Top 5 Books on Typography Useful to Read before Getting Down to Your Own Piece

When you’re writing a paper, you usually have to refer to a great deal of literature to create a masterpiece. Once you’ve finished deciding on what information you’re going to use, you then have to find even more information on how to structure the paper. If you have a selection of the best typography books, you’ll be much better equipped to move quickly through whatever papers you are assigned. Here are some of the best books on typography for your perusal. 1. Thinking with Type by Ellen Lupton Whether you’re new to the idea of design or a seasoned professional, you’ll love reading Ellen Lupton’s work. If you are working with words and layouts as a student, you’ll appreciate how Thinking with Type helps you cope with the space and the typographic elements you’ve been given. The revised edition has almost 50 pages of the content helping the students effectively mix typefaces, and understand font licensing. Lupton will help you understand what the rules are, so that you can break them when invention calls for it. 2. American Typeplay by Steven Heller This book covers more than 150 different typefaces by a diversity of designers, all brought about by the advent of the computers. More than 400 images give you an amazing visual representation of the way that type is used in media, whether it is printed on a CD case, an invitation, or a book jacket. Thinking about the way type is used and the messages that it communicates can really help you as a student to understand what you are saying when you pick a specific typeface. 3. Just My Type: A Book about Fonts by Simon Garfield This is a great selection when you’re interested in learning about type; it’s perhaps even the best selection for gaining greater self-awareness. What does your favorite font say about you? What does your professor’s favorite font say about them? Historical, technical, and stylistic details are covered in the book as well, but the book’s introspective and clever questions are what students will really enjoy the most. It is subtle, it is smart, and it is going to become one of your favorites. 4. Stop Stealing Sheep and Find out How Type Works by Erik Spiekermann Erik Spiekermann’s bestselling book on designing with type has been fully updated with some new information on mobile and web typography. You will be able to express yourself more effectively in your writing as you consider what you are saying when you choose certain fonts. It is a fun, fast read, and you will be able to learn something that you didn’t pick up on before, every time when you open its pages. 5. Type Matters! by Jim Williams Think that you don’t really need to understand anything about type since you’re not a designer by trade? You might be surprised where and when you’ll need to understand what the particular type is all about. Since everyone today has access to hundreds of fonts and is constantly writing letters, emails, papers, reports, and many other documents, none of us is exempt from the need to learn more about typography. Type Matters! will help you solve all of your typography problems within a beautifully clear layout that you’ll enjoy looking at, every time you read it. It’s quite important to express the information in your paper correctly, both by using valuable sources as well as by using the proper type. Therefore, get these books at your desk, and use them when it is needed to create perfect papers.

Risk Management Is The Process Of Information System...

Risk Management: Risk management is the process of information system managers applies to balance the operational and economic costs of protective measures for their information and information systems. As a part risk management process, organizations (Stoneburner, 2002) select and apply security controls for their information and information systems. The System development life cycle is the overall process of developing, implementing and retiring information systems through a multiple process from initiation, designs, implementation and maintenance. Applying the risk management process to system development (Stoneburner, 2002) enables organizations to balance requirements for the protection of agency information and assets with the cost of security controls and mitigation strategies throughout the SDLC. Risk management consists of three processes a) risk assessment: This process includes identification and evaluation of risks and risk impacts, and recommendation of risk-reducing measures; b) risk mitigation: This process refers to prioritizing, implementing, and maintaining the appropriate risk-reducing measures recommended from the risk assessment process; c) Evaluation and assessment: This evaluates process and keys for implementing a successful risk management program. Minimizing the negative impact on an organization is a need in decision-making which are fundamental reasons in an organizations to implement (Unuakhalu, 2014) a risk management process for their ITShow MoreRelatedRisk Assessment : An Essential Part Of A Risk Management Process1046 Words   |  5 PagesIntroduction The risk assessment is an essential part of a risk management process designed to provide appropriate levels of security for information systems. 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Leadership And Management Policies Of My Food Bag At Auckland

