Special observances enhance mission readiness and unit cohesion Article

Special observances enhance mission readiness and unit cohesion - Article Example They form part of the continuous equal opportunity process of educating the relevant stakeholders. Special observances create an opportunity for the commander to promote human relations within the unit. They enhance unity within the unit, awareness, as well as, a deep understanding of the contributions that every member of the unit makes, and the unit’s accomplishments. It is the responsibility of the commander to ensure that the unit takes part in these observations. During the special observances, there is recognition of the unit’s accomplishment and achievements (Fort Jackson, 26). This boosts motivation amongst the unit members, who work towards maintaining their exceptional performance and accomplishing all that the unit has planned. It not only enhances the mission readiness, but also promotes the unit cohesion. The fact that all the members of the unit become aware of what they need to accomplish promotes the mission readiness. Additionally, after the recognition of the unit’s performance, the members continue working hard, which as well promotes the mission readiness. Being aware of what the commander expects from the unit, promotes cohesion within the unit since every member works towards achieving a common goal. Observances enhance cross-gender awareness and cross-cultural awareness. It enhances harmony amongst the members of the military, as well as, their families. All these promote cohesion within the unit. The military has members from a wide range of cultural backgrounds and, therefore, enhancing multi-cultural awareness promotes togetherness within the unit. The members of the unit work together as one team without focusing on the fact that they are from different cultural backgrounds. By bringing their families together, they recognize the fact that they share a lot in common what contributes to deepening their relationship. The members of the military not only work together while on their official duties, but as well help each other on the personal level i.e. helping each other tackle personal problems. This brings them together as one united family. Special observances are part of extensions of the training objectives. For example, by observing some tragedies that occurred in the past, the members of the military would be in a position to respond to such tragedies effectively in the future (Henderson 102). Members of the unit go through training to equip them with skills that are in line with the mission readiness. Special observations are as well part of educating the unit members about equal opportunities and other affirmative actions. This enhances cohesion and hard work within the team since it makes members recognize the fact that the unit embraces the equal opportunity affirmative actions, as well as, the fact that promotions within the unit are on merit. The focus of the observance is not only on the recognition, but also on encouraging interaction amongst the members of the unit. Interaction is critical in the unit as far as cohesion and mission readiness is concerned. For example, it is through the interaction that the members of the unit share experiences and ideas relating to not only their official duties, but also their personal lives. Interactions allow members to share their personal problems whereby all the unit members join hands to help their colleagues who are experiencing problems (Washington 59). This is one of the key ways through, which the observances promote cohesion within the unit. It is the responsibility of the commander to ensure that observances are successful and that the interaction within the unit is effective. Effective communication within the un

What Do Responsible and Irresponsible Mean Essay

What Do Responsible and Irresponsible Mean - Essay Example As the paper declares an unreliable person who is negligent towards his duties and does not finish them accordingly is considered to be irresponsible. Responsibility is not restricted to one particular aspect but it rather plays a role in all the activities performed by a human being in his everyday life and a perfect standard of life can only be achieved by being responsible. From this discussion it is clear that the higher a position that a person acquires in the society, the burden of his responsibilities increases even more. A perfect example can be that of the heads of our states because they are accountable for everything that happens in the country and their responsibilities are not restricted to one area but rather they encompass the entire country. This responsibility is clearly associated with the management of people and the tasks that one has to perform. But apart from these obvious duties there are certain duties that own has towards the society. The norms that have been decided for the society teach a person about these responsibilities that he has towards it. A responsible human being will look into all aspects which include the leading of a moral and ethical life because he owes this responsibility to his Lord. Thus almost every activity that we perform is a reflection of our responmsible character. Irresponsible as the name implies runs on the opposite track to being responsible. An irresponsible nature is acquired by a person either intentionally or without intention. A person who knows that certain duties are important and should be performed but he still neglects them shows an intentional irresponsible character of a person. On the other hand a person does not even work to understand what he is obliged to do.  

Human nature Essay Example for Free

Human nature Essay Human nature has always emphasized on achieving more. As the history prevail the first ever invention of human was a wheel, and ever since the development of wheel, the mankind has always been in a continuous strive to achieve more. Information is an integral part of human life and the technology has always played an eminent role to increase the lifestyle and living standards of mankind. Communication has always been the core point of interest for people and this is one aspect where the research will continue to eternity. (Rhoton, 2001) Samuel Morse who is considered as one of the pioneer of communication through the development of telegraph was able to give birth to the term information technology. The information technology is totally dependent upon research. Up till now billions of dollars have been spent on the research of communication and information technology. The profound period that affected the development of IT was development of ENIAC computer in the era of 1950s. (OBrien, 2008) Through the development of ENIAC large amount of calculations were easily completed by the machine and it was used as multipurpose machine for calculations and programming. The speed and flexibility was very high due to which it made a huge impact in World War II. After the development of ENIAC computers were developed in a similar pattern. The need was recognized by different people and researches were conducted to develop such a machine that could automate some difficult processes. (Rappaport , 2002) The development of computers to cell phones to laptops, all were pretty much predictable as they were developed in the need of the hour. The progress of technology has always been a progress of speed and memory, but now in the modern era the three factors that are very important in the technology research are speed, memory and portability. In the future we can assume that we will witness more speed in machines, with high memory storage and high level of portability. References OBrien, J. (2008) Managment Information Systems (pp. 239) Rappaport, Theodore (2002). Wireless Communications: Principles and Practice. Prentice Hall. Rhoton, John (2001). The Wireless Internet Explained. Digital Press.

