Significant Events in the Middle East After 1850 Term Paper

Significant Events in the Middle East After 1850 - Term Paper Example Saddam hated living with the step father which prompted him to move to his uncles, subsequent to his release from prison. At this point Saddam was a 10-year-old boy. Saddam then went to Baghdad to continue with his schooling where he joined high school. But, he enjoyed politics than school. To his rescue, his uncle helped him make a debut in politics. In 1957, he joined his uncles party Baath. His membership started with a low tone, until 1959 when he was appointed a member of the squad Assassination. He, however, fled Iraq after a failed assassination attempt in the same year, of the then prime minister. Then he went to Syria for one month and then to Egypt, where he stayed for three years in exile. Saddam was a brutal and ruthless president as depicted by most of his actions during his time as the president of Iraq. For instance, he executed three hundred military officers in the year 1982, after their rebellion on his approach of fighting with Iraq. He ousted out of power in 2003 by US forces and after he was found guilty of various human atrocities he was hung in 2006. (thefamouspeople.com, 2010) Yasser Arafat was born in 1929 in the city of Cairo by a Palestinian father with an ancestry of Egypt and his mother was a Palestinian. His mother died while he was just 5 years of age. Subsequently, he moved to live with a material uncle in the city of Jerusalem. After living in Jerusalem for four years, his father took him back to the city of Cairo to be taken care of by an elder sister alongside other siblings. he never attended his fathers funeral in the year 1952. While in Cairo, before age 17, Arafat used to smuggle fire arms to Palestine with the aim of their being used against the Jews and the British. During the period of the war between the Arab states and the Jews, he abandoned his studies at Cairo University so as to go and battle against the Jews around the area of Gaza. He later

Implementation of an IT Project †A First Hand Account Essay Example for Free

Implementation of an IT Project – A First Hand Account Essay With innovation of computers, the business world is changing very fast as seen during the last 3 decades. Due to the advances in IT and Communications technology, the world has become a global village. The business opportunities have multiplied due to opening up of global markets. But so have the challenges. No economy is isolated or transparent from rest of the economies. Industries are expected to offer custom designed products at most competitive rates in shortest possible time. Even the multinational organizations operating in many countries across the world have been facing these challenges. One of the answers to these challenges they have been relying upon is to introduce Information Communications Technology in their organizations and leverage upon them to meet these challenges. In this document, we describe a case of one company in a country. This company was a part of a US based multinational group which decided to implement Oracle e Business 11i suite at all its units worldwide so as to consolidate required information at its headquarters at US. To comply with the requirement, this unit also decided to implement Oracle e Business Suite at its plant offices. How this implementation was planned, what were the objectives, what measures were taken to ensure conformity with the project plan, how the changeover to new software was planned, how the business associates were affected and what steps were initiated to ensure that the envisaged benefits actually accrue, is described in this document. Also various activities right from the initiation of the project, the project organization, roles and responsibilities, communications and reporting with the principals are also described. Implementation of an IT Project – A First Hand Account : EXCEL Auto Components Pvt Ltd EACL (a hypothetical name) is a part of a multinational EXCEL Group having its headquarters in US and group companies located all over the world. The Group is engaged in manufacture of engines, compressors, generating sets automobile components worldwide. EACL is engaged in manufacture of Automobile and engine components. Much of the orders received by EACL being repeat orders, are based on exiting design and technology. Besides these, there are sizable number of orders based on the same technology but involve a fresh design and prototype development, before the commercial production takes place. EACL is a subsidiary company of Excel Industries Ltd EIL which the main company of the group within the country. EIL centralizes many activities of the group and looks after these activities of the group companies in that country. Information Communication Technology is one of such activities which EIL handles for all group companies in the country. EIL handles IT Infrastructure management, Software Applications Management and other related activities for all group companies in the country. Recently the Corporate HQ at US has announced a decision to standardize on Business Application Software, directing all group companies worldwide to implement and switch over to Oracle 11i e Business Suite within a period of 18 months. Accordingly all companies had implemented and switched over to Oracle 11i except for EACL where the implementation had to be called of for various reasons, lack of in-house IT staff being one of them. Later on it was taken up once again. This time EIL Looked for an IT Consultant to be placed on site with the total responsibility of implementing Oracle 11i, with the help of Functional Consultants from EIL and a cross functional team of users from EACL. A person was found suitable and was placed on site at EACL to handle complete, end to end implementation of this project. He was to report to Lies Program Manager and was to be assisted by a Project Team comprising of 6 Functional Consultants from EIL and 5 Key Users from EACL, drawn from relevant functional areas. While EIL consultants had prior experience of Oracle ii1 implementation in their own company, EACL Consultants did not have any experience even of other ERP Products or any other applications. They – like most other users of EACL, had an exposure limited only to Microsoft Office Suite. However, most of them were young, fresh Mechanical Engineers very enthusiastic about the project. Similarly for EIL also this was their maiden experience to implement Oracle 11i at a company other than their own company. So everyone was totally charged up to take up this challenge. The assignment was clear for the Project Manager. Oracle 11i e Business Suite comprising of Financial, Manufacturing, Supply Chain Management and Order Management Modules was required to be implemented within a time frame of 6 calendar months with the help of the Project Team assigned. CEO of EACL was fully backing this project and he had publicly instructed two senior most managers at the site – Plant Head and Finance Controller – to ensure full support resource commitments to the project. The Project implementation required to covered Plant as well as a Marketing office located in two different cities. CEO was also located in the Marketing Office. Objectives : The Objectives set out for the project included 20% reduction in investment in Inventory due to savings in inventory carrying cost and improvement in the planning process, Reduction in throughput time by 20% (increase i production sales and improvement in sales margins), Fast Order Execution with 90% on time delivery. Another significant objective was Confirming to standardization as laid down by the corporate group so as to facilitate group consolidation of information. Besides, the changeover was required to be transparent to the outside world i. e. the Business Associates. Investment : Since EACL was already running a home grown ERP Product, it already had in place the Client PCs, LAN, connectivity to EIL where Oracle 11i server was located. Some augmentation of resources like PCs printers, up-gradation of the bandwidth was required. EIL had already accounted for and arranged for the Software Licenses for ERP RDBMS Products for all group companies in the country. Fresh investment called for was related to the Fees payable to the Project Manager and the visits by the EIL functional team for implementation. How well the project met its investment objectives and what mechanisms would you suggest to allow ongoing evaluation of benefits realization? The Project Objectives were met very well. A fresh Bill of Materials was designed for regular items to be produced. Items requiring design development were defined separately in BOM. While this introduced some redundancy in the BOM, this resulted into reduction of many duplicated items from the BOM and thereby, from the stock. This drastically reduced the investment needed in Inventory. Items needed for development production were segregated such that production items do not get consumed in development vice-versa. The production cycle was mapped to a production process that had certain in-between milestones where items were issued and quality checks were performed. This resulted in reducing the number of days for which an item was stocked and also, control further movement of the semi finished product in case of a quality problem, such that the same could be reprocessed, rechecked for quality and forwarded only if the quality problem was resolved. Earlier the quality problem got detected only at the end of production cycle resulting in much more wastage of material, labor overheads. Marketing Manufacturing had more informed and accurate judgment of the cost and time estimates for a product at the time of accepting an order. Improved control over production process along with more accurate promise of delivery resulted in 90% on time deliveries. In case of a quality problem, only the immediately preceding steps needed to be repeated