Ideal education Essay

Education for children is something that can change their life. There should be a desire to better the educational system and to always be ready to improve it. There are many ideas as to what constitutes an ideal education. A number of factors come together to make an ideal education. Students, parents and teachers are the three key elements in a model education. A good relationship among these three parts is essential to a good education. Students are the main members of this ideal system. They must have faith in their education. If they identify their goals they will become more active and motivated. The role of the teachers and parents is to help students finding their goals by showing the abilities and talents they have. The role of students is that in one side inform their parents about their studying, feelings and teachers and one the other side consult teachers about the lessons, exams, method of teaching or any other problem. Students should be appreciative of their teacher’s efforts and show thankfulness to their parents. They should do their best. They must be prepared for class. They cannot expect good grades in courses without studying several hours for each hour of class timetable. If they do not understand the material should ask the teacher questions. They should attend all classes or meetings of their courses. If they would be absent should not expect the teacher to teach the lesson again. Parents are an important element in the perfect education. Parents who are not involved in their children’s education only inhibit the efforts made by children and teachers in creating a good education. They are not informed about the student’s progress and don’t have any idea of the student’s weakness. To achieve the level of educational system, parents have to take an active part in it. Parents with active role assist the children with their nightly homework and studies. They may award students in order to encourage them. It is good if they have correspondence with teachers or attend the school occasionally but it is much better to discuss their children’s feeling about education. They can help them to make good decisions, to achieve high levels of education and support them to meet their goals. Devoted teachers are extremely important in a perfect education. The teacher is just about the most important of the three elements to create an ideal education. Teachers have the very important responsibility of shaping the lives of young, impressionable students. A positive or negative influence from a teacher can have a great effect on the life of a student. A good teacher can be defined as someone who always pushes students to do their best while at the same time trying to make learning interesting with creativity. Teachers also have the responsibility of forming good relationships with both students and parents. A good relationship between teacher and student come from mutual respect, trust, and honesty. The teacher should associate with the student to become aware of any special need that students may have and help them in any possible way. Beside that he can correspond or design some meeting with parents in order to inform them about the students’ problem, ensure them about their children’s education and answer their questions to avoid any misconception. It is very difficult to find out what is really an ideal education. Several factors are involved in this system. Students must have faith in their education and they should try hard to meet their goals. Parents have to be concerned with the education of their children in order to advise and support them. Teachers must be completely devoted to their students’ education. They should use interesting methods and try to have positive influence on the students. A perfect relation between these three groups is required. Every body should find his role and try to do his best to create this perfect system. Having an ideal educational system is the basic principle for improvement of every society.

Basic Argument for Fatalism

Metaphysics The â€Å"Basic† Argument for Theological Fatalism Fatalism Fatalism is the view that everything that happens in entirely unavoidable. Since everything that happens is unavoidable, none of our actions are genuinely up to us and we powerless to do anything other than what we actually do. Here is Richard Taylor on what the fatalist believes [â€Å"Fate† from Metaphysics, 4th Ed (Pearson, 1991)]: â€Å"A fatalist is someone who believes that whatever happens is and always was unavoidable.He thinks it is not up to him what will happen a thousand years hence, next year, tomorrow, or the very next moment. † (52) â€Å"A fatalist thinks of the future in the way we all think of the past, for everyone is a fatalist as he looks back on things. † (52) We all think of the past â€Å"as something settled and fixed, to be taken for what it is. We are never in the least tempted to try to modify it. It is not in the least up to us what happened last year, yes terday, or even a moment ago, any more than are the motions of the heaves or the political developments in Tibet. We say of past things that they are no longer within our power. The fatalist says they never were. † (52-53) Theological Fatalism According to the main versions of Western Monotheism (e. g. traditional Christianity), God is omniscient. To be omniscient is to have (in some important sense) unlimited knowledge. It’s hard to say what this amounts to, but let’s use the following definition (since it’s common) x is omniscient = for x knows every true proposition and x does not believe any false propositions.Many people think that omniscience is incompatible with human freedom, because it implies the doctrine of theological fatalism. Theological fatalism is the view that all human actions are unavoidable (and we are powerless to do anything other than what we actually do) because God has exhaustive foreknowledge of all future human actions. Here is a n important statement of the argument for theological fatalism from Augustine (On Free Choice of the Will, Book III) I very much wonder how God can have foreknowledge of everything in the future, and yet we do not sin by necessity.It would be an irreligious and completely insane attack on God’s foreknowledge to say that something could happen otherwise than as God foreknew †¦ Since God foreknew that [Adam] was going to sin, his sin necessarily had to happen. How, then, is the will free when such inescapable necessity is found in it? Surely this is the problem †¦ How is it that these two propositions are not contradictory and inconsistent: (1) God has foreknowledge of everything in the future; and (2) We sin by the will, not by necessity? For, you say, if God foreknows that someone is going to sin, then it is necessary that he sin.But if it is necessary, the will has no choice about whether to sin; there is an inescapable and fixed necessity. And so you fear that thi s argument forces us into one of two positions: either we draw the heretical conclusion that God does not foreknow everything in the future; or, if we cannot accept this conclusion, we must admit that sin happens by necessity and not by will. The Basic Argument for Theological Fatalism Where S stands for any person whatsoever and A stands for any action, Augustine’s argument can be stated as: 1. For any person, S, and an action, A, that S performs, God knew in advance that S will do A. 2.If God knows in advance that S will do A, then it necessary that S will do A. 3. Therefore, it is necessary that S will do A. 4. If it is necessary that S will do A, then S is not free to refrain from performing A. 5. If S is not free to refrain from performing A, then S does not freely perform A. 6. Therefore, no person ever acts freely. Evaluating the argument Premise 2 is ambiguous †¢P2a: Necessarily, If God knows in advance that S will perform A, then S will perform A (De Dicto) â₠¬ ¢P2b: If God knows in advance that S will perform A, then necessarily S will perform A (De Re) P2a is true but the resulting argument is invalidP2a is true. It says that the proposition â€Å"if God knows in advance that S will perform A, then S will perform A† is necessarily true and this just means that it is impossible for God to know in advance that, for example, I will raise my arm at some time and I fail to raise my arm at that time. We can put this by saying that God’s knowing in advance that I will raise my arm at some time logically entails that I will raise my arm at that time. P2a is a way of expressing this truth. The resulting argument is invalid. Using P2a as the key premise, the argument is: 1.Necessarily, if God knows in advance that S will perform A, then S will perform A. 2. God knows in advance that S will perform A. 3. Therefore, necessarily, S will perform A. But this argument is invalid (the conclusion doesn’t follow from the premises). W e can show this by means of a counterexample (an argument of the same form with true premises and a false conclusion). The form of this argument is: 1. Necessarily, If p, then p. 2. P 3. Therefore, necessarily q. To see that the argument is invalid, use the following substitutions: p = K. Sharpe weighs over 200lbs, q = K. Sharpe weighs over 199lbs. . Necessarily, If K. Sharpe weighs over 200lbs, then K. Sharpe weighs over 199lbs. 2. K. Sharpe weighs over 200lbs 3. Therefore, necessarily K. Sharpe weighs over 199lbs. The premises of this argument are true but the conclusion is obviously false (I could go on a diet and successfully lose some weight). I weigh over 199lbs but not essentially. I could weigh less than 199lbs and, in fact, I did weigh less than 199lbs at one point. All that follows from the first two premises is that, in fact, I in fact weight more than 199lbs. It doesn’t follow that it is impossible for me to weigh less than 199lbs.Just in case you are not convince d, here is a second counterexample (Plantinga’s) 1. Necessarily, if I know that George Clooney is a bachelor, then George Clooney is a bachelor. 2. I know that George Clooney is a bachelor. 3. Therefore, it is necessarily true that George Clooney is a bachelor Again, the premises are true but the conclusion is false. George Clooney is a bachelor but he is not essentially a bachelor. He could get married, he just chooses not to. All that follows from the first two premises is that George Clooney is in fact a bachelor (not that he is essentially a bachelor).P2b renders the argument valid but it is obviously false 1. If God knows in advance that S will perform A, then necessarily S will perform A. 2. God knows in advance that S will perform A. 3. Therefore, necessarily S will perform A. This argument is valid (it’s just modus ponens) and so if the premises were true then conclusion would be true as well. But P2b is false. Given the de re reading of P2b, it says that whate ver propositions God knows are necessarily true or, to put the point in terms of properties, if God knows that some object has a property then the object has that property essentially.Taken in this way, P2b is obviously false (nor does it follow from omniscience). Since the basic argument has to rely on either P2a or P2b, the argument is either invalid or relies on a false premise. Either way it’s unsound. Here is a way of thinking about this criticism of the argument. From the fact that God knows that Paul will mow his yard on July 7, 2015 it follows that, on July 7 2015, Paul mows his yard and that he does not refrain from mowing his yard on that day.But, it does not follow that it is metaphysically impossible for Paul to refrain from mowing his yard that day (that Paul does not refrain from mowing and it is impossible that Paul refrain from mowing are two very different things). All that follows from the fact that God knows in advance that Paul will mow is that Paul will n ot exercise his power to refrain not that he lacks the power the power to refrain. The basic argument for theological fatalism needs the later inference, but that inference is not a good one. Thus, the basic argument fails.

