Documenting the Media Revolution Research Paper

Documenting the Media Revolution - Research Paper Example Although the whole of North America is under the impact of web through broadband availability, getting entertained through TV online but the TV still rules the roost (Alang par. 1). Latest developments indicate that it is not the web that is capturing the database of TV viewers but the reverse is becoming true. Contrary to the popular assumption, people are not getting distanced from TV and turning towards the internet, but the web is approaching towards TV. And the amusing part is that cause of web content enlarging in size and potential is that it is getting distanced from computers. The big question remains to be researched still is that is it the web, entering into the space of TV or it is the other way (Alang par. 1). B. Media has impacted teens TV watching activity greatly, as is evident from the survey organized on the national scale, revealing that all U.S. teens aged 14-18 have available in their homes TV, VCR, radio, and CD player. Most of the teens have a computer with int ernet connection also. They view a mix of all popular media, including not only TV but videos, movies, music, computers and video games besides reading books, magazines, and newspapers. Television leads the other electronic gadgets, as it mostly remains switched on. About half the teens aged 8-18 have reported that the TV is on â€Å"most of the time.† Two-thirds have revealed that TV is not off during eating hours as well. Percentages of teens TV viewing differ even in the various teen age groups, such as the 14- to 18-year-olds view TV for nearly 2? hours, nevertheless, they view less TV than kids aged 8-13. The older teens have other recreational activities, such as listening to music on an average, nearly 2? hours a day. Comparing teens TV watching time with their computer usage, it has been revealed that TV takes precedence over computer, as teens spend only 30 minutes using a computer (Clinton 11). The survey on teens TV watching behavior has offered critical insights f or parents also to bring the limit of TV watching of their children under control. The â€Å"less contented† youth watches more various media, while â€Å"most contented/well-adjusted† spends lesser hours on various media, including TV. It has causal inference for parents to observe closely the impact of the media on youth. The American Academy of Child and Adolescent Psychiatry has offered guidelines to parents for not only teens TV watching but family programs watched by all members of the family need to be controlled for not spending long hours so that teens could have a positive experience with TV. Role of President Clinton and Vice President Gore is appreciable for enforcing legislation for installing the V-Chip in all new television sets sold starting January 1, 2000. There is no doubt that teens watch TV relatively more than any other media, and other demographic groups are catching with them by spending long hours in TV viewing, especially parents, but it needs to be controlled (Clinton 11). C. Freeman proclaims television to be the winner for seeing â€Å"The Fighter.† He cannot forget the days when the whole family used to see â€Å"event TV†. There have been many instances of bringing television programming to the internet. Internet has enabled possibilities of winning awards at such events. The live TV has enabled events such as Grammys and the Super Bowl reaching record ratings, to the credit of internet or to attribute more rightly to

Competitive Strategy Essay Example | Topics and Well Written Essays - 250 words

Competitive Strategy - Essay Example The offshoot is that film companies or online retail sites such as Amazon.com can afford to analyze each consumer data and provide specific services and product characteristics that meet his profile requirements. The processes involved take a few seconds to finish due to the sheer speed of today's broadband technology. The data generated by Internet technology allows movie distributors to tailor their offerings according to several variables such as the demand, the availability, popularity, and other factors that are revealed in the individual client data. It has become easier, hence, for film companies to introduce price formation, price differentiation and price bundling (Meier and Stormer 2009, 21). The efficacy of the Internet as a film-selling platform is underscored by the research that found about 121 million Internet users per month streamed or downloaded video in the United States back in 2007 and that this was expected to swell to 165 million by 2011 (Plunkett 2009). Anothe r important dimension to e-commerce is the benefit brought about by the digitalization of films. As films are compressed into digital files, Internet users can download them easily besides buying hard copies such as those in DVD and Blu-ray formats. As a result film distributors can now offer different products and could package films either for sale, for rent or for subscription (OPEC 2009, 45).

Business skills(IT SKILLS) Essay Example | Topics and Well Written Essays - 500 words

Business skills(IT SKILLS) - Essay Example Presenting these studied facts and figures of the opposite party during the course of negotiation, shows the awareness of the negotiator and prohibits exaggerated statements from the other party. It also portrays a better picture of the negotiator on the other party. Points to be discussed and emphasised should be sorted out before the negotiation deal. Arguments on each point should be worked out. This exercise will save the time and confusion and also save the discussion session from getting bore. Documentary proofs of the facts should be kept and presented when required, to generate confidence. Enough opportunity should be given to the other party to present its views. This may lead to some points which the negotiator planned to discuss, but are automatically agreed upon by the other party. Behaviour of an expert negotiator during the meeting may always remain clam and friendly. Even if unpleasant things go on, he or she should keep cool and try to mould the things in his or her favour. Negotiator should never show extreme gestures like over-excitement, or perturbed. A good negotiator should be a good listener. An expert negotiator peeps into the eyes of the other party while presenting his or her views. This is a psychological action.

Team Work Essay Example for Free

Team Work Essay Teamwork is the concept of people working together as a team to achieve the underlying objectives of the organization. The team  must have a clear vision of each of these short-term milestone goals as well as their impact on the long-term business goals of the organization. In many organizations today people working by themselves in achieving the overall objectives of the organization cannot accomplish certain goals and usually require people to work together with others due to its complexity, interrelatedness and the voluminous of the tasks undertaken. In fostering    there is no one individual who owns a work area or process all by themselves, people should be open and receptive to ideas and input from others in the TEAM. The values of teamwork should be shared among the members of the team while compensation and rewards should depend on collaborative practices as much as individual contribution and achievement. It is important to identify â€Å"† and thereby set a benchmark to the rest of the teams. However before embarking on   conflicts of all kinds should be resolved within the organization. Apart from the required technical expertise, a variety of social skills are essential for success in a culture. The Forming-Storming-Norming-Performing model (Bruce Tuckman, 1965) takes the team through four stages of TEAM development. These phases are essential and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, plan the work effectively and deliver the end results. However there is a need to establish and develop collaboration and trust between team members vis a vis interactive exercises, team assessments which will enable teams to cultivate effective team building strengths amongst each other. Modern society and culture continues to become more dynamic and the factors contributing towards this include the communications revolution, the global market, specialization and division of labor. Thereby individuals are now required to work with many different groups of people in their working environment and also the personal lives. Successful   that creates effective, focused work teams requires attention to the following areas mentioned in Figure A. Figure A Empowerment is the process of giving an opportunity or authorizing an individual to take decisions, think creatively and have a control of his/her duties in an organization. It is the responsibility on the organization to create a work environment, which helps the desire of employees to act in empowered ways. Top management of organizations has a very important role to play in making employee empowerment successful. Initially the managers need to understand what empowerment really means; and thereby establish boundaries for empowerment, in the event of the managers absence, the decisions that could be made by staff members should be clearly defined; Managers should also build faith and trust on their decisions made by their employees; further managers should coach, train and provide necessary information and learning opportunities for staff to make effective decisions. They should tackle situations wisely and not blame or punish their staff for minute mistakes to avoid employees flee from empowerment, The organizations should ensure that they remove barriers that limit the ability of staff to act in empowered ways. Employees should be motivated in terms of compensation, recognition and responsibility in order to drive success of empowerment. The Flow Chart below depicts the increasing role for employees and decreasing role for supervisors in the decision making process in today’s context. The supervisor makes the decision and cascades it to the staff The supervisor makes the decision and obtains commitment from staff The supervisor invites idea’s into a decision while retaining authority to make the final decision The supervisor invites employees to join him/her in order to make the final decision The supervisor delegates to another person to make the necessary decisions. This is only where empowerment steps in. Ceylon Tobacco Company (CTC) Limited continued it’s Sri Lankan operations and was incorporated in 1932. Between years of 1990 – 1994, a self assessment was conducted and CTC identified the following lacunas such as lack of overall direction, lack of awareness on business issues, discontinued management team, departments functioning in isolation and in disciplined environment. After which the management identified Key initiatives and actions such as knowledge management, people involvement, culture change, gaining confidence of unions/employees and improvements in productivity via practicing concepts of Teamwork, industrial harmony etc. During the period 1995 – 1996 CTC focused on building Trust within the company employees by adapting Teamwork throughout the organization, extensive training for shop floor employees, common time entry system, common recreation facilities, common social events etc. During 1997, shared vision and mission with focus business strategy, re-engineered business processes, multidisciplinary cross functional project teams, extensive training and education, creation of a winning culture, industrial and non industrial benchmarking and focus on continuous improvement.

Jack The Ripper :: essays research papers fc

Jack the Ripper   Ã‚  Ã‚  Ã‚  Ã‚  Jack the Ripper killed five women between the 31st of August 1888 and the 9th of November 1888. They were murdered in Whitechapel and Spitalfields in the East End areas of London, England. The killer was never caught and because of this there are hundreds on his personality and motives. No other killer in the British history rivaled that of the gruesome, mocking, utterly superior Jack the Ripper, a multiple murderer whose arrogance and boldness deified the entire police department of London and held in terror a great city for as long as he cared to roam its streets and slay at will.   Ã‚  Ã‚  Ã‚  Ã‚  Mary Ann “Polly'; Nichols, aged 42, was the first of the Ripper victims, according to dedicated Ripperologists. Her body was found on Buck’s Row by a patrolling constable at 3:15 a.m. on August 31st 1888. The ripper had slashed her throat twice, and her abdomen had been savagely cut exposing the intestines. Her vaginal area had also been mutilated. The woman approximately five feet two inches tall with brown graying hair, brown eyes, and several missing teeth. Mary Ann Nichols had a drinking problem and spent most of her life making her earnings as a prostitute. She was a sad, destitute woman, but one that most people liked and pitied.   Ã‚  Ã‚  Ã‚  Ã‚  Annie Chapman, known to her friends as “Dark Annie';, was a 47 year old homeless prostitute. Suffering from depression and alcoholism, she did crochet work and sold flowers. Eventually she turned to prostitution despite her plain features, missing teeth and plump figure. She was found murdered on Saturday, September 8, 1888. Hey throat was cut and she had been very mutilated. Her abdomen had been cut open and the intestines had been removed and placed on her shoulder. The contents of the pelvis including her female organs and the bladder had been removed. No trace of these parts was found. The incisions were cleanly cut, the work obviously of an expert who had knowledge of anatomy and physiology   Ã‚  Ã‚  Ã‚  Ã‚  Elizabeth Stride was born on November 27, 1843 in Gothenburg, Sweden. She was a well-liked woman who people nicknamed “Long Liz';. While she may have occasionally prostituted herself, for the most part she earned a living by doing sewing or cleaning work. She had blue eyes and wavy brown hair. She was also plump and missing several teeth. She was found murdered on Sunday, September 30, 1888.

Foundations to Human Development

Foundations of Human Development in the Social Environment Michelle Braig BSHS/325 March 18, 2013 Joyce Mink There are three foundations of human development. The foundations are the biological development, psychological development, and social development. The concept of human diversity and cultural competences demonstrates how different people can be. General systems theory and social order are connected in some way. . There are several incidents or situations that can affect a person physically, mentally, socially, and emotionally.Some of the biological aspects include problematic pregnancy, fetal development and prenatal care. Problems can occur right at the time of conception. There are test that can be done to determine if a fetus can have a life altering conditions. There are many factors that can affect the developmental process. Having the knowledge of the developmental milestones can better help the human service professional with helping and understanding their client. The re are guides to give the information needed for each milestone that a child should reach by a certain age (Zastro and Kirst-Ashman, 2010).Understanding the biological development will help a person to understand the physiological dimensions because they work together in understanding the human development. Psychology is the study of the mind and behavior. Personality, self-concept, emotion, and cognition are parts of the human psychological development (Zastro and Kirst-Ashman, 2010). They psycho-dynamic theory, Neo-Freudian psychoanalytic theory, phenomenological theory, and feminist theories are some of the theories that may help explain the way personalities are developed.These theories can help the human service professional understand why people are the way they are. These theories can be used as a guideline for getting the information needed for helping out a client. The base for building an adult social personality begins with the social interaction of a child. Socialization is when an individual learns about the environment around him or her. They will learn the language, behavior, customs, and rules. The individual will meet social standards so that he or she can do will in society.Socialization normally begins in childhood. A child’s family is usually where a child can learn most of their socialization skills. Social development is important for an individual to have a personality that is unique to that individual (Zastro and Kirst-Ashman, 2010). Human diversity means that everyone is different in some way. Age, sexual orientations, language, style, religion, physical abilities, height, communication, and gender are just some of the ways that an individual can be different from another.Human diversity is what makes one person different from another (Zastro and Kirst-Ashman, 2010). Cultural competence is where a person is able to adjust to different cultures over a period of time. As helpers we need to be able to help everyone respectfully and effectively. Culture is the integrated pattern of human behavior that includes actions, communications, thoughts, customs, beliefs, values, and institutions of a racial, ethnic, religious, or social group.Culture can also include, race, ethnicity, national origin, and migration background; sex, gender, gender identity, or gender expression; sexual orientation and marital or partner status; age and socioeconomic class; religious and political belief or affiliation. People should understand that certain cultures have different ways of expressing themselves. In is considered rude to spit in public without covering your mouth in Japan. In some cultures burping out loud is a way to say that the food was good.It is important for a human service professional to learn about different cultures so that they will not offend their clients or coworkers. The general systems theory proposes to explain why there is an underlying intelligible general order in the world to which all matter relates a nd the existing social order is a subset of the general order (Dale, 2009). A systematic way of thinking helps to understand the individual by understanding the whole person. General systems theory affected the way we think by providing new vocabulary for all different types of people.The general systems theory is a group of ideas based on order and used in a similar way that science is used. The general systems theory is a way to find the understanding of a human as a whole by using the process of elimination to gain knowledge through order. The social order is a part of the way social services is handled today. The social order consists of nine aspects that go order of a hierarchy. These are a part of the general systems theory. The biological, psychological, and social developments are all normal milestones that happen with a person.Most are learned and developed as a child grows into an adult. All three developments work together to help create the individuals. All individuals a re different in some way. It is important to understand cultural differences. The general systems theory and social order both work with some kind of order. Reference * Zastro, C. and Kirst-Ashman, K. 2010 Understanding Human Behavior and the Social Environment (8th ED. ) * Dale, Human Behavior and the Social Environment: Social Systems Theory (6th ED. ) * http://www. ntocc. org/Portals/0/PDF/Resources/CulturalCompetence. pdf

