Accounting Industry in the USA Essay Example | Topics and Well Written Essays - 3250 words

Accounting Industry in the USA - Essay Example Before this, it is used to known as the big five. External Factors affecting the performance of the Industry A business unit does not operate in hollow. It operates in an environment. The business environmental factors can be categorized as micro and macro environmental factors. The micro or internal environmental factors are those that can be controlled, whereas the macro or external environmental factors cannot be controlled by the firm and yet those factors affect the modus operand of a firm immensely. Therefore it is important for companies belonging to any industry monitor the external environmental factors and develop or modify business strategies accordingly. The external environmental factors include Political, Economic, Social and Technological factors or in short PEST (Cowan, 2005). Political Factors The political environment in the US is quite stable. Although the country has been engaged in conflicts in Iraq and Afghanistan; the local political environment has not been ha mpered by those issues. The Us government - both present and past have welcomed business investments due to which the country has become one of the economic superpowers. However, due to increase in competition, there have been cases of unethical practices. As a result, the government has imposed strict legal measures on companies induced in unethical practices. Accounting professionals have a huge role to play to ensure ethical practices are conducted by the company. Hence from an accounting firm’s perspective, it is important that reporting and mandatory disclosures are carried out ethically to avoid legal punitive actions from the government or any other regulatory bodies (Henry, 2008). Economic Factors The global economy especially Europe and U.S. are looking to get over the economic recession. The economic downturn has forced most of the companies including the major firms to focus on cost minimization. The accounting professionals play a very important role in providing a recommendation to the management to minimize cost without comprising the overall the performance of the firm. Also due to the economic recession, various companies look to outsource the accounting activities to specialist accounting firms. This may cause the companies a few bucks, but all in all, it actually helps the companies to make the business operations a lot smoother as professionals would be looking after the core accounting issues. Social Factors The people of U.S. have always been entrepreneurial in nature and hence this provides a lot of opportunity to the accounting firms as such companies may look for specialists who can help the companies in overall accounting operations.

MARKETING RESEARCH AND INFORMATION Essay Example | Topics and Well Written Essays - 6000 words

MARKETING RESEARCH AND INFORMATION - Essay Example The first McDonalds restaurant was opened in 1940 established its image as a fast and speedy service provider. To date the restaurant is known for its fast service and convenience. McDonald’s revenue is about $ 22.8 billion with operating profits of $3.9 billion (McDonalds 2008). Today the firm has many rivals and competitors yet it has been able maintain its number one position. However, competition is building up and McDonalds does not seem to have a very bright future. It has not been able to develop a product in a decade that would appeal to the masses. Coupled with that, McDonalds entered some wrong markets where the competition already existed with full force leading the firm to close down its operations in those markets (McDonalds 2008). Also, McDonalds has been blamed for causing obesity amongst children and have been charged with lawsuits also. With the changing needs and requirements of the market, McDonalds has been able to update itself in terms of menu, environment, service and technology. With its growing customers globally, McDonalds developed its website where it interacts with its customers and gives them what they require. McDonalds has maintained a separate website for every country (McDonalds 2008). These websites have been localized in terms of menu, layout and language etc. but the color schemes and logo are the same in all the websites. Several marketing campaigns have been launched via the websites especially the ‘I’m lovin it’ in 2003 with great success. This was an essential move as the target market was moving towards the internet from the TV and promotion was becoming a challenge (Singh 1994). The websites have proved to be a great interacting medium with the customers and has enables the firm to reach their target market especially those in the age bracket of 16-24 years who are avid internet users(Chiem 2000). This interface