Website Migration Project Term Paper Example | Topics and Well Written Essays - 4250 words

Website Migration Project - Term Paper Example To ensure the success of this project, the execution of the project is done by strictly following the system development life cycle (SDLC). System development life cycles ensures that the user and functional requirements of any project are met. Using the system development life cycle, there is standardization and structuring of all process involved in the system development. Using these standardized and structured processes, the development of any given system in stages which follow the route of feasibility study, planning of the system, development of concept, designing, development of the system, system integration, system testing, and finally system deployment and maintenance are achieved. This paper is aimed at providing a viable solution that will facilitate moving a website from external servers to internal servers with minimum downtime, redesigning of the existing website to incorporate more functionalities, designing a viable plan that can be used as a disaster recovery solution in cases of future failures. The process employs all the phases of system development life cycle to ensure efficient execution of the project. System development life cycle phases’ use is to facilitate execution of the project in the shortest time possible using a structured manner, despite the fact that web development process is unstructured. The project will focus on the legibility and coherence of the website. Coherence ensures users of the website are able to navigate through the site with ease, and also, the users are able to understand the content of the website, i.e. understandability. The websites legibility focus on making the website distinctive and memorable to the users. Moreover, the systems scalability, robustness and modifiability are addressed. Putting together all design purposes and the above stated factors, the structured development process will follow a defined route as outlined below. From the description given

Environmental Strategies Essay Example | Topics and Well Written Essays - 2250 words

Environmental Strategies - Essay Example The results are analyzed in relation with the discussions that were explained in literature review section. Based on the discussions made on global warming and its effects, both the organizations agreed to the fact that global warming is a significant problem and believe that it is important for them to act on it with immediate effect. As a service provider for Network Rail, Atkins limited believes that public is the major contributor for global warming. They suggest that with proper usage of rail networks, the usage of cars and trucks to travel can be avoided to a great extent and thereby, reducing the emission of greenhouse gases. The organizational heads believe that, because of recession in current economy, the issues related to environmental changes have lost their limelight and have taken a back step. With the climatic change meet scheduled to happen at Copenhagen in November, clients and service providers believe that the global warming issues will again be under the scanner. They expect the meeting to design long term plans to achieve the goal of reducing global emissions by 80% from the current level in 2050. On organizational perspective, as an example of companies practicing new strategies with the primary focus both on environment and customer, the rail network organization has come up with an A2B strategy for their business. By this strategy, they have kept the mitigation of climate change effects as one of the top requirements, on par with cost and maintenance activities. Based on the argument produced by Arvin Lazar regarding climate change becoming one of the top most agenda for organizations, the two organizations have different opinions on this issue. Being a part of the government of UK, Network rail has taken into consideration the environmental impact by green house gases, in their funding strategy. They have organized an environmental committee to promote them to a state where they have a clearer idea about the environmental impact caused by them. Whereas on the other hand, the contractors are concerned more about the quality of the product they deliver rather than climate change. They prioritize issues based on the client needs and believe that climate change would be considered as a top priority in the near future. On an introductory note, we can summarize the issues that the contractors and the client are challenged by implementing the environmental change strategies in their respective system. For the client, implementing the environmental strategies is in the pipeline but the only drawback they are facing is a failure of an estimation of the cost required to do the same. The contractors, due to recession are in a state of implementing environmental strategy only on compulsion from the client and hence it is yet to become their prime motive. Since there are no set of standards on implementing the strategies, both the clients and contractors believe that the implementation is not a onetime process. Government The government has introduced a program called Climate Change Program (CCP) to reduce Carbon content emission levels. But then, as (David 2008) suggests, the above program will not affect greatly on reducing the percentage of emissions. The contractors agree with this thought as their main goal is quality of work rather than leverage of taxes. The client side analysis shows that they believe the rules are only just to comply and suggest that legislations in Scotland have to certain extent,

Discussion 1 Week 6 Corporate-level Strategies Assignment

Discussion 1 Week 6 Corporate-level Strategies - Assignment Example The merger could increase tendencies for dependencies between the corporate partners. As such, two examples which would illustrate the manner in which each company would avoid risks of dependency are as follows: (1) one company could replicate a successfully implemented business model in new market segments within the industry (Hill and Jones); and (2) the corporate partner could differentiate its products (or services) by focusing on core competencies which appeal to their clientele. For instance, offering exemplary customer service through acknowledging loyal clients by name recognition or provision of perks and freebies. 2. From e-Activity, determine the fundamental drawbacks associated with horizontal integration. Suggest another corporate-level strategy that could redefine the Southwest business model and thus allow the company to increase its competitive advantage within a changing industry environment. Provide a rationale to support your response. The fundamental drawbacks associated with horizontal integration include being exposed to coming into conflict with the Federal Trade Commission (FTC) for potential violations of anti-trust laws which undermine fair competition. In addition, customers’ interests and purchasing power could also be jeopardized if major companies within the industry engage in horizontal integration and control or dictate market prices. As such, another corporate-level strategy that could redefine the Southwest business model and allow the company to increase its competitive advantage within the changing airlines industry is the application of vertical integration. Southwest could look into improving scheduling (queuing of airline routes to facilitate speed in the number and volume of flights). The strategy would assist in minimizing costs, as well as improving customer satisfaction through speed within which services

S5Ws7&8DQs Assignment Example | Topics and Well Written Essays - 1000 words

S5Ws7DQs - Assignment Example Among Fukuyama’s strongest arguments is the contention that weak nations are the causes of many of the problems experienced in the world. This is true owing to the fact that many of the issues affecting global order, security and stability stem from weak nations (Fukuyama, 1991). For instance, in the last one decade the United States and the world at large have had to face the plague of terrorism that has originated from weak nations like Afghanistan. Additionally, security issues along with global unrest have been witnessed in Iraq, and most recently the Arab spring in Tunisia, Libya, Bahrain, Egypt and Syria. All these examples are pointers to the strength and relevance of Fukuyama’s arguments that weak nations create problems for the world. Another equally strong argument is the fact that developed or rich nations ought to help weak countries develop for the sake of stability and peace in the world. A perfect example is the US assignment in Iraq and Afghanistan that have been aimed at stabilizing the region. The author has several arguments that are considered weak in the sense that they do not reflect the truth on the ground or are simply out of touch with the real situation. A typical example is the aspect of transferring functioning public institutions to developing countries. This approach has proved to be ineffective in the sense that institutions operating in developed countries may not work properly in weak nations owing to the different nature of the environment. International organizations along with non-governmental organizations play an instrumental role in the development particularly regarding state building projects. There is no doubt that the role played by these institutions is essential to nation building and their successes have been documented in several countries (Ottaway, 2002). As a result, every nation involves international organizations and

Advanced Management Accounting Essay Example | Topics and Well Written Essays - 2000 words - 1

Advanced Management Accounting - Essay Example Therefore, a company should consider the various forms of costing techniques for the purposes of controlling costs and making some important managerial decisions. The generally-used forms of costing techniques include absorption costing, marginal costing, activity based costing, throughput accounting, target costing and environmental accounting. Absorption costing is a technique of product costing that usually includes an appropriate share of a company’s total overheads in the total cost of a product, which are usually taken to entail an amount of overheads that reflects the effort and time that has been used in producing the product (Garrison, Noreen & Brewer, 2003). In arriving at the costs of the product using absorption costing an organization has to go through a three step-process involving allocation, apportionment and overhead absorption. The first step is allocation that entails a process where cost unit or cost center are identified and then those costs that are associated with each cost center are charged accordingly. Overheads clearly identifiable with costs centers are allocated to these cost centers but costs which cannot which cannot be identifiable to cost centers are allocated to general overhead cost centers. For example the cost of a warehouse security guard will be charged to the warehouse cost center but the heating and lighting costs would be charged to general overhead cost center. Under overhead apportionment an organization will start by sharing out of overheads within the general overhead cost centers between other cost centers using a fair basis of apportionment. After this stage of overhead apportionment, those costs that have been allocated to service cost centers are then apportioned to production cost centers including those that are directly allocated and the apportioned costs. Finally, absorption costing ends with absorbing those overheads that have been allocated and apportioned to production centers into the product cost

Foreign Direct Investment Assignment Example | Topics and Well Written Essays - 2750 words

