HR Management and Motivation Essay

High employee motivation is a function of many internal and external factors and can be intrinsically or extrinsically led. Many employers feel that the real objective of the supervisor or HR manager is to ensure that employees are intrinsically motivated. This is because such an employee works hard on his job because he enjoys it and wants to do it, and he may continue to do so regardless of extrinsic rewards to a certain extent (Schop, 2). I myself faced a situation recently where I had immense drive and enthusiasm to do that work and it was majorly sourced by intrinsic motivation. One of my professors was starting a community welfare club and requested students to join in as volunteers. We had to go to different organizations that worked with special people and spend time with them and do various activities. I joined in as a volunteer as well and started at a school that worked for the rehabilitation of special children. The first day was an eye opener for me. There were kids of all ages there, handicapped in some way or the other, and yet they were the sweetest and the most adorable children. Not only had I felt thankful to God for making me such a complete human being and for bestowing such blessings on me, but I also felt deeply for those children. I started visiting them twice a week and did various different activities with them for hours. Time always flew by quickly and all the children would hug and kiss me when I was leaving. After leaving that place, I always felt a strange sense of tranquility over me and great personal satisfaction. It was a great feeling to be doing something for those who are less privileged than us. The love they showed me, the thankfulness in their gestures and the smiles in the eyes was enough to take me there every other day. I started to love spending time there with those people, and started to visit them more and more regularly, taking various things with me for them. From twice a week to thrice, I started spending ten to fifteen hours a week over there. This was all because I loved going there and enjoyed every minute I spent there. The pleasure, the comfort and the satisfaction after spending time there intrinsically motivated me. Seeing my dedication, my professor made me the leader of the volunteers working there, which added to my motivation. He gave me full autonomy and freedom to decide and plan activities, shifts and rotations. I had a chance to introduce more fun activities there for the children and plan the work of volunteers, and this also added to my motivation. Encouraging leadership and responsibility opportunities serves as one of the true motivators (N. a, 3) and proves to be very encouraging for the worker. Not only this, my professor also from time to time encouraged me and complimented me on my efforts. These things added to the drive I already had because the appreciation made me feel even nicer about my work. I was then asked to expand our volunteer network and organize a proper recruitment drive from various other schools and colleges. I planned the whole process with my team and we went to different institutions and did interviews. The entire responsibility for this was on me and I this again served as a great motivation tool. I started worked harder and harder on it and gave in my full energy and dedication to this activity. My professor was highly impressed by my drive and the contributions I was making to his cause. At the annual dinner for students, he gave me a certificate of appreciation for being the most effective contributor in front of the entire student and faculty body. I felt a great moment of pride at that point and it further instilled in me the drive to work for this cause. I still volunteer for the children and our network of volunteers, which started from fifteen students, has now expanded to over a sixty students. My motivation was highly intrinsic and self instilled because of the satisfaction I got from doing something for those people. But it was also complemented and enhanced by my professor who from time to time encouraged me, and added to my drive by giving me an opportunity to exercise freedom and autonomy. The reward in the end was an extrinsic tool that also encouraged me to further pursue it with more energy and enthusiasm.

Leadership Challenges at Coastal Bank Essay

Coastal Bank is a large bank in a southeastern city. As a part of a comprehensive internal management study, senior vice president, Harris Meade, examined the turnover, absenteeism, and productivity figures of all work groups in the organization. The results Meade obtained contained no real surprises except in the case of the check-sorting and data-processing departments. In general the departments displaying high turnover and absenteeism rates, such as the clerical department had low production figures, and those with low turnover and absenteeism were highly productive. No surprise there. When analysis began on the check-sorting and data-processing figures, however, Meade discovered that both departments were tied for the lead for the lowest turnover and absenteeism figures. What was surprising was that the check-sorting department ranked first as the most productive unit, whereas the electronic data-processing department ranked last. That inconsistency was further complicated by the fact that the working conditions for check-sorting employees are extremely undesirable. They work in a large open room that is hot in the summer and cold in the winter. They work alone and operate high-speed check-sorting machines requiring a high degree of accuracy and concentration. There is little chance for interaction because they all take rotating coffee breaks. The computer room is air-conditioned, with a stable temperature year round; it has perfect lighting and is extremely quiet and comfortable. It was known that both groups are highly cohesive and that the workers generally function well with others in their department. This observation was reinforced by the study’s finding of the low levels of turnover and absenteeism in both departments. In an effort to understand what was happening, Meade decided to interview the members of both departments. Meade hoped to gain some insight into the dynamics of each group’s behavior. It was discovered that the check-sorting department displayed a great deal of loyalty to the company. Most of the group was unskilled or semiskilled workers; although they have no organized union, each person felt that the company had made special efforts to keep their wages and benefits in line with unionized operations. They knew that their work required team effort and were committed to high performance. A quite different situation existed in the data-processing department. Although the workers liked their fellow employees, there was a uniform feeling among this highly skilled group that management placed more emphasis on production than on staff units. It was their contention that pay increases had been better for operating departments and that the gap between the wage earners and salaried employees did not reflect the skill differences. Because of that, a large percentage of the group displayed little loyalty toward the company, even though they were very close among themselves. There is some degree of urgency to improve productivity. A major competitor in the region is increasing its market share, while Coastal Bank’s market share is trending downward in the last two quarters. You are Harris Meade and you are tasked with improving productivity throughout the bank. Case Study Analysis Assignment Requirements Your 1,200-1,700-word analysis of the Coastal Bank case should demonstrate the application the various leadership approaches, principles, and theories discussed during the course to create a solution to the dilemma. Your solution must refer to and cite the information covered in the textbook. Your analysis of the case should include the following: 1. Problem statement 2. Key facts 3. View point analysis: †¢Who are the key participants in this problem? State their viewpoint of the problem 4. Solution(s): †¢How does the course content support acting on this issue? †¢What are the challenges and benefits (individual, organizational) to the proposed solution? †¢Based on the course content, who should be involved and why? †¢How do you decide on the best course of action? †¢What is the best method to make the decision? †¢How do you implement any change that may be needed? Evaluation of the case study will be based on the following criteria: †¢ Clarity and organization of the possible solution. †¢ The solution demonstrates an application of the leadership approaches, principle and theories covered in the textbook. †¢ The solution demonstrates the synthesis of additional relevant and credible leadership resources. †¢ Adherence to appropriate use of writing conventions, coherence and adherence to APA standards.

Keeping the Family Tradition Alive Essay

I started keeping my family tradition of canning alive last summer. My family has canned for years and there is nothing better than opening up something I have canned on my own and thinking of the people who shared this tradition with me. Traditions are very important to keep going in families around the world. Traditions are very broad anything from what people do on holidays to cooking. My family tradition is very important to me. I knew last year that if I didn’t learn some of my family’s secret recipes while my grandmother and mom are still with us than there would be a chance that my family would never be able to taste the wonderful flavors my family has put together over the years and my family has looked so forward to the taste that we have grown to love. Before I begin canning, I must gather all the materials that I need to get started. The first step is the selection of the tomatoes. I pick all of my tomatoes from my own garden they are so much better than anything from the grocery store. Last year I used better boy tomatoes and roma tomatoes. The roma tomatoes are great to use because they have fewer seeds, thicker, meatier walls and less water. And that means thicker sauce in less cooking time! Also, I don’t want mushy, bruised or rotten tomatoes. Next I remove the tomato skins this is very important. Nothing worse than eating spaghetti and having to chew on a piece of skin left behind. Here’s a trick my grandma taught me: put the tomatoes, a few at a time in a large pot of boiling water for no more than 1 minute. Then I plunge them into a waiting bowl of ice water. This makes the skins slide right off of the tomatoes. If the skins are left on then they become tough and chewy in the sauce, not very pleasant. Now I must remove the seeds and water. After peeling the skins off the tomatoes, I cut the tomatoes in half. I remove the seeds and excess water. I call it the squeeze of the seeds. It is just like it sounds: wash hands then squeeze each tomato and I use my thumb or a spoon to scoop and shake out most of the seeds. I do leave some of the seeds because that is my preference. I toss the squeezed tomatoes into a colander or drainer while I work on the others. By draining the water off now, I end up with a thicker spaghetti sauce in less cooking time. The next step I must do is to get the lids and jars sanitized. The dishwasher is fine for the jars, especially if it has a â€Å"sanitize† cycle. I get that going while I’m preparing everything else, so it’s done by the time I’m ready to fill the jars. While the jars and lids are being sanitized I begin getting that spaghetti sauce going. I take my onions, garlic, basil, oregano, bay leaves, green peppers, lemon juice, salt, pepper, and my burgundy and place them all in the pot first. After I get the onions and pepper a little tender I add all the tomatoes and bring to a simmer. Cook down the tomatoes until the sauce is my desired thickness. I usually let my sauce cook for about two hours. The last step I call canning time. While my sauce is simmering I get my water bath canner ready. I go ahead and feel the water up and get it boiling. I start a small pot of water boiling to put the lids in so that the lids can sanitize and helps the lids seal. When the sauce is ready I place the jar funnel on the jar and I fill them to within ? inch of the top and set the lid and hand ’tighten the ring on. I place the jars in the water bath and cook for about 20mins. I then use the jar grabber and pull the jars out one at a time and let them cool draft-free place. Once the jars are cool, I check that they are sealed verifying that the lid has been sucked down. I press down in the center gently with my finger. If it pops up and down then it is not sealed. If it don’t seal than I just replace the lid and do the canning time again. Now that all the steps are complete, I listen to all the little pings going on telling me that my hard work has paid off. I am so glad that I have learned the family tradition of canning. My grandmother has gotten older and doesn’t can anymore. Out of all my family it is just my mom, Aunt Susan, and myself left doing the canning. It was a nice reward to my sole a few weeks ago when I had my grandmother over for dinner. I had canned some beets and decided that was the day to open them. When my grandmother tried them she said, â€Å"These taste just like mine. † To hear her say that meant so much to me. I couldn’t image not having the taste of what I grew up with because they don’t sell it in the grocery store. This is why I am keeping my family tradition going and teaching my girls. We never know when our love ones are not going to be here anymore. If I can’t have my family with me I at least want to be able to remember them by creating what they have thought me. If people have something in their family that is done by others and would not want to miss it after that person is gone than learn how that special someone does it. I did that’s why I will always have that special connection with canning and my family.

