porte? Dans une des chambres de
cette maison, tout près, ou loin encore? Qu’importe, pourvu que je la
désire, pourvu que je sois certain de la rencontrer! Et je la
rencontrerai assurément aujourd’hui ou demain, cette semaine ou la
suivante, tôt ou tard; mais il faudra bien que je la trouve!
Et j’aurai, tout entière, la joie délicieuse du premier baiser, des
premières caresses, toute la griserie des découvertes amoureuses,
tout le mystère de l’inexploré aussi charmants, le premier jour,
qu’une virginité conquise! Oh! les imbéciles qui ne comprennent pas
l’adorable sensation des voiles levés pour la première fois. Oh! les
imbéciles qui se marient... car... ces voiles-là... il ne faut pas les
lever trop souvent... sur le même spectacle...
Tiens, une femme!...
Une femme traverse le fond du promenoir, élégante, fine, la taille cambrée.

Bigre! elle a de la taille, et de l’allure. Tâchons de voir... la tête.

 Elle passe près de lui sans l’apercevoir, enfoncé dans son fauteuil. Il murmure:

Sacré nom d’un chien, c’est ma femme! ma femme, ou plutôt

non, la femme de Chantever. Elle est jolie tout de même, la
gueuse...
Est-ce que je vais avoir envie de la répouser maintenant?... Bon,
elle s’est assise et elle prend Gil Blas. Faisons le mort.
Ma femme! Quel drôle d’effet ça m’a produit. Ma femme! Au fait,
voici un an, plus d’un an qu’elle n’a été ma femme... Oui, elle avait
des qualités physiques... considérables; quelle jambe! J’en ai des
frissons rien que d’y penser. Et une poitrine, d’un fini. Ouf! Dans les
premiers temps nous jouions à l’exercice—gauche—droite—gauche
—droite—quelle poitrine! Gauche ou droite, ça se valait.
Mais quelle teigne... au moral.
A-t-elle eu des amants? En ai-je souffert de ce doute-là?
Maintenant, zut! ça ne me regarde plus.
Je n’ai jamais vu une créature plus séduisante quand elle entrait
au lit. Elle avait une manière de sauter dessus et de se glisser dans
les draps...
Bon, je vais redevenir amoureux d’elle...
Si je lui parlais?... Mais que lui dirais-je?
Et puis elle va crier au secours, au sujet de la pile! Quelle pile!
J’ai peut-être été un peu brutal tout de même.
Si je lui parlais? Ça serait drôle, et crâne, après tout. Sacrebleu,
oui, je lui parlerai, et même si je suis vraiment fort... Nous verrons
bien...

SCÈNE II.

Il s’approche de la jeune femme qui lit avec attention Gil Blas, et d’une voix douce:
 —Me permettez-vous, madame, de me rappeler à votre
souvenir?
Mme de Chantever lève brusquement la tête, pousse un cri, et veut s’enfuir. Il lui
barre le chemin, et, humblement:

—Vous n’avez rien à craindre, madame, je ne suis plus votre

mari.

Mme de Chantever.—Oh! vous osez? Après... après ce qui s’est

passé!
M. de Garelle.—J’ose... et je n’ose pas... Enfin... Expliquez ça
comme vous voudrez. Quand je vous ai aperçue, il m’a été
impossible de ne pas venir vous parler.
Mme de Chantever.—J’espère que cette plaisanterie est terminée,
n’est-ce pas?
M. de Garelle.—Ce n’est point une plaisanterie, madame.
Mme de Chantever.—Une gageure, alors, à moins que ce ne soit
une simple insolence. D’ailleurs, un homme qui frappe une femme
est capable de tout.
M. de Garelle.—Vous êtes dure, madame. Vous ne devriez pas
cependant, me semble-t-il, me reprocher aujourd’hui un
emportement que je regrette d’ailleurs. J’attendais plutôt, je l’avoue,
des remerciements de votre part.