Foreign Direct Investment - Assignment Example In other words, FDI inflows might supplement the limited financial resources which retard the growth of an economy. Moreover, FDI inflows could assist in technology transfers that could prove to be more efficient in terms of production and thus, be of high assistance to the developing economies especially in case of LDCs (Assadourian, 2005). On the other hand, too much dependence upon FDIs for economic development, from a particular host nation might turn detrimental in case that the latter exploits the former on such grounds. In addition, the recipient country also suffers if FDI inflows invigorate production processes which ultimately injure the environment. Moreover, in case the benefits of FDI inflows trickle down to any particular segment of the economy only, possibilities of social uprisings grow intense among those who are not directly benefitted out of the same (OECD, 2002). FDI outflows could be turn to be beneficial for the source economy through boosting its current accoun t position in terms of profit returns from sales made in the host economy. Moreover, prospects of rise in employment are also multiplied in the source economy when the raw materials produced in the host nation are brought in for manufacture of final goods. Lastly, technology and skill from the host nation are also passed into the home country, thus benefitting the latter. One of the highest costs incurred in FDI outflows is that of capital account deficits owing to a massive outflow in the initial phase. Secondly, the home country suffers from a current account deficit if the purpose of FDI outflow is to import low-cost raw materials (Vaidya, 2006). Determinants of FDI The primary factors which determine the flow of... The primary factors which determine the flow of FDI within an economy are – †¢ At the face of competition, the foreign investors often consider foreign investment to be beneficial for their long run growths against their rivals. Such a measure could help them in securing their foothold in a non-domestic market. †¢ Such measures are often adopted in order to maintain a long term relationship which might prove to be profitable in the future, either in terms of a sustained flow of cost efficient inputs or technology. Moreover, a long term commitment could be advantageous at times of bargain as well. †¢ In addition, involvement in new product in a foreign market is associated with economies of moving in first (Moosa, 2002). Answer to Question 2 The association between openness to trade and economic growth of an economy is a highly debatable topic. There exist theories as well as empirical evidences supporting and opposing the facts, so that the applicability of any one of them cannot be asserted in the true sense of the term. One robust theory which could be raised in support of the hypothesis is that lower the degree of trade restrictions in an economy, higher will be the inflow of export revenues in the nation which in turn boosts the national income of the economy. Moreover, abolition of restrictions over trade such as import tariffs or export quotas could help in extracting the benefits of comparative advantage which is beneficial in lowering the cost of production.

Cover Letter Handbook Essay Example for Free

Cover Letter Handbook Essay Register in the AIC Career Services database to view part-time and full-time jobs, work study opportunities, and internships in the Career Services web-page. View MonsterTrak jobs (jobs requiring 1-3 years) experience directly through the Career Services Job database. AIC Career Services is located in the Campus Center. E-mail: [emailprotected] or call 413-205-3237 to schedule an appointment Visit the college web-page at www.aic.edu, access the Career Services link to register. WHAT IS A COVER LETTER? A cover letter is an application or letter of interest for a particular job whether solicited from advertisement or non-solicited. A cover letter should always be included with a resume. A cover letter introduces a job hunter to an employer and indicates a desire for an interview with that employer. THREE COMPONENTS TO A COVER LETTER 1. First Paragraph: States the desired position and how you learned about the job. Job hunters find employment openings through the newspaper, school, an employee of the company, or the Internet. 2. Second Paragraph: Includes the body of the letter and explains why you should be hired by describing how your work experience qualifies you for the job. Refer the employer to the resume when describing qualifications. But do not repeat the same information that is in the resume. Indicate why you are interested in the company. (Use a third paragraph to further explain your qualifications and interests if necessary). 3. Final Paragraph: Indicates a desire for an interview. Include contact information and indicate the type of response you anticipate from the letter. Always detail how you will follow up on your application. With the exception of school districts, never end the cover letter with look forward to hearing from you soon. An employer (other than school districts) may not  call candidates so it is ineffective to put the ball in the employers court. As a freshman, your main concern is most probably what MAJOR to choose. There are a variety of different ways to help you determine a possible major: 1) Get feedback from friends and family or those who know you best. Often, they can share with you what skills or attributes you have and this can help you in your decision to choose a major or potential career. Remember to use their feedback only as assistance in your decision-making, and not as strict advice. 2) Take a values/skills/interests evaluation such as FOCUS that will assist to determine what kind of career you are interested in and also help with choosing a major. 3) Gain experience. Often, the best way to figure out your career path or major is to gain experience in fields that you are interested in. Look for a summer job or part-time job during school that will help you gain experience in a field that you are interested in. You can visit the career center or search online for employment. 4) Get involved with activities/groups/committees on your campus. This will not only be a way to socialize and build relationships, but is also a way to gain further experience and skills such as leadership, teamwork, community service, etc. 5) Take your general education requirements first. This will help you focus on future courses that will help you achieve your career goals. SOPHOMORE 1) Start to set goals for yourself: both Career and Personal: Examples: I will get a summer job that I am interested in I will work on my organization skills I will get work on my study skills and maintain my GPA 2) Do your best in school! Potential employers value an employee with good grades and high academic achievement. Doing well in school demonstrates that you have motivation, determination, and intellect. 3) Start working on a resume and cover letter that can be given to potential employers. The career center offers cover letter and resume-writing assistance. 4) Browse career literature in the career office or look online at different jobs you are interested in and the skills that each job requires. JUNIOR 1) Look into internships that align with your course of study. First, ask your advisor for contacts who offer internship experiences. The career center is a great place to search for internships. 2) Start developing a credential packet that can be sent to employers. This packet will include your resume, transcript, references, credential/certification documentations, and any other documentation that will enhance your opportunity to become employed. 3) Attend workshops that will build certain skills pertaining to your field of study and attend any career services workshops that are offered. 4) Update your resume periodically and have someone in the career office proof-read it along with any updated cover letters. SENIOR 1) Job search: Utilize the assistance of the career office and online websites. Attending job fairs is also a great way to meet employers. 2) Join associations within your field of study at a lower student rate. These memberships will also add credentials to your resume. 3) Mock interview: Practice your interviewing skills with a career services professional. 4) Maintain your credential packet that the career center can keep on file for you to send out to potential employers TIPS: Take care of yourself: physically and mentally. Make sure to get plenty of sleep and eat well. Exercising can also reduce stress and boost energy levels. Networking: The more people you know in a field that interests you, the better your chance is of getting a position in that field. Make yourself known to those who have connections and soon, you will have connections of your own. Keep options open. Your perfect job may not be the first one you get and being open to other locations, salaries, or populations can help you attain a job that will offer you the experience you need for future endeavors. Familiarize yourself with the latest technology in the career field you are interested in pursuing. Being knowledgeable of current technology is always an excellent asset to have and makes you more marketable.

Understanding the Short Story Brownies Essay Example for Free

Understanding the Short Story Brownies Essay Amongst the legion of newly talented American playwrights is Z. Z Parker, an African American author who is popularly known to be the master behind a number of recently published and highly praised short fiction stories across the United States. Included in one of his compilations â€Å"Drinking Coffee Elsewhere† is the short story entitled â€Å"Brownies† which depicts the story about a troop of young Black African-American girls and their encounters and personal experiences with regard to adversities of social discrimination in the entire American Country. Thus, the book depicts and illustrates both of the different faces of the society which is that of the good and dreadful side, more especially in the entire society of the United States wherein there is an evident divergence between the white and black people. In a sense, it is seen obvious that the story is fundamentally set to highlight and enlighten one of the major social problems in the entire American society in both ancient and modern days, which is that of the racial biases and/or discrimination among the Black African-American people. Thus, the story also aims to give a picture of the pessimistic consequences of such social differences between the American group of white and the black. For instance is the adverse incident wherein the troop of black African-American girls and the opposite color have collide and involved their selves into an awful brawl in response to the act of racial discrimination coming from the group of white girls. Hence, such illustration is an example as to how the writer has utilized the specific situations to depict the atrocities and cynicism that social discrimination incorporates in the society. On the other hand, it is also well represented that the society is made of both negative and positive notions wherein the people living in this world are all situated to experience both of the good and bad sides of the society. Through the narrative of one of the black African-American girls in the story, whose name is Laurel, she shares the story of her father’s encounter with a white family and recalls the moment her father said that, It was the only time hed have a white man on his knees doing something for a black man for free† (30). It is indeed an evident way of the writer to balance her depiction of the two faces of society which is that of the good and bad. In the end, it is evident that such book of Z. Z. Parker entitled â€Å"Brownies† is socially prearranged to depict and discuss the problems of society, more specifically in the United States, where Americans are seen to be alienated by this social difference and discrimination. Thus, the short story â€Å"Brownies† is indeed a paradigm of an outstanding socially significant story that presents valuable lessons for the readers and for the entire society. Work Cited Packer, ZZ. â€Å"Brownies. † In Drinking Coffee Elsewhere. New York, NY: The Berkley Publishing Group, 2003.