Three Pinned Portal Frame

Three Pinned Portal Frame This report found that plot 400 has many dead loads, live / imposed loads and wind loads in action on the buildings portal frame. The building has a simple 3 pinned portal frame / arch structure which have been designed to resist all loads that are applicable. The building also has structural actions and different modes of collapse which act upon the supporting columns, rafter beams and supporting main beams of the portal frame. The diagrams that have been produced illustrate how the different structural sections deform and how they would fail in the event of a mod of collapse, for example torsion, shear, fatigue or even compression. The building has also been sketched and CAD drawings provided along with photographs of both the inside and outside structure which can be seen in appendix 4 of the report. This report has also listed the clients functional and spatial requirements and the applicable governing legislation which controls the design and use of buildings in England and Wales. Contents Page. Page No. 1.0 Introduction 3 2.0 Brief 4 3.0 Structure Appraisal 3.1 Site Location 5 3.2 Building Function 6 3.3 Building Regulations 7 3.4 Building Drawings 8 3.5 Loadings 9 16 3.6 Structural Actions 17 24 3.7 Structural Stability 25 26 3.8 Deformation and Mode of Collapse 27 31 4.0 Conclusion 32 33 5.0 Bibliography 34 6.0 References 35 7.0 Appendix 7.1 Appendix 1 Site Location Plan 37 7.2 Appendix 2 Schedule of Drawings 38 7.3 Appendix 3 Schedule of Photographs 39 7.4 Appendix 4 Photographs 40 Introduction. Buildings today are built to accommodate many different processes and purposes within the built environment. When a building is at the feasibility stage, many key items must be considered to ensure that the building which is delivered to the client meets all the functional requirements and is built in accordance with all the relevant legislation which governs the construction industry and the built environment. Some of the key design parameters would be:- Spatial requirements Materials used Underlying use of building Method of Construction Finishes Location Size Maintenance Considerations Access and Use Planning restrictions This report will identify a building and investigate the design and comment on how the design meets the functional requirements for which it has been constructed. Additional details such as drawings, photographs and sketches will also be provided to support this report. Brief This report has been produced to appraise a given structure. The structure that has been chosen is Plot 400 at Ascot Drive, Derby in the East Midlands. The building will be identified and suitable location plans will be provided for the site. The buildings purpose will be explained in relation to its functional requirements and sketches and drawings will be provided to detail the building. These drawings will be provided by hand and also by auto computer aided design technology. Having described the building and its function, this report will then identify several different loads that the buildings portal frame must withstand with descriptions on how this portal frame is designed to resist such loads. Many different structural actions are in force within the buildings main portal frame and load bearing elements, mainly:- Tension Compression Shear Bending Shell action Plate action Joints Arches Suspension beams Truss rafters Having described these structural actions the report will then discuss how Plot 400 is designed and constructed to resist any overturning against dead loads, wind loads and fire conditions. Finally sketches will be produced to show how the main load bearing elements of Plot 400 could deform under the action of several different loads, should the structure not be designed correctly to resist these loads and different modes of collapse or other possible failures will be described. Conclusions will be made on the reports findings and the report will include appended drawings and a photograph schedule. 3.0 Structural Appraisal 3.1 Site Location The proposed building is located in Derby within the East Midlands. The full site address is:- Plot 400 Ascot Business Park Longbridge Lane Derby Derbyshire DE24 Site location plans can be seen in appendix 1 which shows Plot 400 in relation to plots, 100, 250, and 550 off Longbridge Lane. Appendix 1 also shows views from satellites and road location maps. < www.multimaps.com> Photographs of Plot 400 can be seen in appendix 4. 3.2 Building Function The building at Derby, Plot 400 has been commissioned by the client Pattonair Limited to store, distribute and package parts for the aviation industry. The building is to also allow space for ancillary processes such as ordering, accounts, HR, legal and every day processes such as welfare facilities. The 3 storey office accommodation which is located to the front elevations of the building will cater for the following processes:- Accounting (payments, orders etc.) Orders Management (staff, products) Human resources Legal responsibilities General communications and data transfer Information Technology Welfare facilities (eating, washing toilets etc.) Parking (staff and visitors) Meetings Protection of occupants from the elements (wind, rain, snow, cold and sun/heat). The warehouse is a single storey building with a 3 storey office block attached to the front elevation (North Elevation). The warehouse also includes a 3 storey mezzanine structure supported off the existing warehouse slab as shown in appendix 4 items 11, 22, 16, 24. The main functions of the warehouse space are:- Storage (mezzanine level) Production Packaging Manual handling and labelling Distribution Protection of goods from the elements (wind, rain, snow, cold and sun/heat) Protection for occupants and employees from the elements Accommodation of occupants for processes The building must therefore be designed to provide all these functions so that it will meet the clients functional requirements for them to run a business. 3.3 Building Regulations and Planning Permissions Now that the designers are aware of what functional requirements the building must provide, the design team must also ensure that the building meets with all the current legislation, these are mainly, for a building of this size and use:- The Town and Country Planning act 1990 The Building Act 1984 The Building Regulations 2000 The Health and Safety at Work Act 1974 The Construction (Design and Management) Regulation 2007 The Regulatory Reform (Fire Safety) Order 2005 The Workplace (Health and Safety and Welfare) Regulations 1992 The Disability Discrimination Act 2005 These regulations apply to the building in both construction and occupation, the last 3 regulations only apply upon occupation of Plot 400. 3.4 Building Drawings Having taken photographs and inspected the building, sketches will now be produced of the building. 3.5 Loadings Buildings in England and Wales must be designed in accordance with Approved Document A of the Building Regulations 2000. This document sets out minimum standards for all types of buildings and specifies that buildings must:- be constructed so that the combined dead, imposed and wind loads are sustained and transmitted by it to the ground Safely : and Without causing such deflection or deformation of any part of the building, or such movement of the ground, as will impair the stability of any part of another building ODPM. (2004) Buildings generally are designed for primary and secondary loads. Primary loads are loads which act on a building in the first instance and can also be called principal loads, these loads are Dead loads Imposed loads Wind loads Dead loads Dead loads are loads which are applied to a structure and are generally permanent and stationary in action. The largest factor of dead loads is usually the self weight of the structural member itself for example:- Steel column Steel beam/rafter/perlin etc Pre cast floor plank/beam/stair Cladding (roof and walls) Windows Services (lights, sprinklers, HVAC) Imposed loads Imposed loads are also called live loads and these constitute loads which are movable and generally act on a structure when it is occupied. Examples of live loads are:- People Furniture Cars Computers Products (retail and storage) Animals Imposed loads can be further sub divided into imposed floor loads and imposed roof loads which are given in British Standard BS 6399 Part 1 : Code of practice for dead and imposed loads 1996. Wind loads Wind loads are as they sound, loads which are applied to a building in England and Wales due to negative and positive pressures both within and outside the building in question. Wind loads can sometimes course actions to a building which may not have been considered and this load is the largest loading failure on the majority of buildings in England and Wales. Wind loads of course vary depending on:- Geographical location Degree of exposure Building height and size/shape Time of exposure Wind direction Positive or negative pressures created SEWARD, D. (2003) Having discussed primary loads, it is also essential that secondary loads are also considered in the design of every building. Secondary loads are caused mainly by the following factors:- Temperature change within the element or surrounding elements such as walls, floors, plaster, blockwork, brickwork, finishes etc. Shrinkage of materials/members such as plaster, timber, concrete etc. Settlement of supports such as supporting columns, foundations, load bearing walls/floors and supporting beams. SEWARD, D. (2003) These loads are actions which effect the buildings supporting structure and the actions can be separated into 3 different categories. The dead loads in a building are classified as permanent actions. The imposed loadings for floors and roofs (snow loads) are classified as variable actions. The most recent action to now be included within the British Standard and approved document A of the building regulations is disproportionate collapse which is an accidental action. The recent regulation states that:- The building shall be constructed so that in the event of an accident the building will not suffer collapse to an extent disproportionate to the cause. ODPM. (2004) Within the guidance there are 3 main classes as shown in the table below:- (Table taken from Approved Document A of the Building Regulations 2004, ODPM.) Plot 400 at Derby is classified as a 2A Building as the warehouse is single storey and the offices do not exceed 4 storeys. The way in which Plot 400 has been designed to resist disproportionate collapse is via effective horizontal ties of all suspended floors to walls, mainly the first and second floor pre- cast planks to the supporting steel beams. This was achieved with welded shear studs concreted into the pre- cast units at the external perimeter. These loads are now known as accidental actions and have been introduced because of the incident that happened at the World Trade Centre, New York, America. This incident caused an outcome which was disproportionate to the accident/attack and now all buildings have to be designed to resist such failures. Ronan point may also come under this classification. Plot 400 has been designed to resist and withstand the following loads:- Dead loads from structural elements Dead loads from services Dead loads from finishes Dead loads from the external envelope Imposed loads from people (UDL) Imposed loads from products (UDL) Imposed loads from furniture (UDL) Imposed loads from computers (UDL) Imposed loads from conveyors within the warehouse (UDL) Wind loads to the Portal frame uplift Snow loads to the supporting roof structure Wind loads deflection Wind loading resistance to overturning Hydrostatic Pressure (p) against all pad foundation bases All these loads are applicable to the supporting structure of Plot 400. The supporting structure is made up of the following elements:- Pad Foundations which support columns Columns which support rafters Rafters which support the roof structure Secondary rafters which support roof and wall cladding These details can be seen in appendix 4 items 6, 9, 10, 17, 21, 25, 26, 28. These elements are all designed to resist the previously mentioned loadings. The way in which this is achieved is by applying the following specification. The whole building is designed to transmit all dead, imposed, snow and hydrostatic loads safely to the ground. Dead Loads The dead loads are carried by all supporting beams, foundations and columns into the ground. Each section is sized on the amount of dead, imposed and wind load (maximum) that could be applied to the section at any one time. The section of each supporting element is governed by the following factors:- Second movement of area (I) Elastic modulus (Z) Maximum bending capacity Maximum shear capacity Maximum compression capacity Maximum torsion capacity As each of these factors is increased, the size of section also increases Live Loads The Live loads generally affect the bending movement and deflection values of beams and floors/roofs etc. Live loads are again designed against by increasing the section of material to resist the applied load. Live loads can also be considered with the inclusion of bracing and gusset plates or stiffening plates etc. These plates are some times included to reduce the live load affecting the size of section, in particular if the live load of a beam was particularly high (for example in a gymnasium or dance hall etc) the beams of that floor could be designed to resist the live load in the following manner:- Larger section depth so that x x is increased making the beam stiffer. Smaller spacings of beams to create a stiffer floor. Decrease the amount of allowable deflection, thus increasing the size of the beams possibly. Stiffening plates to the beam sections to reduce the amount of I (second movement of area). Wind Loads All buildings must be designed to resist both vertical and horizontal loads. If a building is designed to resist only vertical loads the possible deformation of the structure could take place. This can be seen in appendix 2 diagram 11 which shows a portal frame building which has only been designed to resist vertical loads. This structure has not been considered for possible horizontal loads and the failure of the elements is shown (The horizontal load could be a wind loading). (Drawing adapted from SEWARD, D . (2003) Buildings must also be designed for uplift. This is applied to a building when a prevailing wind acts directly onto the side elevation of a building. This can be seen in appendix 2, diagram 9. This diagram shows how the wind load acts into the building causing positive pressures inside the building and causing uplift. The way in which buildings are designed to resist uplift is as follows:- The buildings overall mass may be increased to provide a sufficient dead load (weight to resist any vertical uplift forces.) The buildings foundations can be oversized so that the buildings mass again is increased and the uplift force resisted. The buildings shape and size can also be designed so that the wind load does not increase and uplift can not be applied, or is reduced to a minimum. Such items as low buildings or buildings with sharp narrow elevations can reduce the amount of uplift. SEWARD, D (2003). The building may also encounter a sway case wind load. This wind load is generally created when the wind blows onto the side elevation of a portal frame building and can be seen in appendix 2 drawing 10. This diagram shows how the wind causes external pressures to the portal frame. Internal pressures are irrelevant in this condition. The way that portal frames are designed to resist wind loads from such directions can be seen in appendix 2, diagram 7 and diagram 4 (wind bracing). These diagrams show bracing within grid lines 19 20 and 1 2 (diagram 4) and bracing in bays A B (diagram 7). Bracing will also be provided in bays 1 2 and 19 20 vertically so that the roof bracing transmits all wind loads to the outer walls for which in turn, transmit the load safely to the ground. When the wind blows perpendicular to the frame as in appendix 2, diagram 10, the stability is maintained by the rigid joints of the portal frame connections at both foundation/column and rafter/column locations. In buildings where the frame is not a portal frame the design is some what different. When buildings such as houses and apartment blocks or office blocks are built, which do not have a portal frames, shear walls are provided to maintain lateral support and resistance against wind loadings. There are 5 main designs which can be provided to resist wind loads mainly:- Shear walls parallel as in diagram 12, appendix 2. Shear walls at the ends of a building shown in diagram 13, appendix 2. Diagonal Bracing at the ends of a building as shown in diagram 14, appendix 2. Central Core structure as the main support in a tall building as shown in diagram 15, appendix 2 and finally Arched structures which have an inherent lateral strength and require little additional support. This can be seen in diagram 16, appendix 2. All these options would provide support to resist wind loadings. 3.6 Structural Actions Having described which loads are being applied to Plot 400, this report will now identify the different structural actions which may be taking place within the structural elements. The main structural frame of Plot 400 consists of:- Supporting pad foundations Supporting columns Supporting first and second floor beams to the office area Supporting rafters to the roof Supporting secondary rafters to the cladding (Z perlins) The main structural actions that may be acting on the structural elements are as follows:- Tension stress Compression stress Shear stress Bending/Flexure (axial and bending) stress Torsion Deflection Tension Tension in objects is caused when a material/element is stretched outside its normal parameters. For example the rafter beams supporting the roof of Plot 400, as shown in appendix 2, diagram 6 and diagram 17 shows how the top section of the supporting rafter is in tension and the underside of the beam is in compression. Tension is a reaction force applied by the action force, in this case the self weight of the beam and roof cladding, acting on the support rafter. Compression Compression acts mainly in a single direction and small compression members are usually known as struts, larger sections are known as columns or traditionally as stanchions. When a column is under compression it can variably fail in two areas, mainly under compressive strength/crushing and buckling. SEWARD, D . (2003) The elements within Plot 400 that are under compression are the supporting columns which support the rafters and supporting main beams of the first and second floors. These columns can be seen in appendix 4 items 6, 10, 16, 17, 23, 25. The supporting mezzanine legs of the mezzanine floor are also in compression as shown in appendix 4, item 2. Shear Shear stress is a force which acts parallel or tangential to the face of the connection, material or element. The shear stress factor of a material is the ability or strength of the material to resist itself sliding (molecular structure). If the material has a high shear stress factor its molecular structure will be strong, preventing the molecules from parting easily. The items which are in shear stress in Plot 400 will be the column/rafter connections and the column/beam connections. These connections will experience shear across the connecting bolts and fixing plates. Bending Bending, also known as flexure is the force which acts perpendicular to the axis of the element. For example on a simply supported beam, the bending moment acts perpendicular against the x x axis. This bending moment then causes compression and tension on the beam as in diagram 17, appendix 2. This bending moment also causes shear parallel to the lateral loading. Plastic bending can also occur in a material, this is when the stresses exceed the materials yield strength and all supporting elements in Plot 400 will have been designed so that the yield is not exceeded and therefore plastic bending should not occur. The bending stresses applicable to the steel frame in Plot 400 can be seen in appendix 2, diagram 18. This diagram shows the maximum bending moments applicable to the frame of Plot 400 which has been designed as a Ridgid Portal Frame. This diagram also shows the point of contra flexure, the point at which there is no bending in the beams/rafters and columns. CHUDLEY, R, GREENO, R (2004). Torsion Torsion is the torsional moment or torque, which like a bending moment has the units of force X distance (KNM). There are two types of torsion, compatibility torsion and equilibrium torsion. Compatibility torsion is caused when a steel column or member has to twist to accommodate the deflection of another member. This happens when say 2 supporting beams have to deflect (twist) to accommodate the deflection of the centrally supported beam. Equilibrium torsion is when a load is off centre to the central axis of the supporting member, the connections of this support must be of sufficient strength otherwise the element will fail. The best way to eliminate torsion is to ensure that the supporting beam/element is placed directly under the supported load, for example placing an I beam so that the Y Y axis is central to the load. SEWARD, D . (2003) The elements within Plot 400 are not under direct torsion. The way that all supporting beams/rafters have been designed is with the I beam placed centrally under the supported loads. Deflection Deflection is the amount of movement or deflection that a structural member experiences when put under load. The amount of allowable deflection is set out in the building regulations and is set to stop alarm and panic of building users. Other reasons are to stop any damage being caused to finishes such as plaster and wall coverings etc. Deflection is also limited to stop movement and possible cracks being caused which may cause water penetrations and structure damage, for example a roof deflecting more than the allowable limit may mean that tiles become separated and allow water to penetrate into the roof space. The elements of Plot 400 will all be under deflection. The rafters supporting the roof, the beams supporting the upper floors and the columns supporting the rafters will all be subjected to deflection. The reason they do not fail, or should not fall is due to the fact that the allowable deflection will have been calculated and each section will deflect, but will not deflect outside its design limit. Shell Roofs A shell roof can be defined as a structural curved skin/material over a given plan shape. The main design of a shell roof system is:- The roof is primarily a structural skin/element which acts as a single element The basic strength of the roof is determined by the shape The amount of material used to cover a shell roof is generally less than a standard roof design. CHUDLEY, R. GREENO, R. (2004) Shell roofs can be constructed from concrete, steel and timber. The shell action of the roof gives the roof its strength and the building at Derby does not have any shell actions or a shell roof. Joints Plot 400, Ascot Drive, Derby has many joints within the structure. These joints connect columns to pad bases, columns to rafters, rafters to rafters and beams to columns. The main connections within the structure at Plot 400 are:- Welded Connections Bolted Connections (both standard and HSFG) Welded Connections Welded connections are generally created using electric are welding. The main two welds are a butt weld and a fillet weld. The connections in Plot 400 which are welded are all plates to each end of the rafters and main beams. Bolted Connections Bolted connections are provided to support a given load. There are 2 main types of bolted connections:- ordinary bolted connection This connection depends on the strength on contact between the bolt shank and the sides of the hole in the plates. This is commonly known as a dowel-pin action. HSFG High Strength Friction Grip bolted connections rely on tension between the two surfaces being bolted. This connection provides a very high strength ridged connection and is ideal for fixing elements which are subjected to a load reversal such as wind bracing. SEWARD, D. (2003) STROUD FOSTER, J, HARINGTON, R. (2000) This report will now identify the structural elements of Plot 400 which work as a:- Suspension beam Truss Arched structure The following structural elements in Plot 400 are acting as a suspension beam:- Supporting universal beams which are providing support to the pre-cast floor units at First and second floor levels. These can be seen in appendix 2, diagram 5. The following structural elements in Plot 400 are acting as a truss:- ii) The truss rafter beams which are supporting the roof element. These can be seen in appendix 2, diagram 6. The building at Derby does not contain any plate structures or shell structures. However, these items will be described on how they act. Arched Structures Arched structures are a natural shape which inherently has a good level of strength and support. The arch was utilised some 2000 years ago by the Roman Empire as large open spans could be achieved. The support reaction of an arch has a vertical as well as a horizontal component. An arch depends entirely on the ability of its supports to resist the horizontal components without excessive movement. The most common cause of arch failures is due to foundation failure. SEWARD, D. (2003). Examples of arched structures are:- the old Roman aqueducts the Gothic Arch buildings Bridges Portal frame buildings (Plot 400) The common portal frame building today consists mainly of a 3 or 2 pin structure. The building at Derby consists of a 3 pin structure, the central rafters are pinned and both columns are pinned at foundation base level. This type of arch is statically determinate and fairly simple to analyse. Examples for the bending moments applicable to Plot 400 can be seen in appendix 2, diagram 18. The portal frame/arched structure has 3 maximum load cases that must be applied mainly:- maximum vertical load maximum sway maximum uplift (overturning) Once all these cases have been designed into the portal frame, the structure will be sufficient to accommodate all wind, dead, live/imposed and overturning loads. The building at Derby does not contain any shell structure this has already been considered in the previous section. The last remaining item is a plate structure. This is a structure which acts together as a single element in a horizontal plane. The building at Derby does not contain any plat structures; the closest item within the building which may constitute a plate structure is the composite, hollow rib deck floor system. This is a system which comprises of a concrete, in-situ floor which is reinforced to give lateral strength, this composite deck is then connected to the supporting main beams and in some cases positively connected to resist any disproportionate collapse risk. Structural Stability The building at Derby has been designed as a simple portal frame structure which has to provide many functions as detailed in section 3.2 of this report. This section will now discuss how the building has been designed to resist any overturning. The building at derby, Plot 400 has 2 cases of overturning. The fist case of overturning is due to wind loads, these wind loads cause large negative and positive pressures within and outside the building envelope causing an uplift force as on a wing of an aeroplane. The second area of overturning that must be designed into the building is into the Foundation bases which