White Collar Crime Essay Example | Topics and Well Written Essays - 750 words

White Collar Crime - Essay Example White collar crimes are a major threat to economic development in any country or society, as they are much more difficult to track and prevent. This is due to the fact that they are perpetrated by men and women of high social status and integrity, who use positions entrusted to them to facilitate criminal activities either for personal or corporate gains. Such crimes include and not limited to corruption, identity theft, tax evasion and embezzlement among others such as money laundering (Simon & Eitzen, 2000). This paper is a critical evaluation of white collar crimes as compared to conventional crimes. White Collar Crimes White-collar crime is a terminology which was first used by Edwin Sutherland to define criminal activities perpetrated by men and women of high social status, whose occupations facilitate them with an avenue to commit crime (Friedrichs, 2003). In this context, these people use their positions and influence to attain financial gains at the expense of their employers . For example, a government minister may use his position to influence the awarding of tenders in his or her ministry, so as to favor certain individuals who would be willing to reward the minister for doing so. This may be done at the expense of other more deserving and experienced contractors. In such a circumstance, the minister will have committed a serious white-collar crime punishable by law i.e. corruption. One of the major characteristics of this type of crime is that it is nonviolent. This is due to the fact that it occurs in a legitimate environment in which the perpetrator will seem to be conducting normal business (Pontell, 2002). For example, a traffic police officer carries out the duties of ensuring that road users obey and observe traffic rules. In the course of performing his duties, he may be forced to arrest a driver for breaking one of the rules. In this context, the officer by virtue of his position as a law enforcer has two choices which he can make i.e. either to arrest and detain the driver or to come to an agreement which may entail accepting money in exchange with the driver’s freedom i.e. accepting bribery. This is as opposed to conventional crimes, such as robbery, murder, rape among others, which are committed with a sense of violence in them. This is due to the fact that in such crimes, perpetrators have to contest with their victims so as to benefit from the process. A bank robber for example will have to use a gun so as to scare his victims and if he feels threatened, he may be forced to shoot. The same case happens to rapists and carjackers, who must use force so as to subdue their victims. Based on these issues, it becomes much easier for these crimes to be detected as they will always involve witnesses, who in turn will report to the authorities (Reiman, 1998). On the contrary, white collar crimes are difficult to detect and therefore will mostly go unreported maybe until when it is too late. For example, a person may not have to appear physically in a bank so as to commit robbery. In this computer era, one may use his technical knowledge to access accounts online by the way of hacking, mostly on credit cards, and make purchases without the knowledge of the card holder (Newman & Clarke, 2003). This makes it difficult for the police to arrest the culprits unlike when they are confronted with a hostage situation. In this context, white collar crimes are perpetrated by people with opportunity and technical knowhow, thus making them much more complex as compared to other conventional crimes. As the rate of white collar crimes continue to increase, the society at large continues to suffer the consequences. For example, it is estimated that the US government loses more than $300 billion, on annual basis, to these crimes, which include tax evasion by wealthy individuals (Pontell, 2002). Such money could be used to improve the lives of

New Aesthetic Assignment Example | Topics and Well Written Essays - 500 words

New Aesthetic - Assignment Example Sounds, creepy imagination of the characters and the cultural critique and personification are twisted within lunatic characters in each episode (Hardy &Thomas, P. 56). The lines of the movie are connected two distinctive points expressing the textures, shapes and the divisions of the movies. The entire lines have clear direction, width and length expressing the highest quality of artistic standard representation. The color of the episodes combination and choices is well designed organizing and emphasizing information, differentiated items and depth creation. The color represented by the episode is well balanced giving unity and contrast of characteristics represented. The episodes of the Tom goes to the Mayor applies a three-dimensional object fixed with quality mass and volume. The alignment of the episode representation of the 2d and 3d shaping of the episodes create different sizes, alignment and shaping visualizing the typography of the movie episodes. However, the incorporation of the 3d spacing of the episodes create illusions, reduced noise as well as increased readability of the letters represented by the carton chats. The white spaces also provide a strategic layout of the movie (Hardy &Thomas, P. 23). The patterns and textures have repetitive elements, texture and patterns designed in the episodes strategically to attract as well as deter the viewers’ attentions and perceived feelings. In addition, the objects represented by the episodes are composed of multivariate shapes, area and graphics differencing color and values (Hardy &Thomas, P. 36). The episodes motion occupies a clear dominance through contrasting and scaling as the elements of the episodes illustrates subordinate and focal points representations. As the motion similarity of the episodes is created, real and exaggerated motions is throughout the episodes. Real motion is used to provide the significance or hierarchy of the episode items. For example, exaggerated sounds,

Jewish Holy Days Essay Example | Topics and Well Written Essays - 750 words

Jewish Holy Days - Essay Example This is due to the fact that all non-Israelite firstborns were to be killed by an angel of death sent by God. However, in order for the spirit to distinguish in which houses to inflict death, all the Israelites were advised to slaughter a lamb and mark their doors with its blood such that the spirit would pass over their homes and go to those which were unmarked (Strassfeld, 2001). In this light, they were ordered to ensure that all the meat from the lamb was roasted and eaten without leaving any sign of it (August, 2000). While at it, they were to pack all their belongings i.e. the portable ones in readiness to embark on the exodus once the pharaoh had accepted to release them. The journey they were about to start was one which did give these people ample time to prepare as it was only in a one night notice and as such, most of the food especially bread was half or totally unleavened and they had to carry it in that state else risk starvation especially due to the fact that most of the terrain on their path was a desert. This was also informed by the fear that once their release was sanctioned, there was a possibility that pharaoh would change his mind and thus, they had to leave in a hurry and as quickly as possible. During the Passover night, the angel of death came as promised and killed all the firstborns in homes belonging to non-Israelites and in the aftermath, Pharaoh agreed to let the Israelites free but as they had anticipated, he changed his mind and sent soldiers to bring them back but by then, Moses and his people had already crossed the red sea (August, 2000). The Passover celebrations are conducted beginning on the 15th day on the month of Nissan, which coincides with the months of March or April on the Gregorian calendar, and runs for 7 to 8 days (Strassfeld, 2001). During this period, believers observe various norms and festivities, most of which are symbolic expressions of the Passover night at the time of exodus. For example, all the househol ds are required to dispose all the chametz in their belonging by way of destroying it completely, or giving it out to non Jews with the intention of reacquiring it after the festivities. Chametz refers to the food items which are mostly products of grain, and which have undergone fermentation. Prior to the commencement of the holy day, households usually embark on a cleanup exercise aimed at removing any traces of chametz, including any utensils that have been used to prepare it, after which thorough inspection is conducted. This in itself symbolizes the unleavened bread that the Israelites carried from Egypt and also the removal of arrogance in the souls of the believers. Instead of chametz, the Jews feast on Matzoh i.e. a mixture of flour and water cooked quickly before 18 minutes are over. This is due to the assumption that dough starts rising within 18 minutes if it is left uncooked thereby becoming chametz (Strassfeld, 2001). The fast of the firstborns is also one of the activi ties associated with Jewish Passover (Sper, 2003). In this regard, all the firstborns are supposed to participate in commemoration of the fact that they were rescued from the wrath of the angel of death. The fasting is conducted on the day before Passover and is only an obligation of those firstborn males of 13 years and above, which is the most agreed age of halakhic adulthood.

