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This Book is in Good Condition. Clean Copy With Light Amount of Wear. 100% Guaranteed. Summary: CASE 1: CostMart Warehouse (Physical Inventory). CASE 2: Johnston Products (PAC). CASE 3: Kathy's Kreamy Kreations (Process Design). CASE 4: Let's Party! (Purchasing). CASE 5: Northcutt Bikes I: The Production Planning Problem (Production Planning). CASE 6: Fran's Flower Shop (Process Design). CASE 7: Acme Polybob Company (MRP). CASE 8: Wescott Products (MPS). CASE 9: Sangster Manufacturing I: Aggregate Production Plan (Production Plan/MPS). CASE 10: Sangster Manufacturing II: Master Production Schedule (MPS). CASE 11: Atlantic Electric I: The Surprise Backorder (MPS). CASE 12: Atlantic Electric II: The Short Shipment (MRP). CASE 13: Connory Manufacturing (Purchasing). CASE 14: Consolidated Weedcutters (MRP). CASE 15: The Case of the Vanishing Inventory (MRP). CASE 16: Your Office Warehouse (Inventory). CASE 17: Sandbar Beach Hotel (Long-range Capacity). CASE 18: Crofts Printing Company (PAC). CASE 19: Carl's Computers (Inventory). CASE 20: Happy Wanderer, Motor Home Company (Business Organization). CASE 21: Mighty Mountain Bikes, Inc. (Forecasting). CASE 22: Northcutt Bikes II: The Forecasting Problem (Forecasting). CASE 23: Melrose Products (Process Design). CASE 24: The Competitive Bidding Trap (Inventory). CASE 25: Cranfield Manufacturing Company (MRP). CASE 26: Moto-Tractor Company (Products/Design). CASE 27: Northcutt Bikes III: The Service Department (Inventory). CASE 28: MyTowne Food Stores (Warehousing). CASE 29: Manchester Manufacturing (Consolidation). CASE 30: Metal Specialties, Inc. (Transportation). CASE 31: Mid West Tile Company (Transportation). CASE 32: Skimmer Watercraft (Transportation). CASE 33: Bremer Packaging (JIT). CASE 34: Murphy Manufacturing (JIT). CASE 35: Accent Oak Furniture Company (Quality). Bookseller Inventory #

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An interesting book containing 35 examples of problems that production and inventory management professionals face throughout their working lives, Introduction to Materials Management Casebook allows readers to have a better understanding of the issues involved in their decisions on the job. It asks readers to think beyond the box, showing them the multiple concepts that must be considered to find solutions to the problems at hand. The small, focused cases presented allow readers to fully understand the problems that they can encounter; topics covered include: physical inventory, process design, purchasing, production planning, master production schedules; vanishing inventory; long-range capacity; business organization; forecasting; warehousing; consolidation; transportation; and quality. An excellent resource for those involved in production planning, inventory control, traffic, and marketing.

From the Inside Flap: PREFACE

This casebook is intended to be used as a companion to the textbook Introduction to Materials Management. However, its usefulness is not limited to this particular text. The cases are designed as examples of the problems that production and inventory management professionals face throughout their working lives.

Students of these cases are typically undergraduates in an introductory course, but the cases also could be used in an introductory course in the master's program, especially with supplemental questions.

This casebook is written to take the student beyond the problems included in Introduction to Materials Management. Most chapters have cases, and some cases bridge more than one chapter. Also, the cases vary in level of difficulty, with the more challenging cases requiring the student to think about the management issues involved in their decisions on the job. In all cases, the student has to think beyond the pure "formula application" problem typically found in many textbooks. Generally, the cases will force students to apply multiple concepts and to consider the solution in the context of the situation as opposed to merely finding an answer.

Each of us brings to this Introduction to Materials Management Casebook extensive experience in manufacturing and many years of full-time teaching. We welcome your feedback on the content in this text.

We would also like to thank the reviewers of this text: Doug Kopscik, Greenville Technical College; Daniel C. Steele, University of South Carolina; Mehran Hojati, University of Saskatchewan; and Dan Ost, Fox Valley Technical College.

J. R. Tony Arnold,
Professor Emeritus
Fleming College
Peterborough, Ontario
tarnold-15@home

Stephen N. Chapman, Ph.D, Associate Professor
Department of Business Management
College of Management
North Carolina State University
stephen_chapman@ncsu

Lloyd M. Clive, Professor, Business Administration
Fleming College
Peterborough, Ontario
lclive@flemingc.on.ca

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