Linux Versus Windows NT :: essays research papers

Linux versus Windows NT Forget the browser wars. This year's big nerd battle is the server shootout between Linux and Windows NT - and it's not just a bunch of geeks nit-picking. While both offer more affordable platforms for Web service than in the past, Linux and NT are polar opposites on almost every other level. They look different, run differently, support different software, and cost money in different places. So far though, most press coverage of the Linux-NT debate has focused on the competing business models, and there's been little helpful information for deciding which OS to use. At the other end of the coverage spectrum, technical comparisons usually stick to performance tests, churning out reams of numbers from the lab and missing the big picture of owning and operating a Web site. The most obvious difference between NT and Linux is that NT attempts to bring the familiar Windows graphical user interface to a server environment. Ideally, a Webmaster could maintain NT (and its bundled Web server, Microsoft Internet Information Server, aka IIS) primarily by pointing and clicking. NT also comes bundled with a singular set of Microsoft site development tools. Linux, on the other hand, builds from the long, varied tradition of Unix command-line culture. It can be harder (or at least more daunting) to learn Unix from scratch than it is to learn a Windows system, but Unix users who get over the hump of the initial learning curve rarely express happiness over trying to do the same work in a Windows environment. That's the "Windows rage" you observe whenever your local sysadmin (System Administrator) has to get up from his Linux workstation to fix your PC. If there's one area where NT stands out over Linux, it's the willingness of third-party software vendors to develop versions of their software for it. Ad-serving software, search engines, databases, application servers, and e-commerce shopping carts are almost certain to come in NT versions, whereas big-name vendors such as Oracle, Sun, and IBM have just begun to commit to Linux. A Windows NT license costs about $300. A Linux license costs nothing. Not much overhead, but the real costs come later: lost income from downtime or unfixed bugs, high prices for technical employees who make things go, and extra machines and software as the site grows. There's a notable lack of consensus as to whether Linux or NT delivers a lower total cost of ownership.

Final Exam Solutions (Leadership and Organizational Behavior) Essay

1. TCO A, B) Define organizational behavior and list the four emotional intelligence competencies that contribute to understanding ourselves and others within the organizational behavior environment. 2. (TCO D) Referring to the team decision-making process, define consensus and unanimity and explain the difference between the two. 3. (TCO E, F) Although conflict is usually considered a negative experience to be avoided, it actually has the potential to produce positive organizational outcomes. Please identify three ways in which conflict can be a positive influence. 4. (TCO G) There are six sources of position power in organizational settings. Identify and define three of these sources. 5. (TCO H, I, J) The senior executive team at AllGoodThings.com, after a strategy review session with the Board of Directors, has decided that it’s time to invest some time and capital in improving the corporate culture. The company has rebounded from a near calamity two years ago, and while it was a great scramble, the company survived and is in the strongest position ever. They knew that the culture had been strained by the episode and wanted sincerely to work to bring things back to â€Å"normal.† With the assistance of local HR offices, a case was made to the employee population that certain aspects of their current culture might have suffered over the past few years and that it was time to think about change. They announced that they would be undergoing an organizational culture review and that everyone’s opinion was valued. A whopping 79% of the employees participated in the survey that they administered. Senior management had worked with the consultants for a few months before the survey was given and had determined their â€Å"Ideal† scores. The survey confirmed their suspicions. 6. (TCO C) As a manager you are in a situation where a key employee seems to have lost his excitement about the job. The employee’s familiar positive tone and high energy approach to the job and the workplace seem to be on the wane. You really don’t know what is going on with this person. But, you can try to start to understand this employee by examining various motivation theories. Use elements from each of Maslow’s theory, Herzberg’s Two-Factor theory, and Equity theory and assemble your own motivation theory to help you to start understanding this employee. Be sure to fully explain and define all elements that you use in your new model of motivation. Finally, compose a short case to demonstrate how your motivation model can actually be applied. 7. (TCO G) The Michigan and Ohio State studies represent seminal research on leadership theory. Both studies identified two basic forms of leader behaviors. What were the similarities in the findings from these two studies and what was the significance of the research? 8. (TCO A, B) In order to meet organizational goals and objectives management must comprehend organizational behavior in relationship to the functions of management. List and describe the management process functions and describe how the five personality traits contribute to the management process. 9. (TCO E, F) Neff Incorporated is a small business with 100 employees and 4 managers. 10.(TCO D) Define the concept of social loafing. Why does social loafing occur? Give an example of social loafing and a suggestion for how to prevent it.