upsetting only that part of the process as against upsetting the entire process earlier. This also resulted in fewer rejections or defects in the production. Linking Sales Order right from planning stage till invoice dispatch advice virtually eliminated misplaced deliveries or wrong products being delivered. With more accurate accounting and posting of transactions, carrying out physical stock taking less frequently was also a possibility. All this was accompanied by a complete visibility over entire production process to the plant head. In this way, the project actually exceeded the anticipated benefits. Post implementation, certain benchmarks for performance were decided and periodically the cumulative actual performance was measured based upon these benchmarks. For example, Regular and extra hours needed for given quantum of production, reduction in inventory, on time delivery %, i. E delivery performance, value added during a period. Appropriate reports were designed and made available to the Finance Controller, Plant Head and the CEO. The effectiveness of stakeholder engagement activities during the project. Employees and Heads of all Departments including the Plant Head the Finance Controller were among the stakeholders. However, the main stakeholder was the CEO – he had sanctioned the investment, worked out what benefits to expect how, had a calculation of no of days within which the changeover had to be completed (termed Black Out period) and regular operations resumed on the new system. Business associates were not to be caused any disturbance due to the change over (excepting a blackout period of 5 days) and above all, a project of a given size and complexity affecting every employee in every corner of the organization had to be completed as scheduled with mathematical precision. The main stakeholder that is the CEO took a lot of interest and a keen interest in every aspect of the project. He participated in understanding, reviewing approving the requirements formulated, understood how the prototype presented offered to fulfill these requirements, he provided directions to the project team and other employees regards various activities related with the project, intervened whenever a help was sought in anticipation of a bottleneck or a deviation apprehended from the plan. He always had a positive contribution to offer in terms of identifying typical scenarios that might be encountered or regards the training of the end users or in ensuring 100% and timely attendance of the members in all project events. This propagated a clear message across that the project has to be completed, on time and with contribution from everyone with no exception and zero tolerance. He always supported implementation of new ideas like maintenance of Time Sheets for the Project Team or conducting tests to assess the learning of the trainees. He mandated the contribution to this project by an employee be counted during the periodic appraisals. In all his communications with the employees he never failed to stress the importance of the project, praising efforts of those who did well and pulling up the laggards, warning them to come up to expectations. He studied every fortnightly report with interest and took appropriate action based upon the same in time. He also attended every review presentation and tried to bring out the maximum from everyone. He ensured that not only he himself but also the Plant Head and Finance Controller provided immediate response to Project Team Members for any help or intervention desired. The same spirit was displayed both by the Plant Head as well as by the Finance Controller. They arranged for all required resources to be made available for the team. What provision was made during the development phase to facilitate roll-out during the implementation stage, and how effective this was ? Many provisions were made during the development phase to ensure a smooth roll out during the implementation stage. The provisions were related with the systems as well as with the operations. Systems : A training to the EACL Consultants was provided on the product right at the beginning of the project. Thereafter they were closely associated with the corresponding members of the CIL Team in related functions to learn from them. They were asked to take up the initiative to develop the Operational Manual for their functional area which was reviewed and finalized in consultation with EIL Consultants. They were made responsible for testing the prototype against the requirements by way of test data, preparing test data visualizing typical exceptional â€Å"scenarios† that might be encountered, carrying out an integrated testing covering certain transactions encompassing all functional areas and finally, the load testing to assess the capability of the infrastructure to sustain the number of concurrent users envisaged. They also imparted training to the end users so that they are better prepared themselves and develop a sound knowledge. They also assessed the performance of the end users by setting up question papers for these trainees. Hardware and Software requirements considering the eventual number of users was reviewed and necessary enhancements were carried out to make the infrastructure adequate for live run. Document forms and preprinted stationery in line with the standardization requirements were designed and procured in time before the switchover. Menu Access Permissions and Transaction Authorization Set Up was designed and set up in the software. Operations : There was a blackout period required to complete the processing in the old system, transfer the balances masters to the new system and resume operations in the new system. The CEO insisted that this must not exceed 5 days failing which the business may be adversely affected. As regards the provisions made in operations, certain actions were planned to be taken and completed before the commencement of the blackout period e. g. clearing deliveries against all sales orders. Certain actions were suspended for the duration of the blackout period i. e. placing fresh purchase orders or accepting deliveries. All Business Associates were informed about the changeover and the black out period preceding it to enable them to plan their activities accordingly. A detailed meeting was conducted between the Project Team, Finance Controller and the Plant Head along with all Departmental Heads and an elaborate plan of action naming the concerned responsible person was chalked out well before the beginning of the black out period. This eventually resulted into a smooth changeover with no adverse impact on the Business associates – all within a black out period of 3 days against the 5 days planned. How effective were the governance and reporting arrangements, particularly in assuring delivery to time, budget and quality, and how were key stakeholders involved – both formally and informally – in these arrangement ? There was plenty of information maintenance and reporting but the tempo set by the project never made it look like a burden. Plenty of reporting was carried out to different groups in different ways. Firstly the Project Team was made to sit close to each other to facilitate communication between them. There used to be a meeting among the team members everyday where required information on current status against the plan was exchanged. In addition, the Team Members submitted a Time Sheet giving hour wise break up of total activities planned for the day and actually carried out This constituted a critical input regards the progress of work and helped in promptly identifying potential bottlenecks and deviations for initiating suitable action. In addition, there was a meeting every day between the Project Teams of EACL CIL even if they were not at the same location. The Project Manager had a daily round of appraising the Program manager about the status of activities. In addition, Project Manager maintained a day wise information on different event / developments in the project and periodically shared the same in confidence with the Program Manager by way of an informal reporting. A weekly progress report was submitted by the Project Manager to the CEO, Plant Head, Finance Controller, Program Manager, Infrastructure Manager. Both the progress along with the anticipated bottlenecks along with remedial action planned were reflected in the report. Periodic Presentations were delivered to CEO in presence of all Departmental Heads including the Plant Head Finance Controller wherein the progress, forthcoming activities and anticipated problems and their solutions were discussed. A Centralized Project Database was maintained by IT Group at US for all IT Projects initiated worldwide. Periodically at the end of every milestone all relevant documents as prescribed in the Project Methodology were submitted to this database. This was followed by a presentation made to the Steering Committee Members comprising of senior personnel from EACL, CIL US HQ. Only upon receiving approval for a phase, the next phase was entered into. Daily interactions with Project Team with the help of Time Sheets led to assessment of the progress. Interactions between two Project Teams brought out further tasks to be initiated and provided an idea about the time estimates and criticality. Reporting to Program Manager, CEO Steering Committee resulted in receiving guidance regards the project and eliminating the bottlenecks and problems. Presentations with CEO ensured cooperation from all Departments. Thus every formal or informal communication or reporting had served its intended purpose. Besides this, there always was a freedom to make a need based call to anyone with appropriate response and action sure to come by. While the project involved a lot of work, called for detailed planning and close monitoring and had many complexities, it was also not without the lighter moments. Following every milestone, there was required to be a get together of the Project Teams