Mme de Chantever, stupéfaite.—Ah ça, vous êtes fou? ou bien vous

vous moquez de moi comme un rustre.
M. de Garelle.—Nullement, madame, et pour ne pas me
comprendre, il faut que vous soyez fort malheureuse.
Mme de Chantever.—Que voulez-vous dire?
M. de Garelle.—Que si vous étiez heureuse avec celui qui a pris
ma place, vous me seriez reconnaissante de ma violence qui vous a
permis cette nouvelle union.
 Mme de Chantever.—C’est pousser trop loin la plaisanterie,
monsieur. Veuillez me laisser seule.
M. de Garelle.—Pourtant, madame, songez-y, si je n’avais point
commis l’infamie de vous frapper, nous traînerions encore
aujourd’hui notre boulet...

Mme de Chantever, blessée.—Le fait est que vous m’avez rendu là

un rude service!
M. de Garelle.—N’est-ce pas? Un service qui mérite mieux que
votre accueil de tout à l’heure.
Mme de Chantever.—C’est possible. Mais votre figure m’est si
désagréable...
M. de Garelle.—Je n’en dirai pas autant de la vôtre.
Mme de Chantever.—Vos galanteries me déplaisent autant que
vos brutalités.
M. de Garelle.—Que voulez-vous, madame, je n’ai plus le droit de
vous battre: il faut bien que je me montre aimable.
Mme de Chantever.—Ça, c’est franc, du moins. Mais si vous
voulez être vraiment aimable, vous vous en irez.
M. de Garelle.—Je ne pousse pas encore si loin que ça le désir
de vous plaire.
Mme de Chantever.—Alors, quelle est votre prétention?
M. de Garelle.—Réparer mes torts, en admettant que j’en aie eu.
Mme de Chantever, indignée.—Comment? en admettant que vous
en ayez eu? Mais vous perdez la tête. Vous m’avez rouée de coups
et vous trouvez peut-être que vous vous êtes conduit envers moi le
mieux du monde.
M. de Garelle.—Peut-être!
 Mme de Chantever.—Comment? Peut-être?
M. de Garelle.—Oui, madame. Vous connaissez la comédie qui
s’appelle le Mari cocu, battu et content. Eh bien, ai-je été ou n’ai-je
pas été cocu, tout est là! Dans tous les cas, c’est vous qui avez été
battue, et pas contente...

Mme de Chantever, se levant.—Monsieur, vous m’insultez.

M. de Garelle, vivement.—Je vous en prie, écoutez-moi une
minute. J’étais jaloux, très jaloux, ce qui prouve que je vous aimais.
Je vous ai battue, ce qui le prouve davantage encore, et battue très
fort, ce qui le démontre victorieusement. Or, si vous avez été fidèle,
et battue, vous êtes vraiment à plaindre, tout à fait à plaindre, je le
confesse, et...
Mme de Chantever.—Ne me plaignez pas.
M. de Garelle.—Comment l’entendez-vous? On peut le
comprendre de deux façons. Cela veut dire, soit que vous méprisez
ma pitié, soit qu’elle est imméritée. Or, si la pitié dont je vous
reconnais digne est imméritée, c’est que les coups... les coups
violents que vous avez reçus de moi étaient plus que mérités.

Mme de Chantever.—Prenez-le comme vous voudrez.

M. de Garelle.—Bon. Je comprends. Donc j’étais avec vous,
madame, un mari cocu.
Mme de Chantever.—Je ne dis pas cela.
M. de Garelle.—Vous le laissez entendre.
Mme de Chantever.—Je laisse entendre que je ne veux pas de
votre pitié.
M. de Garelle.—Ne jouons pas sur les mots et avouez-moi
franchement que j’étais...

Mme de Chantever.—Ne prononcez pas ce mot infâme, qui me

révolte et me dégoûte.
 M. de Garelle.—Je vous passe le mot, mais avouez la chose.
Mme de Chantever.—Jamais. Ça n’est pas vrai.
M. de Garelle.—Alors, je vous plains de tout mon cœur, et la
proposition que j’allais vous faire n’a plus de raison d’être.

Mme de Chantever.—Quelle proposition?