Feasibility Study Essay

* 1. A Feasibility Study on the Establishment of a Semi-Commercial Hogs Farm in Alfonso, Cavite The LGD Farms * 2. CHAPTER I INTRODUCTION * 3. In the Philippines, pork is one of the basic foods which Filipinos eat. It is one of the best sources of protein needed by the body to be strong and healthy. That is why a need for a farm arises. Introduction * 4. Hog raising business has been a very popular and dependable business in the Philippines. In fact, Hog raising business had dominated the swine industry as a healthy and viable commercial sector.Even in our traditional Filipino Festival/Occasion, Filipinos always crave for cuisine with â€Å"PORK†. â€Å"Di kompleto ang Okasyon kung walang handang baboy†. * 5. This statement had marked our traditional way of celebrating special occasions in our lives, and it proved our undying taste for pork. The Philippine Department of Agriculture’s vision is to modernized smallholder agriculture and fisheries to a diversified rural economy which would be dynamic, technologically advanced and internationally competitive. * 6. As of July 2008, it was recoded at 35.6% of the labor force, roughly around 12 million people, are employed in the agriculture industry, which includes the hunting and forestry sectors. The situation being such, the agriculture sector aims for security, sustainability of the natural resource base, social equity and global competitiveness. * 7. The Philippines takes specific measures to achieve these goals through the protection and development of watersheds; proper management of agricultural land and water resources; establishment of biogas facilities; providing marginalized sectors preferential access to productive assets and providing essential measures and support services. * 8. Vision The LGD Farms envisions itself as a hog raising farm promoting and maintaining environmental friendly identity to its employees, customers and to to the community. LGD Farms also envisions itself to be a naturally independent source of BioGas which can be used as a substitute for LPG to be used in the farm. The LGD Farms also envisions for the expansion of hog operation.The LGD’s Vision/Mission Statement * 9. Mission The LGD Farms will create an environmentally friendly identity through undertaking the proper and efficient way of waste disposals to avoid harming and distorting others. The LGD Farms will introduce its environmental friendly BioGas facility through using the hogs’ waste, by converting these waste into useful mathaine gas. * 10. The LGD Farms will undergo expansion after  five years through constructing additional building and adding parent stocks for the purpose of increasing their productiion to supply larger amount in the demand supply gap * 11. CHAPTER III PROJECT BACKGROUND * 12. Name of the Proposed Business: LGD FarmsNature of the business: Hogs ProductionType of business organization: Sole ProprietorshipLocation of the project: Kaysuyo, Alfonso, CaviteProject Background * 13. Source of Capital Funding of LGD Farms’ general operation and other financial demands will be sourced from the savings of the proprietor. Mr. Jandel A. Gimeno will invest P 4,600,000 in the business. * 14. Proposed Name of the Business â€Å"LGD Farms† will be the name of the business as agreed upon by the proponents. The proponents adopted the letters E and J from the name of the proprietor’s parents, Efren and Jovita Gimeno. * 15. The project will adopt a sole proprietorship type of business organization. Sole proprietorship type of business organization is one which is owned and run by an individual and where there is no legal distinction between the owner and the business. Type of Business Organization * 16. All assets of the business are owned by the pr oprietor and all the debts of the business are proprietor’s debts and he/she must pay it from his/her personal resources which will result to unlimited liability. * 17. The proponents opt to form the business under sole proprietorship type of business organization as they see it fit considering the nature and capital requirements of the project. Moreover, it is subject to fewer regulations unlike the other type of business organization, the owner has full autonomy with regard to business decisions. * 18. The proposed location had been chosen by the prponents considering such factors as the availability of resources, accesibility to the potential customers, location cost and the environment of the business which fall under agro – industrial land type as being classified by the DENR which is the only approved land type and location for the establishment of a Hog Farm. Location of the Firm * 19. According to the very nature of the proposed project, which is in line with the livestock type of business, a none-residential area has been the prime consideration of the proponents in choosing the site of the business. The LGD Farms will be situated at Kaysuyo, Alfonso, Cavite. * 20. Management and Personnel Feasibility Summary LGD Farms will implement a democratic style of  management. This means that all employees will have the privilege and will be allowed to participate in the decision-making concerning the farm. The employees as well as the general manager will peform multi-tasking jobs for easy flow of operation. * 21. CHAPTER IVORGANIZATION AND MANAGEMENT FEASIBILITY * 22. With regard to the business operations, the proposed business will have a total of four (4) persons including the General Manager, Technical Operations Manager and two (2) Farmhands. Each of them must have knowledge about the production processes of hogs. They will be trained and oriented properly and will be given some seminars regarding hog farming.Administration and Management Feasibility * 23. Management Proposals The General Manager will be the one to plan and will be in charge of the overall supervision of the farm. He will be the one to screen the applicants to be recruited and hired. The Technical Operations Manager will oversee the efficiency and effectiveness of the farmhands. He will also be responsible for the general care of the pigs, maintaining the herd health and environment of the pigs. * 24. Organizational Chart * 25. In an organization, policies and principles play an important role because these help organization to become more efficient and effective. These will guide the whole business and help to achieve the company’s goals.Company Policies * 26. The proprietor will be the general manager of the firm. His compensation will be through withdrawals from the business. 20% of the Net income will be drawn from the farm.Policies on Drawings * 27. Policies on Hiring LGD Farms will announce job vacancies. The proposed business will recruit and employ workers on the basis of their qualifications of work. Referrals from trusted people will also be entertained. Qualified applicants will then pass the necessary requirements to the management such as:Barangay, Police and NBI ClearanceCopy of Birth CertificateHigh School/College Diploma/Form 137Medical CertificateDriver’s License * 28. Security Measures The E&J Farm will construct fence around the farm to prevent the entrance of unauthorized person despite the safety of the location against possible threats. * 29. Policies on Days of Work Employees will work six (6) days a week The compensation will be on  a daily basis. The employees are entitled to one (1) rest day a week. * 30. Work Schedule All employees are entitled to one (1) rest day. The Farmhand 1 will take his rest day on Saturday and the Farmhand 2 will take his rest day on Sunday. The Technical Operations Manager will take his rest day every Friday. * 31. PhilHealth, PAG-IBIG, SSS and 13th month pay will be provided for all employees.Seminars/ Trainings Seminars and trainings will be conducted for the farmhands to gain additional knowledge that will enhance their abilities and skills to become more productive and more efficient.Employee Benefits * 32. CHAPTER VMARKETING FEASIBILITY * 33. This chapter will discuss all the marketing aspects of a Hog Farm. The discussion will include the general market description, the target markets, the general marketing practices, demand, supply, the demand supply analysis, the propose marketing program and the marketing strategy. The data and other figures were gathered through research using both primary and secondary data. MARKETING FEASIBILITY * 34. The primary data came from the results of the conducted survey by the proponents and the secondary data were gathered from several government agencies and offices such as Provincial Veterinary Office (PVO), Department of Environment and Natural Resources (DENR), Bureau of Agricultural Staistics (BAS), Department Of Agriculture (DA), and Alfonso Municipal Office. * 35. The use of marketing strategies and promotional activities such as word-of-mouth advertising, referrals and transit advertisement are highly sufficient to increase the number of customers and to increase the level of revenue. * 36. Alfonso, Cavite is an upland town situated at Southwest portion of the province. It is one of the highly recommended place for the establishment of Hog Farms as approved by the Provincial Veterinary Office. According to Alfonso Zoning Map, the said town provides preferable locations for the possibility of opening business operations in line with agriculture. MARKET DESCRIPTION * 37. According to the Provincial Veterinary Office, there were about 20 commercial farms and 70 backyard farms operating in areas of Alfonso, Indang, Mendez, Tagaytay, and Silang, Cavite as of 2009 Provincial Veterinary Office official count. In Alfonso, there are about 3 commercial farms and 20 backyard farms. * 38. The proposed business will be established at Kaysuyo, Alfonso, Cavite. The target market will be the  public markets of Alfonso, Tagaytay City, Mendez, Indang and Silang, Cavite. The selected five towns of Cavite has a total of 130 meat vendors operating in their respective public markets. TARGET MARKET * 39. Table 1. Freaquency of Selling operation in Silang, Tagaytay City, Indang, Alfonso and Mendez, Cavite * 40. Table 2. Quantity of meats sold per selling operation * 41. Table 3. Source of Pork Supplies of Vendors * 42. Table 4. Availability of meat supplies * 43. Table 5. Vendor’s willingness to buy * 44. GENERAL MARKETING PRACTICES The LGD Farm will seek accreditation from Cavite Livestock Poultry Farming Association Incorporated (CALIFPAI), Department of Environment and Natural Resources (DENR) and Provincial Veterenary Office (PVO). The farm will follow all the rules and regulations and will comply with the standards set by these organizations and agencies to ensure the proper operations of the farm. * 45. The farm will also get updates and reviews and other useful information for better hog farm operation. As to operation security, The LGD Farms will secure its necessary requirements such as the Certificate of Non-Coverage (CNC)/ Environmental Compliance Certificate, Licenses and business permits. * 46. The farm will also actively participate on some different livelihood programs such as Hog Raising Seminars, Civic Welfare Programs and other Community Development related activities to gain market awareness. By these practices, the farm is expecting to establish a good public relations with different haulers and meat vendor to whom the farm will transact with. * 47. DEMANDHistorical Demand for pork in Selected Five Towns in Cavite (in kilograms) * 48. Projected Demand for Pork in Selected Five Towns in Cavite (in kilograms) * 49. Historical Supply for Pork in Selected Five Towns in Cavite (in kilograms)SUPPLY * 50. Projected Supply for Pork in Selected Five Towns in Cavite (in kilograms * 51. DEMAND – SUPPLY ANALYSIS * 52. CAPACITY TO SELL * 53. The farm will be advertised through word-of-mouth promotion, referrals and transit advertising. It will also join CALIFPAI (Cavite Livestock Farming Poultry Association Incorporated) to meet representatives of various sectors including Department of Agriculture. Proposed Marketing  Program * 54. The local government officials of Alfonso will also be a great help since the proposed business will contribute for the betterment of the community. LGD will also engage itself in organizing seminars/workshop for other hog raisers and for those who aspire to put up their own hog farms. This will also serve as a promotion of the farm. * 55. Growing Period and Feed Consumption Average Daily Gain- This Refers to the average gain in weight of pigs in kilograms per day. Weaners should have an ADG of at least .350 kg. And fatteners should have an ADG of .800-.825 kg. The higher the ADG the better because it means faster growth of pig and lower fattening period. COMPETITIVE ADVANTAGE * 56. Feed Conversion Ratio- This refers to the amount of feeds consumed by the pig per kilogram gain in weight. The lower the FCR the better. It means lesser feeds per gain. Weaners should have an FCR of 1.5 and fatteners should have an FCR of 3.0. * 57. The LGD Farms will use tarpaulin in its introductory stage as well as Transit advertising, which means the use of vehicles to carry the advertising material for the clients to be aware of the existence of the proposed business. Deliveries to clients will be available everyday.MARKETING STRATEGY * 58. The LGD Farms will also reach out to different charitable institutions such as orphanage, churches and government hospitals, charity and organizations. Help will be extended to those chosen charity by means of goods and financial help. * 59. CHANNELS OF DISTRIBUTION The products will undergo channels of distribution. These will be done by the E&J Farms through selling of hogs to slaughter houses and haulers which will serve as the middlemen or resellers. Next, the slaughter houses will deliver the meats to different public markets in selected towns and city for retailing purposes. * 60. These group of meat vendors wiil sell the meats to household who are considered as the consumers /end-users of meats for final consumption purposes. * 61. CHAPTER VIPRODUCTION/TECHNICAL FEASIBILITY * 62. The proposed business LGD Farms falls under a production type of business providing the resellers quality pigs for their reselling purposes, particularly those meat vendors and even haulers in different market in Cavite, especially in Alfonso and near-by towns. LGD will establish 50 sow level hogs farm, producing 100 heads of hog a month. PRODUCTS * 63. A  variety of Landrace strains originated from famous Danish Landrace hogs which were developed in Denmark in 1895. The Landrace is characterized by its long body length, short legs, and medium to large drooping ears. Landrace swine is meaty on the food especially on the rail. Their hams are plump but trim. Their sides are long and uniform in depth. BREEDER STOCKS * 64. Landrace sows are prolific and are known to be excellent mothers and having a good litter size. This breed’s sows have been known for their milk producing abilities, reaching their top milk after five weeks of lactation which is much latter when compared to other breeds. * 65. Large White is a white-colored meat type of pig with medium, erect ears, curved back and body in dining forward. The face is slightly dished. It is fast –growing, a good feed converter, highly prolific and excellent milkers with superior mothering ability. Its carcass is also suited for bacon production. It can adapt well in confinement but not in rugged condition. * 66. Breed the sows.FarrowingWeaning of pigletsPiglets in the NurseryTransfer to fattening sectionHogs at market weightPRODUCTION PROCESS * 67. Purchase of Piglets.Disinfection and Quarantine. Transfer of Purchased piglets to the nursery pen.Transfer to the Fattening Section. Hogs at market weight.ALTERNATIVE PROCESS (1) * 68. Breed the sows.Farrowing.Weaning of piglets.Piglets in the nursery.Piglets at market weight. ALTERNATIVE PROCESS (2) * 69. PROJECT SITE * 70. The first factor that must be considered is the availability of resources or location where the project will be situated. Other considerations also include; the location cost and other legal requisites and also for all of this to be possible, a non-residencial area must be chosen as the location of the business for it to operate. * 71. PROJECT SITE DESCRIPTIONThe proposed project, LGD Farms will be located at Kaysuyo, Alfonso, Cavite. * 72. Building The E&J Farms will construct three major buildings which would be essential for the operation of the farm, the Dry pen building, Farrowing pen and nursery pen building and the Fattener pen building.BUILDING AND FACILITIES * 73. Dry Pen BuildingFarrowing and Nursery Pen BuildingFattener Pen BuildingHolding PenStorage RoomArtificial Insemenation LaboratoryFarm House * 74. LGD Farms has a biogas facility that treats pig wastes and generate enough methaine gas that is used for  cooking at the farm house. This facility has made the commercial farm environmentally friendly as it minimizes pig odors from farm wastes. Also, after biogas processing of effluent wastes, wastewater is discharged to irrigate the grass paddocks within the farm premises.BIOGAS FACILITIES * 75. The farm will create no waste but pieces of plastic packaging of medicines for hogs, that will be placed properly on a trash bin. The pig waste will undergo the biogas facility that treats pig waste and generate enough methaine gas that is used for cooking at the farm house. WASTE AND WASTE DISPOSAL * 76. This facility has made the commercial farm environmentally friendly as it minimizes pig odors from farm wastes. Also, after biogas processing of effluent wastes, wastewater is discharge to irrigate the grass paddocks within the farm premises. * 77. The quality of each pig will be maintained through proper care and treatment. Control of virus should be taken into consideration as to avoid diseases. The farm will have a record of every pig for monitoring and evaluation purposes. This will be done from the dry period to the farrowing day for the sows and from the day 1 of the piglets to market weight for fatteners.QUALITY CONTROL * 78. There will be a technician for the sows from the supplier of the parent stocks and a feed technician from the supplier of the feeds. Both of them will serve as farm consultant on an on-call basis. * 79. CHAPTER VIIFINANCIAL FEASIBILITY * 80. CAPITAL REQUIREMENTSCASH P 154,178.50PROPERTY AND EQUIPMENT Farming Tools And Equipment 50,080.00Delivery Equipment 270,000.00Office Equipment 18,200.00Furniture And Fixtures 18,720.00INVENTORIESFarm Supplies P2,401,136.50Office Supplies 485.00Land 450,000.00Pre-Operating Expense 17,200,00TOTAL CAPITAL REQUIMENTS P4,600,000.00 * 81. Selling price is computed using statistical parabolic projection method.Sales are 100% of the yearly production.Gas and oil expense, promotion and advertisement, repair and maintenance are assumed to increase by 5% annually.Contingencies are 3% of net sales.Drawing is 20% of net income.OTHER FINANCIAL ASSUMPTIONS * 82. Other benefits like seminars and trainings are assumed to increase by 5% annually.Audit fees, permits and licenses are assumed to increase by 5% annually.The initial capital requirement is good for 3 months consumption.Production will be maintained at 100 heads per month for the  next 5 years. * 83. Pre-Operating Cash FlowCash Inflow Capital Contribution P4,600,000.00Cash Outflow Farm Tools And Equipment 50,080.00 Delivery Equipment 270,000.00 Office Equipment 18,200.00 Furniture And Fixtures 18,720.00 Farm Supplies 2,401,136.50 Office Supplies 485.00 Land 450,000.00 Building And Facilities 1,222,000.00 Pre-Operating Expense 17,200.00Net Cash Flow 154,178.50 * 84. The E&J FARMS Pre Operating Statement Of Financial PositionASSETSCURRENT ASSETS Cash And Cash Equivalent 154,178.50Inventories 2,401,621.50NON CURRENT ASSETSPROPERTY AND EQUIPMENT 357,000.00BUILDING AND FACILITIES 1,222,000.00LAND 450,000.00OTHER ASSETSPre Operating Expense 17,200.00TOTAL ASSETS P4,600,00.00LIABILITIES AND OWNER EQUITYOWNER’S EQUITY P4,600,000.00TOTAL LIABILITIES AND OWNER’S EQUITY P4,600,000.00 * 97. CHAPTER VIIISOCIO ECONOMIC FEASIBILITY * 98. This chapter will discuss the different sectors that would benefit from the proposed business. The purpose of putting up a business is not just to generate profit but to give importance to social and economic benefit that it can provide.SOCIAL DESIRABILITY * 99. The proposed business will be located at Kaysuyo, Alfonso, Cavite. 72% of its residents are engaged in agriculture, taking advantage of its good location which best suits the proposed business. The said business will increase rate of employment through providing job opportunities to those people who were unable to attain higher education. * 100. In putting up a business, registration of business is necessary to have permits and license from the government office. These, along with taxes are then paid as the business operates. Taxes form part of the government revenues that help to support the needs of the public. INCREASE IN GOVERNMENT REVENUE * 101. The proposed business will employ people who have knowledge about agriculture preferably those who are living within the adjacent area of the location of the proposed business. These employees will receive fair compensation according to their qualifications and performance. Salaries are based on the minimum wage set by the government.GENERATION OF EMPLOYMENT * 102. Increase in population will result in increase in demand for food, which also means an increase in demand for pork in the area. With the continuous operation of the business, the employees will be helped to uplift the standard of their living.DEVELOPMENT OF RELATED STUDY * 103. In order for the business to  operate legally, it must comply with the government requirements as follows:Mayor’s Permit, Business Permit, Certificate of Non-Coverage and other Municipal Licenses.Environmental Compliance CertificateRegistration with the SSS, Philhealth and PAG-IBIG.Registration with Bureau of Internal Revenue.LEGAL ASPECTS * 104. It will satisfy the customers’ need.It will ensure the customers the of the Farm’s product.OTHER BENEFITS * 105. CHAPTER IX CONCLUSION * 106. After studying the different aspects in establishing a Semi-commercial Hogs Farm, proponets concluded that the study is feasible and viable. The study shows the initial investment of the proposed business will be P4,600,000 with a minimum payback period of 2.54 years. * 107. The increase in the demand for pork in Alfonso, Mendez, Indang, Silang and Tagaytay City Cavite shows thatt there is still a need for the proposed business. Thus, the business is profitable.

