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Fourth Edition

Jacobs and Chase

Operations and Supply Chain Management
Fifteenth Edition

Jacobs and Chase

Operations and Supply Chain Management: The Core
Fifth Edition

Schroeder and Goldstein

Operations Management in the Supply Chain: Decisions and Cases
Seventh Edition

Stevenson
Operations Management
Thirteenth Edition

Swink, Melnyk, and Hartley

Managing Operations Across the Supply Chain
Fourth Edition

Business Math
Slater and Wittry
Practical Business Math Procedures
Thirteenth Edition

Slater and Wittry

Math for Business and Finance: An Algebraic Approach
Second Edition

Business Statistics
Bowerman, et al.
Business Statistics and Analytics in Practice
Ninth Edition

Doane and Seward

Applied Statistics in Business and Economics
Sixth Edition

Doane and Seward

Essential Statistics in Business and Economics
Third Edition

Jaggia and Kelly

Business Statistics: Communicating with Numbers
Third Edition

Jaggia and Kelly

Essentials of Business Statistics: Communicating with Numbers
Second Edition

8
Lind, Marchal, and Wathen
Basic Statistics for Business and Economics
Ninth Edition

Lind, Marchal, and Wathen

Statistical Techniques in Business and Economics
Seventeenth Edition

McGuckian
Connect Master: Business Statistics

9
 page iv

Dedication
To Jenni, Derek, Rachel, and Sarah, who make my life so full!
Morgan Swink

To my wife and children, Christine, Charles and Beth, for their

support and patience.
To my colleagues in the United States (Dave Frayer, Randall
Schaefer, Nick Little) and in Australia (Jim Jose, Suzanne Ryan, Will
Rifkin, Kevin Lyons).
To these people, this book is dedicated.
Steven A. Melnyk

To Glenn and Caleb, for their love and support.

Janet Hartley

10
 page v

About the Authors

Courtesy of Morgan Swink

Morgan Swink
is Professor, Eunice and James L. West Chair of Supply Chain Management, and
Executive Director of the Center for Supply Chain Innovation at the Neeley School of
Business, Texas Christian University. He holds a BS in Mechanical Engineering from
Southern Methodist University, an MBA from the University of Dallas, and a PhD in
Operations Management from Indiana University. Before becoming a professor, Dr.
Swink worked for 10 years in a variety of manufacturing and product development

11
positions at Texas Instruments Incorporated. He has co-authored three books and
published over 75 articles in a variety of academic and managerial journals. Dr. Swink
is formerly the Co-Editor in Chief for the Journal of Operations Management and past
president of the Decision Sciences Institute.

Courtesy of Steven A. Melnyk

Steven A. Melnyk
is Professor of Operations Management at Michigan State University. Dr. Melnyk
obtained his undergraduate degree from the University of Windsor and his doctorate
from the Ivey School of Business, the University of Western Ontario. He has
coauthored 21 books focusing on operations and the supply chain and has published
over 90 refereed articles in numerous international and national journals. He is
Associate Editor for the Journal of Business Logistics. He also is a member of several
editorial advisory boards, including the International Journal of Production Research
and the International Journal of Operations and Production Management. Dr. Melnyk
has consulted with over 60 companies. He has also served as a member of the APICS
Board of Directors (2014–2016) and the APICS leadership team (2015). In 2017, Dr.
Melnyk accepted a joint appointment as the Global Innovation Chair in Supply Chain
Management at the University of Newcastle, New South Wales, Australia.

12
Courtesy of Janet L. Hartley

Janet L. Hartley
is Professor at the Department of Management at Bowling Green State University. She
received her BS in Chemical Engineering from the University of Missouri-Rolla, and
the MBA and PhD degrees in Business Administration from the University of
Cincinnati. Prior to graduate school, she developed new products and designed new
manufacturing processes for the Clorox Company. She has published over 30 articles on
supply management and supply chain management. She serves as an Associate Editor
for the Journal of Operations Management, Journal of Business Logistics, Journal of
Supply Chain Management, International Journal of Operations and Production
Management, and Journal of Purchasing and Supply Management. Dr. Hartley is
president-elect of the Decision Science Institute.