Literature review Essay Example | Topics and Well Written Essays - 2000 words - 3

Literature review - Essay Example al 2012). For an average individual, buying services and products is a routine and normal behaviour. For compulsive consumers, incapability to control an overwhelming force defines their buying behaviour. It also leads to substantial and always severe results. A compulsive consumer does not derive his or her utility from a service or product but from psychology during purchase power. For the last twenty years, a strong series of investigation in consumer activities has been in discussion of compulsive consumption phenomenon. This was to show it negative results both in the society and to an individual (O’Guinn et. al 2011). Compulsive consumers accrue unmanageable and vast debt amounts which create emotional and economic problems for them. Incapability to settle off debts then turns into a creditor’s problem. Therefore, the importance of devising and understanding intervention methods to manage and control this activity is vital. Other discussion in this paper has made a focus on marketing strategies and tactics’ role as a risky factor in promotion of compulsive consumption. Consequently, it focuses on marketing role in fostering and promoting this problem activity. This paper therefore, reassesses the literature on the problem behaviour as well as summing up the outcomes in three areas: why do consumers behave in this manner, what are the predictors of compulsive consumers and relations with marketing strategies? The marketing ethics as a risky factor in compulsive consumptions is in the discussion. Compulsive consumption The concept of compulsive consumption in literature has a definition of repetitive, chronic purchasing behaviour which takes place as a reaction to negative feelings or events (O’Guinn & Faber 1989). As individuals purchase compulsively, they buy excess product quantities that they cannot afford and do not require (Hoyer & Maclnnis 2007). This is regarded as a reaction to resolve negative feelings, inner deficienci es or unlikeable life experiences (Faber & O’Guinn 1992). This feeling pushes a consumer to buy goods to help clear negative feelings like frustration and stress (Scherhorn 1990). A compulsive consumer is therefore, motivated to buy goods to clear the negative feelings via alterations in self esteem or arousal level and consequently obtain utility from buying process (Hassay & Smith 1996). To be simple, compulsive consumers act on uncontrollable, powerful urges to purchase (Yurchisin & Johnson 2004) Why do individuals buy compulsively? Recent research has concentrated majorly on identification of personality character associated to compulsive consumption (Shoham & Brencic 2003). For instance, (Valence& Fortier, 1988) say that compulsive consumers have a low self-esteem which make one fantasize, put value on material and high depression levels obsession and anxiety ( Koran et. al 2006) along disappointment, frustration and stress. The fantasy in compulsive consumption has been a point of concentration for researcher. Through fantasy one is able to move away from pessimistic feelings and accept oneself in the society (Faber & O’Guinn 1989). It also allows for rehearsal of expected positive results and a way to avoid concentrating on negative issues. Moreover, when one’ Literature Review Essay Example | Topics and Well Written Essays - 8250 words Literature Review - Essay Example To develop an efficient labelling scheme that can handle an ordered tree-structured data model, various scholars have focused on the aim of developing a labelling scheme that is efficient and effective in handling both static and dynamic XML documents and these approaches are discussed below. In the introductory chapter of this thesis, there were specific objectives which defined the motivation of this study, and its goals. The first area of literature relevant to this goal is an overview of labelling schemes. The second part of the literature review presents and discusses other labelling schemes that have commonly been used with XML documents. The first theme is different from the second because in the first, only the overall approach to the functionality of the schemes are presented but in the second, there will be more detail into the schemes by reviewing the strengths, weaknesses and limitations with these other labelling schemes. By so doing, it exposes the research challenges. Lastly, the literature review will identify the weaknesses and limitations of other labelling schemes to propose alternative ideas for new scheme which helps to address the identified weaknesses and limitations. Section 3.2 of the chapter provides an overview of the labelling schemes, while Section 3.3 presents common labelling schemes used to XML data along with their strengths and weaknesses, such as prefix-based schemes (Section 3.3.1), interval-based schemes (Section 3.3.2), multiplication-based schemes (Section 3.3.3) and vector-based schemes (Section 3.3.4). Section 3.4 discusses the scheme’s characteristics to be seen in any ideal scheme. Section 3.5 summarises the literature review and Section 3.6 concludes the chapter. There are four major schemes that are overviewed in this section. These are prefix-based schemes,

Human Resource Management in Innovation Term Paper

Human Resource Management in Innovation - Term Paper Example Few recommendations in favor of Advantage Recruitment Limited are provided below. Firstly, it is recommended to create a work environment and culture that encourages employees to think of having a long term career with the organization. Employees primarily quit organizations because of better job prospects in other organizations. Creating career development program could be one way of handling the crisis (Patton & McMahon, 2001, p.3). Redesigning compensation packages could be one way of retaining valuable talents. This is because employees leaving the organization have complained of low wages being a factor responsible for moving into other organizations. Working out a new pay structure is called for at this point of time (Armstrong & Brown, 2001, p.194). The formalizing of performance management and review systems is important at this stage to identify and recognize the performance of employees. Lack of performance review procedures could lead to loss of talented employees as they would be de-motivated to deliver good performance because of lack of recognition or insufficient appreciation of their works. Changing the quality of work life is important; which includes occupational health care, appropriate salaries and suitable work timing for employees. The overall idea is to improve the working conditions of employees and increasing organizational effectiveness. Lastly a transparent work culture would serve as an important factor for facilitating trust, communication, accountability and responsibility. Increased communication facilitates exchange of information, views and ideas, removes work politics and reduces chances of frustrations and stress in employees which often leads to high rates of attritions in organizations (Lotze, 2004, p.167). Implementation Creating a strong career development process necessarily requires building of strong leadership programs. Leaders would be responsible for coordinating and integrating the entire process of career developme nt of employees. A career development steering committee comprising of some of the key leaders in Advantage Recruitment would act as a guide throughout the career development process. This will be followed by creating an employee development proce

Case study Essay Example | Topics and Well Written Essays - 2500 words - 11

Case study - Essay Example The fact that there is a personal relationship with a friend’s son affects the underlying professional relationship in connection to probationer. This is a major contributor to a state of conflict of interest. Changing of probation officers is in the best interest for each of the parties as they could face accusations of conflicts of interest and could be placed on leave or fined. In the case of the probationer, he could face accusations of bargaining with me, the officer, as there is proof of a mutual interest. All positive aspects occurring between the probationer and the officer could be diluted as a result of such conflict of interest. Future research should accurately conceptualise role conflict and not simply infer that officers experience role conflict on the basis of community correctional officers having differing role preferences (LearningExpress. 2007). One strategy that might be useful is the development of an occupationally specific questionnaire focusing on the t ensions between the welfare and enforcement aspects of the officers’ role. Such a questionnaire should differentiate between internal or personally based conflicts (intra role conflict) and external or organisationally based conflicts (inter-role conflict) (Mendicino, 2010). This approach appears valid in the present study, as both forms of conflict were related to emotional exhaustion. Such an approach would enable a more sophisticated understanding of the tensions faced by community correctional officers and clarification of the issues surrounding whether community correctional officers experience role conflict. If there is evidence of discriminatory against probationers in favour of a friend’s son, it is not appropriate to continue working on the case. There are other legal repercussions emerging against the probation agency. Probation authorities must adhere to lawful procedures, but must not adhere to any provisions with formal requirements of

Summarise the following papers Essay Example | Topics and Well Written Essays - 5000 words

Summarise the following papers - Essay Example is study by Jere (2004) who sought to review audit failure rates, costs of auditing, audit report research, auditor differentiation and audit quality, big-firm small-firm dichotomy, and the role of audit research in policy making. The paper began with a review of outright audit failure rates. It posited that an outright audit failure occurs when GAAPs are not enforced by the auditor and when an auditor fails to issue a modified or qualified audit report when the circumstances are appropriate. The failure renders the reports misleading to the users. Where does audit failure rate data come from? This question is also answered by Jere (2004) as the paper defines audit failure rate using business failure rates – failures of publicly listed companies. Another audit failure could be observed from consent decrees from the reports of Accounting and Auditing Enforcement Releases (AAER). Further, the paper explains that data for audit failure rates could also be sourced from earnings restatements. The study found that the audit failure rates with significant economic consequences were infrequent, accounting for less than 1% annually. Jere (2004) also tackled the issue of audit fees and whether auditing was costly. The paper also found that audit fees were low at less than 0.1% of the client sales. The paper argues correctly that the fact that the auditing costs are very low does not necessarily suggest that the quality of audits is also low given that the audit failure rates are also very low. Auditing is therefore inexpensive. Jere’s (2004) meta-analysis revealed that despite the false positives and negatives, the audit reports were informative and therefore the audit quality was high. The author noted that auditors are not always accurate in their reporting and this can reduce the audit quality. Auditors tend to report more conservatively (false positives) but mostly fail to get it right when it matters (false negatives). What the false positives and negatives do is