Supplier Relationship Importance And Supply Chain Management

Supplier Relationship Importance And Supply Chain Management In todays increasing economic environment, organisations are looking for new techniques to improve their competitive advantage. The focus of my research is in the area of purchasing which have now become a strategic function and a key reason in positioning competitively among all other competitors. The paper discusses that in recent years, the relationships between buyers and suppliers have been continuously receiving a considerable attention for effective operations within organisations. Traditionally, supplier-buyer relationships were regarded as adversarial, arms length transactions. However, the approach towards managing this relationship is changing and moving towards a more collaborative approach due to the fact that now suppliers are important sources to gain competitive advantage to operate in global markets in terms of their expertise, knowledge and ability of sharing risks. [Research paper Journal] The research aims to provide an understanding of supplier relationship management, factors of supplier evaluation and selection process, and the elements that contribute to the establishment of a productive customer/vendor relationships. Such a study is important for buyers to build and maintain effective relationships with their suppliers for consistent cost reductions while working together to mutually create revenues and other benefits. The paper recommends that this information may work as a reference guideline for buyers when initiating cooperative relationships with their supply sources resulting in advanced purchasing and strategic supply chain management in their organisation. The research method adopted in this dissertation is secondary exploring various business journals, business websites, textbooks and articles. Due to continuous new product developments, product innovations and increase in costs, managing supplier relationships will further become crucial in the near future. Due to this reason, therefore, this paper discusses the requirement of supplier relationships and how this shift in organisational strategy towards building relations has and will going to change the employees role, companys processes and organisational goals. The findings from this research provides an evidence of how companies have improved their supply chain operations through understanding the importance to develop effective supplier relationships as part of their core business activity for not only to achieve success within procurement department but also to successfully complete other supply chain cycle such as maintaining production flow at all times, planning accurately, inventory handling, logistical issues and achieving financial benefits. Examples included findings from large organisations of Hong Kong, Rolls Royce, GE, and Japanese firm Toyota. The main conclusion that can be drawn from this research is that every organisation must emphasise the need to actually develop world class suppliers that helps in building long-term relationships, reduction in costs, improved QCDS (quality, cost, delivery and service) criteria, improved customer service, mutual information sharing, reducing the NPI (new product inspection) costs and becoming world class organisation in the market. Introduction Nowadays, the majority of Organisations believe that their companys real assets are embedded in the quality of the relationships shared between the business and their stakeholders such as clients or customers, employees and suppliers. Developing and managing supplier relationship will be the main subject throughout this project. The objective of this research is to investigate the importance of the need to focus more on building collaborative relationships with their strategic suppliers by large manufacturing companies. With increase in globalisation and restructuring of several organisations, procurements role has changed focusing more towards costs, quality, flexibility and technology. [Herbig and OHara, 1995; Goh and Lau, 1999] In the previous years (traditionally), purchasing was considered as a secretarial function in which the buyer-supplier relationships were viewed as being adversarial and unsurprisingly results in a win/lose outcome. Before, business operations from manufacturing to assembling the finished goods were prepared in-house but now many organisations have moved towards a more combined approach where manufacturing firms have started concentrating more on their core competencies only and rest outsourcing nationally and internationally to satisfy their customer expectations. Organisations are going lean i.e. working towards continuous improvement, adopting just-in time and total quality management and eliminating wastes. This highlighted the requirement for most of the lean organisations to grow cooperative supplier-buyer relationships to achieve real productivity, improved design and quality that are unattainable unless the supplying partners assist in product innovation. Hence, several manufacturers have recognized their ability to become world class competitors based on establishing high levels of trust and cooperation among their suppliers. [They and Briggs (1994)] For example, highlighting the case of Rolls Royce, the engine manufacturer, that outsources 70% of their material from external supply chain and thats the reason Rolls Royce try to encourage their suppliers to work openly and jointly contributing to their performance. Rolls Royce belief in building good supplier relationships assures quality and competitiveness to their product offerings and helps to achieve customer standards. The growing face of domestic and global competition has led to understand the manufacturing companies to practise global sourcing which is a strategy to improve companies competitiveness in the international market through reducing costs, improving quality, increased exposure to universal technology, and improving delivery and reliability. A connection or association is known as a relationship. Relationships are said to be when individuals, organisations and internal or external groups to an enterprise interact. At recent times, relationship marketing describes long-term marketing strategy that emphasise on building and maintaining long-term relationships with customers rather than just focusing on one-time sale approach. At business level, relationship marketing is applied to variety of purchasing supplier relationships in the context of a broader network of interconnected purchasing, supplier and competitor organisations. Supplier relationship is defined as a systematic approach to supplier evaluation, selection and ongoing relationship management with the goal of cutting the costs of goods and services boosting profits? Supplier relationship management is a proactive approach of an ongoing business links to secure a competitive advantage within the organisation, focusing more on overall relationships between the supplier and the customer (buying organisation) rather than focusing on specific contracts. The idea is to develop trust and understanding of each others requirements and interests while providing assistance to each other. For example, Rolls Royce sends their experts to their sub-contract suppliers to improve their technology and performance standards. Such relationships bring profit and provide competitive advantage. [http://www.ogc.gov.uk/process_supplier_performance_and_contract_management_6368.asp] Today, most of the companies have realised that doing business jointly with their strategic suppliers will enhance their organisational ability to respond quickly to demand changes, focus on core business only and hence, results in implementing best practises. For example, Rolls Royce believes their supplier make very essential contribution to their business performance as over 70% of their manufacturing costs comes from external supply sources. focus more on their core competencies such as encouraging suppliers to work with transparency, openly and together to enhance continuous improvements. rather than Small to Medium size Enterprises and many local businesses use Transactional Purchasing whereas Large Enterprises use Relationship Purchasing to compete strongly in this economic climate. Transactional Purchasing Relationship purchasing Focus on short, discrete purchasing Focus on supplier retention Short-term orientation Long-term orientation Arms length Closeness Simple buyer-seller relationship Complicated, including internal relationships Emphasis on price, quality and delivery in the offered product No Innovation Emphasis on price, quality, delivery other factors, like innovative design as a collaborative exercise b/w purchaser and supplier Moderate supplier contacts High level of supplier contact with each contact being used to gain information strengthen the relationship Little sharing of information Significant sharing of information, including cost information and transparency Introducing Supply chain management The project is focused on process for choosing world class suppliers, importance of building supplier relationships, various supplier development approaches and process of negotiation required in purchasing that plays a vital role in todays supply chain management. Explaining what is supply chain management and its various elements that are necessary for the movement of goods and services within the business. Supply chain management consists of the intra and inter-organisational co-ordination of business functions that act as both transformative and support functions. This emphasises managing supply chain effectively must be a key activity within the businesses. [Mentzer et al. (2001)] Supply chain combines flow of materials, goods, and information (includes money) that floats within and between organisations linking with a variety of tangible and intangible facilitators, e.g. relationships, processes, activities and integrated information systems. Different views of supply chains are implemented in terms of a process when operations are emphasised, a logistical channel when emphasises marketing, a value chain whey looking at value added activities, and a demand chain when considering customer satisfaction. [Peck H. (2006)] Key elements of supply chain The key elements of supply chain are that links with each other by the movement of products. The following explains that supply chain starts and ends with the customer: [http://logistics.about.com/od/supplychainintroduction/a/into_scm.htm] Customer This is the customer that starts the value chain by deciding to make a purchase of a particular product for example, in an aviation industry procuring turbine blades or a fan shaft which is offered for sale by an organisation. At this stage, the customer contacts the sales team and places purchase order with a right quantity and delivered on a right date. If in case, this product needs manufacturing then the purchase order includes a requirement that must be fulfilling by the production facility. Planning The requirement for planning occurs when customers purchase order is received and processed with other existing orders. Production plans are created by the planning department to generate products to accomplish the customers order. If manufacturing requires, then raw materials are purchased to complete the process. Purchasing The list of materials e.g. raw materials and services is obtained which is required by the production department to complete the purchase order. Then purchasing team issues purchase orders to procure raw material from selected suppliers on their manufacturing site on a requisite date. Inventory The raw materials that are received from suppliers are checked for quality and moved into the warehouse. The invoice is received for the parts that are delivered by the supplier and then materials are stored until there is a demand from a production area. Production According to the production plan, the raw materials from the inventory are moved into the production area where product manufacturing takes place and creates the finished product. Once the parts are completed, they are again sent back to the warehouse and stored prior to delivery to the ultimate customer. Transportation Logistics department then finds the most efficient shipping method in order to achieve on-time delivery at the right date mentioned by the customer. After goods are received by the customer, an invoice is sent by the organisation (supplier) for delivered products. Outlining Case study: GE-Aviation In this project, there will be discussion on relationship purchasing within aviation industry considering GE Aviation as a case study. Suggesting methods of procurement and ways of maintaining GEs existing and new relationships with suppliers. On-line procurement is one of the major processes that I will be focusing in my project which GE adopts within their business that not only reduces the cost and saves time but also provides the right amount of communication with its suppliers at the right time. For example, GE-Aviation has its own department for RB211 jumbo jet engine where there are teams responsible for engineering, operations, purchasing and billing. The engine gets repaired and maintained on site. For RB211 engine type, GEs biggest supplier is Rolls Royce who is the OEMs and can provide material many times. Using SAP software within the whole organisation saves a huge amount of time for purchasing transactions and also makes easy for GE purchasing team to analyse demand raised and provide forecasting to their suppliers for each product by just looking into the system and working through its historical past. GE uses Relationship Purchasing in which they believe to maximise their revenue it is very important to have good supplier relationships. Some of the key approaches/strategies required before working towards building relationships are as follows: Selecting a world class supplier Companies that outsources internationally their materials opens the opportunity to identify potential suppliers, evaluate and reasonably short list them that result with the best supplier. This is considered as one of the most important process to perform by the procurement team that aims to choose the best supplier that ensures reliable supplies with low risk involved and maximises the overall value to the buyer. The following are the seven key steps involved in supplier evaluation and selection process: (Fig 7.5 Supplier evaluation and selection process [pg 163]) Recognise the need for supplier selection The first step is to recognise the actual need for selection of supplier. Purchasing team must work with new product development department in order to recognise future buying behaviours. Purchasing groups proactively select suppliers and anticipate demands rather than wait until a demand rises. The process to start this evaluation arises due to the following scenarios: Through new product development Poor performance received from existing internal and external suppliers Closure of the contract Procuring new tools and equipments Thinking to expand business into new markets or products Due to inadequate capacity of existing suppliers Throughout outsourcing and re-engineering analyses Deciding to reduce the size of the supply base Identifying the main sourcing requirements All the way through evaluation process, procurement team must keep an eye on what they are intended to do. Acquiring