Strategic Alliances In Integrated Supply Chain Management

Strategic Alliances In Integrated Supply Chain Management The objective of the study is to offer a theoretical framework to explain the positive impact of interdependence between strategic alliance partners with regard to the integration of work activities, information and alliance outcomes from the perspective of supply chain management. Methodology This approach adapted is a secondary approach where in the evolution of strategic alliances is comprehensively studied thus establishing the needs of organization across various time periods. Literatures of strategic alliances are approached from a strategic and supply chain perspective. Findings In the dynamic and ever changing business environments, strategic alliance has become an indispensable tool for the effective and efficient performance of a supply chain. With rapidly changing product life cycles and decreased durability of technologies, strategic alliances no longer became a strategic option; it became a necessity for an organization to survive the competition. Research limitation The information in this article is based on a sample literature available in this area. So the scope of information discussed in this article is limited to this literature sample. Practical implications The review of this literature highlight the importance of strategic alliances in supply chain management from the strategic perspective and explain the importance of information technology for effective integration of supply chain. Introduction For the purpose of this study, a strategic alliance is a trading partnership which links certain business processes of two or more companies which may augment effectively the competitive strategies of the firms involved while providing mutual benefits by exchanging technologies, skills, resources, or products. A strategic alliance can vary in form, function and framework. Increasing market competition, reduced product life cycle, high capital investment, increasing demand for innovation and new technologies are bringing additional pressure on companies to come up with new strategies for sustainable competitive environment (Denise Cristina Nishimura, 2010). In addition to these, all the exogenous factors like political, economic, social, technological and ethical factors related to automotive industry were the antecedents for automakers to engage in alliances. With the fundamental shift in power to the customer and customer dictating the terms of the market, issues of interdependence among members of supply chain became more critical. Winning customer loyalty becomes more difficult in this volatile environment and it becomes difficult for firms to compete in this competitive environment with inefficient and ineffective supply chains. So organizations rather than maintaining traditional arms-length relationships and having silo type structures, should strategically segment their supply chain partners and form durable arms-length relationships to allocate different levels of resources to each group (Damien Power, 2004). With ongoing globalization and increased competitiveness in the market place, it becomes difficult for the organization to have foot hold across many countries which require huge investment, technological agility to serve local customers and to overcome various environmental constraints like governmental regulations etc. So companies by forming alliances can share the financial, technological resources and can effectively serve multi-domestic markets. Strategic alliances are an instrument for combining co-operation and competition in corporate strategies. Patterns of co-operation and competition can be categorized into three groups (Nam-Hoon Kang, 2000): Co-operate while competing: Companies may continue to compete while they co-operate in some business areas in order to learn from each other to strengthen weak areas. Co-operate among them and compete with others: Companies may form alliance to compete with strong third parties. Co-operate, then compete: Companies co-operate among themselves to gain competencies and compete once they achieve a common standard. Major Alliances in Automobile Sector Source: Adopted from Kang, N. and K. Sakai (2000), International Strategic Alliances: Their Role in Industrial Globalization. Evolution of Strategic Alliances In the evolution of automotive industry it started with artisan production, passed through Henry Fords mass production to the present state State of the art technologies. Throughout the evolutionary past automakers formed alliances in the form of mergers, acquisitions and joint ventures. Strategic alliances have been formed between firms on a national or international basis. The current form of alliances is distinguished from the past forms. In the new alliances firms remain independent from each other. During the arrangement there are common goals, but each firm has its own strategic goals. The partner firms are frequently collaborating reciprocally in their core areas of their competences rather than in peripheral businesses (Denise Cristina Nishimura, 2010). As on 2004, 80% of the passenger cars have been manufactured by the ten firms of the five industrialized countries. The strategic alliances in the passenger car industry happened mostly among countries like USA, European Union, Japan and Korea. General Motors and Toyota, Ford and Mazda, Chrysler and Mitsubishi have formed strategic alliances (Ayegul Samsunlu, 2006). Out of these only small number of companies leverage on supplier relationships, involving suppliers in their key business processes. Traditionally companies followed multi-supplier model, avoidance of long term contracts to enforce high bargaining power and keep the margins low. In this model organizations view themselves as individuals which are creating value to the customer by producing the deliverables. This is later dominated by a co-operative model where in companies share vital information to the suppliers, recognize areas of common interest, areas of distinctive competence among suppliers to leverage on their resources and integrate suppliers to their business process for effective and efficient performance of supply chain activities. In this organizations view themselves as a part of supply chain which creates value to the customer. This integration process among various partners of the supply chain is further facilitated by development in technological solutions that integrates information that surpasses organizational boundaries. This concept of supply chain further evolved into supply networks where in many firms in the supply chain are a part of different supply chains (Damien Power, 2004). Reasons for Strategic Alliances One of the reasons the automobile industry allies with foreign firms is to survive global competition under a weak relationship between the government and the industry (Hyun Young