and he Departmental Heads where a lot of formal and informal interaction used to take place making its own contribution to the success of the project. Scheduling such a get together following each milestone was also a part of the project plan and a subject of Project Review ! The project management methodology used and its contribution to the success (or otherwise) of the project. The Project Management Methodology followed was one that was developed by the IT Department of the Corporate IT Group itself and broadly, it was a prototype oriented methodology. It was a tried and tested methodology already put into practice at the group companies within the country. Among the very first activities in the project was to depute the Project Manager for undergoing a training on this methodology and specifically, the documentation which was standardized across all companies in the world within the group. This methodology made everything so simple to understand and help ensuring that once we start religiously practicing the methodology, we did not miss out on anything in the course of the project. Particularly noteworthy in the methodology was a process of IT Requests Management. It handled the entire process from initiating an it request to providing all required details about it to seeking and enabling required authorizations, assigning the work till completion, testing certification of the results, configuration management and finally, approving the satisfactory completion of the IT Request by the request initiator. Entire process was handled by a software, which facilitated electronic approvals to the requests. This process accepted only those IT Requests which were backed by relevant details, having appropriate authorization from the concerned departmental heads, feasibility assessment by the Functional Technical Consultants, approval by the IT Program Manager assignment of the same to functional / technical consultant for compliance. Once completed, the relevant software was tested on a separate system, approved by the IT Program Manager and only thereafter the software was allowed to be transferred to the production server. Finally the initiator of the request was required to confirm that the request has been complied with to his satisfaction – a precondition for treating it to be completed. Thus Change Management was appropriately controlled in the project. The Documents to be maintained for the project related with the quality aspects, risk assessment and mitigation, investments, benefits anticipated, project plan, impact on IT Infrastructure currently in use, manpower currently deployed so on – in short, touching all aspects that are concerning the project. The Group IT Dept at US had a Project Document Repository where the documents were required to be posted before each Steering Committee Meeting. This enforced appropriate handling of quality, risk, time, investment, benefits other aspects to be clearly defined beforehand and their achievement during the course of the project. The Project phases also included a Post Production Review phase where the post implementation benefits were compared with the anticipated benefits. As regards this project, requirements were collected and a prototype developed so as to fulfill the requirements. The prototype was demonstrated and further tuned based upon the feedback of the end users. Next, the prototype was given to the end users for testing – testing with test data, testing with specific â€Å"scenarios† prepared to test typical conditions or situations anticipated. This was followed by an integration testing i. e. testing encompassing multiple functions to test the integration and finally, the load testing to measure the adequacy of the infrastructure to support the given number of users as envisaged. After such exhaustive testing and based upon the feedback received, the prototype was fine tuned and the software set up for production. Conclusion : The Oracle 11i e Business implementation was already planned as to what needs to be implemented, how and within what time ! It touched almost all employees in all functions at all offices of the organization. The time allowed for changeover was limited to 5 days. The in-house Key Users were with no major exposure to IT and especially, ERP. Every milestone was required to be reviewed and approved by the IT Team at US the Steering Committee. All this called for a very detailed planning and an extremely time bound execution with hardly any scope for deviation. The eventual consolidation with Group Headquarters and visibility over complete data by them made it totally transparent to them, also making quality assurance a pre-requisite. Obviously with most of the major investment having already been made, the project was required to be completed within the budget. To ensure a smooth implementation, major thrust came from the CEO and continued throughout the implementation. The determining factor that led to the success of the project was the high motivational level of the project team which could be raised and sustained throughout the project. Once this was achieved, execution of every project activity became a simple affair. Another major factor was the anticipation of bottlenecks and problems raised by the Project Manager initiation of actions to control the same. Emphasis on preparation and testing of scenarios eliminated chances of facing any surprises after the implementation. Detailed planning carried out for the black out period was a significant step in ensuring a quick and smooth changeover. Thus the Project was a grand success story !

Criminology Essays Terrorism Airports Security

Criminology Essays Terrorism Airports Security Terrorism Airports Security Defeating Terrorism Assignment Abstract Small municipal airports that serve communities near major metropolitan areas may not have appropriate security measures in place. These municipal airports have not received the same scrutiny or funding as major airports. Regardless, small airports face challenges and risks similar to larger facilities. Additionally, vandalism, petty theft, and commandeering of an actual aircraft are incidents for which administrators at smaller airports need to strategically plan. Every airport (small or large) does face some similar threats, but as all facilities are not the same smaller airports require unique security measures. There are several factors to consider when planning that include, but not limited to, geography, demographics, budget, and facility design. All are integral components which must be examined in light of proposed prevention, preparedness, response, and recovery measures. This paper will discuss multiple areas that an airport security administrator in charge of a municipal airport must examine in regard to contemporary threats. It will also discuss current and proposed security measures and safeguards for smaller airports as well as the hierarchy for administrative responses. Introduction The events of 9/11 placed terrorism at the forefront of the minds of many Americans. One cannot dismiss the possibility of another terrorist attack on United States soil. The use of aircraft for carrying out acts of mass destruction, killing civilians and severely disrupting an economy has proven a fruitful tactic for the enemies of democracy. Although, September 11, 2001 served as a catalyst for the pioneering of new methodologies for anti-terrorism and securing airports, there are still great strides that need to be made. A functional, yet universal and adaptable concept regarding security procedures for large and small airports must be established, maintained and frequently reevaluated. Much of the current success for elevated, refined security measures and advancements in technology for larger airports can be attributed to the United States Federal Government and the development of the Department of Homeland Security. Their mission to prevent, minimize, respond and recover from catastrophic incidents has materialized in the airline industry through the Transportation Safety Administration. However, security at small community municipal airports have not received the same amount of attention or federal funding. Larger, commercial airports have received the vast majority of attention; this is mainly due to passenger volume and smaller airports being privately owned and in many cases self-reliant for revenue and maintenance. As of yet, smaller municipal airports have not been successfully compromised and the potential for sensational nationwide devastation is somewhat limited. Because the United States continues to makes strides in improving security conditions at major airports, we must recognize that terrorists may already be assessing softer targets like commuter airports. Threats One of the most common threats that municipal airports face are small crimes which have the potential to escalate quickly. The number one threat facing a community airport is the theft. Theft can range from equipment to fuel. Sources of threats can be internal, domestic or foreign. Since September 11, 2001 security administrators have re-prioritized their threat assessment to include theft of a small aircraft. Currently theft and/or hijacking of a small aircraft are one of the major concerns to owners, operators and pilots. Threats of this type generate significant risk to personnel and serious financial losses. Depending on the motive of the intended thief or hijacker, theft of a small aircraft also presents a danger to the general population and surrounding communities. With manifold consequences in mind, airport security is strongly motivated to protect life, property and prosperity. It is in the best interest of owner/operators to devise measures that will prevent misuse of their aircraft (International Council of Aircraft Owners, 2005). Criminal mischief, sabotage, and vandalism are also threats that community airports must counter. In dealing with these threats, one must consider mechanical and functional destruction