A Cops Life Essay Example for Free

A Cops Life Essay I use to dream of being a cop , Its really tempting for most of the kids when they see someone in uniform, zooming through the streets in a cruiser with flashing lights .I always thought that to be cop all it takes is a good built and a brave heart .I am sure even for you A cop is a brave good looking person in uniform who helps to keep the city streets crime free , who makes sure that that the violators of traffic gets a ticket . This story I read was a real eye opener for me and changed my way of thinking about a officers job profile completely . I never thought that the officers go through so much emotional trauma while doing their jobs. These men in black are not only brave physically but very brave mentally as well .It’s not an easy job to see a young kid drenched in blood die in your arms and you are so helpless that you can’t save his life . While the officer is waiting for the ambulance its traumatizing because he could remember that kid from the college basketball game or late night traffic check last week. It does not end for him here; he has to give the message of the young guy’s death to his parents. Imagine coming home, and not having the slightest clue to where your teen is, or has been all night. The doorbell finally rings after waiting and waiting for hours, yet it’s not your son or daughter standing in front of you, it’s a deputy officer. It’s obviously hard on the parents to hear about their child dying in a car accident due to a foolish mistake, but it’s harder for a father of two young kids to break it to them. The writer of this story did a phenomenal job in explaining every little detail of the story. From the curve of the highway, to the position of the dead body. I was able to read a single sentence and picture everything in my head right away because of the unique description. This story has a great moral value, as well as the effects on others because of one choice you might make just for the heck of it. Drunk driving isn’t anyone elses fault, and nobody should have to suffer because of a mistake you made.

How Media Affects Society Essay Example for Free

How Media Affects Society Essay There are still so many people that will insist that the images on TV and words and picture in Newspaper are not responsible for the problems of the society. The media is a good source of information and entertainment. In this first section I will talk about how the media affect our awareness, knowledge, attitude and behavior. You will see how the people turn to media to learn about Moral, Values and interpersonal relationship from the media. The media give us a perception of various culture, religions and believes. These help the average person to identify him and others. It show how people live like, what they believe in and describe the society. For example most media portrait most middle eastern Arabs as terrorist. They describe their ways of life as not conform with the principle of democracy. But the truth is we do not know anything about their belief. Most television viewers consider Arabs as terrorist because of the way they are portrait in the news. Heavy usage of these images may result in the cultivation of this perception. News that we get from certain media contradict the real society. You have to actually understand their religion and beliefs in order to make a statement about the person or the society. The media have a great effect on the society and in our life experience. We sometimes try to apply these concepts to our everyday life. Teenager like to watch TV shows about Love, fashion, Relationship, Violence, Speed and many other things; when older people watch about Food, Health, workout, antiques and news from the world. Things in TOGO (West Africa) there is a TV show that airs every Thursday evening at 8 oclock. when you go around all the houses in the country at that time everybody is sitting and watching that series. I do not recall the name of the series but it just impressive how a simple TV show can gather so many people at the same time. This affects everyone behaviors at that particular time. Media can be a great source of wisdom and knowledge but we should realize its impact on our society, our family ,our kid and our self. Media also causes people to have a negative view on themselves affecting their self esteem. If you were watching tv or watching a movie chances are that the stars of those shows are going to be attractive, slim or muscular. I believe that this gives a negative effect to teenagers who are still developing. By seeing this they think that they have to look and act the same as the people portrayed in these magazines or shows.

Concurrent Engineering Vs Traditional Sequential Methods

Concurrent Engineering Vs Traditional Sequential Methods In order to signify the differences between the traditional approach of sequential engineering and the modern concurrent engineering approach, I will simulate the release of an aircraft component onto the market, and explain in detail the process. I will point out differences between the methods as I go along. Traditionally, products were designed and manufactured following the sequential engineering methods, where people from different departments work one after the other on successive phases of development. This method of production is in a linear format. The different steps are done one after another, with all attention and resources focused on that one task. After it is completed it is left alone and everything is concentrated on the next task. The product is first completely defined by the engineering design department, and then the manufacturing department take over and define the manufacturing process, etc. This was a lengthy process, and often led to a lot of design changes as the prototype testing began, due to production problems, delays or design flaws. This is therefore a slow and costly approach, often leading to a low-quality and less competitive product. Concurrent Engineering, sometimes called Simultaneous Engineering or Integrated Product Development (IPD), can be defined as a systematic approach to the integrated, concurrent design of products and their related processes, including manufacture and support. This approach is intended to cause the developers, from the outset, to consider all elements of the product life cycle from conception through disposal, including quality, cost, schedule, and user requirements. This results in the product development team clearly understanding what the product requires in terms of mission performance, environmental conditions during operation, budget, and scheduling. In this method, several teams within an organization work simultaneously to develop new products and services andthis therefore allows a more streamlined approach. Decision making involves full team participation and involvement. The team often consists of product design engineers, manufacturing engineers, marketing personnel, purch asing, finance, and suppliers, and the role of the leader is to supply the basic foundation and support for change, rather than to tell the other team members what to do. In concurrent engineering, different tasks are tackled at the same time, and not necessarily in the usual order. This means that info found out later in the process can be added to earlier parts, improving them, and also saving a lot of time. Examples from companies using Concurrent Engineering techniques show significant increases in overall quality, 30-40% reduction in project times and costs, and 60-80% reductions in design changes after release. BENEFITS ADVANTAGES of concurrent Concurrent engineering provides many benefits over sequential engineering, including lower manufacturing and production costs, improved quality of resulting end products and increased accuracy in predicting and meeting project plans, schedules, timelines, and budgets. Because the multidisciplinary teams working together early in the process can make informed decisions about cost, quality, process and product issues, trade-offs can be made between design features, part manufacturability, assembly requirements, material needs, reliability issues, serviceability requirements, and cost and time constraints. Any differences are usually reconciled early in the design process, leading to increased efficiency and performance, higher reliability in the product development process, reduced defect rate and ultimately a faster time to market which results in increased market share. This also means faster reaction times in responding to the rapidly changing market, which in turn fosters increased customer satisfaction and a higher return on investments due to the reduced labour and resource requirements, improved inventory control and scheduling. Improved communication between individuals and departments within the firm also encourages cohesiveness, and a more pleasant working environment, which in turn can positively affect productivity of the workforce. Concurrent engineering is not a trivial process to apply; therefore companies must be careful in using this approach. To be successful, they should initially compare themselves with their competitors to set a benchmark, and identify potential performance improvements and realistic targets by analysing the market and knowing the customers. It is paramount to have the top managements support, and to develop a clear strategy and implementation plan which must be continually reviewed and revised with progress. Individualism should be suppressed within the team and project leaders must have a clear overall visualization of the project and goals. Cross -functional integration and collaboration needs to be established and encouraged, so as to foster team ethics and freely transfer technology and information between individuals and departments. Some organisations have been known to have problems in the past, which manifest themselves when there is an unwillingness to institutionalize concurr ent engineering, and new reporting lines and reward systems are not set up to agree with the new approach. Problems can also arise if the employees have not had any training in teamwork, or if the schedules set are unrealistic. There needs to be a change in relationships with vendors in order for the concurrent engineering methods to work at their best, alongside a focus on process improvement rather than computerisation. Concurrent engineering is an evolving process that requires continuous improvement and refinement. This continuous improvement cycle consist of planning, implementing, reviewing, and revising. The process must be updated and revised on a regular basis to optimize the effectiveness and benefits in the concurrent engineering development process. Conclusion In todays business world, a quick effective response to changing market needs is paramount if a corporation is to be successful. They must be able to reduce their time to market with an adaptable attitude and decision must be made quickly and correctly the first time around. If the firms waste time repeating tasks, as might happen using sequential methods, they will become less competitive, therefore concurrent engineering has emerged as way of bringing rapid solutions to product design and development process. Concurrent engineering is indisputably the future for new product development for all companies regardless of their size, sophistication, or product portfolio. In order to be competitive, corporations must be able to complete diverse tasks concurrently, even if that means altering their product and process development cycle. Although it will require a major reorganisation and be reviewed and adjusted for continuous improvements of engineering and business operations, this new process will benefit the company in the long-term.