M. de Garelle.—Il est inutile de vous la dire, puisqu’elle ne peut
exister que si vous m’aviez trompé.
Mme de Chantever.—Eh bien, admettez un moment que je vous ai
trompé.
M. de Garelle.—Cela ne suffit pas. Il me faut un aveu.
Mme de Chantever.—Je l’avoue.
M. de Garelle.—Cela ne suffit pas. Il me faut des preuves.
Mme de Chantever, souriant.—Vous en demandez trop, à la fin.
M. de Garelle.—Non, madame. J’allais vous faire, vous disais-je,
une proposition grave, très grave, sans quoi je ne serais point venu
vous trouver ainsi après ce qui s’est passé entre nous, de vous à
moi, d’abord, et de moi à vous ensuite. Cette proposition, qui peut
avoir pour nous deux les conséquences les plus sérieuses,
demeurerait sans valeur si je n’avais pas été trompé par vous.
Mme de Chantever.—Vous êtes surprenant. Mais que voulez-vous
de plus? Je vous ai trompé, na.
M. de Garelle.—Il me faut des preuves.

Mme de Chantever.—Mais quelles preuves voulez-vous que je

vous donne? Je n’en ai pas sur moi, ou plutôt je n’en ai plus.
M. de Garelle.—Peu importe où elles soient. Il me les faut.
Mme de Chantever.—Mais on n’en peut pas garder, des preuves,
de ces choses-là... et..., à moins d’un flagrant délit... (Après un silence.)
Il me semble que ma parole devrait vous suffire.
M. de Garelle, s’inclinant.—Alors, vous êtes prête à le jurer.
Mme de Chantever, levant la main.—Je le jure.
M. de Garelle, sérieux.—Je vous crois, madame. Et avec qui
m’avez-vous trompé?

Mme de Chantever.—Oh! mais, vous en demandez trop, à la fin.

M. de Garelle.—Il est indispensable que je sache son nom.
Mme de Chantever.—Il m’est impossible de vous le dire.
M. de Garelle.—Pourquoi ça?
Mme de Chantever.—Parce que je suis une femme mariée.
M. de Garelle.—Eh bien?
Mme de Chantever.—Et le secret professionnel?
M. de Garelle.—C’est juste.
Mme de Chantever.—D’ailleurs, c’est avec M. de Chantever que je
vous ai trompé.
M. de Garelle.—Ça n’est pas vrai.

Mme de Chantever.—Pourquoi ça?...

M. de Garelle.—Parce qu’il ne vous aurait pas épousée.
Mme de Chantever.—Insolent! Et cette proposition?...
M. de Garelle.—La voici. Vous venez d’avouer que j’ai été, grâce
à vous, un de ces êtres ridicules, toujours bafoués, quoi qu’ils
fassent, comiques s’ils se taisent, et plus grotesques encore s’ils se
fâchent, qu’on nomme des maris trompés. Eh bien, madame, il est
indubitable que les quelques coups de cravache reçus par vous sont
loin de compenser l’outrage et le dommage conjugal que j’ai
éprouvés de votre fait, et il est non moins indubitable que vous me
devez une compensation plus sérieuse et d’une autre nature,
maintenant que je ne suis plus votre mari.
Mme de Chantever.—Vous perdez la tête. Que voulez-vous dire?
M. de Garelle.—Je veux dire, madame, que vous devez me
rendre aujourd’hui les heures charmantes que vous m’avez volées
quand j’étais votre époux, pour les offrir à je ne sais qui.
Mme de Chantever.—Vous êtes fou.
M. de Garelle.—Nullement. Votre amour m’appartenait, n’est-ce
pas? Vos baisers m’étaient dus, tous vos baisers, sans exception.
Est-ce vrai? Vous en avez distrait une partie au bénéfice d’un autre!
Eh bien, il importe, il m’importe que la restitution ait lieu, restitution
sans scandale, restitution secrète, comme on fait pour les vols
honteux.
Mme de Chantever.—Mais pour qui me prenez-vous?
M. de Garelle.—Pour la femme de M. de Chantever.
Mme de Chantever.—Ça, par exemple, c’est trop fort.
M. de Garelle.—Pardon, celui qui m’a trompé vous a bien prise
pour la femme de M. de Garelle. Il est juste que mon tour arrive. Ce
qui est trop fort, c’est de refuser de rendre ce qui est légitimement
dû.
Mme de Chantever.—Et si je disais oui... vous pourriez...
M. de Garelle.—Mais certainement.
Mme de Chantever.—Alors, à quoi aurait servi le divorce?
M. de Garelle.—A raviver notre amour.
Mme de Chantever.—Vous ne m’avez jamais aimée.
M. de Garelle.—Je vous en donne pourtant une rude preuve.
 Mme de Chantever.—Laquelle?
M. de Garelle.—Comment? Laquelle? Quand un homme est
assez fou pour proposer à une femme de l’épouser d’abord et de
devenir son amant ensuite, cela prouve qu’il aime ou je ne m’y
connais pas en amour.