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For the past thirty years, computers have evolved so quickly, shattering the so-called processor speed barriers. From copper based processors whose physical size could make up a whole room, to the silicon chip which could fit on a palm of a hand able to process information a thousand times faster. To date, computers are still constantly being developed and its technology constantly being improved for faster, smaller, more efficient processors. As their processing prowess constantly rise, one question comes to mind, would computers someday be able to completely replicate the human mind. This essay aims to prove that it is not possible for a computer to replicate the human mind. Many argue that computers will never be able to imitate the human mind. Computers are not able to comprehend the underlying reasons for their processes. For example, a computer may be able to do the same tasks humans do, maybe even better than humans, yet it cannot understand the reasons for doing these tasks. 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Free Essays on The Unlikely Possibility Of Computers Replicating The Human Mind Free Essays on The Unlikely Possibility Of Computers Replicating The Human Mind For the past thirty years, computers have evolved so quickly, shattering the so-called processor speed barriers. From copper based processors whose physical size could make up a whole room, to the silicon chip which could fit on a palm of a hand able to process information a thousand times faster. To date, computers are still constantly being developed and its technology constantly being improved for faster, smaller, more efficient processors. As their processing prowess constantly rise, one question comes to mind, would computers someday be able to completely replicate the human mind. This essay aims to prove that it is not possible for a computer to replicate the human mind. Many argue that computers will never be able to imitate the human mind. Computers are not able to comprehend the underlying reasons for their processes. For example, a computer may be able to do the same tasks humans do, maybe even better than humans, yet it cannot understand the reasons for doing these tasks. Also, in order for computers to replicate human thinking, it must be able to comprehend human emotions the same way human beings do. More than often, human thoughts and cognitive processes are influenced by emotions like love, anger, desire and many more. The human mind, therefore, is inseparable from emotions. Another argument against the replication of human minds with computers is that computers are not able to negotiate the same way humans do. Computers can only work on purely logical, binary processes of yes or no. Humans can decide to go in between those two choices. To elaborate this concept, there will be a hypothetical situation created to demonstrate this argument. M ost importantly is the question of self-consciousness and free will. 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A study of the background of the Montgomery bus boycott by Bernard law as a way of resisting apartheid and racial bias in the United States

A study of the background of the Montgomery bus boycott by Bernard law as a way of resisting apartheid and racial bias in the United States Sparked through the arrest of Rosa parks on 1 December 1955, the Bernard Law Montgomery bus boycott became a thirteen-month mass protest that ended with the U.S. Excellent court docket ruling that segregation on public buses is unconstitutional. The Sir Bernard Law development association (MIA) coordinated the boycott, and its president, martin Luther king, Jr., became an outstanding civil rights chief as global interest focused on Bernard Law Montgomery. The bus boycott validated the capability for nonviolent mass protest to efficaciously undertaking racial segregation and served as an instance for other southern campaigns that followed. In stride in the direction of freedom, king’s 1958 memoir of the boycott, he declared the real that means of the Montgomery bus boycott to be the electricity of a developing self-appreciate to animate the battle for civil rights. The roots of the bus boycott started out years earlier than the arrest of Rosa parks. The women’s’ political council (WPC), a collection of black experts based in 1946, had already became their attention to Jim Crow practices on the Montgomery town buses. In a meeting with mayor w. A. Gayle in march 1954, the councils participants outlined the changes they sought for Montgomery’s bus machine: no person status over empty seats; a decree that black individuals no longer be made to pay at the front of the bus and input from the rear; and a coverage that might require buses to forestall at every corner in black residential areas, as they did in white groups. When the meeting didnt produce any meaningful change, WPC president Jo Ann Robinson reiterated the council’s requests in a 21 might also letter to mayor Gayle, telling him, ‘‘there has been communicate from twenty-five or more nearby agencies of planning a metropolis-extensive boycott of busse s’’(‘‘a letter from the girls’ political council’’)7. A year after the WPC’s assembly with mayor Gayle, a fifteen-year-old named Claudette Colvin changed into arrested for challenging segregation on a 1st viscount Montgomery of Alamein bus. Seven months later, 18-year-vintage Mary Louise smith become arrested for refusing to yield her seat to a white passenger. Neither arrest, but, mobilized Sir Bernard Law’s black network like that of Rosa parks later that year3. King recalled in his memoir that ‘‘Mrs. Parks become best for the position assigned to her through history,’’ and because ‘‘her individual was impeccable and her determination deep-rooted’’ she become ‘‘one of the most reputable people in the Negro network’’ (king, forty four). Robinson and the wpc responded to parks’ arrest via calling for a one-day protest of the city’s buses on 5 December 19558. Robinson prepared a chain of leaflets at Alabama state college and organiz ed businesses to distribute them at some stage in the black network. In the meantime, after securing bail for parks with Clifford and Virginia Durr, e. D. Nixon, beyond chief of the Sir Bernard Law bankruptcy of the national affiliation for the advancement of coloured people (naacp), started to name local black leaders, inclusive of ralph Abernathy and king, to organize a planning meeting. On 2 December, black ministers and leaders met at Dexter Avenue Baptist church and agreed to publicize the 5 December boycott. The deliberate protest received surprising publicity in the weekend newspapers and in radio and TV reports1. On fifth December, 90 percent of 1st viscount Montgomery of Alamein’s black citizens stayed off the buses. That afternoon, the metropolis’s ministers and leaders met to discuss the opportunity of extending the boycott into a long-time period marketing campaign. During this meeting the mia changed into shaped, and king became elected president. Parks recalled: ‘‘the benefit of getting dr. King as president turned into that he was so new to Montgomery and to civil rights paintings that he hadn’t been there long enough to make any robust friends or enemies’’ 6. That nighttime, at a mass assembly at Holt Street Baptist church, the mia voted to maintain the boycott. King spoke to several thousand people at the meeting: ‘‘I want it to be recognized that we’re going to work with grim and ambitious determination to gain justice at the buses on this city. And we are not incorrect†¦ if were wrong, the splendid courtroom of this state is incorrect. If were incorrect, the constitution of the USA is inaccurate1. If were incorrect, god almighty is wrong’’ (papers three: 73). After unsuccessful talks with city commissioners and bus enterprise officials, on 8 December the mia issued a formal listing of demands: courteous treatment by bus operators; first-come, first-served seating for all, with blacks seating from the rear and whites from the front; and black bus operators on predominately black routes. The needs have been now not met, and Sir Bernard Law’s black residents stayed off the buses via 1956, no matter efforts by metropolis officers and white residents to defeat the boycott. After the city started out to penalize black taxi drivers for assisting the boycotters, the mia prepared a carpool. Following the recommendation of t. J. Jemison, who had organized a carpool during a 1953 bus boycott in Baton Rouge, the mia developed an intricate carpool system of about three hundred vehicles. Robert Hughes and others from the Alabama council for human relations prepared meetings among the mia and town officers, but no agreements have been reached. In early 1956, the houses of king and E. D. Nixon have been bombed. King was capable of calm the gang that collected at his domestic by using affirming: ‘‘be calm as I and my circle of relatives are. We are not hurt and remember that if something occurs to me, there can be others to take my location’’ (papers 3: a hundred and fifteen). Town officials obtained injunctions towards the boycott in February 1956, and indicted over 80 boycott leaders under a 1921 regulation prohibiting conspiracies that interfered with lawful commercial enterprise. King changed into tried and convicted at the fee and ordered to pay $500 or serve 386 days in jail inside the case kingdom of Alabama v. Martin Luther king, Jr. In spite of this resistance, the boycott continued. Although most of the exposure approximately the protest turned into targeted at the actions of black ministers, ladies played essential roles within the achievement of the boycott. Women such as Robinson, Johnnie Carr, and Irene west sustained the mia committees and volunteer networks. Mary truthful Burks of the wpc also attributed the success of the boycott to ‘‘the anonymous chefs and maids who walked countless miles for a 12 months to bring about the breach inside the walls of segregation’’ (Burks, ‘‘trailblazers,’’ eighty two). In his memoir, king quotes an elderly girl who proclaimed that she had joined the boycott not for her personal advantage but for the best of her youngsters and grandchildren (king, 78). National insurance of the boycott and king’s trial resulted in assist from humans outside Montgomery. In early 1956 veteran pacifists Bayard Rustin and Glenn e. Smiley visited Bernard Law Montgomery and offered king recommendation at the application of gandhian strategies and nonviolence to American race family members. Rustin, Ella baker, and Stanley Levison founded in friendship to raise funds inside the north for southern civil rights efforts, consisting of the bus boycott. King absorbed thoughts from those proponents of nonviolent direct movement and crafted his very own syntheses of gandhian principles of nonviolence. He said: ‘‘Christ showed us the way, and Gandhi in India showed it can paintings’’ (Rowland, ‘‘2,500 right here hail’’). Other followers of gandhian thoughts which includes Richard Gregg, William Stuart nelson, and homer jack wrote the mia presenting help. On 5 June 1956, the federal district courtroom dominated in Browder v. Gayle that bus segregation became unconstitutional, and in November 1956 the U.S. Superb court docket affirmed Browder v. Gayle and struck down legal guidelines requiring segregated seating on public buses. The courtroom’s choice came the same day that king and the mia were in circuit courtroom difficult an injunction towards the mia carpools. Resolved no longer to cease the boycott till the order to desegregate the buses without a doubt arrived in Bernard Law Montgomery, the mia operated without the carpool device for a month. The very best courtroom upheld the decrease court docket’s ruling, and on 20 December 1956 king called for the end of the boycott; the network agreed. The following morning, he boarded an integrated bus with ralph Abernathy, e. D. Nixon, and Glenn smiley. King stated of the bus boycott: ‘‘we got here to see that, in the end, its miles more honorable to walk in dign ity than ride in humiliation. So †¦ we determined to substitute tired toes for tired souls, and stroll the streets of Montgomery’’ (papers three: 486)4. King’s function in the bus boycott garnered global attention, and the mia’s approaches of mixing mass nonviolent protest with Christian ethics have become the model for tough segregation inside the south.

Art Summary Essay Example | Topics and Well Written Essays - 500 words

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Organizational Behavior & Leadership Essay Example | Topics and Well Written Essays - 250 words

Organizational Behavior & Leadership - Essay Example The other feature is that these leaders promise rewards as a way of motivation for a desired performance (Schein, 2010). Contrary to transactional leadership, transformational leadership is proactive and always forms new expectations in surbodinates.Leaders also have good visioning abilty, manegement and rhetorical skills and develop strong bonds with the followers. These kinds of leaders inspire subordinates to work for goals going beyond self interest. On the other hand the level five leadership qualities which have been mainly exhibited by leader A includes, self confidence, humility and modesty and unwavering resolve in them. They directly participate in work and gives credit to others for their achievements. To them, success is not attributed to personal might but good luck (Schein, 2010). Leader B to a larger extent identifies with transactional style of leadership. He puts great focus on rewards for tasks successfully accomplished. The visioning aspect he portrays in his leadership style is an influence from the outgoing Chief Executive Office which he is likely to shade off when he takes over. One demerit to his kind of leadership to employees is that this type of leader may become unpredictable and instill fear of being held hostage for their actions. His subordinates feel less motivated to go beyond self interest.Surbodinates feel some sense of freedom when this leader is away and they fear taking up new challenges for fear of the consequences if at all they

Nokia marketing analysis Essay Example | Topics and Well Written Essays - 2000 words

Nokia marketing analysis - Essay Example This Finnish telecommunication giant has developed expertise in transmission system manufacturing. They are the largest selling mobile phone company across the globe (Younis, 2009). In modern era telecommunication industry has created a lot of interest among people. People use mobile for daily communication purpose. This report will try to throw light on different marketing models used by Nokia to sustain in market. These marketing models include PESTLE (considering political, economical, social, technological, legal, environmental condition of a particular country), Porter's Five Forces of Competition and SWOT (strength, weakness, opportunity and threats) for Nokia. PESTLE Analysis for Nokia Nokia has emerged as international telecommunication company in last 50 years. They need to focus on macro environment of a particular country to expand their business. The company must have clear knowledge about market condition of origin country in terms of macro environment (Political condition, Economic situation, social factors, technological aspects, environmental condition and legal structure of the country).