Question: Discuss about the Leadership And Management Policies Of My Food Bag At Auckland In New Zealand. Answer: Introduction about the company This part of the paper focuses on the different aspects of leadership problems in the reputed e-Commerce retail group in New Zealand, My Food Bag ("Cooke e-Learning Foundation", 2017). It has created its own reputation by providing the customers a unique experience in terms of food and beverage and reaching them to the customers; houses. As this company operates only online, it has certain limitations. The company certainly does not reach all sections of the society as all the people are not aware about the fact how to operate online trading through using the latest technology. The CEO of the company is Cecilia Robinson who founded this company in December, 2012 ("Cooke e-Learning Foundation", 2017). The headquarter of the company is situated at Auckland in New Zealand. The company also took its advice of food preparation from the celebrity chef and dietician Nadia Lim. It has won several awards like the Emerging Brand (2014), National Rising Star (2014), Westpac Excellence in innova tion Business Awards and many more. The company is led by Cecilia Robinson herself. Analysis of the interview Recently, an interview had been conducted with the Cecilia Robertson to discuss about the recent leadership issues in the company (Long, 2017). The interview will be analyzed thoroughly by focusing on the specific points to be highlighted. According to the reports, the company has been flying high in terms of the profits. The leader told that the leadership styles she herself follows is that of dynamic, fast-paced, fun and passionate(Braun, Peus, Weisweiler, Frey, 2013). The problem is that this has been a retail online store and the products can be availed by the people who use smart phones and other devices where it can be accessed. The company has already expanded its markets to Australia (Long, 2017).. Some of the major issues that are faced in the modern day world are inspiring others, developing the employees, leading a team, guiding the organization for a change, developing managerial effectiveness and managing internal stakeholders and politics within the organizations. Some information have been collected in terms of this that the company may have showed great results in the annual reports and it might be popular, it has been lacking the number of employees that it needs to have to run a company smoothly. This is indeed a serious factor because the employees are the heart of an organization. Their labor and efforts give the company a big leap towards the development and expansion (Twarowska Kakol, 2013). They are not feeling that pressure as of now because they do not have any exclusive stores. Business expansion In any case, they decide to expand their markets further in other countries, they need to set up exclusive stores and this needs workforce. The total number of employees is just 120 people. If they run short of employees, that might affect their transaction and trade. The management needs to think upon this if they want to expand their business worldwide (Kumar, Gaur, Pattnaik, 2012). They also need to train their employees so that they can become active participants of the companys growth. These challenges are needed to be overcome by the motivating leadership style of the CEO herself. Her business strategies have given a great popularity of its products throughout the country (Verbeke, 2013). The feedback has been awesome since they have produced such healthy and tasty food. Current leadership issues After conducting the interview, it can be said that the company has fantastic skills in its leadership. According to the Forbes magazine, the company has achieved the top traits of leadership abilities within. These leadership styles include confidence, commitment, positivity and ability to inspire the employees. The factor of positive leadership affects the psychology of the employees as they take part in the companys growth by the inspiration of their beloved leader. The only negative factor being noticed is that of very limited number of employees. Cecilia dreams of expanding this company in across the continent and then the world. In order to become global, the need for more employees is extremely essential (Northouse, 2015). Global presence Global presence is one of the determining factors when a company wants to grow both in terms of publicity and economic prospects (Weiss Wilkinson, 2013). My Food Bag needs to grow its business market by increasing its number of employees as soon as possible. Otherwise, it will be very tough for them to survive in this competitive market (George, 2003). Belief in self is one of the most pivotal things that the CEO of the company Cecilia Robinson believes in most. Another thing that is very much present leadership style of Cecilia is conviction. She has always praised all her business partners like her husband, Nadia Lim and others. She confessed in the interview that she had suffered personal losses over the last 16 months as a result of two pregnancy losses (George, 2003). She asserted on her responsibility of a leader and proclaimed that though she had faced a huge setback in her personal life, she must bounce back and get to work again as she has to be leader who sets the goals fo r the company and lead them success in the most difficult times (Weiss Wilkinson, 2013). Team efforts She told the truth that at the time she was going through this exceptional grief period of her life, the entire leadership team stood behind her and supported her psychologically. She said that she used to spend six or seven hours and that was more than enough for her to achieve her goals. Her relentless attempts and labor has seen the lights of success as her company has emerged as one of the fastest growing companies. She does not feel to be twelve hours a day to show her team that she cares for the employees (Robbins Judge, 2012). This is why she has been an exceptional leader who has always behind her team members, cheering and motivating them for the success. However, these factors do not solve the problem that had been identified previously (Robbins Judge, 2012). Creativity in organization The creative and innovative