Scope and Limitation of Enrollment System

IntroductionThe discovery of the computer was the great function of modernity for different application to make work easier, more capable, and more adaptable for the humanity. Nowadays computer serves as an important role in our society, most especially in school premises. Most school uses computer to help their students deal in our modern technology. Colegio ng Lungsod ng Batangas (CLB) for having students that has grown up to about a thousand students now, delivers a quality and excellent education to the people residing in the municipality of Batangas and also to the neighboring town. But as the population of the students continue to grow, this school face difficulties in handling their enrolment in a manual process. And one of the solutions in this problem is to make their manual enrolment into a computerize system.Today, the technology leads in everything that we see around us. The discovery of the computer was the great function of modernity for different to make work easier, m ore capable, and more adaptable for the user. It has brought a new level of knowledge that becomes the new standard in the school. We propose Enrollment System for the school name â€Å"Colegio ng Lungsod ng Batangas† which was the school that is privately own and privately manage but then, the enrollment system on the said school is still in manual. Computerize Enrolment system is the must have system in a school. It is a convenient way of storing and retrieving information of a student that provides more easy way in enrolling. Although it cares details of students, courses, year, and section.The database is design for use by registrar and other authorize user in the college office to enable them to easily produce information require by the different people in the college. Student information system has always been a difficult task, but it is more so today than ever before, where administrators uses the traditional way of filing records on a cabinet. As the population of the students goes up, it is become more complex. Data should be store in safer places, and can be retrieve easily and fast when someone needs it.Administrator’s task has become more complex, there have been efforts to improve the effectiveness of problem solving and central to this are quantitative techniques and  electronic devices such as computers. It has many advantages to those who use it. Similar to our Information and Communication Technology (ICT) students, we utilize it on the project we have to do. Examples are creating a system that can help companies that you give it. Be less because, the tasks that previously had to do manually hand yet.By doing this, you just have a button that instantly appear the result of things that you do. The developers agree to make the â€Å"CLB Enrollment System† for our school. We want to help them to better facilitate their procedural enrollment of students who want to study in this school. Because we found that their enrollment system are manually use by copying the information from the Microsoft Excel to Microsoft Word.The registrar uses the Microsoft Excel and Microsoft Word to produce a form for the enrollees’ student. And to help their self to process the enrollment well.The discovery of the computer was the great function of modernity for different to make work easier, more capable, and more adaptable for the humanity. It has brought a new level of knowledge that become the new standard in the industry. It made the school more efficient for students and provide path to communicate to entire earth. Nowadays, computer base system is commonly used by every company and institution and one of this is computerize enrollment system. Computerize Enrollment System is the must have system in a school.It is a convenient way of storing and retrieving information of a student that provides more easy way in enrolling. Basically the main concerns of this propose system is to speed up the enrollment process, starting from the student registration, student enrollment and assessment and down to payment of fees. Fast and easy transactions with a high rate of accuracy are also one of the major concerns of this system.Computerization is a control system that manages processes in industrial workplace. It reduces human errors and processing time, thus it can boost productivity and result into high quality of product produce. In Enrollment System, computerization is concern about interrelating different but interdependent transactions. This can result in a system with well-integrate processes that can perform much faster and more accurate than a manual  system.The discovery of the computer was the great function of modernity for different to make work easier, more capable, and more adaptable for the humanity. It has brought a new level of knowledge that becomes the new standard in the industry. Enrollment serves as a vital part in the life of every student upon entering schools either public or in private. It gives students the impression on how the whole institute manages and manipulates the entire body. Moreover, enrollment serves as the first experience of all students by which he/she takes part either individually or with company of a parent or some relatives.Enrollment is considered as the first step or procedure that must be done by old students within a particular institute before the school year totally starts, but for those freshmen, or first year students (new students), they are oblige to usually take an admission test. Good enrollment is always an asset in an institution, pertaining to fast payment, assessment procedures, and easy transactions with a high rate of accuracy. By using the existing system during enrolment, it is undeniably noticeable on some problems and difficulties arising from each respective procedure, hence leading to minor errors and inaccuracy Theoretical FrameworkTheoretical, the main purpose of system is to create an efficient, fast and reliable Computerize Enrollment and permanent Record Keeping System of Colegio ng Lungsod ng Batangas.A Database Management System consist of collection interrelate and set of function to access the data, Database Management System provides an environment that is both convenient and efficient to use in retrieving and manipulating large amount of data. With Database Management System software the user can compile huge list of data and manipulate, store and retrieve it without having touched single life cabinet of folder.Local Area Network (LAN) is a collection of interconnect computer that are separate by distance up to a few kilometers and typically used in office. Networking really helps establishment in a way of providing simultaneous progress. Conceptual ParadigmFigure 1 CLB Enrollment SystemStatement of the problemThe purpose of our system is to help the student and registrar to facilitate the enrollment of the neighborhood attended the Colegio ng Lungsod ng Batangas. To help a nother student in remote areas and cannot be studied.Specifically will seek to answer the following question:1.What is the existing enrollment system at the Colegio ng Lungsod ng Batangas?2.What problems are faces by the registrar regarding the existing system? 2.1Posting of Information 2.2Recording of the data in terms of:3. What system can be proposed to improve the enrollment system at the Colegio ng Lungsod ng Batangas? 4.What are the advantages of the propose Enrollment System for the Colegio ng Lungsod ng Batangas? Objective of the StudyThis study was done to accomplish the following objectives:1. To create, for easy and fast enrolling and activities.2. To make the automated and computerize enrollment system.Scope and LimitationThe study entitled â€Å"CLB Enrollment System† will help in the enrollment system of the Colegio ng Lungsod ng Batangas. This study shall be concern with the enroll student to be record in the registrar office through the use of the system. It h as the functionality of automate making enrollment form.It has an ability to save, record, and edit those data and important information about the students, teachers and school. The study covers the computerization of the activities, the enrollment system including student registration class list, principal’s report of total enrollment of students and receipt.This study is assign to the registrar staff and he/she will be the one who has the responsibility to take the enroll student.The weakness of their system may slow the process of enrollment so we will propose a system to help registrar to accelerate their enrollment procedures.Significance of the StudyThis study entitled â€Å"CLB Enrollment System† is important for various reasons. To the students and registrar, for easy and fast enrolling and activities; To the registrar staff, to make their job easier in the process of handling the student who wants to enroll in be a part of Colegio ng Lungsod ng Batangas. To th e Colegio ng Lungsod ng Batangas, to make the enrollment system automated and computerize.To the researchers, to get familiar and to gain knowledge about â€Å"CLB Enrollment System†.And to the future researchers, for them to have additional information in getting the enrollment form of the students in all department using the automated and to serve as a reference material in improving the existing system.Definition of termThe definition of terms here they know the meaning of each word _ unfamiliar to them, so they know how to use it and where it will be used, and what its usefulness to them.Enrollment system. Enrollment system is the way the enrollment takes place for education or anything else that needs enrollment done. There are different enrollment systems based on organization. There may be online enrollment, paper enrollment and in person enrollment.As we use in the study, enrollment system is the enrollment system is a system where you can see who is the student enrol led in a school Administrators. This is a person for the performance or management of  administrative business operations

Why You Didnt Get the Job

Why You Didnt Get the Job If you’re on the job hunt, you want  to ensure you  don’t make mistakes that keep you  from finding work, especially after spending a lot of time on job search sites. Although most people know it is a bad idea to cancel an interview at the last moment or wear a running suit to an interview, smaller mistakes can also keep a job seeker from being considered. 1. Not Proofreading a ResumeResumes tell a recruiter a lot about a job applicant after just one glance. A resume that is messy and contains poor  grammar or typos will not  be taken seriously by a recruiter. You can fix problems with your resume by using an online grammar checker and rereading it carefully to look for mistakes. If you have a friend who is good with grammar and punctuation, ask him or her  to look it over for you. Whatever it takes, make your resume as perfect as you can.2. Not Focusing Your ResumeAre you are one of those job seekers  who wrote a resume a year ago and are recycling it to apply for jobs? The days of using a general resume are over. Because hiring managers are busy people, they want to interview the best candidates for the job and not waste time on applicants whose qualifications aren’t a good fit. Rewriting your resume to include your qualifications that fit in with the job description can get you that interview.3. Not Writing a Cover LetterHiring managers go to the cover letter first before looking at an applicant’s resume. Even when applying for a position by sending your resume via email, you really need to include a cover letter. Many hiring managers won’t consider an application without one. Remember to include the reason you want the job in your cover letter, and don’t make it a mini copy of your resume.4. Going Into an Interview ColdLet’s say you’ve been invited for a job interview, so you’re feeling pretty confident at this point. Overconfidence and lack of preparation when being interviewed ha s cost more than one individual a job offer. Job interviews normally consist of knowing about the company where you are applying, asking questions that are relevant, telling the recruiter why you are qualified and how you can be an asset in the job, and following up afterward.5. Casting Too Wide a NetOne mistake some job seekers make is not focusing on the job type and instead zeroing in on a specific company.  Think about opportunities, not one particular job, and you can find yourself employed faster. Maybe you have your heart set on a job with the Widget Company, but you would have to start at the bottom and work your way up because there are no openings for someone with your qualifications. Focus clearly on the position you want to fill, and expend your efforts in that direction.6. Not Minding the TimeTime matters when it comes to hiring managers. Showing up late for an interview reflects badly, as does showing up too early because it can make you appear anxious and make the i nterviewer feel pressured. Do leave early to get to your interview about 10 minutes before it is scheduled, but find a spot to relax if you arrive before that.7. Getting Too PersonalMaking a personal connection with a hiring manager can be a good idea, such as sharing an interest in a sports  team or favorite restaurants in your  city. However, going overboard and supplying too many details about your personal life takes up the hiring manager’s time and may not reflect well on you. Rambling on, whether in a resume or during an interview, can leave a bad impression. If you do relate personal information, keep it in context with the job.After spending time searching classified job ads and sending in a resume, common mistakes can often cost you  a job. Just as knowing how to be a successful job applicant and sail through an interview is valuable information, so is knowing how to conduct a practical job search. Instead of looking at countless job ads in different locations, TheJobSearch does the work for you by sending you email alerts when jobs fitting your qualifications become available. Fill out your job interests and qualifications and  sign up with TheJobNetwork- that’s all it takes!

World History Essays

World History Essays World History Paper World History Paper AP World History Reading Guide Ch 20 The Muslim Empires 1) Which of the following was NOT one of the early modern Islamic empires? * Ottoman * Abbasid * Gujarat * Mughal * Safavid 2) How were the three Muslim early modern empires similar? 3) What were the differences between the various Muslim early modern empires? 4) Prior to the Mongol invasions of their empire, the Abbasid dynasty was dominated by what group? 5) The original base of the Ottoman Turks was where? 6) Following the Timurid invasions, the Ottoman Empire was restored under what leader? ) The Ottomans conquered Constantinople and ended the Byzantine Empire in what year? 8) Describe Ottoman naval. 9) Who were the Janissaries? 10) What permitted the Janissaries to gain a position of prominence in the Ottoman Empire? 11) The head of the Ottoman central bureaucracy was the†¦? 12) What was the principle of succession within the Ottoman Empire? 13) One of the most beautiful of the Ottoman mosques o f Constantinople was the? 14) What did the Ottomans do to Constantinople following its fall in 1453? 15) In what way were the artisans of Constantinople similar to their counterparts in the West? 6) What was the chosen language of the Ottoman court? 17) How did the Ottoman dynasty compare to other ruling families? 18) What were the causes for the decline of the Ottoman Empire? 19) On the sea, the Ottoman galleys were eclipsed by Western naval power as early as? 20) What European nation first threatened the Ottoman monopoly of trade with East Africa and India? 21) What were the results of the Ottoman loss of monopoly over the Indian trade? 22) Which group represented such extreme conservatism within the Ottoman Empire that reform was frustrated? 3) What were the differences between the declines of the Abbasids and the Ottomans? 24) What were the differences between the origins of the Ottomans and the Safavids? 25) The center of the Safavid Empire was the modern-day state of? 26) The Safavid dynasty had its origins in the fourteenth century in a family devoted to what variant of Islam? 27) In what year was the first Safavid declared Shah? 28) Followers of the Safavids followers were called? 29) The first Safavid Shah was? 30) Why was the battle of Chaldiran in 1514 so important? 31) The Safavid Empire reached its greatest extent under Shah†¦? 2) What was the status of the Turkic chiefs under the Safavid Shahs? 33) After Chaldiran, the official language of the Safavid Empire became? 34) The capital of the Safavid Empire under Abbas the Great was? 35) How did the Safavids economy compare to that of the Ottomans? 36) What led to the rapid demise of the Safavid Empire? 37) The immediate successor of the Safavid dynasty in Persia was? 38) Who was the founder of the Mughal dynasty? 39) The first Mughal emperor successfully defeated the Muslim ruler of the Lodi dynasty in 1526 at the battle of? 0) Describe the accomplishments / life of Babur 41) Describe the reign of Humayan. 42) Describe the reign of Akbar. 43) What was the critical feature of Akbars new religion, the Din-i-Ilahi? 44) What was the outcome of the Din-i-Ilahi? 45) Describe the economy of the Mughal Empire. 46) What was the state of the Mughal dynasty at the outset of the reign of Aurangzeb? 47) What were the goals of Aurangzeb? 48) What was the impact of Aurangzebs religious policies? 49) What was the state of the Mughal Empire following Aurangzebs death in 1707? 50) Describe the relationship of the Muslim empires to the West.