Mme de Chantever.—Oh! ne confondons pas. Épouser une femme

prouve l’amour ou le désir, mais la prendre comme maîtresse ne
prouve rien... que le mépris. Dans le premier cas, on accepte toutes
les charges, tous les ennuis, et toutes les responsabilités de l’amour;
dans le second cas, on laisse ces fardeaux au légitime propriétaire
et on ne garde que le plaisir, avec la faculté de disparaître le jour où
la personne aura cessé de plaire. Cela ne se ressemble guère.
M. de Garelle.—Ma chère amie, vous raisonnez fort mal. Quand
on aime une femme, on ne devrait pas l’épouser, parce qu’en
l’épousant on est sûr qu’elle vous trompera, comme vous avez fait à
mon égard. La preuve est là. Tandis qu’il est indiscutable qu’une
maîtresse reste fidèle à son amant avec tout l’acharnement qu’elle
met à tromper son mari. Est-ce pas vrai? Si vous voulez qu’un lien
indissoluble se lie entre une femme et vous, faites-la épouser par un
autre, le mariage n’est qu’une ficelle qu’on coupe à volonté, et
devenez l’amant de cette femme: l’amour libre est une chaîne qu’on
ne brise pas.—Nous avons coupé la ficelle, je vous offre la chaîne.
Mme de Chantever.—Vous êtes drôle. Mais je refuse.
M. de Garelle.—Alors, je préviendrai M. de Chantever.

Mme de Chantever.—Vous le préviendrez de quoi?

M. de Garelle.—Je lui dirai que vous m’avez trompé!
Mme de Chantever.—Que je vous ai trompé... Vous...
M. de Garelle.—Oui, quand vous étiez ma femme.
Mme de Chantever.—Eh bien?
M. de Garelle.—Eh bien, il ne vous le pardonnera pas.
 Mme de Chantever.—Lui?
M. de Garelle.—Parbleu! Ça n’est pas fait pour le rassurer.

Mme de Chantever, riant.—Ne faites pas ça, Henry.

Une voix dans l’escalier appelant Mathilde.

Mme de Chantever, bas.—Mon mari! Adieu.

M. de Garelle, se levant.—Je vais vous conduire près de lui et me
présenter.
Mme de Chantever.—Ne faites pas ça.
M. de Garelle.—Vous allez voir.
Mme de Chantever.—Je vous en prie.
M. de Garelle.—Alors acceptez la chaîne.
La Voix.—Mathilde!

Mme de Chantever.—Laissez-moi.
M. de Garelle.—Où vous reverrai-je?
Mme de Chantever.—Ici,—ce soir,—après dîner.
M. de Garelle, lui baisant la main.—Je vous aime...
Elle se sauve.
M. de Garelle retourne doucement à son fauteuil et se laisse tomber dedans.

Eh bien! vrai. J’aime mieux ce rôle-là que le précédent. C’est

qu’elle est charmante, tout à fait charmante, et bien plus charmante
encore depuis que j’ai entendu la voix de M. de Chantever l’appeler
comme ça «Mathilde», avec ce ton de propriétaire qu’ont les maris.
 La Revanche a paru dans le Gil-Blas du mardi
18 novembre 1884.
 L’ O D Y S S É E D ’ U N E F I L L E .