and not just the cosmetic damage to a faà §ade or loss of replaceable equipment. Accessibility restrictions to aircraft storage and maintenance areas can be difficult to impose and enforce in multiple circumstances. Existing controls imposed at airports must do their utmost to deter theft and criminal mischief as well as sabotage to operating equipment (International Council of Aircraft Owners, 2005). Risks After the tragedies of September 11, 2001, the American public questioned not only the events of that day, but also the circumstances leading up to the successful terrorist operation. Questions such as: Who was behind the attack? What was the goal or purpose? When did planning begin? Where did they receive flight training? Why did this happen? How where they able to carry out these attacks? These types of questions appeared on every television station, newspaper and radio broadcast in the United States for months after attacks. Airport Administrators are now realizing the potential appeal for misuse of smaller airports and their vulnerability to criminals and terrorists. It has become apparent that procedures for background checks of employees, instructors, students, pilots and passengers is an evident way to reduce risk and ensure the integrity of an airport and its operators. With the pressing concern of advanced terrorist attacks employing weapons of mass destruction, the attraction of small aircraft as a target cannot be ruled out. The ability of small aircraft to spread chemical weapons could potentially be as severe as an attack on a nuclear power plant. Terrorists may not be able to buy or steal a nuclear weapon at a small airport, but opportunities exist for terrorists to use aircraft as a tool to assist in their sinister plots. For example, a terrorist may contemplate some type of nuclear terror stratagem. It could involve attacking a nuclear power plant using a small plane to breach perimeter security and then be used as a guided missile to reap destruction and chaos. It is important to keep in mind that an attack on a nuclear power plant may transpire whenever someone with a terrorist mindset hijacks a commercial airplane or charters a private one. A private plane could be easily filled with conventional explosives (Nykolyshyn, 2006). Recent studies conducted over the past several months by the Electric Power Research Institute (EPRI), have shown that structures housing reactor fuel in United States nuclear power plants will be protected against the release of radiation even if struck by a large commercial jetliner. State-of-the-art computer modeling techniques have determined that typical nuclear plant containment structures, used fuel storage pools, fuel storage containers, and used fuel transportation containers at United States nuclear power plants would withstand these impact forces despite some concrete crushing and bent steel (Nuclear Energy Institute, 2002). Nonetheless, if terrorists were able to acquire an aircraft and attempt to crash into a nuclear power plant, it raises further suspicions and fears of their capabilities and tenacity./a> An IAEA spokesman once claimed that current nuclear power plants were never designed to withstand an attack by â€Å"a large jumbo jet full of fuel†, and prior to 2001, the likelihood of such a crash was never considered high enough to be included in safety regulations (Bunn, 2001). Further vulnerabilities that small airports present for criminals and terrorists are the lack of federally mandated security and technology measures. Often people are able to slip through the cracks or â€Å"go under the radar† without drawing attention to themselves. Criminal organizations have been known to use small community airports to transport and smuggle illegal immigrants, drugs and other illegal contraband. These risks are major concerns for Airport Administrators. This is especially true near the southern Border/Coastal States. According to the Tennessee Airport Information Center (2005), a Cessna aircraft carrying six undocumented immigrants, including the pilot, took off from Fullerton Municipal Airport in California but was forced to land at Cannon Air Force Base in New Mexico, after running out of fuel. The plane crossed the country picking up undocumented Brazilian citizens in Boston on the way to Atlanta. It was the second time the pilot −− an illegal immigrant whose legally registered plane appears on Federal Aviation Administration records −− had flown undocumented immigrants. The flight identifies potential security vulnerabilities of small private and municipal airports, which often conduct little or no screening of small planes (Tennessee Regional Information Center, 2005). One of the principal changes is requiring a background check for a private pilot’s license. According to the Aircraft Owners and Pilots Association (2008), a candidate is now required to submit the following information for a background investigation: Full name, gender, current address and five-year address history, date and country of birth, and citizenship information. Security and Safeguards Security at small community airports can be very costly. In order to cut costs, community airports typically use outside contractors for their security. One such company is Navigance, which boasts a comprehensive physical security solution by integrating technology to security systems while mitigating risks. Their technological innovations create security systems that can deliver a revenue stream for airports by providing secure wireless broadband communications and remote monitoring serving both tenant and transient customers (Navigance, 2007). Many small airports have no security at night. Control towers, if they exist, often close for business at 6 or 9 p.m. Security fences are uncommon, although some airports are beginning to recognize the new threat environment and are constructing fences accordingly. Lack of security seems to fit the freewheeling world of private aviation, which nearly collapsed when the federal government banned many private flights for weeks after Sept. 11 (Dotinga, 2002). As augmentation to fencing, community airports must consider using cameras as another layer of protection for perimeters and surrounding areas. To remain current, security upgrades must include wireless digital cameras with a three-week archiving system (minimum) and a state-of-the-art wireless access control system for vehicle gates. The cost is not overly prohibitive. Integrators often re-sell the products as part of larger, turn-key package. Therefore these system prices do vary. Ballpark figures can be in the range of $2,000 to equip a single gate or door with an access panel and reader. And depending on an airports configuration, one panel can control up to four gates/doors. A monthly, per-panel network access fee, usually costs less than $100 and keeps each one tied into a central monitoring station and data storage repository (Broderick, 2003). Security Consideration When developing a plan for perimeter security, there also needs to be a great deal of consideration for access roads leading up to alternate parking. Alternative parking will offer entry/exit points for access onto the main airstrip. The alternate entry/exit points should be located on both sides of the airport. They too need to be secured by some type of fencing and gate and should not be used for daily activities. The purpose behind the alternate parking lot entry/exit points should be reserved for emergency vehicles and contingency use only. Currently, very few small airports have the resources to secure and protect its parking areas 24 hours a day. One security feature that small airports should implement is the ability to identify both employees and visitors upon arrival and departure of a facility. According to Thomas W. Wathen; â€Å"Protecting life and property frequently requires that you identify employees and visitors entering and leaving the premises you guard† (1989, p. 141). First one would start by confirming that employees and visitors are cleared for access onto the property by verifying their identification. Security personnel should record and track the employees or visitors time spent on the grounds as well as their intentions. Random and routine searches can offer security and work as a deterrent for theft and criminal mischief. Secondly, to help protect people and the facility, an airport should ensure extensive lighting exists not only on the exterior and interior of the building, but on parking areas, gates entry/exit points, on all access roads leading to the facility, and at security enclosures. Security lighting is an inexpensive and effective preventative measure against intrusions or other criminal activities. This type of lighting aids security personnel in the detection of intruders and works as a deterrent. It also promotes a feeling of safety among staff and visitors. Lighting should not be limited to night; lightning should be able to turn night into day (Broderick, 2003). Thirdly, all parking areas should be equipped with overlapping video surveillance that is continually monitored and recorded. A municipal airport should be able to install a relatively small number of cameras to achieve complete coverage of parking and other public areas. Last but not least, a small airport should consider the feasibility of employing security officers to patrol the parking area as well as inside and outside the perimeter of the facility. The physical presence of a guard, even if conducting patrols at random intervals provides yet another layer of protection. Optional Security There is optional security equipment that can be utilized to augment security and barriers already addressed. Physical security can contain features such as motion detectors/sensors and laser light beams. Although this may enhance the detection of an intruder and alert security for a faster response time, there are drawbacks to the use of these types of security sensors. One major drawback to these