13
 page vi

Preface

We continue to live in dynamic and exciting times. Recent years have seen many
changes that have affected nearly every aspect of business, including operations
management. In this fourth edition of our book, we continue to reflect key shifts in
operations management, including transitions:
From a focus on the internal system to a focus on the supply chain. In today’s
highly competitive business environment, organizations must leverage the
capabilities of their suppliers and customers. Operations managers must look beyond
the “four walls” of the firm and take an integrated supply chain perspective of
operations.
From a local focus to a global focus. As Thomas L. Friedman pointed out,1 the
world is indeed flat. Business solutions generated in Argentina are used to meet needs
in the United States, and parts built by suppliers located in China are used to
assemble cars in Canada. Commercial needs have overcome, to a large part, national
borders, presenting new opportunities and challenges for operations managers.
From an emphasis on tools and techniques to an emphasis on systems, people,
and processes. To be successful, operations managers must think more broadly than
just the application of analytical tools and techniques. They must take a systems view
to address important managerial issues such as designing processes, working with
people, managing information flows, and building interorganizational relationships.
From myopic pursuit of profit to a holistic pursuit of sustainability. Pressures on
businesses have risen to the point that they can no longer ignore or give only
lipservice to social and environmental issues. Operations managers have to balance
the profit motive with the need to protect and even strengthen both people and the
planet.
From a static to a dynamic treatment of operations and supply chain

14
 management. We have revised each new edition to keep pace with changes taking
place in the field. In recent years, very evident changes include the emergence of
millennials as key consumers and the rapid developments taking place in digital
technologies. Consequently, in this edition, we introduce a new theme: digital. While
the basics remain the same, the context in which operations are managed continues to
change rapidly.
Managing Operations Across the Supply Chain provides a global, supply chain
perspective of operations management for students in introductory courses in operations
management and in supply chain management courses that do not require an operations
management prerequisite. While the book is primarily written for undergraduates, it also
can be used effectively in MBA courses. There are several features that help to
differentiate this book in its view of operations management:
Broader Vision of Operations Management While many operations management
textbooks have revised or added a chapter to address supply chain issues, we
developed our book from the ground up to effectively integrate operations
management and the supply chain. The primary focus of the book is operations
management, but we provide a “supply chain” perspective. Operations management
cuts across a firm’s boundaries, bringing together its internal activities with the
operations of customers, suppliers, and other partners around the world. We clarify
the functional roles of operations, supply management, and logistics while examining
the integrative processes that make up the supply chain. One unique aspect of the
book is that we examine both the upstream (supply-side) and downstream (demand-
side) aspects of the supply chain, including a discussion of marketing and customer
relationships.
Balanced Treatment The book balances the quantitative and qualitative coverage
needed to equip operations and supply chain managers for the challenges and
opportunities they face. It describes and applies analytical tools that operations
managers use to support decision making. However, we also address the important
managerial issues such as systems, people, and processes that are critical in a supply
chain context.
Integrative Frameworks The book introduces and develops various topics in supply
chain operations management using five integrative frameworks:
page vii

1. An operations strategy framework that brings together three critical elements: (1)
the key customer, (2) the value proposition, and (3) capabilities, introducing
students to a broad supply chain perspective of operations management.
2. A foundations framework that covers process fundamentals, innovation, quality,
inventory, and lean thinking.
3. A relational framework that highlights functional, supplier, and customer
management aspects of operations management.
4. A planning framework that covers demand and supply planning at multiple levels.
5. A change management framework that illustrates how projects and future
developments can be used to drive innovation in operations management.

15
 Use of Integrating Themes Four key themes are highlighted throughout the book:
digital transformation, global issues, relationships, and sustainability.

Digital technologies such as the Internet and other communication networks,

automation, and artificial intelligence are rapidly and radically changing
supply chain operations management. The book highlights numerous
examples of these changes, explaining how technologies are enabling faster,
better, cheaper, and richer customer experiences.

Because most organizations have supply chains that reach beyond a

home country, we examine the dynamic global environment
influencing supply chain operations management, taking care to
represent business norms and cultures in many different parts of the
world.

Operations managers must collaborate with other functional

personnel, with suppliers, and with customers to accomplish most
operations activities. The book showcases how to build, maintain, and
benefit from cross- functional and interorganizational relationships.