O
UI, le souvenir de ce soir-là ne s’effacera jamais. J’ai eu,
pendant une demi-heure, la sinistre sensation de la fatalité
invincible; j’ai éprouvé ce frisson qu’on a en descendant aux
puits des mines. J’ai touché ce fond noir de la misère humaine; j’ai
compris l’impossibilité de la vie honnête pour quelques-uns.
Il était minuit passé. J’allais du Vaudeville à la rue Drouot, suivant
d’un pas pressé le boulevard où couraient des parapluies. Une
poussière d’eau voltigeait plutôt qu’elle ne tombait, voilant les becs
de gaz, attristant la rue. Le trottoir luisait, gluant plus que mouillé.
Les gens pressés ne regardaient rien.
Les filles, la jupe relevée, montrant leurs jambes, laissant
entrevoir un bas blanc à la lueur terne de la lumière nocturne,
attendaient dans l’ombre des portes, appelaient, ou bien passaient
pressées, hardies, vous jetant à l’oreille deux mots obscurs et
stupides. Elles suivaient l’homme quelques secondes, se serrant
contre lui, lui soufflant au visage leur haleine putride; puis, voyant
inutiles leurs exhortations, elles le quittaient d’un mouvement
brusque et mécontent, et se remettaient à marcher en frétillant des
hanches.
J’allais, appelé par toutes, pris par la manche, harcelé et soulevé
de dégoût. Tout à coup, j’en vis trois qui couraient comme affolées,
jetant aux autres quelques paroles rapides. Et les autres aussi se
mettaient à courir, à fuir, tenant à pleines mains leurs robes pour
aller plus vite. On donnait ce jour-là un coup de filet à la prostitution.
Et soudain je sentis un bras sous le mien, tandis qu’une voix
éperdue me murmurait dans l’oreille: «Sauvez-moi, monsieur,
sauvez-moi, ne me quittez pas.»
Je regardai la fille. Elle n’avait pas vingt ans, bien que fanée déjà.
Je lui dis: «Reste avec moi.» Elle murmura: «Oh! merci.»
Nous arrivions dans la ligne des agents. Elle s’ouvrit pour me
laisser passer.
Et je m’engageai dans la rue Drouot.
Ma compagne me demanda:
—Viens-tu chez moi?
—Non.
—Pourquoi pas? Tu m’as rendu un rude service que je n’oublierai
pas.
Je répondis, pour me débarrasser d’elle:
—Parce que je suis marié.
—Qu’est-ce que ça fait?
—Voyons, mon enfant, ça suffit. Je t’ai tirée d’affaire. Laisse-moi
tranquille maintenant.
La rue était déserte et noire, vraiment sinistre. Et cette femme qui
me serrait le bras rendait plus affreuse encore cette sensation de
tristesse qui m’avait envahi. Elle voulut m’embrasser. Je me reculai
avec horreur, et d’une voix dure:
—Allons, f...-moi la paix, n’est-ce pas?
Elle eut une sorte de mouvement de rage, puis, brusquement, se
mit à sangloter. Je demeurai éperdu, attendri, sans comprendre.
—Voyons, qu’est-ce que tu as?
Elle murmura dans ses larmes:
—Si tu savais, ça n’est pas gai, va.
 —Quoi donc?
—C’te vie-là.
—Pourquoi l’as-tu choisie?
—Est-ce que c’est ma faute?
—A qui la faute, alors?
—J’ sais-ti, moi!
Une sorte d’intérêt me prit pour cette abandonnée.
Je lui demandai:
—Dis-moi ton histoire?
Elle me la conta.

—J’avais seize ans, j’étais en service à Yvetot, chez M. Lerable,

un grainetier. Mes parents étaient morts. Je n’avais personne; je
voyais bien que mon maître me regardait d’une drôle de façon et
qu’il me chatouillait les joues; mais je ne m’en demandais pas plus
long. Je savais les choses, certainement. A la campagne, on est
dégourdi; mais M. Lerable était un vieux dévot qu’allait à la messe
chaque dimanche. Je l’en aurais jamais cru capable, enfin!
V’là qu’un jour il veut me prendre dans ma cuisine. Je lui résiste.
Il s’en va.
Y avait en face de nous un épicier, M. Dutan, qui avait un garçon
de magasin bien plaisant; si tant est que je me laissai enjôler par lui.
Ça arrive à tout le monde, n’est-ce pas? Donc je laissais la porte
ouverte, les soirs, et il venait me retrouver.
Mais v’là qu’une nuit M. Lerable entend du bruit. Il monte et il
trouve Antoine qu’il veut tuer. Ça fait une bataille à coups de chaise,
de pot à eau, de tout. Moi j’avais saisi mes hardes et je me sauvai
dans la rue. Me v’là partie.