ideas in experimenting with new foods have led herself and her company towards grand success (Amabile, 2012). Other leaders were also consulted about her leadership style. They opinionated that many critics will say many things about the leadership skills of a leader but the leader must have the self-belief that she is doing the right thing. She never hesitates to punish the employees who do not do their works in a positive manner (Amabile, 2012). Leadership and management frameworks Leadership is a very integral part to run the organizations smoothly and thus securing the competitive advantage. In this part of the discussion, some important leadership frameworks have to be described (Van Krogh, Nonaka, Rechsteiner, 2012). Effective leadership is a very critical tool for the success of the organizations and it must be developed in a way that both the employees and the management leaders are on the same page always and work together for the organizational excellence (Goetsch Davis, 2014). The leadership and management development framework (LMDF) should be followed by the leaders of My Food Bag and Cecilia Robinson so that she can expand the business into other countries across the globe. Leadership and management development framework The leadership and management development framework enables the employees to identify the leadership and management development appropriate with the current role that they are assigned to and their aspirations to become a big name in the industry by serving a specific skill area (Kirsch, 2015). This LMDF framework is very essential for the continuous professional development (CPD) and this consists of the three main sections. These sections are individual development by job role, individual development by skill area and complete team development (Kirsch, 2015). Employee recruitment One suggestion that can be given in terms of the extension of the company that My Food Bag, they should arrange for more employee recruitment within the organization. Shortage of employees can cause disruption in the work process and this can cause customer dissatisfaction (Jahanshani, Hazijadeh, Mirdhamadi, Nawaser, Khaksar, 2014). The CEO of the company should try to increase the number of employees with a good wage level. The proper training should be given to those new employees. If the number of employees rises, the company will automatically be able to cater to the needs of bigger target groups (Sokro, 2012). Better teamwork In order to expand, the company should have different teams that will look after different departments (Braun, Peus, Weisweller, Frey, 2013). The different departments are the marketing and sales, management and many others. This would help to secure the smooth running of the organization with a proper supply of the equipments in the company. The employees should be trained by the leaders to use the technology and encourage the innovation process. The innovation process should motivate the employees to better in the business in the future. Individual developments by skills The employees should be trained by the managers and leaders properly. The responsibility of the HR managers and the organizational leaders is very high in this regard. They have to train the employees and make them aware of the objectives of the organization. They should be trained and in the induction process, the leaders should inform them about the products, services and operations in which the company works (Lussier Achua, 2015). The strategies should be implemented by the leaders in order to gain the competitive advantage. They should provide templates to the employees for a better understanding and definitely increase the number from 120 employees. References Amabile, T. (2012). Componential theory of creativity. 3-4. Braun, S., Peus, C., Weisweiler, S., Frey, D. (2013). Transformational Leadership, Job Satisfaction, and Team Performance: A multilevel mediation model of Trust. The leadership Quarterly , 24 (1), 270-283. Braun, S., Peus, C., Weisweller, S., Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly , 24 (1), 270-283. Goetsch, D. L., Davis, S. B. (2014). Quality management for Organizational Excellence. Pearson. Jahanshani, A. A., Hazijadeh, G. M., Mirdhamadi, S. A., Nawaser, K., Khaksar, S. M. (2014). Study the effects of customer service and product qualityon customer satisfaction and loyalty. Kirsch, N. R. (2015). Continuous Professional Development. Kumar, V., Gaur, A. S., Pattnaik, C. (2012). product diversification and international expansion of business groups. management International Review , 52 (2), 175-192. Long, A. (2017). Leadership and Management. ABC of Clinical Leadership , 5. Lussier, R. N., Achua, C. F. (2015). Leadership: Theory, application and skill development. Nelson Education. Northouse, P. G. (2015). Leadership: Theory and Practice. Sage Publications. Robbins, S. P., Judge, T. (2012). Essentials of Organizational Behavior. Sokro, E. (2012). Impact of employer branding on employee attraction and retention. European Journal of Business and Management , 4 (18), 164-173. Twarowska, K., Kakol, M. (2013). International Business Strategy-reasons and forms of expansion into foreign markets. In Management, knowledge and learning International conference , 1005-1011. Van Krogh, G., Nonaka, I., Rechsteiner, L. (2012). Leadership in organizational knowledge creation: A review and framework. Journal of Management Studies , 49 (1), 240-277. Verbeke, A. (2013). Ineranational Business Strategy. Cambridge University Press. Weiss, T. G., Wilkinson, R. (2013). International organization and global governance. Routledge. George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco, California: Jossey-Bass. Jackson, B., Parry, K. (2011).A very short fairly interesting and reasonably cheap book about studying leadership. Sage.