Countries With Negative Population Growth

Countries With Negative Population Growth Data from the Population Reference Bureau showed in 2006 that there were 20 countries in the world with negative or zero natural population growth expected between 2006 and 2050.   What Does Negative Natural Population Growth Mean? This negative or zero natural population growth means that these countries have more deaths than births or an even number of deaths and births; this figure does not include the effects  of immigration or emigration. Even including immigration over emigration, only one of the 20 countries (Austria) was expected to grow between 2006 and 2050, though the rush of emigration from wars in the Middle East (especially Syrias civil war) and Africa in the mid-2010s could revise those expectations. The Highest Decreases The country with the highest decrease in the natural birthrate was  Ukraine, with a natural decrease of 0.8 percent  each year. Ukraine was expected to lose 28 percent  of its  population between 2006 and 2050 (from 46.8 million to 33.4 million in 2050). Russia and Belarus followed close behind at a 0.6 percent  natural decrease, and Russia was expected to lose 22 percent  of its population by 2050, which would be a loss of more than 30 million people (from 142.3 million in 2006 to 110.3 million in 2050). Japan was the only non-European country in the list, though China joined it after the list was released and had a lower-than-replacement birthrate in the mid-2010s.  Japan has a 0 percent natural birth increase and was expected to lose 21 percent  of its population between 2006 and 2050 (shrinking from 127.8 million to a mere 100.6 million in 2050).   A List of Countries With Negative Natural Increase Heres the list of the countries that were expected to have a negative natural increase or zero increase in population between 2006 and 2050. Ukraine: 0.8% natural decrease annually; 28% total population decrease by 2050Russia: -0.6%; -22%Belarus: -0.6%; -12%Bulgaria: -0.5%; -34%Latvia: -0.5%; -23%Lithuania: -0.4%; -15%Hungary: -0.3%; -11%Romania: -0.2%; -29%Estonia: -0.2%; -23%Moldova: -0.2%; -21%Croatia: -0.2%; -14%Germany: -0.2%; -9%Czech Republic: -0.1%; -8%Japan: 0%; -21%Poland: 0%; -17%Slovakia: 0%; -12%Austria: 0%; 8% increaseItaly: 0%; -5%Slovenia: 0%; -5%Greece: 0%; -4% In 2017, the Population Reference Bureau released a fact sheet showing that the top five countries expected to lose population between then and 2050 were:China: -44.3%Japan: -24.8%Ukraine: -8.8%Poland: -5.8%Romania: -5.7%Thailand: -3.5%Italy: -3%South Korea: -2.2%

Total Quality Management (Case Study) Essay Example | Topics and Well Written Essays - 750 words

Total Quality Management (Case Study) - Essay Example Slight Sports, a sports equipment and hosiery manufacturing firm that has been operational for the last 40 years is one of the top organizations in the area of sports. The firm which started its operations from a single room became one of the top exporter of the sports equipment and accessories of the country. The major products included were footballs, basketballs, volley balls, tennis balls, sports hosieries and all the related equipment to these sports. Initially, Slight Sports catered to the local market for almost five years. The owner of the company, Mr. (XYZ) however, realized the potential of the foreign market and started looking for partners on foreign soils. With his untiring efforts, he found partners in different countries of the world and was able to create strong relationships with them. This was the start of the successful journey that Slight Sports enjoyed for almost thirty odd years. A major characteristic of Slight Sports products was that they were all handmade wh ich ultimately increased the value of their products worldwide. The visionary thinking and leadership characteristics of (XYZ) were instrumental in making Slight Sports earn its success. In the starting years of 2000, XYZ died due to heart disease. His death left a big hole in Slight Sports. The reins of the company were then transferred to his wife who started to look for new partners to modernize the firm in technological terms. The poor management skills and inexperience of Ms. XYZ proved extremely damaging for the firm. Kite Inc. who had been a major collaborator of Slight Sports in different countries ended their contract with Slight Sports sighting the declining quality of products and elimination of unique characteristics that were once forte of Slight Sports (Goldman, 100). The poor order management also played its part in ending of the contract. This was one of the major contract endings in the list which contained few other contract endings as well. Just in a couple of years Slight Sports had to cut back from all the major foreign deals and limited their operations to the local market. It is imperative to note that leadership is a key aspect in deciding a f irm’s success. The strategy, order management, client handling, etc, are important parts of any business, but there is no denying that they all come under the umbrella of leadership (Karni, 59). A firm with strong leader and few resources can attain the unattainable but a firm with huge resources and a weak leader cannot even attain the attainable. Findings, Recommendations & Conclusion The new owner did not realize the actual potential of slight sports. Her inexperience decided the firm’s downfall. She looked for new customers not realizing the company was not in the position to fulfill orders exceeding its capacity. She also cut down the unique characteristic Slight Sports had of â€Å"handmade† products by installing new machines. The installation of machines which should have been a good step proved damaging for them as it eliminated their point of major strength (Hitt, Ireland and Hoskisson, 75). The new owner needs to focus on constant quality management t echniques such as implying six sigma concepts in the business after the business gets stable. This is important because for quality to remain consistent, it needs to be maintained on a constant note by strong supervision of policies and procedures. Six sigma concepts may take time to embed in the firm's policies but nevertheless it should be implied as soon as

Plato and the Platonic dialogues Essay Example | Topics and Well Written Essays - 1250 words

Plato and the Platonic dialogues - Essay Example In this effort Socrates bravely presents arguments relating to the need to life the examined life, as without living a life of purpose and meaning he believes there is no purpose in existence. Conversely, philosopher Robert Nozick in his book the Examined Life revisits this question of living a life of examination, yet considers it from a slightly different perspective than the one Plato advances through Socrates. This essay considers Plato’s characterization of the examined life through his dialogues Euthyphro and the Apology, examines Nozick’s conceptualization in the Examined Life, and contrasts the two philosophers views on the subject. One of the most seminal of Plato’s dialogues, the Apology constitutes Socrates’ argument to the Athenian court for his innocence. In considering this line of reasoning it’s important to consider the broader implications of Socrates argument. It seems that Socrates is indicating that in Meletus and the Athenian co unsel harming Socrates they are doing so in a sort of bad faith. Socrates believes that in being a better person than Meletus he has chosen to live his life virtuously. In living his life virtuously Socrates has contributed to society and lived his life in productive ways. He has also worked towards achieving his own sense of purpose and meaning; in Socrates’ instance, it seems that he believes this to be living honestly and spreading his wisdom and intellect to the Athenian youth. If Meletus were to have Socrates killed, which he is attempting.

Phase 2 Soil and vegetation Survey report for Roudsea wood Natural Assignment

Phase 2 Soil and vegetation Survey report for Roudsea wood Natural reserve - Assignment Example This paper will review the physical background of the reserve over the period it came to be a national reserve. The climate experienced in this region can mainly be summed up in seasons. There is spring, winter, and autumn. These seasons go throughout the year where the reserve and all its habitants experience a different habitat (Hardy 1973). During some of the seasons, it is highly likely that there are different migrations of animals, and birds in the area. The two types of rock that are present in the chemical nature of the reserve enable the reserve to have different acidic soils. Slate and limestone are the main types of rock that are present in the reserve. The types of rock have an impact on the soil composition. Often, there is a differing acidic composition. A clear topography of the reserve would be the large space of land that is covered with forest trees (Rothschild & Marren 1997). This provides for brilliant scenery. Also, the sloping cliffs present offer the natural reserve a rather varied topography. The vegetation of the reserve includes abundant existence of fungi that have grown over the years. This is considering the climate that presents itself right through the year. Many scarce and rare plants also find their way in the reserve’s vegetation and make up for the reserves flora (Peterken 1996). The marshes present in the reserve aid, in the growth of an expansive area of rare and unique vegetation. Fungi thrives in such an environment, and hence, their abundance. The land use of the natural reserve will remain an area that is protected by English Nature. Access is also granted by this group of conservationists. Conservation of this reserve has to be maintained for many reasons. These reasons include recreation, education, and scientific study. The conservation of such land would be beneficial in the above cases since it can act as

The importance of customer loyalty Literature review

The importance of customer loyalty - Literature review Example The study presents that every consumer desires to purchase a product from a brand that she/he perceives to have the best product features, images and of the best quality. It is these perceptions that bring about the products consumer loyalty. Brand loyalty begins with the purchase of the product for trials, and if the products quality is satisfactory, they become consistent in purchasing the product. Brand loyalty is the consumers repeated intention or behavior to continually repurchase the commodity. Brand loyalty is defined as the strength of preference towards a brand than other available options. Brand loyalty is determined through repeat buying and the sensitivity of the price. There are six conditions, which define brand loyalty. These conditions can be summarized as follows; the biased product purchase behavior expressed for a long duration, and the purchase has had influence in consumer’s decision making over other alternative product. True brand loyalty only exists wh en a customer have a high preference towards the brand and is only confirmed by the repetitive purchase of the product. This loyalty is said to be of considerable significance to the company. With brand loyalty, consumers are not affected by the increase of prices. There are two approaches used in defining the loyalty construct; first is the behavioral one which suggested that the loyalty of a brand is only expressed when there is repeat purchase of commodity overtime. The other approach is the attitudinal perspective, which assumes that loyalty of a brand is not necessarily determined by the consistency of its purchase, and that repetitive product purchase must be accompanied by positive attitude towards the behavior. Therefore, brand behavior is a function of both attitudes and the consumer behavior. Established consumers or those who are loyal to a brand are likely to continue buying from the company regardless of price fluctuations of the product (Wang and Sidek, 2008). Therefor e, it is indispensable for a company to establish a strong relationship with the consumer through marketing strategies such as packaging, advertising their products and producing commodities of the right quantity and quality whish are of satisfactory to the consumer (Chi, Yeh and Yang 2009). Factors influencing the customer loyalty To start with is the product quality judgment. Product quality judgment is categorized in to two sub groups namely a) perceived quality and b) objective quality. Perceived product quality is considered as the consumer’s consistency purchase of the product or the benefit of a product after evaluation. It has also been defined as the recognition of a product by the user. Objective quality has been defined as the orientation of the product (Akbar and Parves, 2009). The difference between these two types of quality is that objective quality standard is predesigned by a product whilst perceived quality standard is the influence by internal and external attributes of a product, which in turn affect the consumer’s products evaluation. It has also been pointed out that in objective quality; the consumers utilize their experience and knowledge to grade the products advantages, durability and satisfaction (Armstrong and Kotler, 2009). Perceived quality is also defined as a consumer judgment on the overall cumulative and advantages. It is argued that perceived quality

Rp Research Paper Example | Topics and Well Written Essays - 250 words

Rp - Research Paper Example Effectiveness or ineffectiveness of hedging can be measured using either the Dollar Offset or Regression Analysis methods. A highly effective hedge relationship falls within the negative 80%-125% range. A risk hedging with a resultant cumulative dollar offset percentage above 80% indicates that the hedging has been effective (Catlere 18-20). On the dollar offset, a performance below 80% indicates ineffectiveness of the hedging. A person may wish to hedge his products by selling them a month earlier to the predicted start of lower prices. With a better price predicted to follow the time of low prices, the businessman goes ahead and futures the hedged products at their current low prices to resell later at the expected higher price (Catlere 46). An ineffective hedging will take place when one sells his products at the current prices preempting the imminent fall of prices, but instead the prices rise. The hedged products will experience a loss as compared to the situation where they wer e not hedged (RheinlaÃÅ'ˆnder 54-5). Swap rates or interest rates swap is the floating rate that one counterparty pays on the basis of the agreed-upon index while the other pays a permanent rate for the whole period of the contract (McFetridge 36). Sources: university of California Medical Center Pooled Revenue Bonds, 2007 series A, B, and C, Official Statements; University of California Annual Financial Report, 2010-2011; University of California general Revenue Bonds, 2011 Series Y, Z, and AA, Official

The importance of customer loyalty Literature review

The importance of customer loyalty - Literature review Example The study presents that every consumer desires to purchase a product from a brand that she/he perceives to have the best product features, images and of the best quality. It is these perceptions that bring about the products consumer loyalty. Brand loyalty begins with the purchase of the product for trials, and if the products quality is satisfactory, they become consistent in purchasing the product. Brand loyalty is the consumers repeated intention or behavior to continually repurchase the commodity. Brand loyalty is defined as the strength of preference towards a brand than other available options. Brand loyalty is determined through repeat buying and the sensitivity of the price. There are six conditions, which define brand loyalty. These conditions can be summarized as follows; the biased product purchase behavior expressed for a long duration, and the purchase has had influence in consumer’s decision making over other alternative product. True brand loyalty only exists wh en a customer have a high preference towards the brand and is only confirmed by the repetitive purchase of the product. This loyalty is said to be of considerable significance to the company. With brand loyalty, consumers are not affected by the increase of prices. There are two approaches used in defining the loyalty construct; first is the behavioral one which suggested that the loyalty of a brand is only expressed when there is repeat purchase of commodity overtime. The other approach is the attitudinal perspective, which assumes that loyalty of a brand is not necessarily determined by the consistency of its purchase, and that repetitive product purchase must be accompanied by positive attitude towards the behavior. Therefore, brand behavior is a function of both attitudes and the consumer behavior. Established consumers or those who are loyal to a brand are likely to continue buying from the company regardless of price fluctuations of the product (Wang and Sidek, 2008). Therefor e, it is indispensable for a company to establish a strong relationship with the consumer through marketing strategies such as packaging, advertising their products and producing commodities of the right quantity and quality whish are of satisfactory to the consumer (Chi, Yeh and Yang 2009). Factors influencing the customer loyalty To start with is the product quality judgment. Product quality judgment is categorized in to two sub groups namely a) perceived quality and b) objective quality. Perceived product quality is considered as the consumer’s consistency purchase of the product or the benefit of a product after evaluation. It has also been defined as the recognition of a product by the user. Objective quality has been defined as the orientation of the product (Akbar and Parves, 2009). The difference between these two types of quality is that objective quality standard is predesigned by a product whilst perceived quality standard is the influence by internal and external attributes of a product, which in turn affect the consumer’s products evaluation. It has also been pointed out that in objective quality; the consumers utilize their experience and knowledge to grade the products advantages, durability and satisfaction (Armstrong and Kotler, 2009). Perceived quality is also defined as a consumer judgment on the overall cumulative and advantages. It is argued that perceived quality