LEE, 2005). The reasons for forming strategic alliances changed over a period of time. Reasons for Alliances (Source: Adopted from Margarita Isoraite Importance of Strategic Alliances) Strategic alliances are supposed to create value for partner firms and their customers. This value is generated through synergy among the partnered firms. A large number of factors are responsible for creating the value like access to common resources, fit between partners needs, cost sharing, market penetration, scale economies etc (Bing-Sheng Teng, 2003). An alliance can create value in three possible ways. They are (Bing-Sheng Teng, 2003) Increases unit sales Lowering average costs per unit Increasing the customer willingness to pay An alliance along with leveraging on the competencies should also overcome the issues associated with partnering. In August of 1966, Nissan took over Prince. Besides the Nissan-Prince merger, six separate auto producer tie-up arrangements were negotiated in the late 1960s; Toyota-Hino (1966), Toyota-Daihatsu (1967), Fuji-Isuzu (1967), Mitsubishi-Fuji-Isuzu (1967), Mitsubishi-Isuzu (1968), and Nissan-Isuzu (1966). Toyota-Hino and Toyota-Daihatsu mergers materialized. It is notable that the product lines of three companies were complementary; Toyotas passenger cars, Hinos trucks and Daihatsus mini cars. All three firms were profitable in their primary line of products. This alliance created value because the activities in which these firms are competent are complementary, so the companies leveraged on these to generate added value. On the other hand, the four negotiations involving Mitsubishi, Isuzu, and Fuji failed because they could not overcome the various obstacles; product line ov erlapping, management independence, and antagonism between firms (Hyun Young LEE, 2005). The aims of strategic alliances are product differentiation, reduction in development costs, optimization of manufacturing capacity, reduction in time to market, improving productivity, speeding up the product development cycle, spreading the high cost of RD and leveraging know-how where ever. For example, GM has created strategic alliances. It has created strategic alliances with Suzuki for small cars. It has created strategic alliance with Toyota for technology, Honda engines for Hummer, Fiat for regional dominance and Isuzu for diesel engines and trucks (Ayegul Samsunlu, 2006). Some prime reasons for strategic alliances are (John D. Daniels, 2009) To spread and reduce Costs At a small volume of business, it may be caper for companies to contract the work to a specialist rather than handle it internally. A specialist can spread the fixed cost across many companies. Similarly a company having excess production and sales capacity that it can use to produce or sell for another company. Using this capacity for production or selling, the contracting company reduces its costs by not investing in fixed assets. Ford (US) had an alliance with a Japanese carmaker, Mazda. Ford focuses on cost reduction through communalization of car platforms, power trains (Nam-Hoon Kang, 2000). Synergy and competitive advantage Achieving synergy and a competitive advantage may be another reason why firms enter into a strategic alliance. Competition becomes more effective when partners leverage off each others strengths, bringing synergy into the process that would be hard to achieve if attempting to enter a new market or industry alone (Margarita Isoraite, 2009). To specialize in competencies The resource based view of the firm holds that each company has a unique combination of competencies. Companies seek to improve its performance by concentrating on those activities that best fits its competencies, depending on the alliance partners for supply of products, services or support activities for which it has lesser competency. To avoid or counter competition Sometimes markets are not large enough to hold many competitors. So, companies have to band together so as not to compete. To Gain Knowledge Many companies that are open to new ideas and have the capacity to implement innovations, pursues collaborative arrangements to learn partners technology, operational practices, or home markets so that their own competencies will broaden and deepen, making them more competitive in future. To gain location specific Assets Cultural, Economic, Political and competitive differences among countries may create barrier for organizations to operate abroad. Then companies may seek local organizations to collaborate for managing local operations. General Motors and Ford are forming alliances with Japanese firms to build on their capacity and presence in the region. General Motors is jointly developing mini-vehicles for Asian markets with Suzuki and will assemble these vehicles in Suzukis factory in Japan or other Asian countries (Nam-Hoon Kang, 2000). To overcome Governmental Constraints All the countries limit foreign ownership in some sectors. So companies have to partner with local organizations to serve these markets where 100% FDI is not permissible. Fastest means of entering markets Collaborative arrangements offer a faster initial means of entering multiple markets. Moreover, if product conditions favor diversification, it is more compelling to establish a foreign collaborative arrangement. To minimize exposure in risky environments Companies worry that political and economic changes will affect the safety of assets and their earning in their foreign operations. One way to minimize losses is to minimize the asset base in foreign countries by collaborations. Types of Strategic Alliances These alliances range from relatively noncommittal types of short-term, project-based cooperation to more inclusive long-term equity-based cooperation namely mergers and acquisition, joint ownership, joint venture, formal cooperative, informal cooperative. Horizontal Alliances In the automobile industry, horizontal alliances occur when an automaker links with another automaker with reciprocal collaborations in joint activities. Partners can setup joint production/infrastructure to achieve economies of scale, or joint sales in order to gain more market share, or basically to transfer technological knowledge. Licensing (John D. Daniels, 2009) In Licensing, a company (the licensor) grants rights to intangible property to another company (the licensee) to use in a specified geographic area for a specified period. In exchange, the licensee pays a royalty fee to the licensor. Used for Patents, Copyrights, Trademarks and other intangible properties. The economic motive behind licensing is for faster start-up, lower costs or access to valuable resources. The advantages of licensing are Licensor can cover many markets in faster speed at low cost Licensor gets tie-ups with local distributors. Understands local market Disadvantages of licensing can be diffusion of technology and losing the market to licensee. The