materials is not just important but also focus to meet specific requirements set by the other internal customer and indirectly by other supply chain members. For example, an aviation company like GE that makes engines has to buy all the machinery and spare parts along with buyers taking care to ensure a perfect quality products are delivered on time. Establishing sourcing strategy Developing purchasing strategies results in long term alliances that buyers look each time to compete in todays growing competition. Several vital strategic decisions that affect the selection of suppliers are: Picking single or multiple suppliers Creating short-term or long-term contracts Suppliers wish to develop working partnerships rather than arms length relations Working with suppliers that can provide support with product designs rather than those who cannot modify designs Having choice of local, domestic, foreign or global suppliers Therefore, sourcing strategies and policies must be carefully re-evaluated during supplier selection as requirements changes frequently in shorter times because of changing market conditions, changing consumer preferences and accustomed corporate goals. Identifying potential suppliers This stage identifies a list of suppliers that can actually have the capability to deliver of what is required by the customer. Buyers can use various numbers of sources to develop the preliminary list of supply sources by a quick search of company websites as well as long and detailed search for companies that can support with design and make specialised products. A rule of thumb must take place to determine the effort to be used into supplier selection by comparing the existing suppliers efficiency and strategic importance of an item because too much effort and expensive resources are wasted; too little effort and potential suppliers might be missed in this initial search criteria. Following are the sources of information widely-used to identify potential suppliers: Current suppliers Using existing suppliers who are already on the preferred list which are consistently meeting buyers requirements that reduces the purchasers time and effort in evaluation of supplier capabilities. But at the same time, existing supplier may not always provide the world class long term results and that is the reason why organisations scan information continuously to recognize potential new sources. Sales representatives and agents Marketing information received from these individuals can become a valuable source of information for new product offerings. Buyers keep this information in their file for future reference even if there is no urgent requirement for a supplier service. Internet searches Nowadays suppliers launch customer websites as part of their marketing approach and help the buyers with detailed information from a simple search of possible suppliers. Various other websites can also help in discovering and assessing important information like reviews, comparisons, comments, analyses and case studies of potential suppliers. Experience Experienced individuals working within purchasing team generally carries a wide knowledge about various capable suppliers as experienced buyers have already worked in a particular industry for many years and familiar with the main suppliers and their features. Internal sources Operating different business units within large organisations, each may have their own procurement department. Therefore, other units in the same organisation becomes a valuable source of information exchange to buyers through informal meetings, formal team sessions, an internal database, purchasing newsletters, etc. Limit suppliers in the selection pool At this stage, the procurement team must consolidate and analyse the information gathered on potential supply sources that helps them to make informed decisions. Getting a long list of suppliers is just the initial task but buyers then have to eliminate the weakest suppliers until they attain the strong shortlist. Therefore, the final supplier is then selected from this list. The following are the entry qualifiers features that influence buyers final decision [Howard (1998)]: Financial strength Appropriate business strategy Strong supportive management Proven manufacturing capability Design capability There are also many reasons that influence buyers decision to procure material on the following basis: Buying directly from the original manufacturer or distributor Original equipment manufacturers mostly offer lower prices that avoid the costs of wholesalers and retailers along with profit margins. The final choice must be considered on the basis of four factors including the size of the purchase, the manufacturers policies of direct sales, availability of storage at buyers facility, and the required additional services. Local, national, international and global suppliers Choosing international suppliers are more favourable as they usually offers the best price along with technical support but these have to be balanced by higher shipping costs, stocks, communication problems and common risks involved. Also, choosing local suppliers are considered more responsive to fluctuating demands, small deliveries and regular changes in purchase orders using Just-in-time method that not only supports local suppliers and allows the buyers to enhance local economy but also helps in building community goodwill. Large or small suppliers Usually buyers focus on suppliers capability to do the work rather than selecting on the basis of its size. But a buyer must keep in mind the unexpected increase in demands that can only be dealt by larger firms providing extra capacity to overcome these fluctuations. At the same time, in order to create a diversified supply base, buyers intentionally deal with smaller suppliers. Multiple or single sourcing When there are numerous different suppliers available then it becomes very difficult to make a decision of how many to use? Most of the organisations have chosen a trend to reduce the supply base that will benefit them accordingly. Determining method to select supplier This is the last stage where buyers are left with four to five suppliers in their shortlist and decide to evaluate these remaining organisations by looking at the alternatives in more detail for example, using supplier-provided information, supplier/customer visits, preferred list of suppliers and third-party information. Supplier-provided information Detailed information can be acquired through requesting price quotations. Information received from quotations are then used to understand the product description and supply which is then followed by another requests of a detailed cost breakdown of the price quoted by suppliers initially that must include the costs of labour, materials, overheads and profit as buyers also require operational details to finally evaluate them. Supplier visits One of the most efficient ways of getting an overall view of suppliers capabilities and performance is to visit suppliers facilities by a cross-functional team. Generally, these visits are expensive and time consuming so a buyer must balance their desire to gather as much information as possible confidentially. The following table shows important information points that a buyer must collect during its visit: Management capability Quality management Technology levels Planning and scheduling effectiveness Financial strength Personnel relations E-business capabilities Sophistication and efficiency of operations ISO certifications Skills, knowledge and experience of workforce Evidence of good management and housekeeping Types of inventory Nature of the goods inwards, stores and outwards areas Environmental practices Employee employment contracts Any significant changes planned or expected Contact details of key decision makers Use of preferred suppliers This is a list of suppliers created by the purchasers to reward their best suppliers that consistently meets their strict performance criteria. The list can also be used as an incentive to improve the existing suppliers performance and assessed accordingly. External or third-party information This consists of all the other information available about a potential supplier. For example, Total quality management is a system that insists suppliers to meet the quality standards as similar to buyers and generates a flow of related information throughout the supply chain. Selecting supplier and signing agreement This is the final step to choose the supplier followed by signing a contract. This includes different purchasing orders required for routine and major items, i.e. using standard purchase orders for routine items whereas, detailed negotiation is required to agree on specific details for major items that increases the complexity in the purchase order. Supplier evaluation criteria After considering various steps in selecting suppliers, the buying organisation must analyse the following questions with the supply organisation in order to progress outside their traditional purchasing relationships and possibilities for long term relationships with them: [Spekman (1988)] Has the supplier signified a dedication or willingness for a longer term relationship? Is the supplier enthusiastic to perform resources to develop this relationship? Is the supplier willing or able to participate at the early stage or throughout the stage of product design? Has supplier brought any unique service to the business? Is the supplier showed their interests or commitment towards customers problems and effectively solving them together? Is the supplier is interested in improvements and innovations in the operations? Is there any openness of sharing and exchanging information between both companies? How much knowledgeable is the supplier about the customers industry and business? Is the need for confidentially exchanged information taken seriously? Supplier management and development In todays time, the need to improve supplier performance is open in large or small organisations and for this reason; the purchasing teams must introduce a supplier relationship management (SRM) approach to achieve their organisational goals and success in global purchases of technology. Therefore, this calls for managing resources efficiently throughout supply chain collaborations, dedication required from supply managers, creating standardised best practices effectively and tools required for tracking and evaluating the results. The process must begin with effective supplier performance measures required to undertake strategic supply or procurement decisions for the organisation. [Minahan T. And Vigorose M. (2002)] Effective supplier performance measurements What to measure The factors important to assess the performance includes: Delivery performance The purchase orders that are sent to suppliers involves all the appropriate information on deliveries, with quantities, lead times and due dates. Therefore, it is buyers responsibility to check regularly that how well a supplier actually meets their expected conditions. Cost performance There are many ways that can measure cost performances for example, monitoring real price delivered by the supplier after adjusting increase in the prices (inflation). Quality performance In order to measure quality, the best criteria for buyers is to check that products are delivered in 100% perfect condition with no defects. This also includes comparing previous performances, latest performance with mutually agreed standards and various other figures. Other qualitative factors in supplier performance Factor Explanation Problem solving Suppliers attention to provide solutions to the problem Technical skills Comparing suppliers manufacturing capacity with other business suppliers Reporting progress Suppliers incomplete reporting of existing problems and identifying and communicating other potential problems Corrective action Suppliers timely response to requests for corrective actions and requests for changes Cost-reduction plans Suppliers enthusiasm to find techniques that helps to reduce the total purchase cost New-product development support Suppliers capability to reduce time and cost required for new product development Buyer/seller compatibility Rating subjectively how well a purchasing firm and a supplier work together Therefore, the above are various other factors that help the buyers to measure the suppliers technical ability and closeness of both parties relationships. Reporting frequency This includes preparing reports to provide a clear feedback to supplier on their performance. Purchasing management must communicate with their buyers to send these reports by reviewing them weekly, monthly, quarterly or annually which is then followed with more face-to-face team meeting that reviews their actual performance, discussion on targets, identify potential improvements, examine changes, and so on. Any problems (for example, supplier fails to meet the required standard) occurred during crucial time must be addressed with special reports and meetings to avoid any financial and operational problems. Use of measurement data Procurement staff can make use of data collected from its measurement systems in many ways including: Identifying suppliers which are not meeting the performance goals and highlighting areas that calls for improvements, followed by corrective actions taken to raise the performance to acceptable levels or else finding new suppliers. It helps in discovering excellent performances achieved from supplier which then helps identify preferred suppliers that qualify for long term alliances. It also recognises the worst performing suppliers that are continuously not improving and needs to be removed from supply base whereas offering more work to superior suppliers. Supplier measurement techniques There are three techniques discussed for evaluating performance of suppliers, each differs in their use, level of subjectivity, resources required and implementing cost. Categorical techniques These techniques considers a particular aspect of performance, for example lead time and classifies a set of categories for performance rating as excellent, good, fair or poor and therefore, helps buyers in deciding which supplier is good or bad. This is an easiest system of measurement, easy to use, comparatively inexpensive and also the most subjective. There are some drawbacks of using this technique as they do not provide a clear analysis of performance, slower than automated systems and regarded as the lowest of the three techniques in terms of reliability. Scoring model This method overcomes the subjectivity of categorical technique by calculating a weighted score for different performance categories. This is more reliable and requires reasonable implementation cost providing flexibility for buyers to change the categories included as well as weights allocated to each. Cost-based techniques -This technique is the most comprehensive that can help the buying organisation to look for the total cost required for doing business with a particular supplier by identifying the lowest purchase price is not always the lowest cost of acquisition. Hence, this technique works through collecting data from the purchasing firms information system, analysing the total cost including the additional occurring costs whenever a supplier fails to perform as per expected by the buyer. This can be calculated using formula of supplier performance index (SPI) SPI = Total pur