To reduce costs and be competitive, organizations today must adopt

sustainable business practices. Sustainability is increasingly becoming
a key metric for operations managers, and an important expectation of
customers. Accordingly, we have dedicated an entire chapter to
sustainability, while also incorporating it throughout the book.

Real, Integrated Examples The book brings operations and supply chain
management to life through opening vignettes, Get Real highlights, and rich
examples throughout the book.
Managing Operations Across the Supply Chain, fourth edition, offers a new, global,
supply chain perspective of operations management, a treatment that embraces the
foundations of operations management but includes new frameworks, concepts, and
tools to address the demands of today and changing needs of the future. The book is
organized into five major sections:
Part 1 Supply Chain: A Perspective for Operations Management provides an
overview of operations management as a field, and describes the strategic role
operations has in business from the perspective of supply chain management.
Part 2 Foundations of Operations Management discusses foundational process
concepts and principles that govern all operational activities. This section examines
concepts such as product/process innovation, quality, lean, and inventory

16
 fundamentals.
Part 3 Integrating Relationships Across the Supply Chain deals with the primary
functional relationships between internal operations management activities, and other
operational functions both inside and outside the firm. This section describes
customer relationship management, supply management, and logistics management.
Part 4 Planning for Integrated Operations Across the Supply Chain discusses
planning approaches and technologies used at different levels of operations decision
making. Key topics such as demand planning, forecasting, sales and operations
planning, inventory management, and materials requirements planning are examined.
Part 5 Managing Change in Supply Chain Operations discusses how operations
managers use projects, change programs, and technologies to shape a sustainable
future for operations and supply chain management.

CHAPTER-BY-CHAPTER REVISIONS FOR THE

FOURTH EDITION
In this major revision of Managing Operations Across the Supply Chain, our key
objective has been to integrate and highlight the role of digital technologies throughout
all aspects of supply chain operations management. We also strove to make all of the
content more concise and crisp. We have updated or replaced many of the opening
vignettes and Get Real stories throughout the book, along with other changes, which are
summarized below.

page viii
Chapter 1: Introduction to Managing Operations Across the Supply Chain
Introduced digital theme with examples illustrating how technologies are changing
operational processes.
Replaced example (now a restaurant supply chain) of functional relationships across
the supply chain.
Added new Cemex Digital Transformation case.

Chapter 2: Operations and Supply Chain Strategy

New opening vignette on Redbubble.
Added a case on Lil’ Me, a manufacturer of customized dolls that look like their
owner.
Additional discussion questions and problems.

Chapter 3 and 3S: Managing Processes and Capacity

Included a better focus on the notion of process thinking.
Additional discussion questions and problems.

17
 Expanded alternative process mapping approaches with the expanded coverage of
techniques such as service blueprinting.

Chapter 4: Product/Process Innovation

Introduced new concepts including product service platforms, servitization, and
augmented/virtual reality (VR).
Added new example for modular design.
New Get Real describing Lockheed’s application of VR.

Chapter 5: Manufacturing and Service Process Structures

Revised Table 5-1 to show inputs, transformation, outputs, and examples.
New Get Real explaining how Adidas uses digital technologies to customize shoes.
Moved service blueprinting to Chapter 3S.
Added figure to illustrate market orientation.
Updated the section Capability Enabling Technologies to reflect advances in digital
technologies.
New Get Real on Amazon Go explaining how digital technologies are changing
retailing.
Updated and added a discussion question.

Chapter 6: Managing Quality

Updated the Hyundai story to include awards and changes within the last 3 years.
Updated Get Real on food safety.
Dropped discussion of Malcolm Baldrige award.
Additional problems.

Chapter 6 Supplement: Quality Improvement Tools

Additional discussion questions and problems.

Chapter 7: Managing Inventories

Added discussion of customization and customer service aspects of inventory
location decisions.
Additional problems applying square root law.
Added discussion of Internet of Things (IoT) and inventory visibility in the supply
chain.
Added fuller discussion of choice between using P and Q inventory models.
New Case: Dexter’s Chicken.

Chapter 8: Lean Systems

Additional discussion questions and problems.

18
Chapter 9: Customer Service Management
New opening vignette on the “Amazon Effect.”
New discussion of digital enhancement of customer service including omnichannel
service, product platforms, and crowdsourcing service.
New discussion of social (millennials) and global impacts on customers’ service
expectations.
New Get Real on service delivery failures.
New section on service information.