the surreal world :: essays research papers fc

Art comes in many different shapes and sizes. From drawing on a desk in high school to digital art on computers, we don’t notice that art surrounds us everywhere. However, there is one particular art form that is gaining interest throughout the world, and has been around for years. This art form is known as Surrealism. Surrealism is the only form of art that truly lets you express your mind the way you want it to be expressed, with no limits or boundaries. In Surrealism, there is no gravity, words flow like water, objects can fly in the limitless skies, and images can swim. Basically, Surrealism has no rules; it is only the artist and his mind.   Ã‚  Ã‚  Ã‚  Ã‚  Around the early 1900’s, soon after the First World War, a man by the name of Tristan Tzara disliked the idea of war, and was disgusted by what happened and why World War 1 started. Tzara thought that a society that creates such chaos as war does not deserve art. However, his attempt to humiliate the new commercial world did not go the way he planned. His anti-art became art. The new chaotic, rebellious images became the status quo. This was known as the Dada Movement. The Dada movement slowly faded into thin air, as a group of artists thought the Dada Movement destroyed the gift of what centuries of artists have learned and passed on about the craft of art. This is when the Surrealist Movement began.   Ã‚  Ã‚  Ã‚  Ã‚  Surrealism, the movement in literature and fine arts, was established by a French poet by the name of Andre Breton. The goal of this movement was to emphasize the unconscious mind in a creative way. It was to express the unconscious mind in a more orderly and serious manner. There are two groups of surrealists that formed throughout this movement. One of the groups is the Automatists. Automatists indulged in a more creative manner, they thought of their art as meaningless. This is not to say they didn’t care about their art, but they simply did not have a definition of what they created. They believed that is was automatic the way images from the subconscious reached the conscious.   Ã‚  Ã‚  Ã‚  Ã‚  The other group of Surrealist are known as the Veristic Surrealists. The Veristics simply were almost the same as the Automatists. Except, the Veristics saw meaning in their work. The Veristics thought of their artwork as a metaphor for an inner reality. the surreal world :: essays research papers fc Art comes in many different shapes and sizes. From drawing on a desk in high school to digital art on computers, we don’t notice that art surrounds us everywhere. However, there is one particular art form that is gaining interest throughout the world, and has been around for years. This art form is known as Surrealism. Surrealism is the only form of art that truly lets you express your mind the way you want it to be expressed, with no limits or boundaries. In Surrealism, there is no gravity, words flow like water, objects can fly in the limitless skies, and images can swim. Basically, Surrealism has no rules; it is only the artist and his mind.   Ã‚  Ã‚  Ã‚  Ã‚  Around the early 1900’s, soon after the First World War, a man by the name of Tristan Tzara disliked the idea of war, and was disgusted by what happened and why World War 1 started. Tzara thought that a society that creates such chaos as war does not deserve art. However, his attempt to humiliate the new commercial world did not go the way he planned. His anti-art became art. The new chaotic, rebellious images became the status quo. This was known as the Dada Movement. The Dada movement slowly faded into thin air, as a group of artists thought the Dada Movement destroyed the gift of what centuries of artists have learned and passed on about the craft of art. This is when the Surrealist Movement began.   Ã‚  Ã‚  Ã‚  Ã‚  Surrealism, the movement in literature and fine arts, was established by a French poet by the name of Andre Breton. The goal of this movement was to emphasize the unconscious mind in a creative way. It was to express the unconscious mind in a more orderly and serious manner. There are two groups of surrealists that formed throughout this movement. One of the groups is the Automatists. Automatists indulged in a more creative manner, they thought of their art as meaningless. This is not to say they didn’t care about their art, but they simply did not have a definition of what they created. They believed that is was automatic the way images from the subconscious reached the conscious.   Ã‚  Ã‚  Ã‚  Ã‚  The other group of Surrealist are known as the Veristic Surrealists. The Veristics simply were almost the same as the Automatists. Except, the Veristics saw meaning in their work. The Veristics thought of their artwork as a metaphor for an inner reality.

Streamlining :: Norman Bel Geddes Theater Essays

Streamlining Ukrainian State Theater: Foyer - Norman Bel Geddes, Horizons Norman Bel Geddes was a Broadway stage designer turned industrial designer. During much of his life, his ideas stretched beyond the vision of most people. He encountered a lot of apprehension toward his innovative ideas, many of which never left the drawing board. Yet, Geddes' notions of "Streamlining" are important to understanding public life. Steven Heller and Louise Fili (1995) write, "[Streamlining] was at once the engine of progress and a metaphor for the fast tempo of daily life" (p. 80). To Geddes, streamlining illustrated courage: We are too much inclined to believe, because things have long been done a certain way, that that is the best way to do them. Following old grooves of thought is one method of playing safe. But it deprives one of initiative and takes too long. It sacrifices the value of the element of surprise. At times, the only thing to do is to cut loose and do the unexpected! It takes more even than imagination to be progressive. It takes vision and courage. Geddes deserves our attention because so many of his visions remain a part of our collective consciousness in the form of "semiotic phantoms" that endure the many changes that have taken place sense his age. Photo borrowed from Dannysoar's Geddes page. Norman Bel Geddes was born in Adrian, Michigan, in 1893 to a wealthy family. But, by the time he was seven, his father lost everything in the stock market and drank himself to death a few years later. Norman, his mom, and younger brother lived in poverty for the rest of his childhood. But his mother was a cultured woman and she shared her interest in the theatre and opera with her sons. Norman loved to draw and paint and his mother encouraged him (Russell, 1974, p. 8). During this time, they moved a lot. When Norman was in the ninth grade, he was expelled from school. A cartoonist who'd heard about him helped him get into the Cleveland Institute of Art. Norman also attended the Chicago Art Institute for a short time, but school really wasn't his thing. His strong interest in stage and opera grew and soon he found his niche (Russell, 1974, p.10). Geddes' most notable contribution to stage design was in lighting. Back then, the sole purpose of lighting was visibility.

Use of Montage in the Movie, Night of the Hunter :: Movie Film Essays

Use of Montage in the Movie, Night of the Hunter Ebert said it best when he describes the characters of Night of the Hunter as Norman Rockwell archetypes. Taking place in an unassuming river town presumably during the Great Depression, the plot unravels around $10,000, stolen during a poorly planned bank robbery. No thought need be heeded on the heist, however, seeing as it was not important enough to waste film on. The money serves only to set up the dominoes that will be knocked down rather linearly in this predictable storyline. But to criticize this movie as predictable would be missing the entire premises: the movie’s true purpose is seeking to illustrate a kind of righteousness vs. evil through key use of montage. The central character to the storyline, Reverend Harry Powell, is what today would be considered the archetypal psychopath. His mask of a righteous, God-fearing saver of souls makes his true self that much creepier. In a truly twisted scene, Rev. Powell perverts the embraced idea of a hero riding in on a white horse by using such a steed to stalk John and Pearl, the two children of the robber who have been entrusted with the money, accurately portraying the helplessness of innocence when a greater evil looms. Such Biblical conflict can be seen throughout the movie, culminating with Rachel, a true follower of her Lord, warding off the evil Rev. Powell. In regard to montage, it would be easy to write off its use as the most effective instrument for illustrating an idea with the technology at hand in those days. Upon closer inspection, however, montage allows a concept to be portrayed much more effectively than might otherwise be possible using standard filming techniques. The children’s journey down the river is a great example of this. The â€Å"collision† of scenes of them slowly drifting in a boat, sometimes sleeping, sometimes talking, both day and night, with the reverend on his horse somehow keeping up â€Å"explodes† in the rather nebulous concept of a nightmare in which no matter how fast or far one runs, the pursuer always keeps up (Eisenstein, The Dramaturgy of Film Form).