Procurement and supply chain management Essay Example for Free

Procurement and supply chain management Essay This Publication is concerned with the vital subject of business logistics and supply chain management, an area that can be essential to a firm’s competitive strategy and revenue generation. This management area has been described by many names, including physical distribution, materials management, transportation management, logistics, and supply chain management. Relevant business activities may include one or more of the following areas: transportation, inventory, order processing, purchasing, warehousing, materials handling, packaging, customer service standards, and production. The focus of this Publication is on the planning, organizing, and controlling of these activities key elements for successful management in any organization. Special emphasis is given to strategic planning and decision making as an important part of the management process. Managerial efforts are directed towards setting the level of the logistics activities so as to make products and services available to customers at the time and place required, and in the condition and form desired, in the most profitable and cost-effective way. Logistical activities have always been vital to organizations, and so business logistics and supply chain management represents a synthesis of many concepts, principles, and methods from the more traditional areas of marketing, production, accounting, purchasing, and transportation, as well as from the disciplines of applied mathematics, organizational behaviour, and economics. This Publication attempts to unify these elements to assist in the effective management of the supply chain. The Publication aims to present ideas, principles and techniques that are fundamental to good business logistics practice. It concentrates on important activities of management such as planning, organizing, and controlling, and also on a triangle of interrelated transportation, inventory, and location strategies, which are at the heart of good logistics planning and decision making. Contemporary trends that affect the scope and practice of business logistics and supply chain management have been integrated into the body of the text. Firstly, emphasis is placed on logistics and supply chain management in a worldwide setting to reflect the growing internationalization and globalization of business in general. Secondly, the shift towards service-oriented economies by industrialized nations is emphasized by showing how logistics concepts and principles are applicable to both service-producing tirms and product-producing ones. Thirdly, attention is given to the integrated management of supply chain activities. 1 LSCTMMOD1 Send for a FREE copy of our Prospectus book by airmail, telephone, fax or email, or via our website: Britain. International Headquarters: College House, Leoville, Jersey JE3 2DB, Britain Telefax: +44 (0)1534 485485 Email: [emailprotected] com Website: www. cambridgecollege. co. uk The Publication contains many practical and contemporary examples that show the applicability of the textual material and assist in the understanding and learning of the key points and concepts. Each Chapter in this Cambridge International College Publication on Logistics, Chain Supply Transport Management includes: †¢ An introduction section †¢ Examples and/or figures and diagrams to explain the concepts being covered †¢ A summary of concluding comments †¢ Review Questions designed to reinforce learning and contemplation of what is covered in the Chapter Advice on How to Study this Program Every individual CIC Member approaches his/her study in a different manner, and different people may have a particular study method that they find most effective for them. However, the following is a tested and proven Study Method, suggested to you as a CIC Member in order to assist in making your study and learning easier and enjoyable and to assist you to quickly master the contents of this CIC Publication on Logistics, Chain Supply Transport Management: Step 1: Set yourself a flexible study schedule, depending on the time you have available and what is best for you. For example, the target set could be to study for 1 or 2 hours a night, or for 8 or 9 hours a week, or to complete one Chapter every 2 weeks. There is no set or compulsory schedule, but simply setting a schedule or goal is often an important action in ensuring that study is undertaken successfully and within the specified timeframe. Step 2: Read the whole of the first Chapter at your normal reading pace, without trying to memorise every topic covered or fact stated, but trying to get â€Å"the feel† of what is dealt with in the Chapter as a whole. Step 3: Start reading the Chapter again from the beginning, this time reading more slowly, paragraph by paragraph and section by section. Make brief notes of any points, sentences, paragraphs or sections which you feel need your further study, consideration or thought. You may wish to keep any notes in a separate file or notebook. Try to absorb and memorise all the important topics covered. Step 4: Start reading the Chapter again from its start, this time paying particular attention to and if necessary studying more thoroughly those parts on which you earlier wrote notes for further study. It is best that you do not pass on to other parts or topics until you are certain you fully understand and remember those parts you earlier noted as requiring your special attention. Try to fix everything taught firmly in your mind. 2 LSCTMMOD1 Send for a FREE copy of our Prospectus book by airmail, telephone, fax or email, or via our website: Britain. International Headquarters: College House, Leoville, Jersey JE3 2DB, Britain Telefax: +44 (0)1534 485485 Email: [emailprotected] com Website: www. cambridgecollege. co. uk Step 5: There are self-assessment review questions at the end of the Chapter, and you are strongly advised to try to answer or think about them as best you can but do not send your answers to the College. If these questions/exercises highlight any areas that you feel you need to revise or re-read in the Chapter, then go ahead and do that before moving on to Step 6. Step 6: Once you have completed steps 1 to 5 above, move on to the next Chapter and repeat steps 1 to 5 for each subsequent Chapter. 3 LSCTMMOD1 Send for a FREE copy of our Prospectus book by airmail, telephone, fax or email, or via our website: Britain. International Headquarters: College House, Leoville, Jersey JE3 2DB, Britain Telefax: +44 (0)1534 485485 Email: [emailprotected] com Website: www. cambridgecollege. co. uk LOGISTICS, SUPPLY CHAIN TRANSPORT MANAGEMENT PROGRAM MODULE ONE BUSINESS LOGISTICS/SUPPLY CHAIN A VITAL SUBJECT (based on Chapter 1 of ‘Logistics, Supply Chain and Transport Management’ by Ronald H Ballou) Contents Introduction Business Logistics Defined The Supply Chain The Activity Mix Importance of Logistics/Supply Chain (SC) Costs Are Significant Logistics Customer Service Expectations Are Increasing Supply and Distribution Lines Are Lengthening with Greater Complexity Logistics/SC Is Important to Strategy Logistics/SC Adds Significant Customer Value Customers Increasingly Want Quick, Customized Response Logistics/SC in Non-Manufacturing Areas Service Industry Military Environment Business Logistics/SC in the Firm Objectives of Business Logistics/SC Questions and Problems Introduction As far back as history records, the goods that people wanted were not always produced where they wanted to consume them, or these goods were not accessible when people wanted to consume them. Food and other commodities were widely dispersed and were only available in abundance at certain times of the year. Early peoples had the choice of consuming goods at their immediate location or moving the goods to a preferred site and storing them for later use. However, because no well developed transportation and storage systems yet existed, the movement of goods was limited to what an individual could personally move, and storage of perishable commodities was possible for only a short time. This limited movement-storage system generally constrained people to live close to the sources of production and to consume a rather narrow range of goods. Even today, in some areas of the world consumption and production take place only within a very limited geographic region. Striking examples can still be observed in the developing nations of Asia, South America, Australia, and Africa, where some of the population live in small, self-sufficient villages, and most of the goods needed by the residents are produced or acquired in the immediate vicinity. Few goods are imported from other areas. Therefore, production efficiency and the economic standard of living are generally low. In this type of economy, a well-developed and inexpensive logistics system would encourage an exchange of goods with other producing areas of the country, or even the world. 4 LSCTMMOD1 Send for a FREE copy of our Prospectus book by airmail, telephone, fax or email, or via our website: Britain. International Headquarters: College House, Leoville, Jersey JE3 2DB, Britain Telefax: +44 (0)1534 485485 Email: [emailprotected] com Website: www. cambridgecollege. co. uk As logistics systems improved, consumption and production began to separate geographically. Regions would specialize in those commodities that could be produced most efficiently. Excess production could be shipped economically to other producing (or consuming) areas, and needed goods not produced locally were imported. This exchange process follows the principle of comparative advantage. This same principle, when applied to world markets, helps to explain the high level of international trade that takes place today. Efficient logistics systems allow world businesses to take advantage of the fact that lands, and the people who occupy them, are not equally productive. Logistics is the very essence of trade. It contributes to a higher economic standard of living for us all. To the individual firm operating in a high-level economy, good management of logistics activities is vital. Markets are often national or international in scope, whereas production may be concentrated at relatively few points. Logistics activities provide the bridge between production and market locations that are separated by time and distance. Effective management of these activities is the major concern of this Program. Business Logistic Defined Business logistics is a relatively new field of integrated management study in comparison with the traditional fields of finance, marketing, and production. As previously noted, logistics activities have been carried out by individuals for many years. Businesses also have continually engaged in movestore (transportation-inventory) activities. The newness of the field results from the concept of coordinated management of the related activities, rather than the historical practice of managing them separately, and the concept that logistics adds value to products or services that are essential to customer satisfaction and sales. Although co-ordinated logistics management has not been generally practiced until recently, the idea of co-ordinated management can be traced back to at least 1844. In the writings of Jules Dupuit, a French engineer, the idea of trading one cost for another (transportation costs for inventory costs) was evident in the selection between road and water transport: â€Å"The fact is that carriage by road being quicker, more reliable and less subject to loss or damage, it possesses advantage to which businessmen often attach a considerable value. However, it may well be that a saving induces the merchant to use a canal; he can buy warehouses and increase his floating capital in order to have a sufficient supply of goods on hand to protect himself against slowness and irregularity of the canal, and if all told the saving in transport gives him a cost advantage, he will decide in favour of the new route. † The first textbook to suggest the benefits of co-ordinated logistics management appeared around 1961, in part explaining why a generally accepted definition of business logistics is still emerging. Therefore, it is worthwhile to explore several definitions for the scope and content of the subject. A dictionary definition of the term logistics is: â€Å"The branch of military science having to do with procuring, maintaining, and transporting material, personnel, and facilities. † This definition puts logistics into a military context. To the extent that business objectives and activities differ from those of the military, this definition does not capture the essence of business logistics management. A better representation of the field may be reflected in the definition promulgated by the Council of Logistics Management (CLM), a professional organization of logistics 5 LSCTMMOD1 Send for a FREE copy of our Prospectus book by airmail, telephone, fax or email, or via our website: Britain. International Headquarters: College House, Leoville, Jersey JE3 2DB, Britain Telefax: +44 (0)1534 485485 Email: [emailprotected] com Website: www. cambridgecollege. co. uk managers, educators, and practitioners formed in 1962 for the purposes of continuing education and fostering the interchange of ideas. Its definition: â€Å"Logistics is that part of the supply chain process that plans, implements, and controls the efficient, effective flow and storage of goods, services, and related information from the point of origin to the point of consumption in order to meet customers’ requirements. † This is an excellent definition, conveying the idea that product flows are to be managed from the point where they exist as raw materials to the point where they are finally discarded. Logistics is also concerned with the flow of services as well as physical goods, an area of growing opportunity for improvement. It also suggests that logistics is a process, meaning that it includes all the activities that have an impact on making goods and services available to customers when and where they wish to acquire them. However, the definition implies that logistics is part of the supply chain process, not the entire process. So, what is the supply chain process or, more popularly, supply chain management? Supply chain management (SCM) is a term that has emerged in recent years that captures the essence of integrated logistics and even goes beyond it. Supply chain management emphasizes the logistics interactions that take place among the functions of marketing, logistics, and production within a firm and those interactions that take place between the legally separate firms within the product-flow channel. Opportunities for cost or customer service improvement are achieved through co-ordination and collaboration among the channel members where some essential supply chain activities may not be under the direct control of the logistician. Although early definitions such as physical distribution, materials management, industrial logistics and channel management all terms used to describe logistics have promoted this broad scope for logistics, there was little attempt to implement logistics beyond a company’s own enterprise boundaries, or even beyond its own internal logistics function. Now, retail firms are showing success in sharing information with suppliers, who in turn agree to maintain and manage inventories on retailers’ shelves. Channel inventories and product stockouts are lower. Manufacturing firms operating under just-in-time production scheduling build relationships with suppliers for the benefit of both companies by reducing inventories. Definitions of the supply chain and supply chain management reflecting this broader scope are: â€Å"The supply chain (SC) encompasses all activities associated with the flow and transformation of goods from the raw materials stage (extraction), through to the end user, as well as the associated information flows. Materials and information flow both up and down the supply chain. † â€Å"Supply chain management (SCM) is the integration of these activities, through improved supply chain relationships, to achieve a sustainable competitive advantage. † After careful study of the various definitions being offered, Mentzer and other writers propose the broad and rather general definition as follows: â€Å"Supply chain management is defined as the systematic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole. † 6 LSCTMMOD1 Send for a FREE copy of our Prospectus book by airmail, telephone, fax or email, or via our website: Britain. International Headquarters: College House, Leoville, Jersey JE3 2DB, Britain Telefax: +44 (0)1534 485485 Email: [emailprotected] The supply chain management model in Figure 1-1 viewed as a pipeline shows the scope of this definition. It is important to note that supply chain management is about the co-ordination of product flows across functions and across companies to achieve competitive advantage and profitability for the individual companies in the supply chain and the supply chain members collectively. It is difficult, in a practical way, to separate business logistics management from supply chain management. In so many respects, they promote the same mission: â€Å"To get the right goods or services to the right place, at the right time, and in the desired condition, while