Marketing channels and logistics Essay Example

Marketing channels and logistics Essay Marketing channels and logistics BY k3700026 1. Executive Summary This report is aimed at exploring the market channel and logistics in the case of SuperAlloy, the world-class provider of forged aluminum alloy wheel rims. Through the analysis of financial performance, the fluctuations of average selling days and inventory turnover are necessary to addressed. After the discussion, this report mentions three key, including the dilemma of collaboration in supply chain, breakthrough of market channels, deploying the system of logistics in China region. From the perspective of management, SuperAlloy should adapt external integration, estructure the supply chain collaboration, complete the breakthrough of market channels, highlight some KPIs, such as inventory turnover, average selling days, and the average time to generate first trial order for new customer or new design, and deploy the logistics of China regions. 2. The Discussion for Task 1 2. The market opportunity for the forged aluminum alloy wheel rims With the designs of energy-saving technology growing mature in automobile market, the forged aluminum alloy wheel rims have become the important component in future lightweight vehicle. The components of high-strength forged aluminum alloy could e used to reduce vehicle weight and enhance the engine efficiency. Therefore, the forged aluminum alloy wheel rims have played the key part in automotive supply chain (http://www. superalloy. tw/). The case company in this report is SuperAlloy, which has moved into the forged aluminum al loy wheel rims since 1997. We will write a custom essay sample on Marketing channels and logistics specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Marketing channels and logistics specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Marketing channels and logistics specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The first three key suppliers of forged aluminum alloy wheel rims are Americas ACOA, Germanys Otto Fuch, and Taiwans SuperAlloy. In China, the first provider for article_content_12953. html). The market opportunity for forged aluminum alloy wheel rims results from technological bar inherent in the high-strength forged luminum alloy wheel rims ( http://www. superalloy. tw/). First, it stems from high specifications in automobile system regarding safety. Thereby, the providers of forged aluminum alloy wheel rims are often required to meet the criteria by way of innovation of manufacturing process or material technology. Second, the process of aforementioned innovation result in longer lead times before mass production. Accordingly, higher margins for the forged aluminum alloy wheel rims often cost the higher-than-normal expense of high-quality services from RD team and sales team. On the other hands, the management for market channel and logistics plays the critical position in the technology-intensive industry. 2. 2 The financial performances of SuperAlloy As the appendix describes, SuperAlloy is the Taiwans biggest closed-mold forge company and ranked as the third position in the global forged aluminum alloy wheel rims industry. Based on the published financial data on the website of http:// newmopsov. twse. com. tw/, this report reviews the financial performances of SuperAlloy from 2006 to 2011, trying to identifying the issues behind market channel and logistics. Table 1 The financial performances of SuperAlloy Year 2006 2007 2008 2009 2010 2011 sale (NTD OOOS) 2,223,755 3,579,541 2723,396 Margin(%) 30. 39 20. 98 2. 72 20. 95 22. 44 17. 2 Operating margin(%) 17. 13 10. 83 -6. 81 6. 83 5. 42 Debt ratio(%) 59. 36 60. 35 63. 72 24. 23 46. 51 Inventory turnovers 1 . 1 1. 89 2. 05 2. 66 2. 98 2. 14 Average selling days (Days) 278. 62 193. 12 178. 04 137. 21 122. 48 170. 56 Asset turnovers 0. 37 0. 48 0. 46 0. 39 0. 43 0. 49 Cash flow 63. 06 60. 42 12. 01 4. 8 1 . 44 -6. 17 2. 4 3. 45 2. 74 0. 64 -19. 58 3. 8 5. 95 4. 13 Source: http://newmopsov. twse. com. tw NA means the data cant be accessed. As shown in table 1, the sales from 2006 to 2008 indicate the strong growth momentum, while the margins and operating margins in the same period indicate that more revenue didnt mean more profit. In 2008, the inventory turnover, asset turnover and average selling days indicate the positive progress on management. Therefore, the negative ROA in 2008 could be attributed to the issue of negative margin. It suggests the necessary adjustments regarding cost efficiency. According to the management interview traced on the website of (http://store. gvm. com. tw/ article_content_12953. tml), the improvement of manufacturing process and staff quality has been under the focus of internal management. Compared with the data shown in the appendix, SuperAlloy began to deliver forged aluminum wheel rims to Jaguar Cars and Tesla Motors in April 2008. In October 2008, SuperAlloy won a Toyota TMS gold award. Hence, the factors resulting in the negative operating margin in 2008 could be related to the effects from financial tsunami and following issues regarding cost efficiency. The fluctuation in the period from 2009 to 2011 reflects another pattern. Even with the lower revenue than 2009, the outcomes in 2010, ncluding inventory turnover, average selling days, margin and operating margin, indicate the best signal since 2006. However, affected by cripple effects resulted from the European debt crisis, the performance in 2011 delivers the signal of another economic impulse surrounding a higher average selling days as well as a lower inventory turnover. Figure 1 The compassion among sales, margin, operating margin Source: This report Based on the analysis of DuPont formulate, a lower ROA could result from lower asset turnover, indicating poor management, lower operating margin, or a combination of oth factors. The trend displayed in figure 1 suggests the downtrend of ROA an ROE in fgure 2 should be focused on the operating management. As shown in table 1, there are two points which are necessary be highlighted. First, the lower inventory turnover of 2011 suggests the efficiency of logistics should be improved, reflecting some problems linked with manufacturing system and sale team. Second, the