additional security measures is cost effectiveness. Prior to implementation, considering a total cost approach when budgeting for an overall safety and security plan is paramount to success. The second drawback is the reliability of such devices and their room for marginal error. For example; movement of wildlife and debris blowing in the wind could cause numerous false alarms. This in turn, can tie up human resources that could be better utilized in other areas rather than responding to false alarms. All doors and storage facilities should be equipped with some type of pass card readers. These pass cards take the place of keys, and serve to identify and track personnel and visitors. This is the surest way to maintain an accurate head count for the number of personnel in a facility at any given time. Pass cards also work as a deterrent by restricting access into protected areas. Within a guarded facility, this is important based on job function, personnel needs and responsibilities. Information garnered from pass cards can be recorded and maintained for a determined period of time for auditing purposes. If an employee forgets or loses the pass card, then they must inform security at the gate and be issued a temporary pass card for the day until filling out the proper forms for a new one with human resources. Additional advantages to pass card readers are; upon the termination of an employee, their old card can immediately be deactivated. If one finds their lost card it can be reactivated at that time. In the long term, this will reduce the expense of re-keying locks in the facilities and obtaining company property back from an employee upon termination. It also prevents the risk of employees making duplicate keys. All visitors and vendors will also be required to check in at the security gate and be issued a temporary pass card with limited controlled access. Those who own storage garages for their personal airplanes will be issued a pass card to their own storage facility upon the granting on their signed contract and background check with the facility. The pass card identification system presents multiple security solutions for preventing and eliminating vulnerabilities. They work to immediately increase security and reduce future expenditures. Although more expensive, adding photographs to access cards provides an even greater level of security. Airport Hierarchy As previously discussed, municipal airports typically contract out their security operations. If economically feasible, security organizations should screen and hire their own security forces. If resources are available, security officers should be stationed strategically at vulnerable points revealed by a thorough risk assessment. For example; One security officer should remain in the dispatch and surveillance office at all times. A security officer should be stationed at the entrance/exit gate at all times for vehicle and personnel checks. In addition, an officer should be on constant interior patrol of the facility and an officer should be on constant exterior patrol of the facility. It will initially be the responsibility of the security officer to notify the proper chain of command during nature or manmade disasters. They will assess and direct response teams to the disaster and crisis sites. In turn, airport hierarchy for response should work similar to the below list: Responding officer on-site Airport facility management Local law enforcement and first responders Surrounding jurisdictions with mutual aid agreements Although municipal and private airports are regulated by policies, goals, and objectives, to an extent, they should have common standards of operation. These Standard Operating Procedures (S.O.P.) should include maintaining the safety of its travelers, support economic prosperity, preserving investment and a level of service to state, national and international markets (Bend Metropolitan Transportation Plan, electronic). Familiarization with, and regularly scheduled training in the National Incident Management System (NIMS) and Incident Command System (ICS) is a must as large scale incidents can quickly overwhelm the response capabilities of airports serving smaller communities. Participation in joint exercises with local law enforcement and first responders will provide the foundational principles to be employed during a catastrophic event and give the owners/operators of small airports an opportunity to examine current preparatory measures and refine protocols for incidents of varying consequence. To conclude, municipal airports face a myriad of challenges similar to the challenges seen in large commercial facilities. Because America has yet to see a catastrophic act of terrorism involving smaller aircraft, attention paid to security at municipal airports has been minimal. Although the risks to National Security are not as obvious or as potentially catastrophic, particularly in the absence of a successful execution of a chemical or biological attack, smaller airports with limited security budgets are an attractive and softer target for terrorists who may be thwarted by improved security at large terminals. There are many cost effective solutions available to reduce the vulnerability of municipal airports; training in NIMS and ICS principles as well as developing an understanding of how to best utilize outside resources is of negligible cost but could well prove invaluable in the face of an actual catastrophe. Unfortunately, in a time of limited resources and unlimited potential threats, it may take a successful terrorist attack to increase emphasis on the security vulnerabilities of municipal airports. References Aircraft Owners and Pilots Association. (2008, January 29). Government advocacy. Retrieved April 14, 2008, from http://www.aopa.org/tsa_rule/. Bend Metropolitan Transportation Plan. (n.d.). Aviation Systems. Retrieved April 14, 2008, Retrieved from http://www.ci.bend.or.us/depts/community_development/bend_metropolitan/docs/Chapter_15_Aviation_Systems_Final.pdf Broderick, S. (2003, February 1). No High-Wire Act. Retrieved April 14, 2008, from http://www.ultra-safe.com/RedlandsAirport.htm. Bunn, M. (2001, October 29). Reducing the threat of nuclear theft and sabotage. Retrieved April 14, 2008, from http://belfercenter.ksg.harvard.edu/publication/12691/reducing_the_threat_of_nuclear_theft_and_sabotage.html. Dotinga, R. (2002, January 8). Small airports, big problem? Retrieved April 14, 2008, from http://dir.salon.com/story/news/feature/2002/01/08/airport_security/index.html. International Council of Aircraft Owners. (2005, January 18). IAOPA Input for ICAO Security Manual (DOC 8973). Retrieved April 14, 2008, from http://www.iaopa.org/info/security_manual.html. Navigance. (2007). Brochure. Retrieved April 14, 2008, from http://www.navigance.com/brochure/navigance.pdf. Nuclear Energy Institute. (2002, January 23). Analysis of nuclear power plants shows aircraft crash would not breach structures housing reactor fuel. Retrieved April 14, 2008, from http://www.nei.org/newsandevents/aircraftcrashbreach/. Nykolyshyn, O. (2006, February 6). Summary of the book Nuclear terrorism: The ultimate preventable catastrophe., Vienna. Tennessee Regional Information Center. (2005, May 27). Illegal immigrants on flight. Retrieved April 14, 2008, from http://www.tbi.state.tn.us/TRIC/tbi_triccn_files/05.27.05.pdf. Wathen, T. W. (1989). Security Subjects, a Primer for Protection Officers. Van Nuys: Guardian Security Publications.

The Jubilee Singers of Fisk University :: American History Essays

The Jubilee Singers of Fisk University From the mid-1800s, most black institutions of higher education fielded a group of jubilee singers and/or a vocal quartet to sing spirituals. These groups toured the nation and "represented" the institution outside the local community. One of the earliest and most famous of these groups were the Jubilee Singers from Fisk University. According to Ray Funk, in his essay accompanying the Document compilation EARLY NEGRO VOCAL QUARTETS, there is only one recording from the 1890s extant of an African-American vocal group, the Standard Quartette. While this Fisk group was active in the l890s, it continued on throughout the years, of course with some different members each year and a complete turnover of members within each four years. For the most part, the singers were students at Fisk. I don't think you are going to find anything recorded originally before 1900, but for some modern recordings of the Fisk Jubilee Singers you should look for a 1994 Smithsonian/Folkways recording called: African American Spirituals : The Concert Tradition SF40072 At a time when most black music was being performed by white minstrel musicians in blackface and vulgar caricature, a small group of exceptionally well-trained and talented black singers at Fisk University in Nashville achieved world-wide renown for their stirring and very professional performance of traditional black spirituals. Originally, the group was composed of two quartets and a pianist, a woman named Wells, under the direction of the University musical director, George L. White. In 1871 this small group set out to raise money for the struggling little university (founded in 1866). Over the next decade they had toured most of the northern states, had performed at the White House, toured England and much of Europe and had played for Queen Victoria. The group was given its name by director White. In Old Testament history, each fiftieth Pentecost was followed by a "year of jubilee" - a year in which Hebrew law required that all slaves be set free. Organized in 1871, in the dark shadow of slavery, the "Jubilee Singers" seemed a most appropriate name. Most of the students at Fisk had been former slaves. In terms of musical history, the primary significance of the Jubilee Singers is that they introduced to the world for the first time a magnificent body of folk music -- slave songs, spirituals -- which celebrated life, survival, victory.