Supplier Relationship Importance And Supply Chain Management Supplier Relationship Importance And Supply Chain Management In todays increasing economic environment, organisations are looking for new techniques to improve their competitive advantage. The focus of my research is in the area of purchasing which have now become a strategic function and a key reason in positioning competitively among all other competitors. The paper discusses that in recent years, the relationships between buyers and suppliers have been continuously receiving a considerable attention for effective operations within organisations. Traditionally, supplier-buyer relationships were regarded as adversarial, arms length transactions. However, the approach towards managing this relationship is changing and moving towards a more collaborative approach due to the fact that now suppliers are important sources to gain competitive advantage to operate in global markets in terms of their expertise, knowledge and ability of sharing risks. [Research paper Journal] The research aims to provide an understanding of supplier relationship management, factors of supplier evaluation and selection process, and the elements that contribute to the establishment of a productive customer/vendor relationships. Such a study is important for buyers to build and maintain effective relationships with their suppliers for consistent cost reductions while working together to mutually create revenues and other benefits. The paper recommends that this information may work as a reference guideline for buyers when initiating cooperative relationships with their supply sources resulting in advanced purchasing and strategic supply chain management in their organisation. The research method adopted in this dissertation is secondary exploring various business journals, business websites, textbooks and articles. Due to continuous new product developments, product innovations and increase in costs, managing supplier relationships will further become crucial in the near future. Due to this reason, therefore, this paper discusses the requirement of supplier relationships and how this shift in organisational strategy towards building relations has and will going to change the employees role, companys processes and organisational goals. The findings from this research provides an evidence of how companies have improved their supply chain operations through understanding the importance to develop effective supplier relationships as part of their core business activity for not only to achieve success within procurement department but also to successfully complete other supply chain cycle such as maintaining production flow at all times, planning accurately, inventory handling, logistical issues and achieving financial benefits. Examples included findings from large organisations of Hong Kong, Rolls Royce, GE, and Japanese firm Toyota. The main conclusion that can be drawn from this research is that every organisation must emphasise the need to actually develop world class suppliers that helps in building long-term relationships, reduction in costs, improved QCDS (quality, cost, delivery and service) criteria, improved customer service, mutual information sharing, reducing the NPI (new product inspection) costs and becoming world class organisation in the market. Introduction Nowadays, the majority of Organisations believe that their companys real assets are embedded in the quality of the relationships shared between the business and their stakeholders such as clients or customers, employees and suppliers. Developing and managing supplier relationship will be the main subject throughout this project. The objective of this research is to investigate the importance of the need to focus more on building collaborative relationships with their strategic suppliers by large manufacturing companies. With increase in globalisation and restructuring of several organisations, procurements role has changed focusing more towards costs, quality, flexibility and technology. [Herbig and OHara, 1995; Goh and Lau, 1999] In the previous years (traditionally), purchasing was considered as a secretarial function in which the buyer-supplier relationships were viewed as being adversarial and unsurprisingly results in a win/lose outcome. Before, business operations from manufacturing to assembling the finished goods were prepared in-house but now many organisations have moved towards a more combined approach where manufacturing firms have started concentrating more on their core competencies only and rest outsourcing nationally and internationally to satisfy their customer expectations. Organisations are going lean i.e. working towards continuous improvement, adopting just-in time and total quality management and eliminating wastes. This highlighted the requirement for most of the lean organisations to grow cooperative supplier-buyer relationships to achieve real productivity, improved design and quality that are unattainable unless the supplying partners assist in product innovation. Hence, several manufacturers have recognized their ability to become world class competitors based on establishing high levels of trust and cooperation among their suppliers. [They and Briggs (1994)] For example, highlighting the case of Rolls Royce, the engine manufacturer, that outsources 70% of their material from external supply chain and thats the reason Rolls Royce try to encourage their suppliers to work openly and jointly contributing to their performance. Rolls Royce belief in building good supplier relationships assures quality and competitiveness to their product offerings and helps to achieve customer standards. The growing face of domestic and global competition has led to understand the manufacturing companies to practise global sourcing which is a strategy to improve companies competitiveness in the international market through reducing costs, improving quality, increased exposure to universal technology, and improving delivery and reliability. A connection or association is known as a relationship. Relationships are said to be when individuals, organisations and internal or external groups to an enterprise interact. At recent times, relationship marketing describes long-term marketing strategy that emphasise on building and maintaining long-term relationships with customers rather than just focusing on one-time sale approach. At business level, relationship marketing is applied to variety of purchasing supplier relationships in the context of a broader network of interconnected purchasing, supplier and competitor organisations. Supplier relationship is defined as a systematic approach to supplier evaluation, selection and ongoing relationship management with the goal of cutting the costs of goods and services boosting profits? Supplier relationship management is a proactive approach of an ongoing business links to secure a competitive advantage within the organisation, focusing more on overall relationships between the supplier and the customer (buying organisation) rather than focusing on specific contracts. The idea is to develop trust and understanding of each others requirements and interests while providing assistance to each other. For example, Rolls Royce sends their experts to their sub-contract suppliers to improve their technology and performance standards. Such relationships bring profit and provide competitive advantage. [http://www.ogc.gov.uk/process_supplier_performance_and_contract_management_6368.asp] Today, most of the companies have realised that doing business jointly with their strategic suppliers will enhance their organisational ability to respond quickly to demand changes, focus on core business only and hence, results in implementing best practises. For example, Rolls Royce believes their supplier make very essential contribution to their business performance as over 70% of their manufacturing costs comes from external supply sources. focus more on their core competencies such as encouraging suppliers to work with transparency, openly and together to enhance continuous improvements. rather than Small to Medium size Enterprises and many local businesses use Transactional Purchasing whereas Large Enterprises use Relationship Purchasing to compete strongly in this economic climate. Transactional Purchasing Relationship purchasing Focus on short, discrete purchasing Focus on supplier retention Short-term orientation Long-term orientation Arms length Closeness Simple buyer-seller relationship Complicated, including internal relationships Emphasis on price, quality and delivery in the offered product No Innovation Emphasis on price, quality, delivery other factors, like innovative design as a collaborative exercise b/w purchaser and supplier Moderate supplier contacts High level of supplier contact with each contact being used to gain information strengthen the relationship Little sharing of information Significant sharing of information, including cost information and transparency Introducing Supply chain management The project is focused on process for choosing world class suppliers, importance of building supplier relationships, various supplier development approaches and process of negotiation required in purchasing that plays a vital role in todays supply chain management. Explaining what is supply chain management and its various elements that are necessary for the movement of goods and services within the business. Supply chain management consists of the intra and inter-organisational co-ordination of business functions that act as both transformative and support functions. This emphasises managing supply chain effectively must be a key activity within the businesses. [Mentzer et al. (2001)] Supply chain combines flow of materials, goods, and information (includes money) that floats within and between organisations linking with a variety of tangible and intangible facilitators, e.g. relationships, processes, activities and integrated information systems. Different views of supply chains are implemented in terms of a process when operations are emphasised, a logistical channel when emphasises marketing, a value chain whey looking at value added activities, and a demand chain when considering customer satisfaction. [Peck H. (2006)] Key elements of supply chain The key elements of supply chain are that links with each other by the movement of products. The following explains that supply chain starts and ends with the customer: [http://logistics.about.com/od/supplychainintroduction/a/into_scm.htm] Customer This is the customer that starts the value chain by deciding to make a purchase of a particular product for example, in an aviation industry procuring turbine blades or a fan shaft which is offered for sale by an organisation. At this stage, the customer contacts the sales team and places purchase order with a right quantity and delivered on a right date. If in case, this product needs manufacturing then the purchase order includes a requirement that must be fulfilling by the production facility. Planning The requirement for planning occurs when customers purchase order is received and processed with other existing orders. Production plans are created by the planning department to generate products to accomplish the customers order. If manufacturing requires, then raw materials are purchased to complete the process. Purchasing The list of materials e.g. raw materials and services is obtained which is required by the production department to complete the purchase order. Then purchasing team issues purchase orders to procure raw material from selected suppliers on their manufacturing site on a requisite date. Inventory The raw materials that are received from suppliers are checked for quality and moved into the warehouse. The invoice is received for the parts that are delivered by the supplier and then materials are stored until there is a demand from a production area. Production According to the production plan, the raw materials from the inventory are moved into the production area where product manufacturing takes place and creates the finished product. Once the parts are completed, they are again sent back to the warehouse and stored prior to delivery to the ultimate customer. Transportation Logistics department then finds the most efficient shipping method in order to achieve on-time delivery at the right date mentioned by the customer. After goods are received by the customer, an invoice is sent by the organisation (supplier) for delivered products. Outlining Case study: GE-Aviation In this project, there will be discussion on relationship purchasing within aviation industry considering GE Aviation as a case study. Suggesting methods of procurement and ways of maintaining GEs existing and new relationships with suppliers. On-line procurement is one of the major processes that I will be focusing in my project which GE adopts within their business that not only reduces the cost and saves time but also provides the right amount of communication with its suppliers at the right time. For example, GE-Aviation has its own department for RB211 jumbo jet engine where there are teams responsible for engineering, operations, purchasing and billing. The engine gets repaired and maintained on site. For RB211 engine type, GEs biggest supplier is Rolls Royce who is the OEMs and can provide material many times. Using SAP software within the whole organisation saves a huge amount of time for purchasing transactions and also makes easy for GE purchasing team to analyse demand raised and provide forecasting to their suppliers for each product by just looking into the system and working through its historical past. GE uses Relationship Purchasing in which they believe to maximise their revenue it is very important to have good supplier relationships. Some of the key approaches/strategies required before working towards building relationships are as follows: Selecting a world class supplier Companies that outsources internationally their materials opens the opportunity to identify potential suppliers, evaluate and reasonably short list them that result with the best supplier. This is considered as one of the most important process to perform by the procurement team that aims to choose the best supplier that ensures reliable supplies with low risk involved and maximises the overall value to the buyer. The following are the seven key steps involved in supplier evaluation and selection process: (Fig 7.5 Supplier evaluation and selection process [pg 163]) Recognise the need for supplier selection The first step is to recognise the actual need for selection of supplier. Purchasing team must work with new product development department in order to recognise future buying behaviours. Purchasing groups proactively select suppliers and anticipate demands rather than wait until a demand rises. The process to start this evaluation arises due to the following scenarios: Through new product development Poor performance received from existing internal and external suppliers Closure of the contract Procuring new tools and equipments Thinking to expand business into new markets or products Due to inadequate capacity of existing suppliers Throughout outsourcing and re-engineering analyses Deciding to reduce the size of the supply base Identifying the main sourcing requirements All the way through evaluation process, procurement team must keep an eye on what they are intended to do. Acquiring