higher average selling days indicate the forecasts for brand customers orders should be adjusted to the dynamic of market, indicating the key issues behind market channel and regarding strategies. These issues could involve the identification of problems, the cooperation of cross-group cooperation, internal integration or external integration. These topics will be discussed in following sections of this report. Figure 2 The compassion among sales, ROES, ROAS in the past Source: This report Based on the previous analysis, there are some issues necessary to be addressed. The lower inventory turnover of 2011 suggests possible challenges confronted SuperAlloy. From the perspective of operation between sale team and manufacturing department, lower inventory turnover mean the misinformation in the process of ommunication between these two departments. The sale team should take the role to maintain customer relationship and Judge where is the equilibrium among the capability of manufacturing department and customers demands and criteria. Once customers demand could not fit the capacity or the present category of product. The outsourcing process should be moved on in order to provide the total solutions for the timing and immediacy of orders. Accordingly, in accordance with the lecture of Marketing Channels Logistics by Mike Bourlakis(2012), the efficiency of outsourcing process will be the issue to be discussed. Before the discussion, its important to realize the characteristics in automotive supply chain. For the purpose, this report collects the information from the in-depth interview by e-mails through personal relationship connecting to some senior manager in the regarding forging field. Based on the process cited on the website of http://www. ]yeh. com. tw and personal in-depth interview with the senior manager by e-mails, the manufacturing process of forged aluminum alloy wheel rims could be referred as the following sequence: 1. Order entry, 2. Mold design making, 3. Material incoming, 4. Material inspecting, . Making product sample, 6. Quality confirm by customer, 7. Cutting 8. Forging, 9. Edge cutting, 10. Heat treatment, 11. Vibration grinding, 12. Pickling, 13. Drilling surface grinding hole machining 14. Anodized or coating, 15. Finished product inspection, 16. Packing delivery. Above process highlights the longer lead time for new product innovation depends on the sequence from step 2 to step 6. The average lead time for the trial order of a new customer to a formal mass-producing order usually cost six months to 1 5 months, according to the in-depth interview through emails. The major threshold for enerating new orders results from the capability of dealing well with customers requirement, such as the strength of product, the design of the product as well as the flexibility of rapid responses for customers immediate need and ideas. Besides maintaining the customer relationship with existent clients, the main promotion of sale teams in the industry is through the all kinds of exhibitions around the world. design, the following orders of forged aluminum alloy wheel rims will grow at the pace of automotive growth momentum. Above process for building up customer relationship results in the higher-than-normal threshold for new providers. . 3. 1 The first key challenges : The dilemma of collaboration in supply chain From the perspective of automotive supply chain, the difficulty and complexity inherent in the technique of forging aluminum alloy drive the outsourcing process and following collaborations. Notwithstanding, there will still be the dilemma for the collaboration of supply chain confronting SuperAlloy. The dilemma derives from the differentials among different companies, heated up by the process of distribution of benefits in customers orders and the difference of profitability of different automotive components. Thus, the partnership in supply chain is like the game theory, demonstrated by the prisons dilemma. From the perspective of protecting intangible assets, the know-hows and techniques embedded in forged aluminum alloy wheel rims mean the capability of moving into a higher margin market. Inevitably, more robust partnership, more comprehensive understanding . t symbolizes the advantage of core competition decays with the collaboration going on. Hence, the concerns of keeping the uniqueness of techniques will drive the dilemma into next stage, since both parties want to keep the competitiveness in the market nd sustain the original customer relationship. Whereas the dynamic of collaboration depends on more bargaining assets which party holds, like technologies, producing capac ity, the certification of customer as well as the capability of generating orders. Accordingly, the first key challenge in front of SuperAlloy is to meet the the dilemma of collaboration in supply chain collaboration. . 3. 2 The second key challenges : The breakthrough of market channels Even with the insurance of automotive customers certification, the unstable sale growth momentum will be always existent. The ncertainty is reflected on the volatility of average selling days in table 1 . The issue behind the higher average selling days in 2011 should be linked with the global economic concerns. Once the sale team loosens the monitoring for global automotive market, the reliability of customers order forecast will be overestimated. It could lead to the lower inventory turnover and higher average selling days, along with the fluctuating margins driven by unexpected downtrend in the market. Under previous global economy, the market channels of SuperAlloy should react through innovation, integration or diversification of product portfolio. Based on the point of view, the breakthrough of market channel should be addressed . For the time being, the promotion through exhibition is the key channel to contact potential customers. However, the promotion should be involved with RD team and sale team to back up the following communication with customers. From the perspective of efficiency and accumulating the key human capital, the management of the market channel should rely on the scheme of the key performance indicators, to utilize the existent human resources. For SuperAlloy, the second key challenge is the breakthrough of market channel. Based on above characteristics of automotive supply chain, SuperAlloy should leverage its customer relationship to build up the solid partnership and flexibility of outsourcing or other external integration. Therefore, the objectives of breakthrough of market channel are to bring into solid collaboration, maintain the promotion. . 