Formal System to Control the Flow of Materials

Case Study – Big D Company TASK 1 1. 1 In order to advise the management on the installation of a more formal system to control the flow of materials and goods from supplier through stores and production to dispatch we must first summarize the current problem areas confronted by the Big D. †¢ Problem areas in Big D Company are presented in the order shown in the paragraph o On the highly standard material sizes, more than enough for one order might be purchased and in most cases full lengths would be ordered rather than the exact fraction needed. Some of the ordered exceeds the immediate requirements resulting in the purchasing of the same material without verifying the available stock. o Molded plastics were sometimes bought in excess of immediate needs and the quantities shown on the bill of materials were note amended. o Materials brought in from the supplier were not crossed checked with the Big D records and taken directly to the production or assembly. o Shop works were not scheduled and machines were idle and the foreman worked on any order. o No formal purchasing system Completed jobs were not recorded and sometimes units were assembled in advance of the completion of the entire lot. o The sales and production records indicated frequent early deliveries or o Quite a few times completed orders were kept in storage room †¦ which caused lost orders. o The superintendent usually allowed himself more time than was necessary for ordering, machining and assembly. Again this caused loss of order. o The company had not formal inventory control system. o Not records were kept of raw materials. o An Informal tabulation of finished goods was used. o Job were frequently sold even before completion A second lots were started before the first was finished, o No formal production planning and inventory control activity. †¢ The Proposed for Appropriate Structure for the Purchasing Function Purchasing department is considered the backbone of any org anization. One role of the purchasing department is to procure all necessary materials needed for production or daily operation of the company. For a manufacturing company, this might include raw materials such as iron, steel, aluminum or plastics, but it also might include tools, machinery, delivery trucks or even the office supplies needed for the secretaries and sales team.The purchasing department also makes sure there is always sufficient product on the shelves to keep the customers happy and keep the store well-stocked. It is especially important to keep inventory ordering at a reasonable level; investing large amounts of capital in excess stock could result in storage problems and in a shortage of capital for other expenditures such as advertising or research and development. Purchasing also oversees all of the vendors that supply a company with the items it needs to operate properly. Couple of conclusions was made after studying the problems noted above.First, it is quite cl ear that a formal structure must be put in place. Secondly, a formal inventory control system & production planning must be introduced. Having these in place, the company will avoid losing orders and in time will solve all the above problems. It is proposed here that the purchasing function to be structured in a CENTRALIZED way. Centralized purchasing structures are characterized by all purchases, being managed by a central purchasing group. In this approach, the operating units are consulted but are not fully responsible for their own buying.Centralized purchasing provides the firm with a single, collective sourcing and buying power. This model captures a large part of the potential corporate purchasing synergies, but there is little user control and responsiveness to local needs. The primary advantage of centralized purchasing is to realize a favorable price due to accumulated volumes. With centralized purchasing, the actual ordering process is centralized. The purchasing function will be organized by the superintendent in a manner intended to help meet the purchasing goals of the board.The purchasing function includes the following responsibilities: †¢ making purchases for all departments in accordance with applicable laws and regulations, including, board policy, the superintendent’s directives, good purchasing practices and ethical principles; †¢ establishing and enforcing a system for approving the accounting for purchases and for receiving all materials; †¢ Establishing a practical degree of standardization of equipment, supplies and materials with sufficient flexibility to meet unique needs of the company Purchasing ProcessThere are many reasons why a formal process must be followed including the prevention of fraud, cost saving, compliance with regulations, management of risk and control. Approved Suppliers Approval Process and Segregation of Responsibilities Audit Trail Accounting Automation Purchasing Process Flowchart [pic] Th ere is sometimes a significant amount of effort required to ensure that a supplier is appropriate for a particular category of goods or services. They should be able to supply goods and services that meet requirements of quality and fit for purpose.They should be reliable financially sound and not present a commercial or reputation risk and their prices should be competitive. It makes no sense to perform the relevant research on a supplier each time goods or services are required. By developing preferred suppliers, longer term sustainable relationships can be developed that deliver a better value for money. Approval Process and Segregation of Responsibilities The principles of approval and segregation of responsibilities provides an organization with a control to reduce the risk of fraud.The requirement for the approval of a purchase requisition prevents inappropriate purchases being made and the separation of responsibilities to unconnected parts of the buying organization helps to reduce the risk of collusion. Audit Trail A formal purchasing process that records a predefined set of processes allows the path of events to be examined retrospectively to identify errors or deliberate breaches of policy. Accounting The organization has a legal responsibility to account for their finances including for the goods and services that they procure.It is important therefore that proper records are maintained e. g. to record dates, prices and department details as well as to categorize goods and services appropriately to distinguish between capital goods and expenses for example. This can have a crucial bearing on how the finances of the organization are described which in turn can have a tax and profitability impact. Automation A standard process allows for automation and the use of technology which reduces the cost of the process. 1. 2 A Purchasing system is defined in investopedia as a method used by the organization to buy products and/or services.A purchasing system manages the entire acquisition process, from requisition, to purchase order, to product receipt, to payment. Purchasing systems are a key component of effective inventory management in that they monitor existing stock and help companies determine what to buy, how much to buy and when to buy it. A popular purchasing system is based on economic order quantity models. Purchasing systems makes the purchasing process more efficient and helps the organization reduce supply costs.Computerized purchasing systems can cut companies’ administrative costs, shorten the length of the purchase cycle and reduce human error, thereby minimizing shortages. They can also simplify order tracking and make it easier to manage purchasing budgets by quickly creating expenditure reports. Ways to improve Purchasing system 1. Make past-performance evaluations more meaningful. As long as neither outstanding nor mediocre performance is significantly differentiated, past-performance reports will not provi de a meaningful incentive for anyone.For large supplies, bring in interviewers trained in eliciting differentiated information to guide evaluators through report cards. 2. Reward suppliers for recommending cost-saving ideas. Before issuing a request for proposals, give potential bidders an opportunity to suggest requirements changes that would result in big cost savings with little performance penalty. 4. Use contests as a procurement technique. 5. Make successful supply management experience a promotion criterion for staff.Purchasing System could also be improved through performance management and benchmarking. Performance measurement is a tool to help managers control the outcomes of their organizations. It enables them to be the driver rather than a passenger on their organizational journey. PERFORMANCE MEASUREMENT At the strategic level, we use a three-stage top down approach, which takes into account the conflicting interests of different groups of stakeholder. Key performance areas covering the whole spectrum of stakeholder requirements are defined.Elements to measure in each of the key performance areas are identified. One or more performance indicators for each element to measure are considered. The following diagram summarises the approach: [pic] The performance measurement system should be: Complete – The set of performance indicators should measure whether all stakeholder requirements are being met. Each indicator should be operationally and economically feasible to measure. Consistent – All major actions that can be taken by an organisation should affect an indicator and hence be subject to measurement.Effective – Each indicator should be a measure of current performance that is amenable to management action to change its value in the future. The set of indicators should encourage the necessary behaviour to bring about significant and continuous improvement for all stakeholders. Transparent – Whenever possible, indicator s should be developed to allow comparisons to be made and benchmarking to be undertaken. As summarized blow, the set-up and continuous improvement of the management system resides in â€Å"Plan†, â€Å"Check† and â€Å"Act. [pic] 1. 