Project Management Email Essay

In response to your email, our team has analyzed each project. In your email, you stated that the selected project should generate revenue within 12 month of next week’s PMO Review. You also stated that we should also consider the degree of risk involved with on-time completion, the critical path requirement and cost, and the effective life cycle and forecasted ROI. In order to make a recommendation, we took into account the scope of each project and whether it will meet the desired outcome, within your desired constraints. PROJECT JUNIPER The critical path for Project Juniper would be six months, which would be October 2015. The costs associated with this project would be less than the others, $325,000; however, the potential revenue is only $250,000. In addition, its break-even point is slightly less than three years, with a forecasted life cycle of only 2-3 years. PROJECT PALOMINO The critical path for Project Palomino would be nine months, which would be January 2016. The costs associated with this project would be $655,000, with revenues as low as $450,000. However, using a 5% margin of error, this could be more profitable with its break-even point of seven years. The issue we are worried about is that this would also be the end of the project’s life of seven years. PROJECT STARGAZER The critical path for Project Stargazer would be ten months, which would be February 2016. The costs associated with this project would be $575,000. The break-even point is one and a half years, with a seven-year life cycle. In addition, the company has already started on the research of the widgets, allowing the company a faster start up time, which will fit into the 12-month timeframe given. Even though the risks may be higher, the  technology of this project will help dilute the risk, as well as the ability to increase price using skimming price strategy. This project is innovative and can have various modifications, which will enable the company to satisfy a larger customer base. Our team recommends Piper Industries to accept Project Stargazer. FIVE PHASES 1. Concept Development/Project Conception – Data of customer’s needs will be collected, competition will be identified, and the idea for a project will be carefully examined to determine whether or not it benefits the organization. During this phase, feasibility, risk, and return on investment will be analyzed. The project is already at this stage, with the research and the costs being well documented. 2. Project Planning – This step is the most important step. The team will decide on a budget, set timelines, and identify available resources, materials, and expertise to ensure on-time delivery, clarify roles and responsibilities, and identify roadblocks. A project plan, project charter and/or project scope may be put in writing, which will outline the work to be performed. The team will prioritize, calculate a budget and schedule, and determine what resources are needed. 3. Project Execution – The project manager clarifies roles and responsibilities, timelines, and individual deadlines. There is constant communication to ensure tasks are completed on time and to specification. For this project, execution will take place 12 months after the PMO meeting. 4. Project Performance and Control – The project manager monitors timeline, plan, and team performance. They will also conduct review meetings and periodic project performance reports to review the budget. The project managers will also compare the status of the project to the actual plan to keep the project on schedule. If there are key constraints affecting project success, the necessary adjustments will be made. This step is necessary to improve quality, delivery time and the launch timings for market capture. 5. Project Close – This is the final phase of the project. Project tasks are completed and the client has approved the outcome. An evaluation can be done at this point, along with closing all contracts and settling all bills. Documentation can be used for future projects. The project team is released. KEY DELIVERABLES Aside from the dates and costs mention about, the project team decided on five key deliverables for Project Stargazer. They are as follows: 1. To launch the new line of widgets quickly, infiltrating into an existing competitive market. 2. Increase revenues, utilizing modifications and increasing sales during the maturity stage. 3. The team will provide product testing and analysis, meeting client requirements 4. In order to gain and/or retain reluctant customers, increase the product lifestyle and hold as a market leader. 5. Use customization to highlight the flexibility of the widget and introduce new products. REFERENCES Jacobs, F.R., & Chase, R. (2011). Operations and supply chain management (13th ed.). New York, NY: McGraw-Hill Irwin. Nestor-Harper, M. (n.d.). Tasks in the Five Phases of Project Management | Chron.com. Retrieved April 24, 2014, from http://smallbusiness.chron.com/tasks-five-phases-project-management-52690.html