3. 3 The third key challenges : Deploying the system of logistics in China region Under previous global economy, the growth momentum of automotive market depends on the stimulus of policy of subsidies, guiding people to transfer from traditional vehicles to energy-saving vehicles. Combined with brand customers romotion, the demand of forged aluminum alloy wheel rims co uld be heated up. Nonetheless, it should be a long way to go. Whenever reviewing the growth momentum around the world, China automotive market shouldnt be missed. Notwithstanding, the cooperation with Chinese local partners is not always an easy task, due to the regulations inherent in cultures and Joint venture. The issue of managing the logistics and sustaining the customer relationship shouldnt be ignored. Once the distance between the different customers basements are longer than ever, the efficiency of managing people in the process of logistics become ritical to the global operation. As shown in figure 3 in the appendix, SuperAlloy is running the global operation. Nonetheless, how to strengthen the efficiency of logistics in China region should be addressed as a crucial decision-making process, including the indicators of measuring performance and assembling the logistics depending on potential customers demand. In sum, there will be three key challenges for SuperAlloy to deal with in the future. They are listed as following points: 1. The dilemma of the collaboration in supply chain, 2. The breakthrough of market channels, 3. Deploying the system of logistics in China region. . The Discussion for Task 2 3. The solution for the dilemma of collaboration in supply chain After above discussion, the following parts of this report will be focused on how to generate the solutions for aforementioned three challenges. As far as the first challenge is concerned, the solutions will include supply chain integration. According to the characteristics of forging industry, the swap of equity to build up the long term collaboration should be listed as the fir st priority. The first reason results from the culture of Taiwans supply chain companies, which usually focus on the control of decision-making process. If the partners are without cross-shareholding, the external integration would be possibly deterred by mutual trusts and interest conflicts inherent in supply chain mentioned as above. On the other hand, the negotiation of the swap of equity will bring in the dynamic of adjustments and evaluation from all kinds of standing points. Thereby, the equilibrium of new collaboration could be achieved by the trade-off of industrial dynamics and the right of control. From the perspective of supply chain integration, first comes who could be authorized to adjust the logistics, then second comes the evaluation of performances. The two ecessary step are dependent on the equilibrium of equity structure. After the two procedures, the external integration and internal integration could be reorganized under the leadership. Under above discussion, the first solution to the dilemma of collaboration in supply chain is to start the external integration, based on the building up of new leadership and equilibrium of equity structure. For the sake of considering the differentials of company culture and accelerating the speed of market channels Based on the external integration mentioned as above, the following step is to start the breakthrough of market channels. With the capacity and flexibility inherent in new partnership, the promotion of creating total solutions for customers could strengthen the capability of keeping customers orders and drawing the potential customers orders. Once the flexibility of selecting qualified orders is enlarged up, the product mix could also be more appropriate than ever to restructure market channels and adjust logistics. Notwithstanding, the success of breakthrough of market channels depends on the building up the key performance indicators (KPI). Compared with above discussion regarding table 1, inventory turnover and average elling days could be ranked as two primary KPIs. Besides them, the average time to generate first trial order for new customer or new design could be used as the KPI to measure the efficiency of integration between technological team and sale team. Reviewing the process of generating new order, average time to generate first trial order for new customer or new design will include the plan for exhibition, the forecast of market trends and initial survey of customers and potential customers. Once the outcome is longer than expected, then the necessary interview or adjustment should be carried out. Since average time to generate first trial order for new customer or new design is linked with the cooperation among members in both teams, the interaction among them could be under evaluation and immediate adjustments. 3. 3 The solution for deploying the system of logistics in China region After breakthrough of market channels, the customer relationship could be maintained efficiently. With the KPIs in previous discussion, the global operations around brand customers could be leveraged up in the deploying the system of logistics in China region. Under the differentials between Chinese enterprise ulture and Taiwan enterprise culture, the better way to deploying the system of logistics in China region is through the collective actions based on the new partnership. On the other hand, the logistics in China regions should be completed through the linkage with local relationship. The Joint venture with local critical family or key company will be reviewed as the must-be routine. Nonetheless, the past experiences in China region are not always profitable, due to the learning curve for local regulations and exclusive marketing channel. For the sake of utilization of xistent resources, the collective deployment under the external internal integration could shorten the adjustments , quickening the speed to fit customers demand in China regions. 