Is there racial profiling in nypd stop question and frisk Research Paper

Is there racial profiling in nypd stop question and frisk - Research Paper Example Although these immigrant become a cause of financial prosperity as they bring foreign exchange with them and turn the wheel of economic prosperity by forming revenue for the country. However, there are people who observe every stranger as intruder and suspect them of criminal activity due to their narrow thinking style. Prejudice towards a nation or society is commonly observed; since right after 9/11 incident. International media and the world not only got terrorized by the incident, but started accusing and treating all the people of Muslim community in the same manner. This conveniently spread the prejudiced feelings towards Muslim and now it is felt by all the other people of the world as well. All around the world several innocent Muslims are killed by people who count themselves as civilized and literate nations. On the other hand they subject, innocent immigrant who leave their homelands, only for the sake of education or financial prosperity; as subjects to criminal or terrorist activity. The wind of racial prejudice did not start only after 9/11 but it has a past which date backs 500-1000 years of western prejudice towards non western. Recently NYPD is observing Muslim students of many universities far more closely than ever. They are not only talking to their professors and acquaintance but also following them on trips outside the premises of colleges and universities. An undercover agent was sent on a rafting trip with a group of Muslim students to assess them. Police commissioner Raymond Kelly is facilitating this investigation on Muslim students only on the basis of their religious beliefs and practices. However, there is no such evidence found against these students, to be involved in terrorist activities so far. Several students are in a perplexed state after becoming a surveillance list member. These students felt discomfort and mistrust

Product service system Essay Example for Free

Product service system Essay More and more researchers, institutes and programmes have paid attention to product-service ystems (PSSes) in the last decade because PSS integrates tangible artefact and intangible service to achieve sustainability, improve enterprise competitiveness, and meet customer needs better. In order to respond to the industrial trend towards PSS and frame the related research, the state-of-the-art of PSS research and development are reported. Furthermore, in order to integrate fragmental PSS solutions, this paper proposes a framework for product-service lifecycle management (PSLM) and technologies of PSS development. So, four categories are focused on: review of PSS, esearch about PSS development, a framework for PSLM, and technologies for PSLM (modular product-service development and ontology-based productservice knowledge expression and reuse). The preliminary solution of the implementation roadmap and technologies for PSLM which need to be perfected is proposed to lay a basis for further development and application of PSS for the benefit of industries. Keywords: product-service systems (Psses); product-service lifecycle management; PSS development; modular product-service development 1. Introduction Since the early 1990s, the driver in our economy has been changing from production f material goods to product-service offers based on knowledge and information (Roy and Baxter 2009). The service proportion of output and profits in manufacturing enterprises are increasing. It has become an important trend in the manufacturing industry that service is used to enhance the competitiveness of businesses as well as an important source of values (Sheehan 2000, Mont 2003). There are mainly two manifestations, the first is manufacturing companies are more and more focused on the service in the design or development phase; the second is manufacturers xpanding their activities to the entire lifecycle of the physical products. As a response to this trend, more and more enterprises are beginning to take this service-oriented model of manufacturing, and there are already a lot of successful examples. Rolls Royce offers Total Care Package and Power by the Hour rather than transterring ownership ot the gas turbine engine.

Defining Np Scope Of Practice Nursing Essay

Defining Np Scope Of Practice Nursing Essay This original research was conducted in a large teaching hospital in the North West of England that examined ward-based Advanced Nurse Practitioners (ANPs) and aimed to clarify their roles and expectations in patient care and how they impact the clinical practice. Study participants (which consist of five ANPs, 14 ward-based nurses, and five patients) were observed and invited to participate in interviews. The roles and skills of ANPs were observed and gathered from the interviews. ANPs were described as pivotal in the management of patient care and served as an invaluable link between the medical and nursing team. They frequently translated medical information for nurses, patients and other allied healthcare professional to make sure that the plan of care was well understood and provide further explanations if necessary. ANPs were observed to be confident practitioners, good information resource and by using their technical knowledge and skills served as a role model to support the nurses and junior doctors to enable them to be more efficient in providing care. In addition, ANPs were found to be less intimidating than doctors and more approachable in resolving care issues. Meanwhile, ANPs were faced with a number of challenges and have to ove rcome skepticism from other health professionals who have different views on the ANP role expectation and scope of practice. ANPs perceived that their education had not adequately prepared them for their clinical role. ANPs have great impact in nursing practice and patient care. Although the study strives to clarify the role of the ANPs, the findings regarding the role of ANPs are not clearly defined and lack consistency that may lead to role conflict and overload. Running Head: How are acute care nurse practitioners enacting their roles in healthcare teams? A descriptive multiple-case study This multiple-case study conducted in two-university affiliated teachings hospitals in Quebec, Canada aimed to understand how cardiology acute Care nurse practitioners (ACNPs) enacted their roles in healthcare teams. Data were collected from interviews, field notes, documents and time and motion study of NP activities. The work activity pace was faster before noon due to patient care demands. Participants in one hospital believed that NP role was not an integrated role of medical and nursing components but an expanded role because they assumed more expanded nursing role components than the medical role. In addition, NPs needed to consult with physicians for patient care decision making that were within their scope of practice. They did not have that much authority in regards to decision making due to lack of structures to formalize the organizational role. There were also inconsistent messages about the role expectations to attempt to formalize the prescriptive authority of NPs which had not been approved by the medical advisory board. On the other hand, participants in the other hospital believed that NPs enacted their role more in the medical component since the medical directives and prescriptive privileges had been approved by the medical advisory board. NPs had greater autonomy in their role and prescriptive authority. It was also noted that NPs participated very little in nursing activities such as implementing nursing care plans or use of clinical care pathways. In both hospitals, the largest role component was the clinical role. The transfer of prescriptive and decision-making authority must be addressed to enable NPs to work their full scope of role to optimize patient outcomes. Clarifying role structures were expected to enable the NPs enact their role in healthcare team and prevent role confusion. Running Head: Defining NP scope of practice and associated regulations: Focus on acute care This review of literature was conducted to define the NP scope of practice (SOP) with emphasis on NPs in acute care setting. Documents were gathered from different resources including National Council of State Board of Nursing (NCSBN), individual state board of nursing, and NP scope and standards of practice. According to Federation of State Medical Boards (2005) and NCSBN (2009), à ¢Ã¢â€š ¬Ã…“SOP is a set of rules, regulations and boundaries within which a fully qualified NP may practiceà ¢Ã¢â€š ¬Ã‚ . It defines what activities a profession can undertake. Both practice acts (state regulatory board form of statutes approved by legislators) and its rules and regulations define NP SOP and require approval from legislators to become law. The Consensus Model for Advanced Practice Registered Nurses (APRN) Regulation was developed to resolve different issues concerning inconsistent APRN education and licensure requirement across jurisdiction and issues in certification. It helps stand ardize regulations for APRNs. Professional regulators are working together in implementing a consistent SOP for NPs in all jurisdictions. According to American Academy of Nurse Practitioners (AANP), NPs are licensed independent practitioners that provide nursing and medical services emphasizing on health promotion and disease prevention. In addition, NPs have a collaborative practice agreement with the physicians. However, regulations are different from state to state NP SOP are not clearly defined and further clarifications are needed especially as it pertains to NPs working in acute care to ensure that NPs are practicing according to their education, training and competency as evidenced by the certifications they hold. Running Head: NURSE-DIRECTED INTERVENTIONS TO REDUCE CATHETER-ASSOCIATED URINARY TRACT INFECTION This research focuses on the evidence-based practice guidelines conducted at the University of Colorado Hospital as a quality improvement project to initiate a nursing-driven approach to reduce the incidence of catheter-associated urinary tract infection and improve patient outcomes. A catheter-associated urinary tract infection (CAUTI) is the most common cause of healthcare-associated infection. It is a major health concern leading to prolonged hospital stay and increased healthcare cost. Evidence-based use of indwelling urinary catheter (IUC) must be enforced to reduce the prevalence of CAUTI. In this project, an intervention design was implemented to evaluate the nurse-driven intervention incorporating evidence-based guidelines. The goal is to decrease the prevalence CAUTI by emphasizing health education on specific unit-based nursing practice. Improving the nursing care by educating the nurses regarding insertion, management and early removal of IUC to ensure the best practice and expanding this education to ancillary services (eg. rehabilitation and transport staffs) were found to positively impact the CAUTI rates. Focused unit interventions such as providing education on postoperative catheterization, use of bladder scanner to check for urinary retention to minimize IUC reinsertion, and encouraging early removal of the urinary catheter were found to decrease the catheter days and prevent infection. Providing education by infusing the best evidence into current practice are important interventions to raise awareness. Incorporating evidence-based guidelines and strategie s by focusing of nursing-driven interventions can improve patient outcomes.

California Utility :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Chris Parker   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  482.004 Dr. Singer  Ã‚  Ã‚  Ã‚  Ã‚   In 1996 deregulation allowed California utility companies to sell power plants and collect over 19 billion dollars in ratepayer subsidies. The money was used to purchase plants in other countries, reward executives with huge pay raises and buy back stock. A handful of unregulated companies withheld power, causing shortages to boost wholesale prices.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Deregulation led many consumers to believe that open markets would bring in an array of choices and lower prices. Consumers will have to settle for a single power provider at higher prices. Rates are nearly 150 percent higher than last spring. Power companies are exploiting the market for their own advantage. Some companies have jacked rates up to 200 percent than offer a deal at a 50 percent hike.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Utility companies promised to modernize the electricity market and reduce business and residential bills. The California public utilities commission is caving in to pressure to make the investor owned utilities look good on Wall Street. Utilities are to use their markups to pay investors for stranded assets incurred during regulation. Utility companies lobbied to pass a law that suited their needs, and now the situation has changed it is trying it again. In 1998 big utility companies lobbied Proposition #9 buy paying a local consum er reporter 106,000 dollars to create a campaign. Proposition #9 would decrease electric bills and promote modernization of the industry. Also, many agency boards are stacked with officials with ties to energy companies, creating conflicts of interest. A member of Public Utilities Commission is being sued for an overseas investment. Taxpayers are paying for his legal bills. The investment was in a company his commission regulated.  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  A recent study has found incriminating information on the California utility industry. Plant operators would skip maintenance routines. These errors would cause machines to break down and force power cut back. The plants would have sudden shutdowns with no justifiable reason. Shutdowns were calculated to shrink the amount of power available driving up the price. They would hold back power until the state is desperate and vulnerable. They could sell power at super high rates. They sold power to other states. Selling to other states allowed for an increase in wholesale prices.   Ã‚  Ã‚  Ã‚  Ã‚  The California utility companies had planned to make a large amount of profit off of deregulation.