Chapter 10: Sourcing and Supply Management

Updated the opening vignette on sourcing and supply management at Chipotle to
reflect challenges with food safety.
New Get Real on Resilinc and supply chain risk management.
Updated the Get Real box on Takata airbags.
New Get Real showing how Boeing is doing more insourcing.
Added a section on Supply Category Management.
Revised the Examining the Sourcing Process.
New Get Real showing the importance of supplier innovation in self-driving
vehicles.
Updated the discussion of information sharing to reflect new digital technologies
such as blockchain.
Additional discussion questions.
Added new sourcing case.

Chapter 11: Logistics Management

Updated opening vignette about Amazon’s innovations in delivery.
Moved cost management discussion to Logistics Network Design.
Changed Warehouse Management to Distribution and Fulfillment Management.
New Get Real on Walmart’s delivery policy.
page ix
Added discussion of electronic logging devices (ELDS).
Added discussion of last mile delivery.
New Get Real explaining how logistics network design caused a chicken shortage for
KFC.
Updated and added discussion questions.

Chapter 12: Demand Planning: Forecasting and Demand Management

New opening vignette on how Walmart uses weather, social media, and other data to
forecast sales.
Get Real on how Lennox uses artificial intelligence to improve demand planning.
Enhanced discussion of artificial intelligence.

19
 New discussions of social media and dynamic pricing in demand management.

Chapter 13: Sales and Operations Planning

Additional discussion questions and problems.

Chapter 14: Materials and Resource Requirements Planning

Updated opening vignette on Blue Apron, a home meal delivery service.
Updated the Advances in Planning Systems to reflect digital technologies.
New Get Real showing how MOD Pizza is using a cloud-based ERP system for
planning.

Chapter 15 and 15S: Project Management

Updated opening Pixar vignette.
More in-depth discussion of stages in project life cycle.
New discussion of agile project management.
New Get Real on Spray-N-Wash project.
Deeper discussion of project management software.
New example of a business case for a proposed project.

Chapter 16: Sustainable Operations Management—Preparing for the Future

Updated Unilever vignette with achievements of zero landfill waste.
New Get Real on Patagonia’s sustainability efforts.
Discussion of Starbucks Reserve, a new experiential coffee store in Seattle aimed at
making the experience of brewing and enjoying a unique cup of coffee critical and
attractive.
Discussion of how the Internet of Things (IoT) is affecting not only the supply chain
but also the business model.
New case: “Sourcing Outside the Cage.”
Expanded discussion of the changes in customer (specifically the advent of
millennials) is changing how firms compete and how operations and supply chain
management is carried out.

1Thomas L. Friedman, The World Is Flat: A Brief History of the Twenty-First Century (New York: Farrar, Straus,
and Giroux, 2006).

20
 page x

Acknowledgments

We would like to express our appreciation to the people who have provided assistance
in the development of this textbook. We express our sincere thanks to the following
individuals for their thoughtful reviews and suggestions:

Andrew Borchers, Lipscomb University

Bertie Greer, Wayne State University
Brian Jacobs, Michigan State University
Bruce A. Meyer, Bowling Green State University
David Dobrzykowski, Bowling Green State University
Dennis McCahon, Northeastern University
Edward D. Walker, Valdosta State University
Helen Eckmann, Brandman University
Iddrisu Awudu, Quinnipiac University
Jeanetta Chrystie, Southwest Minnesota State University
Jeff Brand, Marquette University
Jiayi Kate Li, Suffolk University
John Edward Carroll, Wesleyan University
John R. Grandzol, Bloomsburg University
Karen Eboch, Bowling Green State University
Kelwyn DSouza, Hampton University
Madeleine Pullman, Portland State University
Narendra K. Rustagi, Howard University
Nicoleta Maghear, Hampton University
Richard Parrish, Liberty University
Rick Bonsall, McKendree University

21
Rosa Oppenheim, Rutgers University
Samuel Chinnis, Guilford Technical Community College
Sandra Obilade, Brescia University
Stephen Hill, University of North Carolina, Wilmington
William Sawaya, Bowling Green State University
Xiaowen Huang, Miami University, Ohio
Yao Jin, Miami University