licensee can become a potential competitor. In the alliance between GM and Russian Avtovaz, GMs licensed its technology to Avtovaz, to produce sport utility vehicles in Russia (John D. Daniels, 2009). Joint Ventures A joint venture is defined as a co-operative business activity, formed by two or more separate firms for strategic purposes, which creates a legally independent business entity and allocates ownership, operational responsibilities, and financial risks and rewards to each partner, while preserving each partners separate identity or autonomy (Nam-Hoon Kang, 2000). The independent business entity can either be newly formed or the combination of pre-existing units and/or divisions of the partners. Joint ventures generally aim at making the new company a self-standing entity with its own aims, employees and resources (Nam-Hoon Kang, 2000). Some reasons for joint ventures are Exploiting Capabilities and Expertise (Nishith Desai, 2011) Companies having complementary skills and capabilities engage in mutual co-operations, so that they can contribute to the co-operation. Each of the members concentrates on their competencies and depends on their partner for complementary skills so that the total value generated by the partners will be more than the value generated individually. Leveraging Resources (Nishith Desai, 2011) With the globalization, it became difficult for one company to pool all the resource like financing, skilled manpower to serve various markets. Access to labor, capital and technological resources have become driving forces for modern businesses to withstand the competitive dynamics in the changing environment. Managing the business across the borders became more complex compelling the companies to form alliance by entering into a Joint Venture. Advantages of Joint venture includes entering a foreign country against FDI regulations , sharing risks as well as costs, established channel partners and relations of the partner etc (John D. Daniels, 2009). Disadvantages include conflict of vision/interest, both parties not contributing equally, lack of complete control, Market sharing leading to market contraction etc (John D. Daniels, 2009). Examples: Hero Honda started in 1984 as a joint venture between Hero Cycles of India and Honda of Japan. After that it became the largest two wheeler manufacturer in India. In August 2011 the company was renamed Hero MotoCorp with a new corporate identity after the joint venture dissolved. Acquisition (Eszter Molnar, 2009) The fastest way of entering new markets is by acquisition where the larger firm purchases more that 50% of stake in the smaller firm. It enables the buyer to benefit from existing structures, brand, relations, channels and business knowledge in case of a foreign takeover. Advantages (John D. Daniels, 2009). Saves time and quick to market due to well established distribution and sales channels Competition in the market remains unchanged Disadvantages (John D. Daniels, 2009). Obsolete technology Resources might not be in best class Processes and practices might not be world class Example: Porsches gambit, where in it steadily increased its stake in Volkswagen since 2005 and became the majority stake holder in Volkswagen by October 2008 (Eszter Molnar, 2009). Tata motors after the acquisition of British Jaguar Land Rover (JLR) business became a major player in the international automobile market. The main reason for the acquisition would be acquiring intellectual property rights related to the technologies. Merger Merger is an horizontal equity alliance, where two companies often of about the same size, decide to go forward as a single company that remain separately owned and operated. An ominous merger was the DaimlerChrysler when the German based Daimler-Benz merged with US based Chrysler Corporation in 1998. It is known as Merger of Equals, but it didnt last long and they separated in 2007. Later Chrysler made a strategic alliance with Fiat under the terms that Fiat will take 35% of stake in Chrysler in exchange for supplying high fuel-efficient power train technology and small and medium sized vehicle platforms. This alliance helped Chrysler to penetrate European and South American markets and Fiat to get access to US market (Eszter Molnar, April 2009). Vertical Alliances Vertical alliances occur when the automaker builds relationship with suppliers who provide goods and services in any business process along with the vertical chain. Basically vertical relations were mostly based on the decision making process of make-versus-buy. Making decision means that the automaker produces in-house. One of the main reasons behind it is to protect its core competitive advantages. Buying decision means that the automaker purchases or outsources the production of goods or services. The shift in the strategic outlook from organizational view to supply chain view is compelling organizations to produce the core products in-house and contract the production and control of peripheral parts from strategic supply chain partners. Nowadays, in the automobile industry 30% of the parts of a car are produced by automakers, while the other 70% of the parts, which would be assembled in the final product, are produced by suppliers (Denise Cristina Nishimura, 20 10). Contract Manufacturing (John D. Daniels, 2009) In contract manufacturing, the parent company approaches a firm known as contract manufacturer with a design/formula. Once the contract is finalized then the contract manufacturer manufactures the components/products for the hiring company. The company becomes free from managing the labor but technological diffusion will occur but only for manufacturing process. Examples like manufacturing contracts between a major carmaker and a local Chinese firm, Toyota/Tianjian Automotive Industrial and Renault/Dandong Automotive Works. Turnkey Operations (John D. Daniels, 2009) Turnkey operations are a type of collaborative arrangements in which one company contracts with another to build complete, ray to operate facilities. Companies building turnkey operations are frequently industrial-equipment manufacturers and construction companies. Customers for turnkey operations are frequently governmental agencies. Strategic Outsourcing Strategic outsourcing is the alternative way for the company to accomplish its value chain activities rather than performing the entire value chain activities. In the current market place there are quiet a good number of companies that are specialized in some activities. Outsourcing these activities to the specialized companies strengthen the companies business model either by improving the efficiency by decreasing the cost or by enhancing the effectiveness by creating differentiating advantage in terms of quality, variety, speed of the supply chain. Subcontracting is necessary because it facilitates firm to concentrate on its core competencies; it allows for