Living in Global Cities

Living in a global city does not expose people to diverse cultures that enable them to develop well-rounded personalities and multicultural outlooks, but it is also vital into developing a â€Å"global† perspective within them. [WXwS1]  Upon entrance of the 1990s, the notion of `global city' was first brought into play by Saskia Sassen. In her first book on this subject, The Global City (1991), she analyzed New York, London and Tokyo as examples of cities which in the two last decades advanced to the status of global cities. Later, she includes other cities in this category like Miami, Toronto and Sydney, as pointed out in her subsequent book, Cities in a World Economy (1994). Under certain circumstances, Sassen suggested that Hong Kong, Los Angeles, Zurich, Frankfurt, Mexico City and Sao Paulo may also be included in the category of global cities, because they fulfill the prerequisites for certain transnational economic transactions. For a better understanding of Sassen's ideas, she defined global cities as â€Å"key sites for the advanced services and telecommunications facilities necessary for the implementation and management of global economic operations. They also tend to concentrate the headquarters of firms, especially firms that operate in more than one country† (1994, p.19). When the global cities sprouted, new inequalities among these cities became at focus. Nations and their importance within traditional commercial and economic webs lost their privileged positions. The importance of national states started to shrink and certain â€Å"global cities† became more important in the globalized landscape than whole nations. A new combination of spatial dispersal and global integration created new strategic roles for major cities like New York, London and Tokyo: Beyond their long history as centers of international trade and banking, these cities now function in four new ways: first, as highly concentrated command points in the organization of the world economy; second, as key locations for finance and for specialized service firms, which have replaced manufacturing as the leading economic sectors; third, as sites of production, including the production of innovations, in these leading industries; and fourth, as markets for the products and innovations produced (1991, p. 3-4). As Manuel Castells proclaimed, â€Å"Global cities are the new pillars of the informational era† (1996, p. 9). These cities provide the full infrastructure needed by the world economy for the realization of international transactions. This includes good airports, hotels, telecommunications, media, Internet, banking, security, stock exchange, and so on. The global cities have a significant number of qualified and efficient people able to supply and produce all necessary services. They are marketplaces able to absorb and recycle all financial flows and transactions. That is why it is important to remember that this hierarchy may change very fast under constantly changing economic conditions. These are the challenges of living in a global city where change is usually fast and people living it could develop that quick sense of adaptation to changes. [WXwS2] Moreover, global cities also enable people to have an increase in accessibility of areas for socialization.[WXwS3]   Business is booming and the areas outside of a city are affected by it. As the distance away from a community increases, its influence on the surrounding countryside decreases. Many residents will feel that they are able to have the best of both worlds, to be centrally placed yet able to get away to their second home. In global cities, people are provided with parks and lots of things to do. Although it is undeniable that living in global cities are expensive, but the price people pay will be diminished by the accessibility to virtually everything that modern people should have. The redistribution of population caused by suburbanization resulted to spatial and political segregation of social groups of the global cities. The upwardly mobile resident of the city— younger, wealthier, and better educated—took advantage of the automobile and the freeway to leave the central city. The poorer, older, least-advantaged urbanites were left behind. The central cities and the suburbs became increasingly differentiated. Large areas within those cities now contain only the poor and minority groups (including women), a population little able to pay the rising costs of the social services that their numbers, neighborhoods, and condition require. The corporate complex and the immigrant community today are probably two extreme modes in the formation and appropriation of urban space. The urban form represented by the global city function — the internationalized corporate services complex and the highly paid professional work force with its high-priced lifestyle — is the one habitually thought to constitute the essence of an advanced post-industrial economy. The urban form represented by the immigrant community, or more specifically, the informal economy, is habitually seen as not belonging to an advanced economy, one to be found here only because it has been imported via immigration (Sassen, 1993). This phenomenon has increasingly segregated the poor and minorities, being trapped in global cities, without the possibility of nearby employment and are isolated by distance, immobility, and unawareness from the few remaining low-skill jobs, which are now largely in the suburbs. Indeed, it is undeniable that there are huge problems when people choose to live in a global city like New York or San Francisco. However, people should also take part in the macro-structural changes in global economy. The transformation of the industrial into the informational society and the changing emphasis on information rather than material production have produced profound structural changes affecting the organization of societies, their labor force strategies, and the power structures of the state. As we are all aware that globalization is a vital concept in our time, living in a global city will eventually expose people to a global culture that is essential to widening knowledge in helping our nation achieve its economic goals. References Castells, M. (1996). The Rise of Network Society, Oxford: Blackwell. Sassen, S. (1991). The Global City. New York, London, Tokyo. Princeton, NJ: Princeton University Press. Sassen, S. (1993). Rebuilding the Global City: Economy, Ethnicity and Space. Social Justice, 20(3-4), 32+. Sassen, S. 1994. Cities in a World Economy. Thousand Oaks, CA, London and New Delhi: Sage. [WXwS1]MAJOR PREMISE [WXwS2]FALLACY OF RELEVANCE [WXwS3]MINOR PREMISE

My Generation’s Greatest Challenge

President Barack Obama once said, â€Å"All across the world†¦increasingly dangerous weather patterns and devastating storms are abruptly putting an end to the long-running debate over whether or not climate change is real. Not only is it real, it’s here, and its effects are giving rise to a frighteningly new global phenomenon: the man-made natural disaster. † The President’s words make it clear that climate change is a great challenge which must be faced, and soon. However, it is not the government’s job alone to deal with this crisis. Stopping climate change will be my generation’s greatest challenge.One of the reasons why climate change is such a formidable obstacle is that the needed change will come slowly. One image that comes to mind is a frog dropped into a pan of scalding water. Of course, the frog will reflexively leap away from the danger. However, if the frog is immersed in lukewarm water, and the water is slowly brought to a boil, the frog will remain and will suffer a serious penalty. My generation is the frog, and â€Å"the man-made natural disaster† is the boiling water. The inertia of the past cannot be overcome in a short time. Consequently, the drastic changes needed to combat climate change will not be effected quickly.However, time is of the essence. Society’s prompt reformation of environmentally destructive habits must be the goal if my generation wishes to subdue this serious threat. To deal with this vast challenge, education as well as reeducation must be made priorities. Not only must scientific knowledge about climate change be made readily available to young people, but the desire for improvement must be instilled in them. As harsh as it may seem, teachers need to constantly remind their students of the worldwide destruction that will ensue should young people fail to act proactively.Likewise, reeducation must provide a jolt to the older generation, shocking it out of its passive stupor and igniting passion for change. Finally, motivation will play a key role in stopping climate change. Nothing will happen if no one takes action. Balancing the welfare of the earth with personal desires is mandatory. If people ultimately decide to place their comfort above the health of the planet, it would be akin to an act of war against humanity. Thankfully, climate change can be dealt with if everyone takes small, easy steps against it.This is of paramount importance. Because the earth is the foundation of all man’s success, life without a healthy earth would not be worth living. The greatest test my generation will face is the challenge of stopping climate change. While success may not come quickly or easily, resignation to the imminent prospect of global catastrophe is to abdicate all bonds to our fellow man. Although the world may already have gone a distance down the path to destruction by climate change, there is still hope if everyone takes personal responsi bility for the protection of the planet.