We also want to express our sincere thanks to the following individuals for their
exceptional contributions: Katherine Eboch, Bowling Green State University; William
Berry, Professor Emeritus, Queens College; David Weltman, Texas Christian
University; Frank Novakowski, Davenport University; and Jody Wolfe, Clarke
University.
We want to thank the outstanding McGraw-Hill Education production and
marketing team who made this book possible, including Harper Christopher, executive
marketing manager; Chuck Synovec, director; Tim Vertovec, managing director; Fran
Simon and Jamie Koch, content project managers; Sandy Ludovissy, buyer; Kevin
Moran, digital content development director; Egzon Shaqiri, designer; and Ann Marie
Jannette, content licensing specialist.
A special thanks to our outstanding editorial team. We greatly appreciate the
support, encouragement, and patience shown by Tobi Philips, our product developer.
Thanks for keeping us on track! Our portfolio manager, Noelle Bathurst, provided
excellent guidance and leadership throughout the process. We truly appreciate it!
Morgan Swink
Steven A. Melynk
Janet L. Hartley

22
 page xi

Walkthrough

The following section highlights the key features of Managing Operations Across the
Supply Chain and the text’s accompanying resources, which have been developed to
help you learn, understand, and apply operations concepts.

CHAPTER ELEMENTS
Within each chapter of the text, you will find the following elements. All of these have
been developed to facilitate study and learning.

Opening Vignette
Each chapter opens with an introduction to the important operations topics covered in
the chapter. Students need to see the relevance of operations management in order to
actively engage in learning the material. Learning objectives provide a quick
introduction to the important operations topics that will be covered in the chapter.

23
 page xii

Key Terms
Key terms are presented in bold and defined in the margin as they are introduced. A list
of chapter key terms is also available at the end of the chapter.

Student Activity
At appropriate moments students are asked to do a personal activity that illustrates the
concept being presented or covered, thereby helping them learn to apply the concepts
and understand them more deeply.

24
Numbered Examples
Numbered examples are integrated into chapters where analytic techniques are
introduced. Students learn how to solve specific problems step-by-step and gain insight
into general principles by seeing how they are applied.