materials is not just important but also focus to meet specific requirements set by the other internal customer and indirectly by other supply chain members. For example, an aviation company like GE that makes engines has to buy all the machinery and spare parts along with buyers taking care to ensure a perfect quality products are delivered on time. Establishing sourcing strategy Developing purchasing strategies results in long term alliances that buyers look each time to compete in todays growing competition. Several vital strategic decisions that affect the selection of suppliers are: Picking single or multiple suppliers Creating short-term or long-term contracts Suppliers wish to develop working partnerships rather than arms length relations Working with suppliers that can provide support with product designs rather than those who cannot modify designs Having choice of local, domestic, foreign or global suppliers Therefore, sourcing strategies and policies must be carefully re-evaluated during supplier selection as requirements changes frequently in shorter times because of changing market conditions, changing consumer preferences and accustomed corporate goals. Identifying potential suppliers This stage identifies a list of suppliers that can actually have the capability to deliver of what is required by the customer. Buyers can use various numbers of sources to develop the preliminary list of supply sources by a quick search of company websites as well as long and detailed search for companies that can support with design and make specialised products. A rule of thumb must take place to determine the effort to be used into supplier selection by comparing the existing suppliers efficiency and strategic importance of an item because too much effort and expensive resources are wasted; too little effort and potential suppliers might be missed in this initial search criteria. Following are the sources of information widely-used to identify potential suppliers: Current suppliers Using existing suppliers who are already on the preferred list which are consistently meeting buyers requirements that reduces the purchasers time and effort in evaluation of supplier capabilities. But at the same time, existing supplier may not always provide the world class long term results and that is the reason why organisations scan information continuously to recognize potential new sources. Sales representatives and agents Marketing information received from these individuals can become a valuable source of information for new product offerings. Buyers keep this information in their file for future reference even if there is no urgent requirement for a supplier service. Internet searches Nowadays suppliers launch customer websites as part of their marketing approach and help the buyers with detailed information from a simple search of possible suppliers. Various other websites can also help in discovering and assessing important information like reviews, comparisons, comments, analyses and case studies of potential suppliers. Experience Experienced individuals working within purchasing team generally carries a wide knowledge about various capable suppliers as experienced buyers have already worked in a particular industry for many years and familiar with the main suppliers and their features. Internal sources Operating different business units within large organisations, each may have their own procurement department. Therefore, other units in the same organisation becomes a valuable source of information exchange to buyers through informal meetings, formal team sessions, an internal database, purchasing newsletters, etc. Limit suppliers in the selection pool At this stage, the procurement team must consolidate and analyse the information gathered on potential supply sources that helps them to make informed decisions. Getting a long list of suppliers is just the initial task but buyers then have to eliminate the weakest suppliers until they attain the strong shortlist. Therefore, the final supplier is then selected from this list. The following are the entry qualifiers features that influence buyers final decision [Howard (1998)]: Financial strength Appropriate business strategy Strong supportive management Proven manufacturing capability Design capability There are also many reasons that influence buyers decision to procure material on the following basis: Buying directly from the original manufacturer or distributor Original equipment manufacturers mostly offer lower prices that avoid the costs of wholesalers and retailers along with profit margins. The final choice must be considered on the basis of four factors including the size of the purchase, the manufacturers policies of direct sales, availability of storage at buyers facility, and the required additional services. Local, national, international and global suppliers Choosing international suppliers are more favourable as they usually offers the best price along with technical support but these have to be balanced by higher shipping costs, stocks, communication problems and common risks involved. Also, choosing local suppliers are considered more responsive to fluctuating demands, small deliveries and regular changes in purchase orders using Just-in-time method that not only supports local suppliers and allows the buyers to enhance local economy but also helps in building community goodwill. Large or small suppliers Usually buyers focus on suppliers capability to do the work rather than selecting on the basis of its size. But a buyer must keep in mind the unexpected increase in demands that can only be dealt by larger firms providing extra capacity to overcome these fluctuations. At the same time, in order to create a diversified supply base, buyers intentionally deal with smaller suppliers. Multiple or single sourcing When there are numerous different suppliers available then it becomes very difficult to make a decision of how many to use? Most of the organisations have chosen a trend to reduce the supply base that will benefit them accordingly. Determining method to select supplier This is the last stage where buyers are left with four to five suppliers in their shortlist and decide to evaluate these remaining organisations by looking at the alternatives in more detail for example, using supplier-provided information, supplier/customer visits, preferred list of suppliers and third-party information. Supplier-provided information Detailed information can be acquired through requesting price quotations. Information received from quotations are then used to understand the product description and supply which is then followed by another requests of a detailed cost breakdown of the price quoted by suppliers initially that must include the costs of labour, materials, overheads and profit as buyers also require operational details to finally evaluate them. Supplier visits One of the most efficient ways of getting an overall view of suppliers capabilities and performance is to visit suppliers facilities by a cross-functional team. Generally, these visits are expensive and time consuming so a buyer must balance their desire to gather as much information as possible confidentially. The following table shows important information points that a buyer must collect during its visit: Management capability Quality management Technology levels Planning and scheduling effectiveness Financial strength Personnel relations E-business capabilities Sophistication and efficiency of operations ISO certifications Skills, knowledge and experience of workforce Evidence of good management and housekeeping Types of inventory Nature of the goods inwards, stores and outwards areas Environmental practices Employee employment contracts Any significant changes planned or expected Contact details of key decision makers Use of preferred suppliers This is a list of suppliers created by the purchasers to reward their best suppliers that consistently meets their strict performance criteria. The list can also be used as an incentive to improve the existing suppliers performance and assessed accordingly. External or third-party information This consists of all the other information available about a potential supplier. For example, Total quality management is a system that insists suppliers to meet the quality standards as similar to buyers and generates a flow of related information throughout the supply chain. Selecting supplier and signing agreement This is the final step to choose the supplier followed by signing a contract. This includes different purchasing orders required for routine and major items, i.e. using standard purchase orders for routine items whereas, detailed negotiation is required to agree on specific details for major items that increases the complexity in the purchase order. Supplier evaluation criteria After considering various steps in selecting suppliers, the buying organisation must analyse the following questions with the supply organisation in order to progress outside their traditional purchasing relationships and possibilities for long term relationships with them: [Spekman (1988)] Has the supplier signified a dedication or willingness for a longer term relationship? Is the supplier enthusiastic to perform resources to develop this relationship? Is the supplier willing or able to participate at the early stage or throughout the stage of product design? Has supplier brought any unique service to the business? Is the supplier showed their interests or commitment towards customers problems and effectively solving them together? Is the supplier is interested in improvements and innovations in the operations? Is there any openness of sharing and exchanging information between both companies? How much knowledgeable is the supplier about the customers industry and business? Is the need for confidentially exchanged information taken seriously? Supplier management and development In todays time, the need to improve supplier performance is open in large or small organisations and for this reason; the purchasing teams must introduce a supplier relationship management (SRM) approach to achieve their organisational goals and success in global purchases of technology. Therefore, this calls for managing resources efficiently throughout supply chain collaborations, dedication required from supply managers, creating standardised best practices effectively and tools required for tracking and evaluating the results. The process must begin with effective supplier performance measures required to undertake strategic supply or procurement decisions for the organisation. [Minahan T. And Vigorose M. (2002)] Effective supplier performance measurements What to measure The factors important to assess the performance includes: Delivery performance The purchase orders that are sent to suppliers involves all the appropriate information on deliveries, with quantities, lead times and due dates. Therefore, it is buyers responsibility to check regularly that how well a supplier actually meets their expected conditions. Cost performance There are many ways that can measure cost performances for example, monitoring real price delivered by the supplier after adjusting increase in the prices (inflation). Quality performance In order to measure quality, the best criteria for buyers is to check that products are delivered in 100% perfect condition with no defects. This also includes comparing previous performances, latest performance with mutually agreed standards and various other figures. Other qualitative factors in supplier performance Factor Explanation Problem solving Suppliers attention to provide solutions to the problem Technical skills Comparing suppliers manufacturing capacity with other business suppliers Reporting progress Suppliers incomplete reporting of existing problems and identifying and communicating other potential problems Corrective action Suppliers timely response to requests for corrective actions and requests for changes Cost-reduction plans Suppliers enthusiasm to find techniques that helps to reduce the total purchase cost New-product development support Suppliers capability to reduce time and cost required for new product development Buyer/seller compatibility Rating subjectively how well a purchasing firm and a supplier work together Therefore, the above are various other factors that help the buyers to measure the suppliers technical ability and closeness of both parties relationships. Reporting frequency This includes preparing reports to provide a clear feedback to supplier on their performance. Purchasing management must communicate with their buyers to send these reports by reviewing them weekly, monthly, quarterly or annually which is then followed with more face-to-face team meeting that reviews their actual performance, discussion on targets, identify potential improvements, examine changes, and so on. Any problems (for example, supplier fails to meet the required standard) occurred during crucial time must be addressed with special reports and meetings to avoid any financial and operational problems. Use of measurement data Procurement staff can make use of data collected from its measurement systems in many ways including: Identifying suppliers which are not meeting the performance goals and highlighting areas that calls for improvements, followed by corrective actions taken to raise the performance to acceptable levels or else finding new suppliers. It helps in discovering excellent performances achieved from supplier which then helps identify preferred suppliers that qualify for long term alliances. It also recognises the worst performing suppliers that are continuously not improving and needs to be removed from supply base whereas offering more work to superior suppliers. Supplier measurement techniques There are three techniques discussed for evaluating performance of suppliers, each differs in their use, level of subjectivity, resources required and implementing cost. Categorical techniques These techniques considers a particular aspect of performance, for example lead time and classifies a set of categories for performance rating as excellent, good, fair or poor and therefore, helps buyers in deciding which supplier is good or bad. This is an easiest system of measurement, easy to use, comparatively inexpensive and also the most subjective. There are some drawbacks of using this technique as they do not provide a clear analysis of performance, slower than automated systems and regarded as the lowest of the three techniques in terms of reliability. Scoring model This method overcomes the subjectivity of categorical technique by calculating a weighted score for different performance categories. This is more reliable and requires reasonable implementation cost providing flexibility for buyers to change the categories included as well as weights allocated to each. Cost-based techniques -This technique is the most comprehensive that can help the buying organisation to look for the total cost required for doing business with a particular supplier by identifying the lowest purchase price is not always the lowest cost of acquisition. Hence, this technique works through collecting data from the purchasing firms information system, analysing the total cost including the additional occurring costs whenever a supplier fails to perform as per expected by the buyer. This can be calculated using formula of supplier performance index (SPI) SPI = Total pur