[email protected] Priyankara

2012 Miss. Laxmi / Miss. Dineshika Batch no 169 2nd two week 12/25/2012 2012 Miss. Laxmi / Miss. Dineshika Batch no 169 2nd two week 12/25/2012 A Fersharble day with tourists A Fersharble day with tourists The great father of Cambridge English College It is you who inspires us It is you who gives us courage You are the light in our life So this is a small tribute for your Great service Thank you†¦ * To speak in English foreigners to boost up our English language and pronunciation * To build up our friendship with them * To improve group abilities * To learn how to contact and associate with them * To make of their opinionWe want to learn a universal language as we step into. A developed world so there is no any other language us close us English. The Cambridge English College is taking a qreat efford to teach English in a period when it’s necessary to learn English as a second language. This book is prepared with regard to an exploring field trip which was organized with the Intention of improving student’s knowledge in the college we would like to thank and pay our respect to all teachers who was led by dearest principal sir as well as we would like to thank organizing committee and our class mates who worked hard to prepare this book. . What is your name ? Judith b. Where are you from ? Spain c. Why have you come to Sri Lanka ? /what is the purpose of your visit ? To visit d. With whom have you come ? Alone e. What kind of a climate do you have in your country? Very cool (cool and hot) f. What are the main languages and what is the standard of English ? Spanish g. What is your career? restaurant h. How long do you stay here and how many places have you visited ? 25 days,12 places i. What do you think about the hospitality of the Sri Lanka people ? perfect j. How do you compare your culture ? Different k.How is the economy in your country? They have public person but we have poor person a. What is your name ? Elisabeth b. Where are you from ? Australia c. Why have you come to Sri Lanka ? /what is the purpose of your visit ? Holiday d. With whom have you come ? Alone e. What kind of a climate do you have in your country? Cool, hot and summer f. What are the main languages and what is the standard of English ? English g. What is your career? housewife h. How long do you stay here and how many places have you visited ? 2 Months i. What do you think about the hospitality of the Sri Lanka people ? very nice j.How do you compare your culture ? Very Different k. How is the economy in your country? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ a. What is your name ? Aude b. Where are you from ? France c. Why have you come to Sri Lanka ? /what is the purpose of your visit ? To visit d. With whom have you come ? Friends e. What kind of a climate do you have in your country? cool f. What are the main languages and what is the standard of English ? France g. What is your career? Sell books h. How long do you stay here and how many places ha ve you visited ? 9 days, Negambo only i. What do you think about the hospitality of the Sri Lanka people ? good j.How do you compare your culture ? Different k. How is the economy in your country? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. a. a. What is your name ? Antonio,Monshow,Mogal b. Where are you from ? Spain c. Why have you come to Sri Lanka ? /what is the purpose of your visit ? Holidays d. With whom have you come ? Friends e. What kind of a climate do you have in your country? cool f. What are the main languages and what is the standard of English ? Spanish g. What is your career? supermarket h. How long do you stay here and how many places have you visited ? 9 days,7places i. What do you think about the hospitality of the Sri Lanka people ? ery well j. How do you compare your culture ? Different k. How is the economy in your country? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ . †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Miss. Gayathri Gunathilaka Miss. Gayathri Gunathilaka †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ ignature signature .†¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ The history of the Royal Botanic Gardens dates as far back as 1371 when King Wickramabahu III ascended the throne and kept court at Peradeniya near Mahaweli Ganga. Later, in the reign of King Kirti Sri Rajasinghe from 1747 to 1780 this was made a Royal Garden and from 1780 – 1798 King Rajadhi Rajasinghe resided therein, where a temporary residence was erected for him. A vihare and dagoba were built in the reign of King Wimala Dharm a which was improved by King Rajadhi Rajasinghe.The vihare and dagoba were destroyed by the English when they occupied Kandy. The famous historical battle of Gannoruwa between Rajasinghe II and the Portuguese was fought on the Northern side of the river. A priest resided here till the Gardens were formed by Mr. Alexandar Moon in 1821 six years after the final conquest of the Kandyan Kingdom. In 1810 under the advice of Sir Joseph Banks a garden named Kew was opened in Slave Island and Mr. William Kerr was appointed as its Superintendent.In 1813 the garden was moved to Kalutara for the reception of economic plants which could be cultivated there on a larger scale than was possible at Slave Island. Kerr died in 1814 and under the rule of his successor Mr. Alexander Moon this Garden was finally moved to Peradeniya in 1821 as it was found to be favourable and better adapted for the proposed Botanic establishment. The transfer of exotics from the Kalutara Garden was made by successive Su perintendents at least up to 1843.During Moon’s superintendence the opening of the Royal Botanic Gardens, Peradeniya, can be said to have commenced though at first only the South West portion of the Gardens was cleared and opened and it was mostly planted with cinnamon and coffee. Moon published his â€Å"Catalogue of Ceylon Plants† in 1824 in which was given the Botanical and native names of 1,127 plants, indigenous to the island. After the appointment of Mr. George Gardner in 1844 the institution started upon its more active independent and useful existence that it has since maintained.Only 40 acres of the 147 acres were in cultivation when Gardner took charge and the chief use made of the land was to grow jak, coconuts and vegetables for sale by the Government Agent in Kandy. Gardner effected many important improvements in the condition of the Gardens but his chief work was the exploration of the country for the collection and preparation of its flora. He died at Nu wara Eliya in 1849 and was succeeded by Dr. Thwaites who for over 30 years maintained the Gardens in a high state of efficiency, added largely to our knowledge of the flora of the Colony and gave the establishment its world-wide reputation.Thwaites was succeeded by Dr. Henry Trimen, under whose rule and capable management the beauty and usefulness of the Gardens were very considerably advanced. He established the Museum of Economic Botany, opened branch Gardens at Badulla and Anuradhapura and began the publication of his work, â€Å"The Flora of Ceylon† which however was finished by Sir Joseph D. Hooker after Trimen’s death in 1896. In 1896 Trimen was succeeded by Dr. J. C. Willis and from that date a new extension of scientific work took place.In the early years work was mainly directed towards the introduction and acclimatization of useful and ornamental plants but in later years activities developed towards Economic botany and Agriculture and led to the development of the Department of Agriculture in 1912. Mr. H. F. Macmillan who was appointed Curator in 1895, was made the Superintendent of Botanic Gardens in 1912 and Mr. T. H. Parsons the Curator in 1914. During Macmillan’s superintendence the Gardens were improved and extended and his great work â€Å"A Hand Book of Tropical Planting and Gardening† was published.Macmillan retired in 1925 and Mr. T. H. Parsons continued as Curator till 1945. Mr. D. M. A. Jayaweera who was appointed as the Superintendent in 1945 contributed a lot to our knowledge on medicinal plants and orchids of Sri Lanka. Mr. D. T. Ekanayake who became the Superintendent in 1971 pioneered the floriculture in Sri Lanka. Mr. D. B. Sumithraarachchi, as the Director National Botanic Gardens improved the condition of the botanic gardens tremendously and conducted many useful taxonomic works until leaving the gardens in 1998.Dr. D. S. A. Wijesundara assumed duties as Director in December 1998 and served the gardens in that capacity until August 2006. In August 2006 the Department of National Botanic Gardens was established and Dr. Wijesundara was appointed as the Director General. Today, the responsibilities of Royal Botanic Gardens include the management and development of Garden attached to the Kandy Official residency of His Excellency the President and the maintenance of religious and ancient trees.The location of the finest of its kind in Asia Peradeniya Royal Botanical Gardens, the finest of its kind in Asia, the largest of the botanical gardens of Sri Lanka, couldn't be better located. In the Mediterranean climate of  Kandy, the gateway to the  Central Highlands, the Gardens, at an elevation of 500 meters above sea-level, were tightly bounded on three sides by a loop of River Mahaweli (Great sandy river), the largest river of Sri Lanka.The town of Peradeniya is located at a distance of 110km from Colombo and another 6km over the Peradeniya Birdge and you are at  Kandy, home to the sacred  Temple of Tooth. Peradeniya, the name Peradeniya is believed to take its exotic name from Sinhalese names Pera (guava) and Deniya (a plain). The name also reveals, although Guava is not indigenous to Sri Lanka, introduction of the fruit to the island and cultivation had occurred even prior to the era of British Colonialists in Ceylon.The official establishment of Peradeniya Botanical Gardens during the colonial era It was British colonialist rulers (1815-1948) of Ceylon, who destroyed the invaluable forest cover of a thousand wooded hills from Kandy to  Badulla  of Central Highlands of Ceylon that was protected by the gentle sway of Buddhism, which indoctrinated the respect for all living beings. The wooded hills were converted to hill after hill of Ceylon Coffee and following the devastating â€Å"coffee rust† (a leaf blight – Hemileia vastratrix) in 1869 to seamless hill plantations of  Ceylon Tea.The very same British Colonialist rulers of Ceylon es tablished the Peradeniya Botanic Gardens that contribute, today, towards the enlightenment of concepts of floriculture conservation, birdlife conservation, butterfly conservation, biodiversity and sustainability of the island of Sri Lanka: 5% of the school children of Sri Lanka visit the Peradeniya gardens every year. The vegetation The vegetation is purely tropical, being characterized by an abundance of climbing plants or lianas, palms, bamboos, pandanus or screw-pines, epiphytes (orchids, ferns etc. , and lofty trees, the latter often having buttresses roots. The leaves are generally large, thick and leathery; the flowers usually brilliant and considerable in size, and the fruits often of immense proportions and borne on the trunks of trees or older branches. H. F. Macmillan, F. L. S, F. R. H. S. 1906 (Curator) 4000 labeled species of flora at Peradeniya Botanical Gardens A signboard at the entrance, with a map, feature a numbered circuit from 1-30. The corresponding numbers are placed at strategic points on the route, black on a yellow background. 0 ha (150 acres) gardens, where you can easily stroll around a whole day, are stuffed with a bewildering variety of local & foreign tree & plant species. There are around ten thousand plants & trees inclusive of 4000 labeled species. One of the most interesting sites here is bizarre-looking snake creeper, whose tangled aerial roots look just like a writhing knot of vipers. Main entrance, River Drive and avenues Main entrance opens up the River Drive which takes you straight down to the great circle and then on to the suspension bridge over the River Mahaweli.River drive branches off to a number of avenues: Double Coconut Avenue, Cook's Pine Avenue, Royal Palm Avenue, Palmyrah Palm Avenue and Cabbage Palm Avenue The spice garden, Orchid house The spice garden to the right of entrance is replete with exotic spices. Cardamom, Coves, Pepper & Vanilla. We follow the path to the right, right into the Orchid House with an outstanding collection. The great circle and memorial trees The great circle is a grassy central area of nearly 4 acres in extent. Around the circle is a diverse array of trees planted by dignitaries, who had visited the Peradeniya Royal Botanical Gardens.A â€Å"Flamboyante† of Madagascar (Poinciana regia), planted by Princess Henry of Prussia in 1899; a â€Å"Bo† (Peepal) tree (Fiscus religiosa), planted in 1875 by King Edward VII; a â€Å"Na† tree, or Ceylon Ironweed (Mesua ferrea), planted in 1891 by Czar of Russia; Brownea grandiceps tree planted by the King of Greece in 1891; Amherstia nobilis, planted by   Prince Henry of Prussia in 1898;‘Asoka† tree (Saraca indica) planted by Emperor of Austria in 1893; â€Å"Cannonball† tree (Couroupita guianensis), planted by the Prince of Wales in 1901. Alongside enerations of European royalty, there are trees planted by Indira Gandhi, then Prime Minister of India; Yuri Gagarin, the first man t o circle the orbit of earth, thereby cracking the door to space;   Marshal Tito, the man who rebuilt Yugoslavia devastated in the Second World War; U Thant, the Secretary-General of the United Nations during the decade from 1961 to 1971 & Supermac Maurice Harold Macmillan, 1st Earl of Stockton, Prime Minister of the United Kingdom during the period of   1957 to 1963. Between the great circle & the great lawn is the Herbarium.Then there is an arboretum. Lawns, pavilions, sandwiches & a cup of tea There are extensive well-kept lawns, pavilions, an Octagon Conservatory, fernery, banks of Burmese, Chinese & Japanese bamboos & numerous flower borders with cannas, hibiscus, chrysanthemums, croton & colorful bougainvillaea. You will see unusual exotic species, especially palms (Palmyra, talipot, royal, cabbage) &  Ficus elastica  (latex-bearing fig or â€Å"Indian rubber tree† with buttress roots), an amazing avenue of drunken looking pines & some magnificent old specimen tr ees.Then there are Ebony collection, Fiscus collection, Cycad Collection, Flower garden, Medicinal Garden, Cactus house and Plant house. Natural pavilion Grown from a sapling brought from East Indies, huge Javan fig tree covering 1600 sq. meters of the lawn, with its sprawling roots & branches create a remarkable natural pavilion. The Cabbage Palm Avenue The Cabbage Palm Avenue from the South America was planted in 1905. Walking along the stately avenue of Royal Palms (1885) we find fruit bats in large colonies hanging in the trees. Oh! Yes, true to their style, upside down.Cannonball avenue Cannonball Avenue is lined with beautiful cannonball trees, wreathed in creepers from which hang the large, round fruits. These Sal trees are loved by the Sinhalese. The flowers have a singular shape: a tiny stupa shaped bud in the centre is shaded by a cobra like hood & surrounded by tiny florettes which resemble a crowd of worshipers. It is believed  Prince Siddhartha  (who was to become G autama Buddha) was born in a park of Sal trees calledLumbini, near the Sakyan kingdom of  Kapilavastu  in then north India, now the southern region of Nepal.Talipot palms Talipot palms (Corypha umbraculifera) are the easiest to identify with its enormous leaves. The talipot palm is one of Sri Lanka's botanical celebrities, an arboreal oddity which flowers just once in its lifetime, after about forty years, producing the  largest cluster of flowers in the world. In Kandyan times the enormous leaves reaching a height of 10 m were used to make tents by sewing a couple of leaves together. â€Å"One single Leaf being so broad & large, that it will cover some fifteen or twenty men, & keep them dry when it rains† wrote  Robert Knox.Talpot leaves were utilized to produce fine ultra long lasting solid  parchments  called Ola, in Sri Lanka & India as early as in 500 BC. Young talipot leaves were boiled, dried in the sun, exposed to dew & smoothed & stretched. The treated le aves were then engraved with writing using steel stylus to cut in the characters. Then the engraved leaf was smeared with ink made out of a resin blended with finely powdered charcoal. The great chronicle of Sri Lanka (Mahawamsa) & all other ancient books were written on these treated, cut & loosely bound talipot palm-leaf parchments. Artificial lakeIn the centre of the Gardens is an artificial lake with water plants including the giant water lily & papyrus reeds. Beside the lake is a white-domed rotunda commemorates George Gardener, the Superintendent of the park during 1844-1849. â€Å"Coco de Mer† or â€Å"Double Coconut Palm† One of the rarest plants in the world, Coco de Mer (Lodoicea sechellarum) is on a path leading to this monument of Gardner. This plant has the  largest & heaviest fruit or nut  in the plant kingdom, weighing an average some10 – 20 kg. They take between five to eight years to mature & are surprisingly productive.It is not unusual to have 20 nuts on a tree. They are all carefully numbered. Native Coco de Mer are only found in Praslin, an island in theSeychelles. Strolling along the path we reach lily tank which is surrounded by giant bamboo, some 40m tall that grows 2-3 cm a day. Suspension  Bridge Suspension Bridge across the River Mahaweli takes us to the  School of Tropical Agricultureat Gannoruwa hill, where research is carried out into various important spices & medicinal herbs as well as into tea, coffee, coca, rubber, coconuts & varieties of rice & other cash crops.Peradeniya campus Just across the main road from the gardens is Peradeniya campus of  Sri Lanka University(1942), built in the old Kandyan style in an impressive setting of a large park with the River Mahaweli running through it & the surrounding hillocks. The History of Peradeniya Royal Botanical Park The history of the park wouldn't take a backseat to its geography, terrain or vegetation. Conceived originally in 1371 as the Queen's plea sure garden, it was developed by  King Kirti Sri Rajasinhe  (1747-1778) where royal visitors were entertained.It was converted into Botanical Gardens in 1821, by the British during the deputy governorship of General Sir Edward Barnes, six years after fall of the last King of Sri Lanka. Alexander Moon, the botanist Alexander Moon, a diligent student of the Ceylon flora was appointed the superintendent of the Peradeniya Royal Botanical Gardens. In the year 1824, Mr. Moon published a â€Å"Catalogue of Ceylon Plants† with the description of 1,127 plates referring to same by native names as well as botanical names.Sri Lanka's first tea trees were planted here at Peradeniya Gardens in 1824, though the full commercial potential wasn't to be realized for another half a century. All prime imported crops –  Coffee, Tea, Nutmeg, Rubber & Cinchona  Ã¢â‚¬â€œ were tested in Peradeniya Royal Botanic Gardens. That was during the enterprising governorship (1824-1831) of  Sir Edward Barnes. Imported crops, Tea & Rubber together with the local crop of Coconut became mainstay of the economy of the island in the time to come.After the death of Mr. Alexander Moon, a succession of superintendents followed. George Gardner, the famous traveler botanist In 1844, an aptly named Scotsman was appointed the Superintendent of Peradeniya Royal Botanical Gardens: Mr. George Gardner (born in1809 or 1812), a son of a gardener to 5th Earl of Dunmore. Mr. Gardener's deeds had already well surpassed the carry of his name: his expeditionary account of â€Å"Catalogue of Brazilian plants†numbered a collection of enormous 6100 plants.Gardener collected the specimens during his four years of explorations in Brazil & was responsible for importing Rubber as well as Cinchona to Ceylon. Both of these imports have been blessings to the island; Rubber becoming a prime export & bark of Cinchona tree producing anti malaria drug Quinine. Mr. Gardner, with great industry, launche d upon the development of Peradeniya Gardens till his tragic death in 1849 with a fit of apoplexy at the Rest House of Nuwara Eliya, the prime sanatorium of the colonialists in the Central Highlands of Ceylon.His untimely death left his work towards a Ceylon Flora incomplete. â€Å"Gardner Monument† was erected at the park to his memory. Dr. Thawaits's 30 years of unbroken selfless service to the Peradeniya Royal Botanical Gardens Gardner was succeeded by a man who wouldn’t be his second best: Dr. Thwaites. Dr Thwaits’s term of service extended over thirty unbroken years, during which he never left the Island of Ceylon. A devoted student of the science of Botany, Dr. Thwaites is credited with bringing world wide recognition to the Peradeniya Botanic Gardens.He retired in 1880, and died in Kandy in 1882. While their fellow Englishmen were busy game hunting, killing thousands of elephants, killing mammals and birds, those illustrious botanists of Ceylon at the Per denaiya Royal Botanical Gardens, contributed with their tireless work towards enlightening their follow colonialists with the value in conservation of biodiversity and floriculture of our Sri Lanka Holidays. The End The End Miss. Dineshika Miss. Dineshika Miss. Laxmi Miss. Laxmi Miss. Gayathri Miss. Gayathri * Name :- ShahanFrom :- Mawathagama, Kurunegala * Name :- Madusha From :- Kolonnawa, Colombo * Name :- Vihanga From :- Nathtandiya, Chilaw * Name :- Chanaka From :- Narammala, Kurunegala * Name :- Sahan From :- Eheliyagoda, Awissawella * Name :- Bandula From :- Mirigama, Minuwagoda * Name :- Chaturika From :- Ruwanwella, Awissawella * Name :- Saroja From :- Haguranketa, Kandy * Name :- Sadaruwan From :- Digana, Kandy * Name :- Vipula Thero From :- Gampola, Kandy * Name :- Chandaratana thero From :-Wellawaya, Monaragala * Name :- ShahanFrom :- Mawathagama, Kurunegala * Name :- Madusha From :- Kolonnawa, Colombo * Name :- Vihanga From :- Nathtandiya, Chilaw * Name :- Chanaka From :- Narammala, Kurunegala * Name :- Sahan From :- Eheliyagoda, Awissawella * Name :- Bandula From :- Mirigama, Minuwagoda * Name :- Chaturika From :- Ruwanwella, Awissawella * Name :- Saroja From :- Haguranketa, Kandy * Name :- Sadaruwan From :- Digana, Kandy * Name :- Vipula Thero From :- Gampola, Kandy * Name :- Chandaratana thero From :-Wellawaya, Monaragala