page xiii

Get Real Boxes

25
Another random document with
no related content on Scribd:
See brudder’s funny face, baby?
Slim
[Coming out, and speaking with boundless contempt.]
Dat’s de last time I tackle a job along wit’ a fambly man!
Bessie
Bill, yuh promised us a Christmas tree!
Pete
An’ we knowed yuh’d get us one!
Annie
Yuh said yuh was gonna get one, didn’t yuh, Bill?
Maggie
So we folleyed yuh all de way—
Pete
Yuh couldn’t lose us, Bill!
Annie
Not on yer life!
Pete
We wanted dat tree!
T’eodore
[A grand climax.]
An’ here it is!
[There is a chorus of delighted screams as the children
surround the tree.]
Bessie
Bill, what a peach of a tree!
Pete
Some tree!
Annie
Lookit de presents!
T’eodore
Golly, lookit de presents!
Maggie
See de boo-ful tree, baby?
[She makes the baby clap its hands.]
David
[Puzzled, as the children, shrilling their delight, descend
upon the gifts.]
Say, Santa Claus, I didn’t know you had a family.
Slim
[With infinite disgust.]
Kid, yuh said a mout’ful!
David
Are they all related to you?
Bill
[Not too modestly.]
Me eight brudders an’ sisters—count ’em. Bessie—an’ Pete—dey’re
twins. An’ Maggie—dat’s her holdin’ de baby—an’ T’eodore—an’
Annie—an’ Grover—an’ Woodrow—an’ Calvin—dat’s de baby.
David
Do they all come from the North Pole?
Bessie
[With injured American pride.]
W’at do yuh t’ink? We’re a lot of Polanders?
 Bill
De Nort’ Pole? De Nort’ Pole’s warm next to w’ere dey come from.
My paw ain’t woikin’, an’ de landlord toined off de heat w’en I didn’t
pay de rent.
David
Rent? What’s rent?
Slim
[As Bill gazes appealingly at him.]
Yuh started dis. Yuh tell him.
Bill
Rent? Rent’s somethin’ yuh pay w’en yuh get money.
David
And when you don’t get it?
Bill
Yuh don’t.
Slim
[Becoming impatient.]
Say, what I wanna know is dis: is dis a kidnapin’ party, or is dis a kid
party?
David
What’s a kidnaping party, Santa Claus?
Bill
I’ll show yuh.
[He calls to the children.]
Hey, fellers, we’re gonna beat it.
Pete
Naw!
 Bessie
We don’t wanna go, Bill.
Annie
We wanna play wit’ de presents!
T’eodore
Lookit de sleds!
Pete
An’ de boxin’ gloves!
Annie
An’ de railroad trains!
Bessie
An’ de trumpets!
Maggie
See de pretty flowers, baby?
Pete
[Parceling out the musical instruments.]
Yuh take dis—and yuh take dis—an’ w’en I say “Ready,” yuh all blow
to onct.
Slim
[Anxiously.]
Nuttin’ doin’!
Pete
Ready!
[The din is terrific.]
David
 [Indicating the instruments with some anxiety, and pulling
Bill’s sleeve.]
Santa Claus, they haven’t been boiled!
Slim
W’at?
David
They haven’t been boiled, Mr. Slim!
Slim
[And you know he means the children—not the toys.]
Dey oughta be!
Pete
All ready? Go!
[The uproar is repeated.]
Slim
[To Bill.]
An’ I told yuh not to make a sound!
Bill
Say, kid, dere ain’t nobody else on dis floor, is dere?
David
No—nobody but us.
Bill
[Drawing a sigh of relief.]
Dat’s good. Now, fellers, we’re gonna go—
Slim
[Interrupting.]
An’ we’re gonna take him—
 [He indicates David.]
along with us.
Bessie
W’at’s de hurry, Bill?
Pete
We don’t wanna go!
T’eodore
Not now!
Bessie
Bill, dere’s no place fer us to go to.
Bill
W’at do yuh mean?
Pete
De landlord, he come along w’ile we was leavin’, an’ he says we
needn’t come back—none of us—never.
Bessie
[Rather pleased with her news.]
He says he’ll put de furniture on de sidewalk, an’ yuh can git it
w’enever yuh like.
Pete
De sooner de better, he says.
Bessie
Yea—an’ dat wasn’t all he says!
Bill
[Aghast.]
He trun yuh out de moment my back was toined?
 Bessie
Yuh bet he did!
Bill
He trun yuh out? He trun yuh out?
Bessie
Dat’s w’at I’m tellin’ yuh.
Bill
An’ what did paw say?
Bessie
Paw says ef yuh can’t support him in better style den dat, he’s gonna
quit yuh cold.
Bill
W’at do yuh t’ink of dat, Slim? Ain’t it de limit? Ain’t dat de absoloot
limit?
David
[Seizing Bill’s hand.]
What’s the matter, Santa Claus?
Bill
[Angrily.]
Aw, nuttin’!
David
Why don’t you tell me, Santa Claus?
Bill
[Bitterly.]
Dere’s nuttin’ de matter—on’y de kids ain’t gonna have a roof over
deir heads to-night!
David
Because you didn’t get money?
Bill
Dat’s w’y.
David
And because you didn’t pay the rent?
Bill
Yuh said it, kid.
David
But why do you want a roof over their heads? Can’t we take them
along with us?
Bill
W’at’s dat?
David
They can come to the North Pole too, can’t they? Of course it will be