an economic method of production; suppliers are encouraged to specialize, which allows economies of scale in technology; to encourage smooth production by utilizing sources of supply. Economic Dualism theory suggests that large companies create dual economy by subcontracting, in which they can expand their resources in times of fortune and reduce capacity in times of recession, thus using sub-contracting as a cushion against economic cycles. However this theory fails in present conditions where subcontractors are seen as partners sharing risks, rewards and revenues (Paul D Cousins, 2003). This outsourcing can be entire function like Nike outsourced its manufacturing function or it can be a part of the function like many companies outsource the management of their payroll/pension systems while keeping the HRM activities within the system. A survey estimates that some 56% of g lobal product manufacturing is exported to manufacturing specialists (Hill Jones, 2008). What to Outsource With customer being the key focus in these present dynamic environments, companies keeps on trying to increase the total value generated to the customers by increasing the gap between customer willingness to pay and costs associated with the product. To achieve this companies outsource activities that they think the specialized company will generate more value by performing that activity. In the environment of growing customer demand for supply chain efficiency and effectiveness it is recommended for the company to perform the supply chain activities that it has distinctive competence and outsource the rest of activities. In many cases out-sourcing helps companies to obtain better operational expertise that would be difficult for the company to develop in-house. Outsourcing is growing at a rate of 23% per year because companies are discovering that they do not need to do everything themselves. Yet, not all processes are outsourced. Outsourcing the wrong process could be counterproduc tive, expensive, or even fatal to a company (Andrea and Dana Meyer, 2002). Core vs. Non-Core (Andrea and Dana Meyer, 2002) The most crucial aspect of outsourcing is in making the distinction between the core competencies, which should be kept in-house, and the non-core activities, which are candidates for outsourcing. One element of the core vs. non-core distinction is the issue of controlling ones destiny. Becoming excessively dependent on partners reduces the strategic options available to a company. Processes that nurture the core, protect the core, or help the company exploit its core competencies are also held internally. Companies need to think carefully about what they wish to sow, nurture, and reap in-house in order to harvest long-term profits. Five-Stage Model (Andrea and Dana Meyer, 2002) Prof. Fine enumerated five variables that predict the wisdom of in-sourcing vs. outsourcing. Modularity of components/processes: Modular elements are potential candidates for outsourcing than integral elements of a product or business Quantity of providers: The fewer the number of providers, the less outsourcing makes sense Clock speed: The faster the clock speed, the more you want to in-source. Importance to customer: If the customer cares about it, dont outsource it. Benchmark performance level: if you have best-in-class performance on the process, dont outsource it. Value Equation (Andrea and Dana Meyer, 2002) A value equation used by Unilever to evaluate the added value generated by outsourcing activities to supply chain partners is Net Value = Internal Value from Focus + External Value from Provider Transaction Costs This equation helps only quantitatively where as many qualitative parameters like whether the activity is core or non-core should also be considered. For activities that are non-core, the equation helps the company assess the value of outsourcing that non-core activity. Although the equation looks like a simple financial model, many of the terms have qualitative elements (Andrea and Dana Meyer, 2002). Value Equation: Internal Value from Focus (Andrea and Dana Meyer, 2002) With outsourcing, management and employees can focus more on what is important. So organizations create more value by focusing their valuable resources on their core activities and thus increase the value to the customer. Value Equation: External Value from Provider (Andrea and Dana Meyer, 2002) Providers can create value by being more efficient, more effective, or more innovative than the internal counterpart. This value is the key part of the value proposition. The source of the providers value can fall into one of two categories: Value from high economies of scale Value from high levels of expertise. Specialist provider achieves scale economies by aggregating volumes of activities from multiple companies through standardization and decreases the unit costs across the supply network. Value from high levels of expertise occurs when the provider can accumulate large quantities of knowledge that would be hard for each client company to replicate. Value Equation: Transaction Costs (Andrea and Dana Meyer, 2002) Transaction costs are inevitable in the outsourcing. Costs of internal transactions which are in general informal are very low and hidden where as the transaction costs with the outsourced company are visible and substantial. Extra transaction costs arise from having to formally specify what the partner is to do, managing that external activity. Companies decompose transaction costs into 3 categories: Oversight costs: Cost of managing the relationship, performance, information exchange etc. Switching costs: Cost of changing from insourcing to outsourcing Risk: The potential costs of problems associated with the outsourcing arrangement Evolution of Outsourcing Subcontracting model has changes drastically over last two decades. One of the most common strategies was Multiple Sourcing, which arises from the principle Not to keep all your eggs in one basket which was adequate when competition is local or national. With companies becoming global, competition has intensified, time to market cycles has to be kept low, increased innovations as customers demanding high quality products, at competitive prices became difficult with multiple sourcing strategy. This shifted the focus of companies towards Parallel Sourcing strategy where companies use single source within model groups and multiple sources for different products. This provides buyer benefits of sole sourcing like closer working relationships, information sharing etc and benefits of multiple sourcing like security of supply and market pricing (Paul D Cousins, 2003). This approach is followed by what is called Network approach which is complemented by concepts of Supplier tiers. In this approach suppliers are organized into Tier I (Major assemblers) followed by Tier II (Sub-assemblers). This kind of supply structure has become popular