4. Conclusions After the discussion in this report, the suggestions for SuperAlloy are listed as following point. The three key challenges are the dilemma of collaboration in supply chain, the breakthrough of market channels, deploying the system of logistics in China region. According to the analysis of arguments , the solutions for these challenges are stated as following. First, SuperAlloy should start the external supply hain integration, building up the new supply chain collaboration. Following that, SuperAlloy should restructure breakthrough of market channel, combining the management of KPIs in previous sections. Finally, SuperAlloy could utilize existent resources and partnership to deploy the logistics in China region. 1 . http://store. gvm. com. tw/article_content_12953. html 2. http://www. superalloy. tw/main. hp 3. http://newmopsov. twse. com. tw/ 4. http://www. gvm. com. tw/Boardcontent_12953_1 . html 5. http://www. autoinfo. gov. cn/autoinfo_cn/top/ydphb/index_ydphb. htm 6. http:// www. Jyeh. com. tw 7. Mike Bourlakis (2012), Marketing Channels Logistics,London: Brunel University. 6. Appendix: The company profile of SuperAlloy SuperAlloy , founded in 1994, has moved into the industry of forged wheel rims since 1997. From the perspective of revenue, SuperAlloy has created the sales of NTD 27. 5E in 2011, operating Taiwans biggest closed-mold forge. Nonetheless, from the point of the company history in the industry of forged wheel rims, the initial stage from 1997 to 2000 have almost run out of original accumulated capital until the influx of venture capital from IJMC group, which is ranked the second position of IC foundry http://store. gvm. com. tw/article_content_12953. html). After the experience of initial stage, the management of SuperAlloy have started to focused on the operating efficiency and regarding capital expenditures such as the plants and equipments for forged aluminum alloy wheel rims. Since then, SuperAlloy has gradually passed the threshold of automotive supply chain. From the points of sale growth, the sale of 2004 was Just above NTD 5 hundred million, whereas SuperAlloy delivered the sale of NTD 22 hundred million in 2006 (http://store. gvm. com. tw/article_content_12953. html). The growth momentum results from the orders from global auto brands, such as 6M, FORD as well as Chrysler. According to the information on the companys website of http://www. superalloy. tw, the critical milestones of company history from 2000 to 2011 are listed as following: 2011. 1 Won the TOYOTA QUALITY Platinum Award. 2011. 07 AS 7003 NADCAP Materials -resting certified. 2011. 03 Germany KBAnuvvehtcle -rest certification certified: KBA NO. 48288 (Truck wheel 22. 5 x 1 1. 75). 2011. 03 Won the 19th Taiwan Excellence Award (truck wheel TE0002). 2010. 08 Won Supplier Excellent Performance Award from Bureau of Foreign Trade. 2010. 08 Won Finishing Light Metal Article Equipment and Metho ds NO. US007785452B2 U. S. patent. 2010. 06 AS9100 certified, supply Forging to AIDC Aerospace. 2010 The company get Honda, Land Rover, AMG Forged Wheel Program Awarded. 009. 07 The company by raising an additional NT$187 million in cash, with its capital increased to NT$2. 17 billion. 2009. 07 Opel Insignia OPC Forged Wheel Supplier. 2008. 04 The company began supplying forged aluminum wheel rims to Jaguar Cars and Tesla Motors. 2008. 10 In October 2008, SuperAlloys designs won customer recognition and a Toyota TMS gold award. 2007. 6 The company obtained Ford QI . 2007. 10 The company recapitalized undistributed earnings in the amount of NTD140. 5 million, bringing its paid-in capital to NTDI . 7655 billion, with a staff of 2006. 6 Phase 2 of Plant 2 was completed and the factory went into production. 2006. 10 The company expanded its plants and purchased additional equipment by raising NTD900 million in cash through issuing new shares at a premium of NTD700 million, with the comp anys paid-in capital increased to NTDI . 625 billion and its shares traded on the emerging stock market. 2006. 11 The company began shipping wheel rims to Chrysler. 006. 11 The company hired new employees in the month to the end of 2006 to increase its workforce to 1006, with a new golf head end customer added to its customer base: 2005. 1 The company expanded its plants and purchased additional equipment by raising an additional NTD360 million in cash by issuing new shares . 2005. 01 The company expanded its plants and purchased additional equipment by raising an additional NT$360 million in cash by issuing new shares at a premium of NT$135 million, with paid-in capital increased to NT$I . 425 billion. As of the end of 2005, the companys employees had increased to 874. 2005. 1 The company added a new golf head end customer 2004. 05 The company began shipping wheel rims to Ford. 2004. 6 the company purchased additional fixed assets and built Plant 2 by raising an additional NTD128 m illion in cash through issuing new shares at a premium of NTD48 million, with its capital increased to NTDI . 08 billion. 2004. 08 Phase I of Plant 2 was completed, with machines installed and production begun. 2004. 12 Plants were expanded and additional equipment purchased by raising an additional NT$192 million in cash through issuing new shares at a premium of NTD72 million, with paid- in capital increased to NTDI . billion and employees increased to 346. 2003. 5 The company purchased additional fixed assets and built Plant 2 by raising an additional NTD200 million in cash through issuing new shares, with its capital increased to NTD 1 billion and employees increased to 270. 2002. 07 The company purchased additional fixed assets by raising an additional NTDI 72. 3 million in cash through issuing new shares, with its capital increased to NTD 800 million and employees increased to 210. 2001. 09 The company purchased additional fixed assets by raising an additional NT$IOO million i n cash through issuing new shares, with the total paid- n capital increased to NTD 627. million and employees increased to 147. 2001. 11 The company began shipping wheel rims to GM. 0 2000. 05 The company purchased additional fixed assets and built Plant 1 by raising an additional NT$300 million through issuing new shares and NT$29. 7 million through earnings recapitalization. The companys capital was increased to NTD527. 7 million and was renamed SuperAlloy Industrial Co. , Ltd. 2000. 11 Plant 1 was completed and inaugurated , with employees increased to 116. Figure 3 The global operating basements of SuperAlloy Source: http://www. superalloy. tw/main. php