a little crowded in the sleigh, but there’ll be room for all of us if we sit
close. And we’ll have lots of fun!
Slim
[Meaningly.]
Do yuh hear dat, Bill?
David
[Eagerly.]
The reindeer are waiting outside!
Slim
Aroun’ de corner.
David
Dancer and Prancer, and Blixen and Vixen—
Bill
 [Interrupting.]
De reindeer’s name is Lizzie—an’ her radiator’s froze.
Slim
[Crossing to him earnestly.]
But it’s gonna get us away from here, Bill! We get outa de city—we
go somew’eres in de Bronx—an’ den we give Millman a ring on de
telephone—
David
Don’t telephone daddy; he’s always busy.
Slim
He won’t be busy dis time.
[He argues with Bill.]
David
You don’t know my daddy! My daddy is the busiest man in the world!
When he comes to see me, he says, “Exactly ten”—and that means
exactly ten. When I want to see him I have to ask his secretary—and
sometimes he can’t see me at all.
Bessie
Do yuh like dat?
David
I don’t like it—but I guess daddy has to work.
Bessie
Your daddy woik? W’at fer?
David
I guess he wants his money—so that he can pay his rent.
[Bessie snickers. David bridles indignantly.]
Don’t make fun of him! I won’t let anybody do that! I don’t think
anybody works as hard as he works! Why, he starts in the morning
before I get up, and sometimes when I wake in the middle of the
night, I tiptoe to the door of my room, and I can see the light burning
in his study downstairs! Daddy works hard—and he looks so tired!
He’s so tired sometimes that he won’t let me sit in his lap.
Bessie
My daddy lets me sit in his lap all I like!
David
[Eagerly.]
Does everybody call him a fine man?
Bessie
[A bit dubiously.]
Dey calls him all sorts of t’ings—but he don’t mind dat.
David
Do the policemen stop and speak to him?
Bessie
Not ef he sees dem foist.
David
Do they send men to his house to take his picture?
Bessie
[With pardonable pride.]
Dey don’t have ter: dey got his pitcher at headquarters.
Bill
[Who has been arguing with Slim in undertones during the
preceding dialogue, now turns abruptly.]
Come on, fellers! We’re gonna go!
[Slim takes David’s hand.]
A Chorus
Naw, Bill!... We wanna play wit’ de presents!... We don’t wanna leave
de presents!... We want de presents!
Bill
[Angrily.]
Come on, I say!
Maggie
[Appealingly.]
Baby don’t wanna leave de presents!
David
Santa Claus, let them take the presents with them!
[As Slim releases him in astonishment, he runs to the
children.]
Here: you take this, and here’s something for you; and you take one
of the railroad trains—don’t forget the tracks—and you take the other
one.
Bill
[Dumbfounded.]
Yuh’re givin’ away yer toys?
David
[Busy distributing gifts.]
They want them more than I do!
[He turns again to the children.]
Here: you can carry more than that!
[Annie’s arms are full already, but he piles toys on the
heap.]
Put these on top. Take them along.
[To Pete.]
Do they let you ride a bicycle?
Pete
Sure t’ing!
David
Then take this one.
[To Bessie.]
Do they let you go coasting on a sled?
Bessie
All I want—ef I gotta sled.
David
Here’s one for you.
[To T’eodore, holding up a pair of boxing gloves.]
Can you use them?
T’eodore
Kin a duck swim?
David
Take them.
Pete
[To Bill.]
Hey, Bill, can I have de tennis racket?
Bill
[To David.]
How about it?
David
[And you see it hurts—and besides Pete’s arms are full.]
He wants it more than I do.
 Maggie
[With a cry of delight.]
Gee, look w’at I found! Ice skates! See de ice skates, baby?
David
Ice skates!
[He pauses; takes them in his hand; caresses them. This
time it hurts very much indeed.]
Bill
[Almost savagely.]
W’at are yuh gonna do, kid?
David
[Smiling at Bill.]
I’m going to give them to her.
[He places them in Maggie’s hands.]
Take good care of them—and look out for the baby—they’re sharp.
[He turns to Bill.]
And now, Santa Claus, what’s a kidnaping party?
Bill
Yuh wanna know dat?
David
Yes, Santa Claus!
Bill
Yuh really wanna know?
[David takes his hand and nods eagerly. Bill hesitates.
Then he glares defiantly at Slim, and turns to David.]
Kid, yuh ain’t never gonna loin dat from me!
 Slim
[With hostility.]
W’at did yuh say?
David
[Apologetically.]
I didn’t mean to forget your present, Mr. Slim.
[He runs to the tree and fetches the candy.]
Here you are! And Merry Christmas!
[He gives Slim the box.]
Slim
De candy! Dat’s my idee of one fine present!
David