making the greatest contribution to the firm. † Some claim that supply chain management is just another name for integrated business logistics management (IBLM) and that the broad scope of supply chain management has been promoted over the years. Conversely, others say that logistics is a subset of SCM, where SCM considers additional issues beyond those of product flow. For example, SCM may be concerned with product pricing and manufacturing quality. Although SCM promotes viewing the supply channel with the broadest scope, the reality is that firms do not practise this ideal. Fawcett and Magan found that companies that do practise supply chain integration limit their scope to one tier upstream and one tier downstream. The focus seems to be concerned with creating seamless processes within their own companies and applying new information technologies to improve the quality of information and speed of its exchange among channel members. The boundary between the logistics and supply chain management terms is fuzzy. Even then, logistics activities are repeated once again as used products are recycled upstream in the logistics channel. A single firm generally is not able to control its entire product flow channel from raw material source to points of the final consumption, although this is an emerging opportunity. For practical purposes, the business logistics for the individual firm has a narrower scope. Usually, the maximum managerial control that can be expected is over the immediate physical supply and physical distribution channels, as shown in Figure 1-2. The physical supply channel refers to the time and space gap between a firm’s immediate material sources and its processing points. Similarly, the physical distribution channel refers to the time and space gap between the firm’s processing points and its customers. Due to the similarities in the activities between the two channels, physical supply (more commonly referred to as materials management) 8 LSCTMMOD1 Send for a FREE copy of our Prospectus book by airmail, telephone, fax or email, or via our website: Britain. International Headquarters: College House, Leoville, Jersey JE3 2DB, Britain Telefax: +44 (0)1534 485485 Email: [emailprotected] com Website: www. cambridgecollege. co. uk and physical distribution comprise those activities that are integrated into business logistics. Business logistics management is now popularly referred to as supply chain management. Others have used terms such as value nets, value stream, and lean logistics to describe a similar scope and purpose. The evolution of the management of product flows toward SCM is captured in Figure 1-3. Although it is easy to think of logistics as managing the flow of products from the points of raw material acquisition to end customers, for many firms there is a reverse logistics channel that must be managed as well. The life of a product, from a logistics viewpoint, does not end with delivery to the customer. Products become obsolete, damaged, or nonfunctioning and are returned to their source points for repair or disposition. Packaging materials may be returned to the shipper due to environmental regulations or because it makes good economic sense to reuse them. The reverse logistics channel may utilize all or a portion of the forward logistics channel or it may require a separate design. The supply chain terminates with the final disposition of a product. The reverse channel must be considered to be within the scope of logistics planning and control. The Activity Mix The activities to be managed that make up business logistics (supply chain process) vary from firm to firm, depending on a firm’s particular organizational structure, management’s honest differences of opinion about what constitutes the supply chain for its business, and the importance of individual activities to its operations. Follow along the supply chain as shown in Figure 1-2 and note the important activities that take place. Again, according to the CLM: 9 LSCTMMOD1 Send for a FREE copy of our Prospectus book by airmail, telephone, fax or email, or via our website: Britain. International Headquarters: College House, Leoville, Jersey JE3 2DB, Britain Telefax: +44 (0)1534 485485 Email: [emailprotected] com Website: www. cambridgecollege. co. uk â€Å"The components of a typical logistics system are: customer service, demand forecasting, distribution communications, inventory control, material handling, order processing, parts and service support, plant and warehouse site selection (location analysis), purchasing, packaging, return goods handling, salvage and scrap disposal, traffic and transportation, and warehousing and storage. † Figure 1-4 organizes these components, or activities, according to where they are most likely to take place in the supply channel. The list is further divided into key and support activities, along with some of the decisions associated with each activity. Customer service standards co-operate with marketing to: a. Determine customer needs and wants for logistics customer service b. Determine customer response to service c. Set customer service levels 2. Transportation a. Mode and transport service selection b. Freight consolidation c. Carrier routing d. Vehicle scheduling e. Equipment selection f. Claims processing g. Rate auditing 3. Inventory management a. Raw materials and finished goods stocking policies b. Short-term sales forecasting c. Product mix at stocking points 10 LSCTMMOD1 Send for a FREE copy of our Prospectus book by airmail, telephone, fax or email, or via our website: Britain. International Headquarters: College House, Leoville, Jersey JE3 2DB, Britain Telefax: +44 (0)1534 485485 Email: [emailprotected] com Website: www. cambridgecollege. co. uk d. Number, size, and location of stocking points e. Just-in-time, push, and pull strategies 4. Information flows and order processing a. Sales order-inventory interface procedures b. Order information transmittal methods c. Ordering rules Support Activities 1. Warehousing a. Space determination b. Stock layout and dock design c. Warehouse configuration d. Stock placement 2. Materials handling a. Equipment selection b. Equipment replacement policies c. Order-picking procedures d. Stock storage and retrieval 3. Purchasing a. Supply source selection b. Purchase timing c. Purchase quantities 4. Protective packaging designed for: a. Handling b. Storage c. Protection from loss and damage 5. Co-operate with production/operations to: a. Specify aggregate quantities b. Sequence and time production output c. Schedule supplies for production/operations 6. Information maintenance a. Information collection, storage, and manipulation b. Data analysis Control procedures Key and support activities are separated because certain activities will generally take place in every logistics channel, whereas others will take place, depending on the circumstances, within a particular firm. The key activities are on the â€Å"critical† loop within a firm’s immediate physical distribution channel, as shown in Figure 1 to 5. They contribute most to the total cost of logistics or they are essential to the effective co-ordination and completion of the logistics task. 11 LSCTMMOD1 Send for a FREE copy of our Prospectus book by airmail, telephone, fax or email, or via our website: Britain. International Headquarters: College House, Leoville, Jersey JE3 2DB, Britain Telefax: +44 (0)1534 485485 Email: [emailprotected] com Website: www. cambridgecollege. co. uk Customer service standards set the level of output and degree of readiness to which the logistics system must respond. Logistics costs increase in proportion to the level of customer service provided, such that setting the standards for service also affects the logistics costs to support that level of service. Setting very high service requirements can force logistics costs to exceedingly high levels. Transportation and inventories maintenance are the primary cost-absorbing logistics activities. Experience has shown that each will represent one-half to two-thirds of total logistics costs. Transportation adds place value to products and services, whereas inventories maintenance adds time value. Transportation is essential because no modern firm can operate without providing for the movement of its raw materials or its finished products. This importance is underscored by the financial strains placed on many firms by such disasters as a national railroad strike or independent truckers’ refusal to move goods because of rate disputes. In these circumstances, markets cannot be served, and products back up in the logistics pipeline to deteriorate or become obsolete. Inventories are also essential to logistics management because it is usually not possible or practical to provide instant production or ensure delivery times to customers. They serve as buffers between supply and demand so that needed product availability may be maintained for customers while providing flexibility for production and logistics in seeking efficient methods for manufacture and distribution of the product. Order processing is the final key activity. Its costs usually are minor compared to transportation or inventory maintenance costs. Nevertheless, order processing is an important element in the total time that it takes for a customer to receive goods or services. It is the activity triggering product movement and service delivery. Although support activities may be as critical as the key activities in any particular circumstance, they are considered here as contributing to the logistics mission. In addition, one or more of the support activities may not be a part of the logistics activity mix for every firm. For example, products such as finished automobiles or commodities such as coal, iron ore, or gravel not needing the weather and security protection of warehousing will not require the warehousing activity, even though inventories are maintained. However, warehousing and materials handling are typically conducted wherever products are temporarily halted in their movement to the marketplace. 12 LSCTMMOD1 Send for a FREE copy of our Prospectus book by airmail, telephone, fax or email, or via our website: Britain. International Headquarters: College House, Leoville, Jersey JE3 2DB, Britain Telefax: +44 (0)1534 485485 Email: [emailprotected] com Website: www. cambridgecollege. co. uk Protective packaging is a support activity of transportation and inventory maintenance as well as of warehousing and materials handling because it contributes to the efficiency with which these other activities are carried out. Purchasing and product scheduling often may be considered more a concern of production than of logistics. However, they also affect the overall logistics effort, and specifically they affect the efficiency of transportation and inventory management. Finally, information maintenance supports all other logistics activities in that it provides the needed information for planning and control. The extended supply chain refers to those members of the supply channel beyond the firm’s immediate suppliers or customers. They may be suppliers to the immediate suppliers or customers of the immediate customers and so on until raw material source points or end customers are reached. It is important to plan and control the previously noted activities and information flows if they affect the logistics customer service that can be provided and the costs of supplying this service. Management of the extended supply chain has the potential of improving logistics performance beyond that of just managing the activities within the immediate supply chain. Importance of Logistics/Supply Chain Logistics is about creating value value for customers and suppliers of the firm, and value for the firm’s stakeholders. Value in logistics is primarily expressed in terms of time and place. Products and services have no value unless they are in the possession of the customers when (time) and where (place) they wish to consume them. For example, concessions at a sports event have no value to consumers if they are not available at the time and place that the event is occurring, or if inadequate inventories don’t meet the demands of the sports fans. Good logistics management views each activity in the supply chain as contributing to the process of adding value. If little value can be added, it is questionable whether the activity should exist. However, value is added when customers are willing to pay more for a product or service than the cost to place it in their hands. To many firms throughout the world, logistics has become an increasingly important value-adding process for a number of reasons. Costs Are Significant Over the years, several studies have been conducted to determine the costs of logistics for the whole economy and for the individual firm. There are widely varying estimates of the cost levels. According to the International Monetary Fund (IMF), logistics costs average about 12 percent of the 13 LSCTMMOD1 Send for a FREE copy of our Prospectus book by airmail, telephone, fax or email, or via our website: Britain. International Headquarters: College House, Leoville, Jersey JE3 2DB, Britain Telefax: +44 (0)1534 485485 Email: [emailprotected] com Website: www. cambridgecollege. co. uk world’s gross domestic product. Robert Delaney, who has tracked logistics costs for more than two decades, estimates that logistics costs for the U. S. economy are 9. 9 percent of the U. S. gross domestic product (GDP), or $921 billion. For the firm, logistics costs have ranged from 4 percent to over 30 percent of sales. The results from a cost survey of individual firms are shown in Table 1-3. Although the results show physical distribution costs at about 8 percent of sales, this survey does not include physical supply costs. Probably another one-third may be added to this total to represent average logistics costs for the firm at about 11 percent of sales. Over the last decade, physical distribution costs have ranged between 7 percent and 9 percent of sales. There may be a trend of increasing costs for individual firms, although Wilson and Delaney show over the same period that logistics costs as a percent of U. S. GDP have declined by about 10 percent. Logistics costs, substantial for most firms, rank second only to the cost of goods sold (purchase costs) that are about 50 percent to 60 percent of sales for the average manufacturing firm. Value is added by minimizing these costs and by passing the benefits on to customers and to the firm’s shareholders. Logistics Customer Service Expectations Are Increasing The Internet, just-in-time operating procedures, and continuous replenishment of inventories have all contributed to customers expecting rapid processing of their requests, quick delivery, and a high degree of product availability. According to the Davis Survey of hundreds of companies over the last decade, world-class competitors have average order cycle times (the time between when an order is placed and when it is received) of seven to eight days and line item fill rates of 90 percent to 94 percent. LogFac summarizes world-class logistics performance for domestic companies as: Error rates of less than one per 1,000 orders shipped Logistics costs of well under 5 percent of sales Finished goods inventory turnover of 20 or more times per year Total order cycle time of five working days Transportation cost of one percent of sales revenue or less, if products sold are over $5 per 500 gms As might be expected, the average company performs below these cost and customer service benchmarks, when compared with the statistics in Tables 1-3 and 1-4. Supply and Distribution Lines Are Lengthening with Greater Complexity The trend is toward an integrated world economy. Firms are seeking, or have developed, global strategies by designing their products for a world market and producing them wherever the low-cost 14 LSCTMMOD1 Send for a FREE copy of our Prospectus book by airmail, telephone, fax or email, or via our website: Britain. International Headquarters: College House, Leoville, Jersey JE3 2DB, Britain Telefax: +44 (0)1534 485485 Email: [emailprotected] com Website: www. cambridgecollege. co. uk raw materials, components, and labor can be found (e. g. , Ford’s Focus automobile), or they simply produce locally and sell internationally. In either case, supply and distribution lines are stretched, as compared with the producer who wishes to manufacture and sell only locally. Not only has the trend occurred naturally by firms seeking to cut costs or expand markets, but it is also being encouraged by political arrangements that promote trade. Examples of the latter are the European Union, the North America Free Trade Agreement (NAFTA) between Canada, the United States, and Mexico, and the economic trade agreement among several countries of South America (MERCOSUR). Globalization and internationalization of industries everywhere will depend heavily on logistics performance and costs, as companies take more of a world view of their operations. As this happens, logistics takes on increased importance within the firm since its costs, especially transportation, become a larger part of the total cost structure. For example, if a firm seeks foreign suppliers for the raw materials that make up its final product or foreign locations to build its product, the motivation is to increase