Atlas Copco

LibraryPirate This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www. engage. com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest. Principles of Supply Chain Management A BALANCED APPROACH 3e JOEL D. WISNER University of Nevada, Las Vegas †¢ KEAH-CHOON TAN University of Nevada, Las Vegas †¢ G. KEONG LEONG University of Nevada, Las Vegas Australia †¢ Brazil †¢ Japan †¢ Korea †¢ Mexico †¢ Singapore †¢ Spain †¢ United Kingdom †¢ United States Principles of Supply Chain Management, Third edition Joel D.Wisner, Keah-Choon Tan, G. Keong Leong Editorial Director: Jack W. Calhoun Sr. Acquisitions Editor: Charles McCormick, Jr. Developmental Editor: Daniel Noguera Editorial Assistant: Nora Heink Marketing Manager: Adam Marsh Media Editor: Chris Valentine Manufacturing Buyer: Miranda Klapper Production Service: PreMediaGlobal Sr. Art Director: Stacy Jenkins Shirley Cover Designer: Lou Ann Thesing Cover Image: iStock Photo  © 2012, 2009 South-Western, a part of Cengage Learning ALL RIGHTS RESERVED.No part of this work covered by the copyright herein may be reproduced, transmitted, stored or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written p ermission of the publisher.For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product, submit all requests online at cengage. com/permissions Further permissions questions can be emailed to [email  protected] com Library of Congress Control Number: 2010943343 ISBN 13: 978-0-538-47546-4 ISBN 10: 0-538-47546-3 South-Western 5191 Natorp Boulevard Mason, OH 45040 USA Cengage Learning products are represented in Canada by Nelson Education, Ltd.For your course and learning solutions, visit www. cengage. com Purchase any of our products at your local college store or at our preferred online store www. cengagebrain. com Printed in the United States of America 1 2 3 4 5 6 7 15 14 13 12 11 To CJ, Hayley and Blake. JOEL D. WISNER To Shaw Yun, Wen Hui and Wen Jay. KEAH-CHOON TAN To Lin and Michelle. G. KEONG LEONG Brief Contents Preface xv Acknowledgements xvii About the Au thors xviii Part 1 Part 2 Part 3 Supply Chain Management: An Overview 1 Chapter 1 Introduction to Supply Chain Management 3Supply Issues in Supply Chain Management 35 Chapter Chapter Chapter 2 3 4 Purchasing Management 37 Creating and Managing Supplier Relationships 73 Ethical and Sustainable Sourcing 99 Operations Issues in Supply Chain Management 131 Chapter Chapter Chapter Chapter 5 6 7 8 Demand Forecasting 133 Resource Planning Systems 165 Inventory Management 207 Process Management—Lean and Six Sigma in the Supply Chain 249 Part 4 Distribution Issues in Supply Chain Management 297 Chapter 9 Chapter 10 Chapter 11 Chapter 12Domestic U. S. and Global Logistics 299 Customer Relationship Management 343 Global Location Decisions 375 Service Response Logistics 401 Part 5 Integration Issues in Supply Chain Management 445 Chapter 13 Chapter 14 Supply Chain Process Integration 447 Performance Measurement Along the Supply Chain 481 On the Companion Website Cases in Supply Chain Man agement Student and Instructor Materials iv Contents Preface xv Acknowledgements xvii About the Authors xviii Part 1 Supply Chain Management: An Overview 1 Chapter 1Introduction to Supply Chain Management 3 Introduction 5 Supply Chain Management Defined 6 The Importance of Supply Chain Management 9 The Origins of Supply Chain Management in the U. S. 12 The Foundations of Supply Chain Management 15 Supply Elements 15 Operations Elements 17 Logistics Elements 19 Integration Elements 21 Current Trends in Supply Chain Management 22 Expanding (and Contracting) the Supply Chain 23 Increasing Supply Chain Responsiveness 24 The Greening of Supply Chains 25 Reducing Supply Chain Costs 26 Summary 28 Key Terms 28 Discussion Questions 28 Internet Questions 29 Appendix 1. : The Beer Game 30 Beer Game Questions and Exercises 34 Part 2 Supply Issues in Supply Chain Management 35 Chapter 2 Purchasing Management 37 Introduction 39 A Brief History of Purchasing Terms 39 The Role of Supply Management in an Organization 40 The Financial Significance of Supply Management 42 The Purchasing Process 43 The Manual Purchasing System 43 Electronic Procurement Systems (e-Procurement) 47 Small Value Purchase Orders 49 Sourcing Decisions: The Make-or-Buy Decision 53 Reasons for Buying or Outsourcing 54 v i Contents Chapter 3 Reasons for Making 54 Make-or-Buy Break-Even Analysis 55 Roles of Supply Base 57 Supplier Selection 57 How Many Suppliers to Use 60 Reasons Favoring a Single Supplier 60 Reasons Favoring Multiple Suppliers 61 Purchasing Organization 61 Advantages of Centralization 62 Advantages ofDecentralization 62 International Purchasing/Global Sourcing 63 Reasons for Global Sourcing 64 Potential Challenges for Global Sourcing 64 Countertrade 65 Procurement for Government/Nonprofit Agencies 65 Characteristics of Public Procurement 66 Summary 68 Key Terms 68 Discussion Questions 69 Internet Questions 70 Spreadsheet Problems 70 Creating and Managing Supplier Relationships 73 Introduct ion 75 Developing Supplier Relationships 75 Building Trust 76 Shared Vision and Objectives 76 Personal Relationships 76 Mutual Benefits and Needs 76 Commitment and Top Management Support 77 Change Management 77 Information Sharing and Lines of Communication 77 Capabilities 78 Performance Metrics 78 Continuous Improvement 81 Key Points 81 Supplier Evaluation and Certification 82 The Weighted Criteria Evaluation System 84 ISO 9000 87 ISO 14000 88 Supplier Development 89 Supplier Recognition Programs 91 Supplier Relationship Management 92 Summary 97 Key Terms 97 Discussion Questions 97 Contents vii Chapter 4Ethical and Sustainable Sourcing 99 Introduction 100 Ethical and Sustainable Sourcing Defined 102 Ethical Sourcing 102 Sustainable Sourcing 105 Developing Ethical and Sustainable Sourcing Strategies 109 Supply Base Rationalization Programs 111 Ethical and Sustainable Supplier Certification Programs 112 Outsourcing Products and Services 113 Insourcing 114 Co-sourcing 114 Early Suppli er Involvement 115 Vendor Managed Inventories 116 Supplier Co-location 117 Strategic Alliance Development 117 Negotiating Win-Win Strategic Alliance Agreements 119 Use of E-Procurement Systems 121 Rewarding Supplier Performance 123 Benchmarking Successful Sourcing Practices 124 Using Third-Party Supply Chain Management Services 125 Assessing and Improving the Firm’s Own Sourcing Function 126 Summary 128 Key Terms 128 Discussion Questions 128 Internet Questions 130 Part 3 Operations Issues in Supply Chain Management 131 Chapter 5 Demand Forecasting 133 Introduction 135 Demand Forecasting 136 Forecasting Techniques 137 Qualitative Methods 137 Quantitative Methods 138 Forecast Accuracy 147 Useful Forecasting Websites 150 Collaborative Planning, Forecasting and Replenishment 150 Software Solutions 156 Forecasting Software 156 CPFR Software 161 Summary 162 Key Terms 162 Discussion Questions 162 Spreadsheet Problems 163 viii Contents Chapter 6 Chapter 7Resource Planning Systems 165 Introduction 166 Operations Planning 167 The Aggregate Production Plan 168 The Chase Production Strategy 169 The Level Production Strategy 171 Master Production Scheduling 173 Master Production Schedule Time Fence 174 Available-to-Promise Quantities 175 The Bill of Materials 178 Material Requirements Planning 181 Terms used in Material Requirements Planning 182 Capacity Planning 185 Capacity Strategy 186 Distribution Requirements Planning 187 The Legacy Material Requirements Planning Systems 187 Manufacturing Resource Planning 189 The Development of Enterprise Resource Planning Systems 190 The Rapid Growth of Enterprise Resource Planning Systems 192 Implementing Enterprise Resource Planning Systems 193 Advantages and Disadvantages of Enterprise Resource PlanningSystems 195 Enterprise Resource Planning System Advantages 195 Enterprise Resource Planning System Disadvantages 197 Enterprise Resource Planning Software Applications 197 Enterprise Resource Planning Software Providers 199 Summary 201 Key Terms 201 Discussion Questions 202 Internet Questions 203 Spreadsheet Problems 203 Inventory Management 207 Introduction 208 Dependent Demand and Independent Demand 210 Concepts and Tools of Inventory Management 210 The Functions and Basic Types of Inventory 211 Inventory Costs 211 Inventory Investment 212 The ABC Inventory Control System 213 Radio Frequency Identification 217 Inventory Models 222 The Economic Order Quantity Model 222 The Quantity Discount Model 227 Contents ix Chapter 8The Economic Manufacturing Quantity Model 228 The Statistical Reorder Point 234 The Continuous Review and the Periodic Review Inventory Systems 239 Summary 242 Key Terms 242 Discussion Questions 242 Internet Questions 243 Problems 243 Spreadsheet Problems 245 Process Management—Lean and Six Sigma in the Supply Chain 249 Introduction 250 Lean Production and the Toyota Production System 251 Lean Thinking and Supply Chain Management 255 The Elements of Lean 257 Waste Reduction 257 Lean Supply Chain Relationships 260 Lean Layouts 261 Inventory and Setup Time Reduction 262 Small Batch Scheduling 263 Continuous Improvement 266 Workforce Commitment 266 Lean Systems and the Environment 267 The Origins of Six Sigma Quality 268 Comparing Six Sigma and Lean 270 Lean Six 271 Six Sigma and Supply Chain Management 271 The Elements of Six Sigma 273 Deming’s Contributions 274 Crosby’s Contributions 274 Juran’s Contributions 274 The Malcolm Baldrige National Quality Award 276 The ISO 9000 and 14000 Families of Management Standards 279 The DMAIC Improvement Cycle 280 Six Sigma Training Levels 281 The Statistical Tools of Six Sigma 281 Flow Diagrams 281 Check Sheets 282 Pareto Charts 282 Cause-and-Effect Diagrams 284 Statistical Process Control 285 Summary 293 Key Terms 293 x Contents Discussion Questions 293 Internet Questions 295 Problems 295 Part 4 Distribution Issues in Supply Chain Management 297 Chapter 9 Domestic U. S. and Global Logistics 299 In troduction 301 The Fundamentals of Transportation 302 The Objective of Transportation 302 Legal Forms of Transportation 303 The Modes of Transportation 304 Intermodal Transportation 309 Transportation Pricing 310 Transportation Security 312 Transportation Regulation and Deregulation in the U. S. 14 Warehousing and Distribution 318 The Importance and Types of Warehouses 319 Risk Pooling and Warehouse Location 321 Lean Warehousing 324 The Impacts of Logistics on Supply Chain Management 325 Third-Party Logistics (3PL) Services 325 Other Transportation Intermediaries 328 Environmental Sustainability in Logistics 329 Logistics Management Software Applications 331 Transportation Management Systems 331 Warehouse Management Systems 332 Global Trade Management Systems 332 Global Logistics 333 Global Freight Security 333 Global Logistics Intermediaries 334 Foreign-Trade Zones 335 The North American Free Trade Agreement 335 Reverse Logistics 336 The Impact of Reverse Logistics on the Supply Ch ain 337 Reverse Logistics and the Environment 338 Summary 339 Key Terms 339 Discussion Questions 340 Internet Questions 341 Customer Relationship Management 343 Introduction 345 Customer Relationship Management Defined 346 CRM’s Role in Supply Chain Management 348 Key Tools and Components of CRM 349 Chapter 10 Contents xi Chapter 11Segmenting Customers 349 Predicting Customer Behaviors 351 Customer Value Determination 352 Personalizing Customer Communications 352 Automated Sales Force Tools 354 Managing Customer Service Capabilities 355 Designing and Implementing a Successful CRM Program 361 Creating the CRM Plan 362 Involving CRM Users from the Outset 362 Selecting the Right Application and Provider 363 Integrating Existing CRM Applications 364 Establishing Performance Measures 364 Training for CRM Users 365 Recent Trends in CRM 366 Customer Data Privacy 366 Social Media 367 Cloud Computing 369 Summary 371 Key Terms 371 Discussion Questions 371 Internet Questions 373 Global Location Decisions 375 Introduction 376 Global Location Strategies 377 Critical Location Factors 380 Regional Trade Agreements and the World Trade Organization 380 Competitiveness of Nations 382 The World Economic Forum’s 12 Pillars of Competitiveness 384 Government Taxes and Incentives 384 Currency Stability 386 Environmental Issues 386 Access and Proximity to Markets 387 Labor Issues 388 Access to Suppliers 388 Utility Availability and Cost 388 Quality-of-Life Issues 389 Right-to-Work Laws 390 Land Availability and Cost 390 Facility Location Techniques 391 The Weighted-Factor Rating Model 391 The Break-Even Model 391 Helpful On-Line Information for Location Analysis 392 Business Clusters 394 xii Contents Chapter 12Sustainable Development 396 Summary 398 Key Terms 398 Discussion Questions 398 Internet Questions 399 Spreadsheet Problems 399 Service Response Logistics 401 Introduction 403 An Overview of Service Operations 404 Service Productivity 405 Global Service Issues 406 Service Strategy Development 406 The Service Delivery System 408 Service Location and Layout Strategies 409 Supply Chain Management in Services 411 Service Quality and Customers 415 The Primary Concerns of Service Response Logistics 416 Managing Service Capacity 417 Managing Queue Times 423 Managing Distribution Channels 432 Managing Service Quality 436 Summary 439 Key Terms 439 Discussion Questions and Exercises 440 Problems 441 Internet Questions 443 Part 5 Integration Issues in Supply Chain Management 445 Chapter 13Supply Chain Process Integration 447 Introduction 449 The Supply Chain Management Integration Model 450 Identify Critical Supply Chain Trading Partners 450 Review and Establish Supply Chain Strategies 451 Align Supply Chain Strategies with Key Supply Chain Process Objectives 452 Develop Internal Performance Measures for Key Process Effectiveness 456 Assess and Improve Internal Integration of Key Supply Chain Processes 456 Develop Supply Chain Performance Measures for t he Key Processes 459 Assess and Improve External Process Integration and Supply Chain Performance 459 Extend Process Integration to Second-Tier Supply Chain Partners 460 Contents xiii Chapter 14 Re-evaluate the Integration Model Annually 461 Obstacles To Process Integration Along The Supply Chain 461 The Silo Mentality 462 Lack of Supply Chain Visibility 463 Lack of Trust 465 Lack of Knowledge 467 Activities Causing the Bullwhip Effect 467 Managing Supply Chain Risk And Security 470 Managing Supply Chain Risk 470 Managing Supply Chain Security 474 Summary 478 Key Terms 478 Discussion Questions 478 Internet Questions 479 Performance Measurement Along the Supply Chain 481 Introduction 483 Viewing the Supply Chain as a Competitive Force 484 Understanding End Customers 484Understanding Supply Chain Partner Requirements 485 Adjusting Supply Chain Member Capabilities 485 Traditional Performance Measures 486 Use of Organization Costs, Revenue and Profitability Measures 486 Use of Performan ce Standards and Variances 487 Use of Firm-Wide Productivity and Utilization Measures 488 World-Class Performance Measurement Systems 490 Developing World-Class Performance Measures 490 Supply Chain Performance Measurement Systems 491 Supply Chain Environmental Performance 494 Specific Supply Chain Performance Measures 495 The Balanced Scorecard 496 Web-Based Scorecards 498 The SCOR Model 499 Summary 504 Key Terms 504 Discussion Questions 504 Internet Questions 506 Appendix 1 Areas under the Normal Curve 507 Appendix 2 Answers to Selected End-of-Chapter Problems 508 xiv Contents Glossary 511 References 524 Endnotes 528 Author Index 556 Subject Index 557 On the Companion Website Cases in Supply Chain ManagementPart Part Part Part 2 3 4 5 Cases Cases Cases Cases Student and Instructor Materials Preface Welcome to the third edition of Principles of Supply Chain Management: A Balanced Approach. The practice of supply chain management is becoming widespread in all industries around the g lobe today, and both small and large firms are realizing the benefits provided by effective supply chain management. We think this text is unique in that it uses a novel and logical approach to present discussions of this topic from four perspectives: purchasing, operations, logistics and the integration of processes within these three vitally important areas of the firm and between supply chain trading partners.We think this book is somewhat different than the other supply chain management texts available, since we present a more balanced view of the topic—many of the texts available today concentrate primarily on just one of the three areas of purchasing, operations or logistics. The objective of the book is to make readers think about how supply chain management impacts all of the areas and processes of the firm and its supply chain partners, and to show how managers can improve their firm’s competitive position by employing the practices we describe throughout the text. Junior- or senior-level business students, beginning MBA students, as well as practicing managers can benefit from reading and using this text. There are a number of additions to this third edition that we hope you will find interesting and useful. There is a greater emphasis on environmental sustainability throughout the text.In addition, each chapter contains new Supply Chain Management in Action, e-Business Connection, and Global Perspective features, along with new references throughout and new or additional end-of-chapter discussion questions and exercises. Other specific additions and changes to the text are described below. The textbook also comes with a dedicated website containing dozens of teaching cases split among each section of the book. Most of the case companies and situations are real, while others are fictional, and the cases vary from easy to difficult and short to long. Also on the website is a guide to supply chain management videos along with the YouTube Website addresses for each video. Finally, Power Point lecture slides are available for downloading.Part of the website is protected and for instructors only, and this site contains sample syllabi, case teaching notes, answers to all of the end-of-chapter questions and problems, and a test bank. In the Chapter 1 Appendix, there is a discussion of the Beer Game, with inventory tracking sheets to allow instructors to actually play the game with their students. Finally, there are quantitative as well as qualitative problems and questions, Internet exercises and Excel problems spread throughout most of the chapters. Part 1 is the overview and introduction of the topic of supply chain management. This chapter introduces the basic understanding and concepts of supply chain management, and should help students realize the importance of this topic.Core concepts such as the bullwhip effect, supplier relationship management, forecasting and demand management, enterprise resource planning, tra nsportation management and customer relationship management are discussed. There is also a new section on current trends in supply chain management. Part 2 presents supply issues in supply chain management. This very important topic is covered in three chapters, building from an introduction to purchasing management, xv xvi Preface to managing supplier relationships and then to ethical and sustainable sourcing. Within these chapters can be found sections on government purchasing, global sourcing, e-procurement, software applications, supplier development and green purchasing. Part 3 includes four chapters regarding operations issues in supply chain management.This section progresses from topics on forecasting, resource planning and inventory management to lean production and Six Sigma. New sections in Part 3 include a greater emphasis on collaborative planning, forecasting, and replenishment (CPFR); discussions of distribution requirements planning (DRP) and radio frequency identifi cation (RFID); and finally discussions of the latest lean production and Six Sigma programs. Part 4 presents distribution issues in supply chain management and consists of four chapters. Chapter 9 is a review of domestic U. S. and international logistics and contains new sections on green transportation, international logistics security and reverse logistics.This is followed by chapters on customer relationship management, global location decisions and service response logistics. New content in these chapters includes new software application discussions, trends in customer relationship management, new location trends in the global