Assembling Charts

Properly assemble inpatient. Assembly of medical records are done in * Chronological order according to â€Å"filing order of the medical record. † * Assemble forms according to the order given in this policy * Charts are identified with typewritten white labels with: 1) Patient Name 2) Electronic Health Record Number (MRN) Order of Chart Assemble 1. Face sheet * Patient Information and Guarantor 2. Consent Forms * Signed Yearly Consent Form * Medicare Consent Forms * Counseling Form * BC Consent 3. Lab Reports Pathology Reports * Laboratory Reports 4. Prenatal (Only Pregnant Patients) 5. Hospital DC * All hospital discharges including ER visits 6. Cardiac * Echocardiography results * 12-Lead EKGs * Stress Test Results * Cardiac catherization results * Venous & / or Arterial Duplex results * All other heart related 7. Procedures * Biopsy * Op reports (colonoscopy, cholecystectomy, CABG, etc) * All procedures * Home Health Orders 8. Correspondence * Letters from consulting phys icians 9. Medical History (Old Records) 0. Miscellaneous I got to watch Mrs. Cathy as she reviewed charts for deficiencies. If any deficiencies are noted a note is put on the chart and the chart is returned to the physician to have all documentation correct or signed. At 11 o’clock we had a staff meeting where all the staff, even those that work from home comes in and we reviewed VEH growth, scores, and what the department needs to be doing in the up coming weeks. After lunch we started reviewing CD’s that have been created from past paper charts.The paper charts have been put on CD to help conserve space, and create a more secure source for saving ad storing past medical histories. 1. X-Rays * All X-Rays * Mammogram * CT Scans, MRIs * Ultrasound * Nuclear Medicine test results * IVPs * DEXA scans * Thyroid scans 2. Referrals * All documentation for referral of patients to outside providers 3. Communication * Orange Telephone Message / Intake Sheets * Any Provider to p atient communication including: i. Letters of Missed appointments / no shows i. Letters of Patient Termination 4. HIPAA * Al Consents – Treatment, Release of Information & Authorization 5. Patient Info / Billing * Patient demographics * CAP information * Insurance information including copies of insurance cards It is important that all documentation such as spelling of the names, addresses of the parents, and full names of the parent are correct the final submitted document. It is a costly mistake for the parents to have to change this information later after submission.This is where HIPAA polices come into effect and help healthcare personal to maintain administrative, physical and technical safeguards in protect confidentiality and prevent unauthorized access to health information. It was interesting to learn that any if a mother is not married, and the father is not present when signing the application for a birth certificate that he must pay to add his name after the birt h certificate has been filed with the NC Birth Certificate Registry. Ms. Boyd has 4 days to submit Birth and Death Certificates to the Edgecombe County Health DepartmentAfter numerous trips to verify that all the information was correct on the birth certificates, Ms. Boyd took the time to go over all department policies and procedures for the Release of Information. It is the Health Information’s professional’s responsibility to make sure that private information is not release into the wrong hands. Failure to do so affects department’s credibility in performance and security of information. Guidelines for ROI Reviews the Authorization form to ensure: Specific records are requested (general statements such as â€Å"all mental health Information† or â€Å"all medical records† are not HIPAA compliant) †¢ Clearly specific reason for the released record †¢ Expiration date †¢ Youth has initialed and signed †¢ Parent/guardian has init ialed and signed †¢ Witness has signed Reviews request to make sure there is no clinical contraindication Releases information Authorization form and a copy of the response filed in the health record Health Information Tech maintains a log of all requests that contains: †¢ Date and time request was received Date and time request was reviewed by †¢ Disposition of the request †¢ Copy of Authorization form (also must be filed in health record) Documents a communication progress note that includes: †¢ Name of person requesting the record & relationship to youth †¢ If youth co? signed the request †¢ Purpose of the request, as stated on the Authorization form †¢ What records were released? †¢ If clinician was present when the records were reviewed by the Requestor

Atlas Copco

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