And now, Santa Claus?
Bill
[Shaking his head.]
Kid, it’s gonna cost me a lotta coin—an’ gee, w’at wouldn’t I do wit’
just a coupla dollars?—but youse a little gen’leman—see?—an’ ef
anybody lays a finger on yuh, I’ll moider him!
[He casts a defiant glance at Slim, and claps his arm upon
David’s shoulders in a rough accolade.]
Kid, youse a good sport—
[He bows grotesquely.]
—an’ I take me hat off to yuh! Yours truly, John W. Santa.
Slim
[Gasping.]
Youse gonna leave him here?
Bill
Yuh hoid me.
Slim
But we come here to—
Bill
[Interrupting.]
I changed my mind—see? A guy dat’s a he-man can do dat little t’ing
—an’ John W. Santa’s a he-man!
[He indicates David.]
I’m gonna leave him here—an’ me an’ de kids is gonna beat it—an’
youse is comin’ along, too; don’t yuh forget dat!
Slim
Bill! Yuh said yuh was hard-boiled!
Bill
[Crossing to him menacingly.]
Ef yuh don’t believe it, now’s de time to try me!
[He pauses.]
Well?
[There is a sudden loud knocking at the locked door at the
right.]
Halligan
[Outside.]
Let me in! Let me in or I’ll break down the door!
Slim
Beat it!
[There is a rush for the windows, but it stops short as the
door at the left, which has been ajar for some
moments, suddenly opens, and Millman stands on
the threshold.]
 Bill
[Rising nobly to the occasion.]
A-choo!
David
God bless you!
Slim
We’re pinched!
Millman
[Quietly.]
Just that.
Slim
[Jerking his thumb toward the window.]
Cops outside?
Millman
[Nodding.]
They saw you come in. They’ve been waiting for you to come out.
Annie
[Beginning to cry.]
I want my presents!
Halligan
[Hammering at the door again.]
Let me in!
Millman
Let him in.
[Bill crosses to the door and unlocks it. Halligan and
Vicky, both wabbly, but on their feet again, come into
 the room.]
Vicky
Master David! Master David! They haven’t hurt you, have they?
[She rushes to him.]
David
Santa Claus wouldn’t hurt anybody. He was going to give me a
kidnaping party, that was all.
[He pats Bill’s hand.]
Vicky
[Horrified.]
Master David!
Halligan
[Producing a whistle.]
Shall I whistle for the police, sir?
Millman
Wait, Halligan.
[He turns to the intruders.]
The house is surrounded. There is no way you can get out.
Bill
[Most unhappily.]
Yes, sir.
[He takes off his mask. For the first time we see his face:
the face of a half-starved lad with big eyes.]
Millman
Bear that in mind.
[Most unaccountably, most leisurely, he turns his back on
Bill, and draws up a chair.]
Davy, how would you like to sit in my lap?
David
I’d love it, Daddy!
Millman
So would I.
[David rushes to him. Millman settles him comfortably,
quite oblivious of the others.]
There. There. David, where were you going with this man?
David
Not “this man,” Daddy: it’s Santa Claus.
Millman
I meant Santa Claus.
David
I was just going to the North Pole.
Millman
Were you going to leave me alone?
David
I would have come back to-morrow or the next day, Daddy—if you
wanted me.
Millman
[Eloquently.]
If I wanted you!
[He pauses.]
Are you sure you would have come back, Davy?
David
Well, pretty sure.
 [He hesitates.]
I wouldn’t want to bother you if you were busy.
Millman
[Wincing.]
I’m not so busy as you think, Davy.
David
No?
Millman
No.
[He pauses.]
Sometimes, when a man’s lonely—when he misses somebody who’s
gone terribly, terribly much—he tries to make himself busy. Do you
understand that, Davy?
David
I think I do. You mean—Mummy.
Millman
I mean—Mummy.
[His voice lightens.]
But now that my little boy is growing older, I don’t expect to be nearly
so busy any more.
David
[Ecstatically.]
Really, Daddy?
Millman
Honest and truly!
David
[Turning to Bill.]
Did you hear that, Santa Claus?
[Bill shuffles his feet and does not answer.]
Millman
[Sharply.]
Did you hear that, Santa Claus?
Bill
Yes, sir. I hoid him.
Millman
[Trying to speak lightly.]
And now, if you still want to go to the North Pole with Santa Claus—
you may go.
[He pauses.]
Do you want to go?
David
[Hesitates; rises; looks at his father; looks at Bill—and
then, to his father’s unutterable horror, runs to Bill.]
You won’t mind, will you, Santa Claus?
[Bill is silent.]
Millman
[In a tone like that of a whiplash.]
Answer him!
Bill
[Addressing David, and exceedingly gruff.]
W’at do yuh mean, kid?
David
You won’t mind if I stay here, will you? I don’t care so much about
that old North Pole.