economy and cloud computing services. The final section is Part 5, which presents discussions of the integration issues in supply chain management and performance measurements along the supply chain. While cooperation and integration are frequently referred to in the text, this section brings the entire text into focus, tying all of the parts together, fi rst by discussing integration in detail, followed by a discussion of traditional and world-class performance measurement systems.New material here includes the topics of supply chain risk management and expanded coverage of performance measurement models. We think we have compiled a very interesting set of supply chain management topics that will keep readers engaged and we hope you enjoy it. We welcome your comments and suggestions for improvement. Please direct all comments and questions to: Joel D. Wisner: joel. [email  protected] edu (primary contact), Keah-Choon Tan: [email  protected] nevada. edu, or G. Keong Leong: keong. [email  protected] edu Acknowledgements We greatly appreciate the efforts of a number of fine and hard-working people at Cengage Learning/South-Western College Publishing. Without their feedback and guidance, this text would not have been completed.The team members are Charles E. McCormick, Jr. , Senior Acquisitions Editor; Adam Marsh, Marketing Manage r; and Daniel Noguera, our Associate Developmental Editor and day-to-day contact person. A number of other people at Cengage Learning and South-Western also need to be thanked including Stacy Shirley, Chris Valentine and Libby Shipp. We also would like to thank Katy Gabel and her people at PreMediaGlobal who put the manuscript into final copy form. Additionally, we would like to thank all of the case writers who contributed their cases to this textbook. Their names, along with their contact information, are printed with each of the cases on the website.As with any project of this size and time span, there are certain to be a number of people who gave their time and effort to this textbook, and yet their names were inadvertently left out of these acknowledgments. We apologize for this and wish to thank you here. xvii About the Authors Joel D. Wisner is Professor of Supply Chain Management at the University of Nevada, Las Vegas. He earned his BS in Mechanical Engineering from New Mexi co State University in 1976 and his MBA from West Texas State University in 1986. During that time, Dr. Wisner worked as an engineer for Union Carbide at their Oak Ridge, Tennessee facility and then worked in the oil industry in the wet and green Louisiana Gulf Coast area and also in the dry and sandy West Texas area.In 1991, he earned his PhD in Operations and Logistics Management from Arizona State University. He holds certifications in transportation and logistics (CTL) and in purchasing management (C. P. M. ). He is currently keeping busy teaching undergraduate and graduate courses in supply chain management at UNLV. His research and case writing interests are in process assessment and improvement strategies along the supply chain. His articles have appeared in numerous journals including Journal of Business Logistics, Journal of Operations Management, Journal of Supply Chain Management, Journal of Transportation, Production and Operations Management Journal, and Business Case J ournal.More information about Dr. Wisner can be found at his website: http://faculty. unlv. edu/wisnerj. Keah-Choon Tan is Professor of Operations Management and Chair of the Marketing Department at the University of Nevada, Las Vegas. He received a BSc degree and an MBA from the University of South Alabama, and a PhD in Operations Management from Michigan State University. He is a certified purchasing manager of the Institute for Supply Management, and is certified in production and inventory management by the APICS. He has published articles in the area of supply chain management, quality, and operations scheduling in academic journals and magazines. Prior to academia, Dr.Tan was a hospital administrator and an account comptroller of a manufacturing firm. He has served as co-track chair and on various committees for the Decision Sciences Institute. He has also served as editor, co-guest editor and on the editorial boards of academic journals. Dr. Tan has received several research grants and teaching awards, including the UNLV Foundation Distinguished Teaching Award. G. Keong Leong is Professor and Chair of the Management Department in the College of Business at the University of Nevada, Las Vegas. He received an undergraduate degree in Mechanical Engineering from the University of Malaya and an MBA and PhD from the University of South Carolina.He was previously a member of the faculty at Ohio State University and a visiting faculty at the Thunderbird School of Global Management. His publications appear in academic journals such as Journal of Operations Management, Decision Sciences, Interfaces, Journal of Management, European Journal of Operational Research and International Journal of Production Research, among others. He has co-authored three books including Operations Strategy: Focusing Competitive Excellence and Cases in International Management: A Focus on Emerging Markets and received research and teaching awards including an Educator of the Year award from the Asian Chamber of Commerce in Las Vegas.He has been active in the Decision Sciences Institute, serving as President, Editor of Decision Line, At-Large VicePresident, Chair of the Innovative Education Committee, Chair of the Doctoral Student xviii About the Authors xix Affairs Committee and Manufacturing Management Track Chair. In addition, he served as Chair of the Professional Development Workshop and Chair of the Operations Management Division, Academy of Management. Professor Leong is listed in Who’s Who Among American Teachers, Marquis Who’s Who in the World, Who’s Who in America, and Who’s Who in American Education. This page intentionally left blank Part 1 Supply Chain Management: An Overview Chapter 1 Introduction to Supply Chain Management 1 This page intentionally left blank Chapter 1 INTRODUCTION TO SUPPLY CHAIN MANAGEMENTGiven how quickly and continuously everything is changing these days, it is essential to understand analytically the functioning of supply chains and to be able to know what strategies will produce the best results. This requires greater attention to creating supply chain solutions that are effective and efficient. 1 Growth is our mantra as an organization. We know that if you’re not growing, you’re dying. So we have to make sure that in the supply chain organization, we’re positioning ourself for that growth. 2 Learning Objectives After completing this chapter, you should be able to †¢ Describe a supply chain and define supply chain management. †¢ Describe the objectives and elements of supply chain management. Describe local, regional and global supply chain management activities. †¢ Describe a brief history and current trends in supply chain management. †¢ Understand the bullwhip effect and how it impacts the supply chain. Chapter Outline Introduction Supply Chain Management Defined The Importance of Supply Chain Management The Origins of Supply Chain M anagement in the U. S. The Foundations of Supply Chain Management Current Trends in Supply Chain Management Summary 3 4 Part 1 Supply Chain Management: An Overview Supply Chain Management Where Does the Coal Go? in Action At the same time most every year my dad would be asking, â€Å"But where does the coal go? We’d be on our family vacations on Lake Erie, and as a lover of ships, he’d closely observe the comings and goings of the big freighters that moved iron ore, coal, coke and other materials east and west across the Great Lakes. He’d explain to me why certain ships rode heavy (low in the water and very slow) or light (high in the water and very fast), and what materials were in the ones coming from the west, where they came from and what part they played in making steel— and in turn, what was carried in the bowels of these giant ships, some of them 1,000 feet long. One of those cargoes was coal, and the coal-bearing freighters would always pull in a nd unload at the harbor three miles east of us.But the one piece of this shipping and transfer and delivery and supply puzzle that my dad couldn’t quite figure out was what happened to the coal after it was unloaded at the harbor in Conneaut, Ohio. Oh, he knew what its ultimate fate would be and the role it would play in making steel or other products, but he couldn’t figure out the physical steps involved with the movement of that coal inside the harbor, and that really bugged him. He and I would try to find secluded roads leading into the back of this enormous industrial harbor so we could see where the coal went, but we’d always be caught short by fences bearing grim warnings. We tried hiking in from the far shore, hacking our way through thick woods, but always the fence would stop us.So I took my fellow seeker on a surprise outing. We parked at the little airport in Erie, Pennsylvania, where I’d chartered a private plane. For the next couple of hours , the pilot flew us all over Lake Erie, swooping down over the decks of some of the freighters as they made their way across the lake and circling a few times over the Conneaut harbor. I’ll never forget the sight or sound of my dad triumphantly laughing and slapping his knee as he looked out the window at the massive expanse of the harbor that we’d never been able to see from the ground as he said, â€Å"Now I see where the coal goes! † We had to go a half mile up in the air to get the perspective we needed, but we got it.He saw the railroad shunt that moved the coal from the ships to huge machines that transferred it to a massive web of railroad cars that linked up with rail lines heading south and thence all over the country. I suspect at some level he always knew this is what went on, but he had to see it; he had to really know; he had to be able to tangibly put into place that last piece of the puzzle that ran across thousands of miles of water and rail line s and touched hundreds of industries. I’ve been thinking about this a lot recently because companies of all sorts seem to be striving for the same kind of end-to-end view of their businesses, from their farthest-flung suppliers through their partners to their customers and even out to their customers’ customers.The need to know, to really know and to have end-to-end vision, is becoming increasingly vital in this business world that moves and changes so rapidly. Thanks for indulging me in this mostly personal tale of end-to-end vision. I’d like to close by adding that several weeks after our plane ride, my dad died quite unexpectedly. But before he left us, he got to see where the coal went. Source: Evans, B. , â€Å"Remembering My Dad,† InformationWeek, July 26, 2010: 6–7. Used with permission. Bob Evans is senior VP and director of InformationWeek’s Global CIO unit. Chapter 1 Introduction to Supply Chain Management 5 Introduction Operating successfully today requires organizations to become much more involved with their suppliers and customers.As global markets expand and competition increases, making products and services that customers want means that businesses must pay closer attention to where materials come from, how their suppliers’ products and services are designed, produced and transported, how their own products and services are produced and distributed to customers, and what their direct customers and the end-product consumers really want. Over the past twenty-plus years, many large firms or conglomerates have found that effectively managing all of the business units of a vertically integrated firm—a firm whose business boundaries include former suppliers and/or customers—is quite difficult. Consequently, firms are selling off many business units and otherwise paring down their organization to focus more on core capabilities, while trying to create alliances or strategic partnerships w ith suppliers, transportation and warehousing companies, distributors and other customers who are good at what they do.This collaborative approach to making and distributing products and services to customers is becoming the most effective and efficient way for firms to stay successful—and is central to the practice of supply chain management (SCM). Several factors require today’s firms to work together more effectively than ever before. Communication and information exchange through computer networks using enterprise resource planning (ERP) systems (discussed further in Chapter 6) and the Internet have made global teamwork not only possible but necessary for firms to compete in most markets. Communication technology continues to change rapidly, making global partnerships and teamwork much easier than ever before.Competition is expanding rapidly in all industries and in all markets around the world, bringing new materials, products, people and resources together, makin g it more difficult for the local, individually owned, â€Å"mom-and-pop† shops to keep customers. The recent global economic recession has made customers more cost-conscious while simultaneously seeking higher levels of quality and service, which is requiring organizations to find even better ways to compete. New markets are opening up as governments change and as consumers around the world learn of new products from television, the Internet, radio and contact with tourists. Customers are demanding more socially responsible and environmentally-friendly activities from organizations.Considering all of these changes to the environment, it is indeed an exciting time for companies seeking to develop new products, find new customers and compete more successfully. New jobs and opportunities are opening up in the areas of purchasing, operations, logistics and supply chain management as firms build better competitive infrastructures. As you read this textbook, you will be introduced to the concepts of supply chain management and how to use these concepts to become better managers in today’s global economy. We use examples throughout the text to illustrate the topics discussed; and we provide online cases for each section of the textbook to enable you to test your problem-solving, decision-making and writing skills in supply chain management.We hope that by the end of the text you will have gained an appreciation of the value of supply chain management and will be able to apply what you have learned, both in your profession and in future courses in supply chain management. In this chapter, the term supply chain management is defined, including a discussion of its importance, history and developments to date. The chapter ends with a look at some of the current trends in supply chain management. 6 Part 1 Supply Chain Management: An Overview Supply Chain Management Defined To understand supply chain management, one must begin with a discussion of a supply c hain; a generic one is shown in Figure 1. 1.The supply chain shown in the figure starts with firms extracting raw materials from the ground—such as iron ore, oil, wood and food items—and then selling these to raw material suppliers such as lumber companies, steel mills and raw food distributors. These firms, acting on purchase orders and specifications they have received from component manufacturers, turn the raw materials into materials that are usable by these customers (materials like sheet steel, aluminum, copper, lumber and inspected foodstuffs). The component manufacturers, responding to orders and specifications from their customers (the final product manufacturers) make and sell intermediate components (electrical wire, fabrics, plumbing items, nuts and bolts, molded plastic components, processed foods).The final product manufacturers (companies like Boeing, General Motors, Coca-Cola) assemble finished products and sell them to wholesalers or distributors, who then resell these products to retailers as their product orders are received. Retailers in turn sell these products to us, the end-product consumers. Consumers buy products based on a combination of cost, quality, availability, maintainability and reputation factors, and then hope the purchased products satisfy their requirements and expectations. The companies, along with their supply chains, that can provide all of these desired things will ultimately be successful. Along the supply chain, intermediate and end customers may need to return products, obtain warranty repairs or may just throw products away or recycle them.These reverse logistics activities are also included in the supply chain, and are discussed further in Chapter 9. Figure 1. 1 A Generic Supply Chain Product & service flow Recycling & returns Raw material Suppliers/mfgs. Second-tier suppliers Intermediate component mfgs. First-tier suppliers Wholesalers, distributors Transportation & storage activities End-product m anufacturer (focal firm) First-tier customers Retailers Second-tier customers End-product consumers Information/planning/activity integration Chapter 1 Introduction to Supply Chain Management 7 Referring again to Figure 1. 1, the firm in the middle of the figure is referred to as the focal firm, and the direct suppliers and customers of the focal firm are first-tier suppliers and customers.The first-tier suppliers’ suppliers are thus the focal firm’s second-tier suppliers, and the first-tier customers’ customers are the focal firm’s second-tier customers. Some supply chains, such as an automobile supply chain, might have many tiers, while others such as a law office, might have very few tiers. While the focal firm is presented here and in other chapter discussions as an end-product assembly firm, it can be any of the firms involved in the supply chain, depending on the frame of reference of the manager viewing the diagram. Thus, the series of companies ev entually making products and services available to consumers—including all of the functions enabling the production, delivery and recycling of materials, components, end products and services—is called a supply chain.Companies with multiple products likely have multiple supply chains. All products and services reach their customers via some type of supply chain—some much larger, longer and more complex than others. Some may involve foreign suppliers or markets. With this idea of a supply chain in mind, then, it is easy to come to the realization that there really is only one true source of income for all supply chain organizations—the supply chain’s end customers. Steve Darendinger, vice president of advanced sourcing and supply chain strategy for Cisco Systems of California, says the key to developing effective supply chain management programs is keeping the customer in mind. The things that we do within our supply chain are driven around customer success,† he says. â€Å"We provide opportunities and solutions for customers. †3 When individual firms in a supply chain make business decisions while ignoring the interests of the end customer and other chain members, these suboptimal decisions transfer risks, costs and additional waiting time along the supply chain, ultimately leading to higher end-product prices, lower supply chain service levels and eventually lower end-customer demand. A number of other companies are also indirectly involved in most supply chains, and they play a very important role in the eventual delivery of end products to customers.These are the many service providers, such as trucking and airfreight shipping companies, information system providers, public warehousing firms, freight forwarders, agents and consultants. These service providers are extremely useful to the primary firms in most supply chains, since they can help to get products where they need to be in a timely fashion, allow buy ers and sellers to communicate effectively, allow firms to serve outlying markets, enable firms to save money on domestic and global shipments, and in general allow firms to adequately serve their customers at the lowest possible cost. So now that a general description of a supply chain has been provided, what is supply chain management (SCM)? A number of definitions are available in the literature and among various professional associations.A few of these are provided here from three organizations connected to the practice of supply chain management: †¢ The Council of Supply Chain Management Professionals (CSCMP) defines