with in automotive and aerospace industry where in it allowed buyers to work with fewer, sophisticated suppliers. As a result buyers rely on fewer, powerful suppliers for supply of sub-assemblies (Paul D Cousins, 2003). With these high levels of dependencies, scholars are considering near paradigms like agile, lean and mass customization techniques. These paradigms are creating high degrees of integration across supply chain that will require more sophisticated relationship management across supply chain partners. If managed properly firms can reduce costs, decreases time to market and increases responsiveness to customers at lower costs (Paul D Cousins, 2003). Benefits of Out-Sourcing Cost reduction and cost savings Out-sourcing reduces the costs if the price you are paying for the company is less than the costs that you incur if the same activities are performed in-house. Specialist companies are able to perform activities at a lower cost as they can realize economies of scale by performing the same kind of activity for various companies. These specialized companies invest more in efficient-scale manufacturing facilities/processes to spread the costs against large volumes and bring down unit costs. Specialists also save costs through learning effects more rapidly than the clients. These companies learn fast how to operate the processes more efficiently compared to its clients. Since most of the out-sourced companies are based at low-cost global locations, costs can easily drive down (Hill Jones, 2008). Enhanced Differentiation Companies should be able to differentiate its final products by out-sourcing certain noncore activities. These companies can provide more reliable products by strongly focusing and achieving competence in that activity thus decreasing the defect rate. Most of these specialized companies have adopted Six Sigma methodologies and bring down error rates, thereby increasing the reliability of product. For example carmakers outsource specific kinds of vehicle component design activities such as microchips and headlights to the specialists who have earned reputation for design excellence (Hill Jones, 2008). Focus on core business Strategic out-sourcing makes the managers to focus their energies and companies resources in performing the core activities that can create sustainable have more potential to create value and competitive advantage. By this companies enhance their competence and push out the value creation frontier and create more value for their customers (Hill Jones, 2008). Flexibility Companies gain access to new technologies and use suppliers technology to accelerate new product development. Companies can also adapt to changing business environments by changing suppliers if the existing suppliers using technologies that are obsolete. Thus companies mitigate the risk of investing in resources/technologies that have short life cycles (Yijie Dou and Joseph Sarkis, 2010). Local Expertise Partners also bring local expertise to the relationship. Although global companies would like to create economies of scale based on world-wide uniformity, such uniformity is not always possible. Local government regulations impact ingredients or packaging. Local customs and trends affect marketing or product mix. Supplier partners (l

Literature Focus Unit :: essays papers

Literature Focus Unit Day One, Session One: Materials: The True Story of the 3 Little Pigs, by Jon Scieszka, Literary Report Cards worksheet, student journals, pencil Introduce story: 1. A grand conversation about different versions of well known fairytales (Ashpet and Cinderella etc.)-Prepare 2. Show students the cover of the book and read the title and then ask for predictions about the book- Prepare, Read Read the story aloud to the students cover to cover- Read After finishing the book: 1. Have students write their initial responses to the story in a journal. Ask them to think about how this story was different and similar to the traditional story of the Three Little Pigs. –Respond, Explore 2. Have a grand conversation about the book and what the students first thought of it. Recap what they have written in their journals. Have volunteers summarize what they have written. Ask students to look through the book and point out similarities and differences between the two versions of The Three Little Pigs. –Respond, Explore 3. Hand out the Report Card book review. Have students complete the book review as in class homework- Respond Day One, Session Two: Materials: The True Story of the 3 Little Pigs, by Jon Scieszka, paper for a word wall, markers, Continuation of the lesson: 1. Review the day’s previous activities. Review what the students have completed with their literary report cards. - Prepare 2. Tell the students that they will be reading the book again. Have them listen carefully to the words in the story and write down any words that they don’t already know or understand. – Prepare Students buddy read with a partner- Read After the story: 1. Ask students to share their found words with a partner. –Respond 2. Have students compare their words in their groups and narrow their lists down to 5 words total. -Respond 3. Have students create a word wall with their found words- Explore 4. Discuss the new words on the word wall in class. Define the words, look at how they are used in the book, and create example sentences in which the words could be used.- Explore 5. Ask students to create a found poem using the words on the new word wall. Give them time in class to begin. Have the students share their found poems at the beginning of the next lesson.-Explore Day Two, Session One Materials Review all of the previous lesson’s activites.-Prepare Have students first share their poems with a partner.

Capital Punishment: The Best Solution Essay -- Capital Punishment, Dea

It is the the duty of the government to provide security for all individuals. Therefore, it is only a necessity, but also an obligation to get rid of those who impose threat or harm to any individual. Capital punishment is not always the most appropriate solution, but given the circumstances, it may be the most effective way to deal with criminals who threaten society. First of all, capital punishment would reduce taxes and makes prisons a much more effective place to hold criminals. This causes life imprisonment to become practically obsolete and prisons will be capable of functioning as a rehabilitation center. (the purpose of prison is to separate the criminals from the general population and to rehabilitate prisoners.) By implementing capital punishment, taxes would go down because there will be less prisoners to pay for. Also, capital punishment would get rid of â€Å"life imprisonment† (those who have committed a crime serious enough to get sentenced for life will be executed) and this is very important because recently, prisons have started to become a home for prisoners ins...