3 Staff Responsible for goods & services and their respective roles: At present only the following staffs have either direct or indirect responsibility for goods: |Staff Member |Roles | |Purchasing Manager |Purchase of materials. Obtain casting, materials and parts | | |indicated. |Foreman |Work on manufacturing orders. Keep staff & machines busy. Also | | |responsible to meet the estimated completion dates. Check off each| | |part of the quantity | |Superintendent |Ordering material, machining and assembly of goods. |Superintendent’s Secretary |Updates the traffic function | |Superintendent’s employees |Receiving & warehousing materials | Based on the proposed structure, the following is the recommended procurement function: |Position |Responsibilities | |Procurement Director |Major duties include oversight of all procurement functions. |Senior Procurement Analyst |Responsible for contributing to and continually improving an efficient and | | |cost-effective process designed to assist Institution staff in their procurement of | | |goods and services through an integrated procurement process of Accounts Payable, | | |Purchasing and Receiving, in compliance with Institutional policies and government | | |regulations.As a contributing member of the Procurement Team, is committed to the | | |common purpose, performance goals and approach for which team members hold themselves | | |mutually accountable. Performance evaluation is based on a combination of team success| | |and individual accomplishment. | | | |Senior Administrative Assistant   II |Responsible for general office management, Procurement help desk, training | | |presentations, processing major bid documents, maintaining  auditable records of | | |procurement files, data input into ERP system for Payables activity   | | | | |Procurement Systems Assistant |Responsible for invoices related to purchase orders, stock room orders and | | |sub-contracts and non-po related invoices. | | | |Procurement Systems Coordinator |The Coordinator handles and coordinates all aspects of the Procurement System/Process;| | |ensures system integrity, process assurance, analysis/testing and continuous | | |operations. Serves as Supervisor for   the payables team and payables processing for | | |the institution. The Position has an interest in owning and improving current | | |administrative systems necessary to the success of the organization. |Procurement Representative |Responsible for purchasing and payable of all items and Contract for services | | |. Responsible for purchasing and payable of all items. | |Senior Procurement Representative |Responsible for assisting the Operations group in developing procurement | | |specifications, selecting supplier markets, maintaining appropriate business | | |relationships with the Institution's vendor base and processing procurement | | |documentation including bids, Purchase Orders and Accounts Payable certificates. | |Additionally, will also assist  in all major contract development; and will act as the | | |Procurement staff supervisor in the absence of the Director. | |Reimbursement Facilitator I |Shared responsibility for the audit & data entry of all Request for Payments. | |Assistant Coordinator |Assists in ordering and stockroom operations. | |Stockroom Coordinator |Manages stockroom operations. | 1. 4 Supply chain management (SCM) is concerned with the flow of products and information between supply chain members' organizations.Recent development in technologies enables the organization to avail information easily in their premises. These technologies are helpful to coordinates the activities to manage the supply chain. The cost of information is decreased due to the increasing rate of technologies. In the integrated supply chain model as shown below bi-directional arrow reflect the accommodation of reverse materials and information feedback flows. Manager needs to understand that information technology is more than just computers. Except computer data recognition equipment, communication technologies, factory automation and other hardware and services are included. [pic]The importance of information in an integrated supply chain management environment: IT infrastructure capabilities provides a competitive positioning of business initiatives like cycle time reduction, implementation, implementing redesigned cross-functional processes. 1. Satisfying customer has become something of a corporate obsession. Serving the customer in the best, most efficient and effective manner has become critical. 2. Information is a crucial factor in the managers' abilities to reduce inventory and human resource requirement to a competitive level. Information flows plays a crucial role in strategic planning. Supply chain organizational dynamics:Big D participating in supply chain management initiatives accept a specific role to perform. It also shares the joint belief that it and all other supply chain participants will be better off because of this collaborative effort. Power within the supply chain is a central issue. It has been identified that there are five basic levels of participation of individual firms with in the interorganizational system. 1. Remote Input/Output mode: In this case the member participates from a remote location within the application system supported by one or more higher-level participants. 2. Application processing node: In this case a member develops and shares a single application such as an inventory query or order processing system. 3.Multi participant exchange node : In this case the member develops and shares a network interlinking itself and any number of lower level participants with whom it has an e stablished business relationship. 4. Network control node: In this case the member develops and shares a network with diverse application that may be used by many different types of lower level participants. 5. Integrating network node: In this case the member literally becomes a data communications/data processing utility that integrates any number of lower level participants and applications in real times. Information and Technology: Application of SCM: In the development and maintenance of Supply chain's information systems both software and hardware must be addressed. Hardware includes computer's input/output devices and storage media.Software includes the entire system and application programme used for processing transactions management control, decision-making and strategic planning. Recent development in Supply chain management software is: 1. A software programme which is useful for computing freight costs, compares transportation mode rates, analyse cost and service effect iveness of carrier. 2. A Supply Chain planning software programme which is used for demand forecasting, replenishment & manufacturing tools for accurate planning and scheduling of activities. 3. A software system called Transportation Network can be used for optimization and streamlining the bidding and award process. . There is a software programme to provide a programme capable managing the entire supply chain. Electronic Data Interchange: Electronic Data Interchange (EDI) refers to computer-to-computer exchange of business documents in a standard format. EDI describe both the capability and practice of communicating information between two organizations electronically instead of traditional form of mail, courier, & fax. The benefits of EDI are: 1. Quick process to information. 2. Better customer service. 3. Reduced paper work. 4. Increased productivity. 5. Improved tracing and expediting. 6. Cost efficiency. 7. Competitive advantage. 8. Improved billing.Though the use of EDI supp ly chain partners can overcome the distortions and exaggeration in supply and demand information by improving technologies to facilitate real time sharing of actual demand and supply information. Data warehouse: Data warehouse is a consolidated database maintained separately from an organization's production system database. Big D can used a multiple databases. A data warehouse is organized around informational subjects rather than specific business processes. Data held in data warehouses are time dependent, historical data may also be aggregated. Communication Improvement Information technology can improve the flow of communication within the workplace. Electronic communication methods used in the workplace include email, voicemail, videoconferences, online newsletters, instant messages and the Intranet.The Intranet, a company exclusive website, can be a great way for you, as a manager, to obtain feedback from your workers. Task 2 2. 