supply chain management as: â€Å"The planning and management of all activities involved in sourcing and procurement, conversion and all logistics management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers and customers. †4 †¢ The I nstitute for Supply Management (ISM) describes supply chain management as: â€Å"The design and management of seamless, value-added processes across organizational boundaries to meet the real needs of the end customer. †5 8 Part 1 Supply Chain Management: An Overview The Singapore-based Logistics & Supply Chain Management Society defines supply chain management as: â€Å"The coordinated set of techniques to plan and execute all steps in the global network used to acquire raw materials from vendors, transform them into finished goods, and deliver both goods and services to customers. †6 Consistent across these definitions is the idea of coordinating or integrating a number of goods- and services-related activities among supply chain participants to improve operating efficiencies, quality and customer service among the collaborating organizations. Thus, for supply chain management to be successful, firms must work together by sharing information on things like demand for ecasts, production plans, capacity changes, new marketing strategies, new product and service developments, new technologies employed, purchasing plans, delivery dates and anything else impacting the firm’s purchasing, production and distribution plans.In theory, supply chains work as a cohesive, singularly competitive unit, accomplishing what many large, vertically integrated firms have tried and failed to accomplish. The difference is that independent firms in a supply chain are relatively free to enter and leave supply chain relationships if these relationships are no longer proving beneficial; it is this free market alliance-building that allows supply chains to operate more effectively than vertically integrated conglomerates. For example, when a particular material or product is in short supply accompanied by rising prices, a firm may find it beneficial to align itself with one of these suppliers to ensure continued supply of the scarce item.This alignment may become be neficial to both parties—new markets for the supplier leading to new, future product opportunities; and long-term continuity of supply and stable prices for the buyer. Later, when new competitors start producing the scarce product or when demand declines, the supplier may no longer be valued by the buying firm; instead, the firm may see more value in negotiating with other potential suppliers for its purchase requirements and may then decide to dissolve the original buyer–supplier alignment. As can be seen from this example, supply chains are often very dynamic or fluid, which can also cause problems in effectively managing them.While supply chain management may allow organizations to realize the advantages of vertical integration, certain conditions must be present for successful supply chain management to occur. Perhaps the single most important prerequisite is a change in the corporate cultures of all participating firms in the supply chain to make them conducive to supply chain management. More traditional organizational cultures that emphasize short-term, company-focused performance in many ways conflict with the objectives of supply chain management. Supply chain management focuses on positioning organizations in such a way that all participants in the supply chain benefit. Thus, effective supply chain management relies on high levels of trust, cooperation, collaboration and honest, accurate communications.Purchasing, operations, logistics and transportation managers not only must be equipped with the necessary expertise in these critical supply chain functions but also must appreciate and understand how these functions interact and affect the entire supply chain. Rebecca Morgan, president of Fulcrum Consulting Works, an Ohio-based supply chain management consulting firm, says too many companies go into agreements they call partnerships and then try to control the relationship from end to end. â€Å"A lot of the automotive companies did th is in the beginning,† she says. â€Å"They issued a unilateral ultimatum: you will do this for me if you want to do business with me, no matter Chapter 1 Introduction to Supply Chain Management 9 what it means for you. 7 This type of supply chain management approach can lead to distrust, poor performance, finding ways to â€Å"beat the system† and ultimately loss of customers. Boundaries of supply chains are also dynamic. It has often been said that supply chain boundaries for the focal firm extend from â€Å"the suppliers’ suppliers to the customers’ customers. † Today, most firms’ supply chain management efforts do not extend beyond those boundaries. In fact, in many cases, firms find it very difficult to extend coordination efforts beyond a few of their most important direct suppliers and customers (in one survey, a number of firm representatives stated that most of their supply chain efforts were with the firm’s internal suppliers and customers only! ). However, with time and successful initial results, many firms are extending the boundaries of their supply chains to include their second-tier suppliers and customers, logistics service companies, as well as non-domestic suppliers and customers. Some of the firms considered to be the best at managing their supply chains have very recognizable names: Procter & Gamble, Cisco Systems, Wal-Mart, Apple Computers, PepsiCo and Toyota Motor. The Importance of Supply Chain Management While all firms are part of a chain of organizations bringing products and services to customers (and most firms operate within a number of supply chains), certainly not all supply chains are managed in any truly coordinated fashion.Firms continue to operate independently in many industries (particularly small firms). It is often easy for managers to be focused solely on their immediate customers, their daily operations, their sales and their profits. After all, with customers complaining , employees to train, late supplier deliveries, creditors to pay and equipment to repair, who has time for relationship building and other supply chain management efforts? Particularly within this most recent economic downturn, firms may be struggling to just keep their doors open. Many firms, though, have worked through their economic problems and are encountering some value-enhancing benefits from their supply chain management efforts.Firms with large system inventories, many suppliers, complex product assemblies and highly valued customers with large purchasing budgets have the most to gain from the practice of supply chain management. For these firms, even moderate supply chain management success can mean lower purchasing and inventory carrying costs, better product quality and higher levels of customer service—all leading to more sales. According to the U. S. Census Bureau’s Annual Survey of Manufactures, the total cost of all materials purchased in 2008 exceeded $3. 2 trillion among U. S. manufacturers, up from $2. 2 trillion in 2000. Additionally, fuel purchases among manufacturers in the U. S. otaled $63 billion, up 10 percent from just the previous year due to rising fuel prices. 9 Thus it can easily be seen that purchasing, inventory and transportation cost savings can be quite sizable for firms utilizing effective supply chain management strategies. In fact, in a 2009 Global Survey of Supply Chain Progress conducted by Michigan State University, almost two-thirds of the respondents reported the existence of an â€Å"official† supply chain management group within the firm with jurisdiction over activities like logistics, sourcing and performance measurement. Additionally, about 70 percent of the respondents reported that their supply chain initiatives had either reduced costs or improved revenues. 0 In some cases firms hire a company knowledgeable in supply chain management activities to help the firm develop its own capabilities , and to get the benefits much faster. The Global Perspective feature describes global security system 10 Part 1 Supply Chain Management: An Overview Global Perspective How Diebold Learned to Manage Its Supply Chains In 2006, the senior management at Diebold established an aggressive set of cost savings goals as part of its Smart Business 200 program. And the Canton, Ohio, company’s supply chain organization was expected to contribute a significant portion to the $200 million savings goal through consolidation, optimization and process improvements. We knew the opportunity was there but we didn’t have the scale of resources or the access to industry best practices† to meet those goals, says Paul Dougherty, strategic procurement manager in Diebold’s global procurement organization. In short, he knew Diebold needed outside help and brought in a fourth-party logistics provider (4PL), Menlo Logistics, to do a full supply chain assessment. â€Å"We actually us ed to have a map on the wall in one of our procurement conference rooms that depicted each known storage location marked with a pin. There were literally hundreds of excessive, disparate stocking locations with limited or no real-time visibility of inventory positioning, turnover cycles or valuation,† says Dougherty.Based on evaluation of this core mission alignment and a mandate to achieve aggressive savings goals, Diebold chose to have the infrastructure services provided by a 3PL and the more strategic initiatives developed and implemented by a 4PL. To guide its 4PL implementation, Diebold established a Logistics Directorate team with extensive experience across the supply chain. â€Å"Today, the map we used to have on the wall is gone and we have consolidated most of that inventory into two distribution centers using a warehouse management system with detailed visibility at the transaction level,† says Dougherty. The primary objective of Menlo’s 4PL work is t o drive bottom line, year-over-year net cost reductions to Diebold while improving its service levels, which is no small task. There was a lot of low hanging fruit at the outset and the initial emphasis was consolidating inventory and establishing a flexible, cost-effective, distribution network,† says Dougherty. Gradually, Diebold placed increased reliance on its internal expertise to manage its regional warehousing while looking to Menlo 4PL for continuous engineering improvements to the supply chain network design. The allocation of specific duties is a collaborative effort based on constantly evolving requirements. To date, Menlo has successfully achieved its annual savings goals. Source: Hannon, D. , â€Å"Signs that Your Company May Need a 4PL Intervention,† Purchasing, V. 139, No. 2 (2010): 16. Used with permission. anufacturer Diebold’s choice of a company to do just that, with great and quick success. Today, they still use their fourth-party logistics pr ovider (4PL) company (a company hired to manage all of a firm’s logistics and supply chain management capabilities) but have also developed internal skills in managing their supply chains. Managers must realize that their supply chain management efforts can start small— for instance, with just one key supplier—and build through time to include more supply chain participants such as other important suppliers, key customers and logistics services. Finally, supply chain management efforts can include second-tier suppliers and customers. So why are these integration activities so important?As alluded to earlier, when a firm, its customers and its suppliers all know each others’ future plans and are willing to work together, the planning process is easier and much more productive, in Chapter 1 Introduction to Supply Chain Management 11 Example 1. 1 Grebson Manufacturing’s Supply Chain The Pearson Bearings Co. makes roller bearings for Grebson Manufactur ing on an as-needed basis. For the upcoming quarter, they have forecasted Grebson’s roller bearing demand to be 25,000 units. Since Grebson’s demand for bearings from Pearson has been somewhat erratic in the past due to the number of bearing companies competing with Pearson and also the fluctuation of demand from Grebson’s customers, Pearson’s roller bearing forecast includes 5,000 units of safety stock.The steel used in Pearson Bearings’ manufacturing process is usually purchased from Rogers Steels, Inc. Rogers Steels has, in turn, forecasted Pearson’s quarterly demand for the high-carbon steel it typically purchases for roller bearings. The forecast also includes safety stock of about 20 percent over what Rogers Steels expects to sell to Pearson over the next three months. This short description has exposed several problems occurring in most supply chains. Because Pearson does not know with full confidence what Grebson’s roller bear ing demand will be for the upcoming quarter (it could be zero, or it could exceed 25,000 units), Pearson will incur the extra costs of producing and holding 5,000 units of safety stock.Additionally, Pearson risks having to either scrap, sell or hold onto any units not sold to Grebson, as well as losing current and future sales to Grebson if their demand exceeds 25,000 units over the next quarter. Rogers Steels faces the same dilemma—extra materials, labor costs and warehouse space for safety stock along with the potential stockout costs of lost present and future sales. Additionally, Grebson’s historic demand pattern for roller bearings from its suppliers already includes some safety stock, since it uses roller bearings in one of the products it makes for a primary customer. terms of cost savings, quality improvements and service enhancements. A fictitious example is provided in Example 1. 1. Example 1. illustrates some of the costs associated with independent planning and lack of supply chain information sharing and coordination. Grebson’s safety stock, which they have built into their roller bearing purchase orders, has resulted in still additional safety stock production levels at the Pearson plant. In fact, some of the erratic purchasing patterns of Grebson are probably due to their leftover safety stocks causing lower purchase quantities during those periods. This, in turn, creates greater demand variability, leading to a decision at Pearson to produce an even higher level of safety stock. This same scenario plays out between Pearson and Rogers Steels, with erratic buying patterns by Pearson and further safety stock production by Rogers.If the supply chain were larger, this magnification of safety stock, based on erratic demand patterns and forecasts derived from demand already containing safety stock, would continue as orders pass to more distant suppliers up the chain. This supply chain forecasting, safety stock and production probl em is known as the bullwhip effect. If Grebson Manufacturing knew its customers’ purchase plans for the coming quarter along with how their purchase plans were derived, it would be much more confident about what the upcoming demand was going to be, resulting in little, if any, safety stock required. And consequently it would be able to communicate its own purchase plans for roller bearings to Pearson.If Grebson purchased its roller bearings from only Pearson and, further, told Pearson what their quarterly purchase plans were, and if Pearson did likewise with Rogers, safety stocks throughout the supply chain would be reduced drastically, driving down the costs of purchasing, producing and carrying roller bearings at each stage. This discussion also sets the stage for a supply chain management concept called collaborative planning, forecasting and replenishment, discussed further in Chapter 5. 12 Part 1 Supply Chain Management: An Overview The result includes lower supply chain costs and better customer service (remember, there would be few, if any, stockouts if purchase quantities were decided ahead of time and shipping companies delivered on time; additionally, production quantities would be less, reducing purchase costs and production time).Trade estimates suggest that the bullwhip effect results in excess costs on the order of 12 to 25 percent at each firm in the supply chain, which can be a tremendous competitive disadvantage. Lower costs resulting from reducing the bullwhip effect can also result in better quality, since potentially higher profit margins mean more investment into materials research, better production methods and use of more reliable transportation and storage facilities. Additionally, as working relationships throughout the supply chain mature, suppliers will feel more comfortable investing capital in better facilities, better products and better services for their customers.With time, customers will share more information with supp liers and suppliers will be more likely to participate in their key customers’ new product design efforts, for instance. These, then, become some of the more important benefits of a wellintegrated supply chain. In the following chapters, other associated benefits will also become apparent. The Origins of Supply Chain Management in the U. S. During the 1950s and 1960s, U. S. manufacturers were employing mass production techniques to reduce costs and improve productivity, while relatively little attention was typically paid to creating supplier partnerships, improving process design and flexibility, Table 1. 1Historic Supply Chain Management Events in the United States Increased supply chain capabilities Supply chain relationship formation, sustainability, social responsibility JIT, TQM, BPR, supplier and customer alliances Inventory management, MRP, MRPII and cost containment Traditional mass manufacturing 1950s 1960s 1970s 1980s 1990s 2000s Future Note: MRP = material require ments planning, JIT = just-in-time, TQM = total quality management, BPR = business process reengineering. Chapter 1 Introduction to Supply Chain Management 13 or improving product quality (see Table 1. 1). New product design and development was slow and relied exclusively on in-house resources, technologies and capacity.Sharing technology and expertise through strategic buyer–supplier partnerships was essentially unheard of back then. Processes on the factory floor were cushioned with inventory to keep machinery running and maintain balanced material flows, resulting in large investments in work-in-process inventories. In the 1960s and 1970s, computer technologies began to flourish and material requirements planning (MRP) software applications and manufacturing resource planning (MRPII) software applications were developed. These systems allowed companies to see the importance of effective materials management—they could now recognize and quantify the impact of high le vels of inventories on manufacturing, storage and transportation costs.As computer capabilities grew, the sophistication of inventory tracking software also grew, making it possible to further reduce inventory costs while improving internal communication of the need for purchased parts and supplies. The 1980s were the breakout years for supply chain management. One of the first widely recorded uses of the term supply chain management came about in a paper published in 1982. 11 Intense global competition beginning in the 1980s (and continuing today) provided an incentive for U. S. manufacturers to offer lower-cost, higher-quality products along with higher levels of customer service. Manufacturers utilized just-in-time (JIT) and total quality management (TQM) strategies to improve quality, manufacturing efficiency and delivery times.In a JIT manufacturing environment with little inventory to cushion scheduling and/or production problems, firms began to realize the potential benefits and importance of strategic and cooperative supplier-buyer-customer relationships, which are the foundation of SCM. The concept of these partnerships or alliances emerged as manufacturers experimented with JIT and TQM. As competition in the U. S. intensified further in the 1990s, accompanied by increasing logistics and inventory costs and the trend toward market globalization, the challenges associated with improving quality, manufacturing efficiency, customer service and new product design and development also increased.To deal with these challenges, manufacturers began purchasing from a select number of certified, high-quality suppliers with excellent service reputations and involved these suppliers in their new product d