Proposition 19 Essay

The legality of marijuana has been the subject for debate and controversy for decades. With the new generation, the number of supporters of marijuana legalization has increased dramatically. In the United States, legalizing marijuana is a major concern because it is the most frequently used illegal drug. Nearly 98 million Americans over the age of 12 have tried marijuana at least once. Politicians have thought of legalizing marijuana to increase revenue by imposing taxes. At the forefront of this idea is California, which is currently the most populous state in the United States yet has the highest budget deficit of all states. Also, California has the 5th highest unemployment rates exceeding 12 percent. In 2009, the California economic crisis became severe as the state faced bankruptcy. This budget shortfall has caused the state to look for ways out. California’s way out of a huge budget deficit begins with Proposition [5] Proposition 19 also known as the Regulate, Control and Tax Cannabis Act of 2010 would legalize various marijuana activities, allow local government to regulate these activities, allow for marijuana related government axes, and authorizes various criminal and civil penalties by local government. The California ballot for Proposition 19 opened on November 2, 2010 in California, hoping to change the fate of marijuana legalization in America forever. The bill failed, but only trailed the outcome by nearly 500 votes. 4] Among the arguments for the passing of Proposition 19 was that legalizing marijuana in California could reduce drug-related violence, based on a study conducted by the International Centre for Science in Drug Policy. In addition some believe that it would help alleviate the drug war in Mexico. Based on the theory adopted by the White House Office of National Drug Control Policy that up to 60% of Mexican drug cartels’ profits come from sales of marijuana, legalizing the drug in nearby California would drastically cut their funding. As a result, supporters of this argument believed that legalization would lead to a decrease in drug-related violent crime in Mexico. [3] Also cited were a savings of $960 million per year in law enforcement costs, and a generation of $350 million a year in state and local tax revenues. Supporters also argued that passing the measure would result in additional benefits including tourism and spinoff ndustries such as cafes and paraphernalia. Based on California’s wine industry, proponents of this theory anticipated that legalizing marijuana in the state could generate up to $18 billion, including the creation of 60,000-110,000 Jobs. [4] Perhaps one of the most well-known arguments for the legalization of Marijuana is to treat conditions including pain and nausea caused by HIV/AIDS, cancer and other conditions. When presented with all the information above it’s easy to see why so many people can rationalize their decision to support Proposition 19. Increasing revenue and employment rate’s while decreasing law enforcement costs and crime, ll by providing the public with a safe â€Å"wonder drug† to aid in a variety of ailments. What could e better? Untortunately though all these claims seem viable none ot them can escape scrutiny. To address Marijuana as a potential drug, scientific evidence needs to be provided to substantiate the claims. To date the evidence is not sufficient for the marijuana plant to gain FDA approval, for two main reasons. First, there have not been enough clinical trials showing that marijuana’s benefits outweigh its health risks in patients with the symptoms it is meant to treat. The FDA equires carefully conducted studies in large numbers of patients (hundreds to thousands) to accurately assess the benefits and risks of a potential medication. [5] Also, to be considered a legitimate medicine, a substance must have well-defined and measureable ingredients that are consistent from one unit (such as a pill or injection) to the next. This consistency allows doctors to determine the dose and frequency. As the marijuana plant contains hundreds of chemical compounds that may have different effects and that vary from plant to plant, its use as a medicine is difficult to evaluate. However, THC-based drugs to treat pain and nausea are already FDA approved and prescribed, and scientists continue to investigate the medicinal properties of cannabinoids. Regarding the supposed economic benefits of taxing marijuana, some comparison with two drugs that are already regulated and taxed, alcohol and tobacco is worth considering. People dont typically grow their own tobacco or distill their own spirits, so consumers accept high taxes on them as retail products. Marijuana, though, is easy and cheap to cultivate, indoors or out, and Proposition 19 would allow individuals to grow as much as 25 square feet of arijuana for â€Å"personal consumption. â€Å"Why would people volunteer to pay high taxes on marijuana if it were legalized? The answer is that many would not, and the underground market, adapting to undercut any new taxes, would barely diminish at all. This bill also implied that marijuana would be regulated and controlled by the initiative. In fact, the law provides for no regulation or control, but leaves it up to local governments to initiate such controls and or regulations. In addition, there are no provisions to tax marijuana cultivation or use in the initiative. Instead, such taxation, f it ever happens will be left to local governments. In fact, a provision of the initiative specifically prevents the state of California from taxing marijuana sales any more than the usual sales tax in contrast to cigarettes and liquor. 1] Since the enforcement of locally enacted taxation will be next to impossible, there will never be any significant revenue produced through this initiative. Another major conflict is that this bill would create a state law that conflicts with federal drug laws. On the surface, this does not seem to be a big deal, since President Obama has stated that e won’t enforce the federal law in California. Howe ver, there is another issue that could cause the loss of billions of dollars to the state. Public contracts and grants require grantees to effectively enforce the drug-free workplace requirements (which includes marijuana use) outlined by the federal government’s Federal Workplace Act of 1988. Not only may schools lose their federal grants, but medical research institutions, could lose millions of dollars annually The current healthcare and criminal Justice costs associated with alcohol and tobacco far surpass the tax revenue hey generate, and very little of the taxes collected on these substances is contributed to offsetting their substantial social and health costs. For every dollar society collects in taxes on alcohol, for example, we end up spending