1 The negotiation process has become a more impo rtant element in the supply chain process as companies look to reduce their expenditure whilst increasing their purchasing power. This means that purchasing manager must negotiate increasingly better rates with suppliers whilst maintaining or increasing quality and service. So Far Big D has been on the losing of this exercise. In other words, Big D has been paying more than it should have and it goes without saying that the quality and services have been going south as well.Purchasing manager should enter all negotiations with clearly defined objectives. Without having objectives, the possibility for the purchasing manager to compromise price and the quality or service is significantly raised. The Purchasing manager should enter strong into discussions to negotiate with the vendor with precise objectives that they wish to achieve for their company. The objective should not be absolute and should allow for some flexibility. However, the manager should also ensure that they do not dev iate from the objectives and allow themselves to negotiate on areas that were not part of the discussion. Negotiation is an important part of the role of the purchasing Manager.It is a skill that is learnt and training can help purchasing staff in understanding what is needed when negotiating with vendors. 2. 2 Big D’s distribution channels is in complete mess and need a face-lift. Without distribution even the best product or service fails. It is believed that Big D must undergo two levels: 1) To organise communication, which was discussed earlier and 2) To organise exchange through distribution. Distribution is important because: A. it affects sales – if it's not available it can't be sold. Most customers won't wait. As it’s the case in Big D B. distribution affects profits and competitiveness since it can contribute up to 50% of the final selling price of some goods.This affects cost competitiveness as well as profits since margins are squeezed by distributio n costs C. delivery is seen as part of the product influencing customer satisfaction. Distribution and its associated customer service play a big part in relationship marketing. Decisions about physical distribution are key strategic decisions. Channels change throughout a product's life cycle. Changing lifestyles, aspirations and expectations along with the IT explosion offer new opportunities of using distribution to create a competitive edge. Controlling the flow of products and services from producer to customer requires careful consideration. It can determine success or failure in the market place.Decisions about levels of stock, minimum order quantities, delivery methods, delivery frequency and warehouse locations have major cash flow implications as well as customer satisfaction implications. Distribution Strategy Distribution strategy is influenced by the market structure, the firm's objectives, its resources and of course its overall marketing strategy. a) The first strateg ic decision proposed here is that the distribution is to be: Intensive and mass distribution into all outlets for all the small simple fittings. In addition, Exclusive restricted distribution for all the large flow meters weighting upto 70 KG. b) The next strategic decision clarifies the number of levels within a channel such as agents, distributors, wholesalers, retailers. In some Japanese markets there are many, many intermediaries involved. [pic] 3.The current situation in Big D’s in terms of security of goods is not quite what it ought to be in company with years of operations. A lot of security issues exist. Sales had been lost to competitors and other sales had been lost due to setting estimate. No company had no formal inventory control system, hence, no records was kept of raw materials, purchased parts or manufactured parts on hand. There were no records kept on accumulated parts and even worst, the parts were stored in bins in the assembly department. The following are some recommendation on Production & Operation of Stocks and ways to reduce loss and theft of goods: There are three types of stock that a business can hold: Stocks of raw materials (inputs brought from suppliers waiting to be used in the production process) †¢ Work in progress (incomplete products still in the process of being made) †¢ Stocks of finished products (finished goods of acceptable quality waiting to be sold to customers) The aim of stock control is to minimise the cost of holding these stocks whilst ensuring that there are enough materials for production to continue and be able to meet customer demand. The marketing department should be able to provide sales forecasts for the coming weeks or months and so allow stock control managers to judge the type, quantity and timing of stocks needed.It is the purchasing department’s responsibility to order the correct quantity and quality of these inputs, at a competitive price and from a reliable supplier who will deliver on time. As it is difficult to ensure that a business has exactly the correct amount of stock at any one time, Big D should hold buffer or safe stock. Big D must introduce effectiveness and efficiency as essential factors in internal control in the management of its operation. †¢Inventory management: Big D will have an inventory clerk assigned to the requisition and/or the distribution of items. It could add inventory management to the job description of one of the workers.As the theft of any item is a loss to any company, managers must implement inventory procedures that ensure the smooth requisition and dissemination of items while ensuring that items are accounted for. †¢Separation of accounts payable and receivable: Avoid theft and fraud by one or more employees by separating the accounts payable and receivable duties. It’s best if Big D introduces segregation of duties in the Accounting Dept. and the management must continuously monitor the account ing records. Big D must ensure that internal control is deep in its organization. Employees may steal for different reasons but good internal control measures should reduce theft.Big D can implement inventory management systems, to reduce the likelihood of employee theft. REFERENCES Supply Chain Management: Strategy, Planning, and Operations, Second Edition by Sunil Chopra and Peter Meindl (May 1, 2003) Purchasing and Supply Chain Management by Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero and James L. Patterson (Mar 8, 2011) 5th Edition South-Western College/West; 5 edition (March 8, 2011) ISBN-13: 978-0538476423 Purchasing and Supply Chain Management: Analysis, Strategy, Planning and Practice by A. J. van Weele (Dec 9, 2009) ———————– Case Study – Big D Company Purchasing (BUS441/20762P) [Prepared by Mohammed] [13th May 2012]

Sentence Auction Grammar Game

Sentence Auction Grammar Game Holding Sentence Auctions is a fun way to help students review key points in grammar and sentence construction while having some good fun. Basically, students in small groups are given some money with which to bid on various sentences. These sentences include correct and incorrect sentences, the group which buys the most correct sentences wins the game. Sentence Auctions ESL Activity Aim: Review grammar and sentence structure while having funLevel: Intermediate/Advanced Outline Divide the class into small groups of 3 or 4 students per group.Talk about auctions: Do the students know what they are? Can they describe an auction? Have they every been to an auction?, etc.Explain the rules of this auction.The aim of the game is to buy as many correct sentences as possibleEach group will have $3000 to spendBids begin at $200Bids increase by $100 each bidThe sentence will be sold to the highest bidder (remember? $400 going once, $400 going twice, $400 sold to group X!)The winner of the game is the group which has bought the most correct sentencesYou can make the auction more difficult by declaring the winner based on the number of correct sentences minus the number of incorrect sentences (5 correct sentences minus 3 incorrect two correct sentences)Once the game has finished, go through each sentence saying whether it is correct or incorrect.Have a fun celebration of the winning team!After things have calmed down, go through each sentence explaining any grammar / u sage questions that arise. Sentence Auction Decide which sentences you would like to buy! Collect correct masterpieces! Watch out for incorrect fakes! The film is so an interesting adaptation of the novel that I highly recommend it.If she had stayed in a better hotel, she would have enjoyed her vacation.Not only should he study more, but also should he get more sleep.I would really like to know whether she plans on joining our group.John is a very horrible judge of character.Look at those dark clouds on the horizon! Itll rain before long.When I stopped to talk to Mary, she was picking some flowers in her garden.Our family would go to the park every Sunday when we lived in London.If he were in charge of the department, he would improve staff communication.They had finished their work by the time we arrived.Jack cant have been at home, he told me he was going to be at work.Did you remember locking the door?Ill finish my homework by the time you get back.The number of smokers have been dropping steadily for twenty years.