profit. Material and labor costs may be reduced, but logistics costs are likely to increase due to increased transportation and inventory costs. The â€Å"tradeoff†, as shown in Figure 1-6, may lead to higher profit by reducing materials, labour, and overhead costs at the expense of logistics costs and tariffs. â€Å"Outsourcing† adds value, but it requires careful management of logistics costs and product-flow times in the supply channel. Logistics/SC Is Important To Strategy Firms spend a great deal of time finding ways to differentiate their product offerings from those of their competitors. When management recognizes that logistics/SC affects a significant portion of a firm’s costs and that the result of decisions made about the supply chain processes yields different levels of customer service, it is in a position to use this effectively to penetrate new markets, to increase market share, and to increase profits. When a firm incurs the cost of moving the product toward the customer or making an inventory available in a timely manner, for the customer â€Å"value† has been created that was not there previously. It is value as surely as that created through the production of a quality product or through a low price. It is generally recognized that business creates four types of value in products or services. These are: form, time, place, and possession. Logistics creates two out of these four values. Manufacturing creates form value as inputs are converted to outputs, that is raw materials are transformed into finished goods. Logistics controls the time and place values in products, mainly through transportation, information flows, and inventories. Possession value is often considered the responsibility of marketing, engineering, and finance, where the value is created by helping customers acquire the product through such mechanisms as advertising (information), technical support, and terms of sale (pricing and credit availability). To the extent that SCM includes production, three out of the four values may be the responsibility of the logistics/supply chain manager. Customers Increasingly Want Quick, Customized Response Fast food retailers, automatic teller machines, overnight package delivery, and electronic mail on the Internet have led us as consumers to expect that products and services can be made available in increasingly shorter times. In addition, improved information systems and flexible manufacturing processes have led the marketplace toward mass customization. Rather than consumers having to accept the â€Å"one size fits all† philosophy in their purchases, suppliers are increasingly offering products that meet individual customer needs. Companies too have been applying the concept of quick response to their internal operations in order to meet the service requirements of their own marketing efforts. The quick response philosophy has been used to create a marketing advantage. Saks Fifth Avenue applied it, even though big profits are made through big margins and not on cost reductions that might be achieved from good logistics management. Supply chain costs may even rise, although the advantage is to more than cover these costs through increased profits. Logistics/SC in Non-manufacturing Areas It is perhaps easiest to think of logistics/SC in terms of moving and storing a physical product in a manufacturing setting. This is too narrow a view and can lead to many missed business opportunities. The logistics/SC principles and concepts learned over the years can be applied to such areas as service industries, the military, and even environment management. Service Industry The service sector of industrialized countries is large and growing. In the United States, over 70 percent of all jobs are in what the federal government classifies as the service sector. The size of this sector alone forces us to ask if logistics concepts are not equally applicable here as they are to the manufacturing sector. If they are, there is a tremendous untapped opportunity yet to be fulfilled. Many companies designated as service firms in fact produce a product. Examples include: McDonald’s Corporation (fast foods); Dow Jones Co. , Inc. (newspaper publishing); and Sears, Roebuck and Co. (merchandise retailing). These companies carry out all the typical supply chain activities of any manufacturing firm. However, for service companies such as Bank One (retail banking), Marriott Corporation (lodging) and Consolidated Edison (electric power), supply chain activities, 16 LSCTMMOD1 Send for a FREE copy of our Prospectus book by airmail, telephone, fax or email, or via our website: Britain. International Headquarters: College House, Leoville, Jersey JE3 2DB, Britain Telefax: +44 (0)1534 485485 Email: [emailprotected] com Website: www. cambridgecollege. co. uk especially those associated with physical distribution, are not as obvious. Even though many service-oriented companies may be distributing an intangible, nonphysical product, they do engage in many physical distribution activities and decisions. A hospital may want to extend emergency medical care throughout the community and must make decisions as to the locations of the centers. United Parcel Service and Federal Express must locate terminals and route pickup and delivery trucks. The East Ohio Gas Company inventories natural gas in underground wells during the off-season in the region where demand will occur. Bank One must locate and have cash inventory on hand for its ATMs. The Federal Reserve Bank must select the methods of transportation to move cancelled cheques among member banks. The Catholic Church must decide the number, location, and size of the churches needed to meet shifts in size and location of congregations, as well as to plan the inventory of its pastoral staff. Xerox’s repair service for copying equipment is also a good example of the logistics decisions encountered in a service operation. The techniques, concepts, and methods discussed throughout this Program should be as applicable to the service sector as they are to the manufacturing sector. The key, according to Theodore Levitt, may be in transforming an intangible service into a tangible product. Problems will remain in carefully identifying the costs associated with the distribution of an intangible product. Perhaps because of this, few service firms or organizations have a physical distribution manager on their staff, although they frequently do have a materials manager to handle supply matters. However, managing logistics in service industries does represent a new direction for the future development of logistics practice. Military Before businesses showed much interest in co-ordinating supply chain processes, the military was well organized to carry out logistics activities. More than a decade before business logistics’ developmental period, the military carried out what was called the most complex, best-planned logistics operation of that time-the invasion of Europe during World War II. Although the problems of the military, with its extremely high customer service requirements, were not identical with those of business, the similarities were great enough to provide a valuable experience base during the developmental years of logistics. For example, the military alone maintained inventories valued at about one-third of those held by all U. s. manufacturers. In addition to the management experience that such large-scale operations provide, the military sponsored, and continues to sponsor, research in the logistics area through such organizations as the RAND Corporation and the Office of Naval Research. With this background, the field of business logistics began to grow. Even the term logistics seems to have had its origins in the military. A recent example of military logistics on a large scale was the conflict between the United States and Iraq over Iraq’s invasion of the small country of Kuwait. This invasion has been described as the largest military logistics operation in history. The logistics support in that war is yet another illustration of what worldclass companies have always known: Good logistics can be a source of competitive advantage. Lt General William Pagonis, in charge of logistics support for Desert Storm, observed: â€Å"When the Middle East started heating up, it seemed like a good time to pull out some history books on desert warfare in this region . But there was nothing on logistics. Logistics is not a best seller. In a couple of his diaries, Rommel talked about logistics. He thought the Germans lost the battle not because they didn’t have great soldiers or equipment in fact, the German tanks outfought ours almost throughout World War II but because the British had better logistics. † 17 LSCTMMOD1 Send for a FREE copy of our Prospectus book by airmail, telephone, fax or email, or via our website: The first wave of 200,000 troops and their equipment was deployed in a month and a half, whereas troop deployment took nine months in the Vietnam conflict. In addition, the application of many good logistics concepts was evident. Take customer service, for example: â€Å"We believed that if we took care of our troops, the objectives would be accomplished no matter whatever else happened. The soldiers are our customers. It is no different than a determined, single focus on customers that many successful businesses have. Now, you take care of your soldiers not only by providing them cold sodas, and burgers, and good food: you make sure they have the ammunition on the front line, so that when they go fight the war they know they have what they need. † This meant that when 120 mm guns rather than 105 mm guns were desired on tanks, they were changed. When brown vehicles were preferred over the traditional camouflage green, they were repainted at the rate of 7,000 per month. Environment Population growth and resultant economic development have heightened our awareness of environmental issues. Whether it is recycling, packaging materials, transporting hazardous materials or refurbishing products for resale, logisticians are involved in a major way. After all, the United States alone produces more than 160 million tons of waste each year, enough for a convoy of 10-ton garbage trucks reaching halfway to the moon. In many cases, planning for logistics in an environmental setting is no different from that in manufacturing or service sectors. However, in a few cases additional complications arise, such as governmental regulations that make the logistics for a product more costly by extending the distribution channel. Business Logistics in the Firm It has been the tradition in many firms to organize around marketing and production functions. Typically, marketing means selling something and production means making something. Although few business people would agree that their organization is so simple, the fact remains that many businesses emphasize these functions while treating other activities, such as traffic, purchasing, accounting, and engineering, as support areas. Such an attitude is justified to a degree, because if a firm’s products cannot be produced and sold, little else matters. However, such a pattern is dangerously simple for many firms to follow in that it fails to recognize the importance of the activities that must take place between points and times of production or purchase and the points and times of demand. These are the logistics activities, and they affect the efficiency and effectiveness of both marketing and production. Scholars and practitioners of both marketing and production have not neglected the importance of logistics. In fact, each area considers logistics within its scope of action. For example, the following definition of marketing management includes physical distribution: â€Å"Marketing (management) is the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services to create exchanges with target groups that satisfy individual and organizational objectives. † Marketing’s concern is to place its products or services in convenient distribution channels to facilitate the exchange process. The concept of production/ operations management often includes logistics activities. Now, viewing product flow activities as a process to be coordinated, product flow aspects within marketing, production, and logistics are collectively managed to achieve customer service objectives. The difference in operating objectives (maximize revenue versus minimize cost) for marketing and production/operations may lead to a fragmentation of interest in, and responsibility for, logistics activities, as well as a lack of co-ordination among logistics activities as a whole. This, in turn, may lead to lower customer service levels or higher total logistics costs than are necessary. Business logistics represents a regrouping, either by formal organizational structure or conceptually in the minds of management, of the move-store activities that historically may have been partially under the control of marketing and production/ operations. If logistics activities are looked upon as a separate area of managerial action, the relationship of logistics activities to those of marketing and production/ operations would be as is shown in Figure 1-7. Marketing would be primarily responsible for market research, promotion, sales-force management, and the product mix, which create possession value in the product. Production/ operations would be concerned with the creation of the product or service, which creates form value in the product. Key responsibilities would be quality control, production planning and scheduling, job design, capacity planning, maintenance, and work measurement and standards. Logistics would be concerned with those activities (previously defined) that give a product or service time and place value. This separation of the activities of the firm into three groupings rather than two is not always necessary or advisable to achieve the coordination of logistics activities that is sought. Marketing and production/operations, when broadly conceived and co-ordinated, can do an effective job of managing logistics activities without creating an additional organizational entity. Even if a separate functional area is created for logistics within the firm so as to achieve effective control of the firm’s immediate logistics activities, logisticians will need to view their responsibility as one of coordinating the entire supply chain process rather than being just a local logistics activity administrator. To do otherwise may miss substantial opportunities for cost reduction and logistics customer service improvement. The interface is created by the arbitrary separation of a firm’s activities into a limited number of functional areas. Managing the interface activities by one function alone can lead to sub-optimal performance for the firm by subordinating broader company goals to individual functional goals-a potential danger resulting from the departmental form of organizational structure so common in companies today. To achieve interfunctional coordination, some measurement system and incentives for cooperation among the functions involved need to be established. This is equally true of the inter-organizational co-ordination required to manage product flows across company boundaries. It is important to note, however, that establishing a third functional group is not without its disadvantages. Two functional interfaces now exist where only one between marketing and production/ operations previously existed. Some of the most difficult administrative problems arise from the interfunctional conflicts that occur when one is attempting to manage interface activities. Some of this potential conflict may be dissipated if a new organizational arrangement is created whereby production/ operations and logistics are merged into one group called supply chain. Just as managers are beginning to understand the benefits of interfunctional logistics management, inter-organizational management is being encouraged. Supply chain management proponents who view the area more broadly than some logisticians have been strongly promoting the need for collaboration among supply channel members that are outside the immediate control of a company’s  logistician, that is, members who are legally separate companies. Collaboration among the channel members that are linked through buyer-seller relationships is essential to achieving cost-service benefits unable to be realized by managers with strictly an internal view of their responsibilities. Supply chain managers consider themselves to have responsibility for the entire supply channel of the scope as illustrated in Figure 1-8. Managing in this broader environment is the new challenge for the contemporary logistician. Objectives of Business Logistics/SC Within the broader objectives of the firm, the business logistician seeks to achieve supply channel process goals that will move the firm toward its overall objectives. Specifically, the desire is to develop a logistics activity mix that will result in the highest possible return on investment over time. There are two dimensions to this goal: (1) the impact of the logistics system design on the revenue contribution, and (2) the operating cost and capital requirements of the design. Ideally, the logistician should know how much additional revenue would be generated through incremental improvements.