eight more in social cos ts That is hardly a recipe tor fiscal health A recent Rand Corp. report, â€Å"Altered State,† found that it is difficult to predict estimated revenue from marijuana taxes, and that legalization would increase consumption but could also lead to widespread tax evasion and a â€Å"race to the bottom† in terms of local tax rates. Perhaps the biggest concern is safety on the roads. In 2010 a comment was made by a formal General Sergeant that â€Å"driving under the influence of Marijuana is much like being under the influence of Alcohol. In response an experiment was conducted by two local Los Angeles Journalists who decided to take a car and drive stoned. With the help from the California Highway Patrol the highway was closed to the public and several obstacles were arranged simulating how a driver might need to operate in heavy traffic. The experiment, said one of the Journalists â€Å"was to see how impaired I was after smoking pot† California has more drivers than any other state, 22 million of hem. So the big concern was if legalizing marijuana would make the roads less safe. The proponents of Proposition 19 insist it won’t. The common conception among supporters is that the impairment is rather slight like taking an antihistamine. The journalists certainly found that driving and drugs don’t mix. One of them nearly veered off the highway through a test course. â€Å"l wasn’t 0k, so that was kind of shocking to me† said one of the drivers. But safety seems to be a big reason support for proposition 19 dropped. 1 percent opposed and 39 percent supported in a poll conducted before the bill was denied in 2010. 5] To give credibility to the tests conducted by the Journalist’s we can explore the affects Marijuana has on the brain. When marijuana is smoked, THC rapidly passes from the lungs into the bloodstream, which carries the chemical to the brain and other organs throughout the body. THC acts upon specific molecular targets on brain cells, calle d cannabinoid receptors. These receptors are ordinarily activated by chemicals similar to THC called endocannabinoids, such as anandamide. These are naturally occurring in the body and are part of a neural communication network (the endocannabinoid system) that lays an important role in normal brain development and function The highest density of cannabinoid receptors is found in parts of the brain that influence pleasure, memory, thinking, concentration, sensory and time perception, and coordinated movement. Marijuana over activates the endocannabinoid system, causing the high and other effects that users experience. These include distorted perceptions, impaired coordination, difficulty with thinking and problem solving, and disrupted learning and memory. Because it seriously impairs Judgment and motor coordination, marijuana also contributes to accidents while driving. A recent analysis of data from several studies found that marijuana use more than doubles a driver’s risk of being in an accident. Further, the combination of marijuana and alcohol is worse than either substance alone with respect to driving impairment. As a recreational drug, marijuana is not quite as benign as most of its proponents would claim. Heavvy marijuana use results in long-term effects on the brain, including lower responses in those areas which are affected by THC. Although users are able to compensate somewhat through the use of other brain areas, the long term effects of his damage, as user’s age, has not been determined. This damage may be responsible for impairments noted in short-term and long-term memory, along with a host of possible other psychiatric illnesses. Regular use of marijuana use by young people can nave especially negative long lasting impact on the structure and tunction of their brains. A recent study of marijuana users who began using in adolescence revealed a profound deficit in connections between brain areas responsible for learning and memory. And a large prospective study (following individuals across ime) showed that people who began smoking marijuana heavily in their teens lost as much as 8 points in IQ between age 13 and age 38; importantly, the lost cognitive abilities were not restored in those who quit smoking marijuana as adults. [4] A proportion of marijuana users become addicted and suffer from classic withdrawal symptoms upon abstinence. For a minority of users, marijuana is a gateway drug, and they proceed to use and abuse more powerful psychostimulants. Besides its effects upon the brain, Marijuana raises heart rate by 20-100 percent shortly after smoking; this effect can last up to 3 hours. In one study, it was estimated that marijuana users have a 4. 8-fold increase in the risk of heart attack in the first hour after smoking the drug. This may be due to increased heart rate as well as the effects of marijuana on heart rhythms, causing palpitations and arrhythmias. Marijuana use can lead to increased risks for respiratory cancers and may have some adverse cardiovascular and cerebrovascular effects in some users. Marijuana smoke has been placed on the California Proposition 65 list of carcinogenic materials, as required by California law for materials proven to cause cancer. 5] Marijuana use during pregnancy has been shown to result in lower child intelligence, while increasing the incidence of mental health problems. The idea that marijuana is a harmless recreational pastime has been disproved through continuing scientific research. Although this bill was denied the continued support for legalizing Marijuana is great, ensuring that this is a topic that will be an issue of debate for years to come. In my opinion we don’t need all the problems that will result from the passage of Proposition 19 . This bill would established a legal â€Å"right† to use marijuana, potentially endangering the lives of thers through allowing intoxicated individuals to perform crucial driving Jobs. In addition, this bill could result in the loss of billions of dollars in federal grants and contracts to schools and hospitals, which would be unable to comply with federal drug-free workplace requirements. Contrary to the claims of proponents, Prop 19 would neither regulate, control, nor tax marijuana, but merely provides the legal right of local governments to create their own hodgepodge of local laws and ordinances, which would be virtually impossible to enforce. Although marijuana use does not egatively impact all users, it does have numerous adverse health effects on a significant percentage of individuals, which will result in increased medical and social costs to the people of California. This was a poorly written initiative that needs to make drastic revisions before it can be considered, in addition to the conduction of more scientific research needs to be done to determine future health risks for the users.