A Study of Winter Poetry Essay -- Environment, Winter, Spring

I chose to study winter poetry because I often focus on the cold and harsh conditions, rather than the beauty present. These poems are excellent in making one see past the bleakness, and toward the magnificence of the dazzling light. The beginnings of both â€Å"Winter† and â€Å"The Winter’s Spring† mention the loneliness and coldness of winter. This helps the audience find common ground with the poet, since it is easier to see winter as ugly rather than beautiful. In â€Å"The Winter’s Spring†, â€Å"The winter comes; I walk alone† (1), asks the audience to follow as no one, but the author believes the in the beauty of winter. â€Å"I want no bird to sing† (2) sounds hostile and reclusive, and is reinforced as the author claims to keep his heart his own. Already, the audience views the author as a cold and unloved being. Instead, the following stanzas contrast with the first, and winter is compared to spring. Nature imagery, like â€Å"the foliage of the woods† (25) and a white dove’s caring wing are likened to winter. In the poem, the foliage covering the bare trees is the snow, as is the white dove’s wing gently covering everything.  "The Winter’s Spring† also uses words that create a heavenly image, like the â€Å"Christmas rose† (also known as the Lenten rose), â€Å"white†, â€Å"piercing light†, â€Å"dazzled†, and â€Å"white dove† (7,16, 17,22). This contrasts with the audience’s initials views of a lonely and hostile winter, instead suggesting winter emulates the look of heaven. Likewise, the poem â€Å"Winter† starts with a violent mood, filled with negative connotations: â€Å"Clouded with snow/ The cold winds blow,/ and shrill on leafless bough/ The robin with its burning breast/ Alone sings now† (1-5). There is sensory and sound imagery of a cold snowstorm, and of a bird singing... ...ly to â€Å"Winter†, except that the negative connotations are confined to the first three lines out of thirty, rather than over a third of the poem. Thus, a far greater amount of the poem is used in praise of winter and the remainder is the author gushing over the beauty of winter, by using it as a metaphor to spring. He never wants spring to come, because the winter’s spring is better. Examples include the â€Å"snow-white meadows† and the â€Å"White Easter of the year in bud† (18,27), with meadows, Easter and flower buds all commonly associated with spring and rebirth, not winter. The recurring and repetitive comparisons in this poem effectively assert the magnificence of winter. Both of these poems effectively persuade the audience, by first acknowledging the ugliness of winter, but then using common and varied devices like contrast and imagery to praise winter’s beauty.