3 Essential Steps to Landing a Seasonal Job

3 Essential Steps to Landing a Seasonal Job 1.  Target the Right EmployersYou can start by targeting large, nationwide retailers- Macy’s, Kohls, Walmart, and shipping companies like UPS or FedEx are expected to hire on thousands of extra hands this year.  But  don’t confine your search to the major retailers. Play to your strengths and apply to specialty groceries, caterers, household shops or nearby stores whose products you know well. Enjoying what you’re selling can partially make up for even the longest double shift! There’s some promising news this year: temp job hourly rates at e-commerce companies (anything that delivers, from Best Buy to Amazon) will likely leap from the $9-$11 2014 average up to $15 or more, which is good news for the underemployed.2. Develop Your Technical SkillsAs you start filling out applications and creating a perfect retail resume, brush up on your technical skills- bracing for massive holiday crowds, many companies equip retail employees with iPads or other rem ote tech support devices to meet the needs of customers who mix their in-person and online shopping habits. You don’t want to seem confused if they put a tablet in your hand instead of the usual POS software. Emphasize any customer service experience, as well as organizational or administrative background you’ve had.3. Practice for Your InterviewIf you make it through the initial application process, be ready to wow in your interview. Read articles on different blogs about various interviewing techniques. Remember, employers prioritize reliability (including punctuality- so be early and be prepared), enthusiasm, and a great working attitude. Be flexible about scheduling, willing to take off-hours and pick up extra shifts, and be the best team player you know how to be. Even if they can’t retain you through the regular season, they’ll remember you next fall and you may luck into a recurring seasonal position.Good luck and happy holiday hiring season!

Apply the Learning Curve Theory Assignment Example | Topics and Well Written Essays - 750 words

Apply the Learning Curve Theory - Assignment Example Conversely, the third concept states that the interval of progress is predictable over a given time (Ninio, 2002). There has been an increase in the practice of performance in a manner in which the number of units of production increases in a compact span of time, ideally, after the particular time of implementation. This can categorically be defined as the interval of learning where persistent proportion of diminution in time is considered. In the same context, the slope of the learning curve is measured by the difference between the interval of learning and arithmetical rate of one hundred (James, 2005). For instance, if the timing between the increasing of units are decreased by 20 percent, then it will be represented as 80 percent learning curve. It is also worth to note that learning curves are used by individuals in preparing corporate strategy including setting prices, capital investment, and operative costs amid other things. I spent the first two weeks examining the operatio ns at Becks. For the last week, the tables had high utilization of 95 percent. The waiting time, I jotted down, ranged between 10 to 11 minutes. I noticed that some customers left without eating. The upper tolerance level was seven minutes for the customers to be awaited. The customers arrived in pair or two at the restaurant. Utilizing the peak performance would be very profitable to the restaurant. During the peak hours from 5 p.m. to 9p.m., I noticed, could have a turnover of two tables every 45 minutes. The restaurant had the capacity of 5 tables that could sit 16 people each. Come to think of it, the goal objective of the restaurant is to maximize profits, and stay under the upper tolerance of seven minutes. During peaks times, I noted that the entire process the customer walked into the restaurant to the time they left took them 45 minutes. The ten minutes were consumed just to be seated at an empty table. Another 15 minutes were consumed back in the kitchen doling out the ord er. This efficiency is below average going by the long waits and the number of customers who goo with being served. The reason that could be attributed to this may be because there was no computerized order process system. If this was in place, it could have speeded up the order process by four minutes. The restaurant also lacked automatic ovens which could have speeded up the process of preparing a pizza. The only solution to reducing the process time is to replace the manual ovens, and replace them with an automated order process. The crucial thing to do is to change the seating at the restaurant. At the start, the tables for four showed the highest utilization of 95 percent and 35 groups left the restaurant without being served. To solve this problem, the restaurant I concluded needed to change the distribution of tables, and hence establish a precedence rule. This would be a good decision. If the restaurant could make this decision, the utilization for four could significantly c hange to 93.67 percent, and tables for two could also change to 90 percent. Ten groups of four and three groups of two walked out without being served. The average waiting time could change to 4.68 minutes and the average waiting queue length would change to 3.50. The restaurant could earn an estimated profit of $1260, loss sales worth $358. Nevertheless, this would not be an optimal solution as the kitchen staff and waiting staff are underutilized. There are lost sales worth $358. Therefore making

To what extent is religious fundamentalism an anti-modern ideology Coursework

To what extent is religious fundamentalism an anti-modern ideology - Coursework Example Within such a way, a person who ascribes to a modernist theory or interpretation is of the belief that situational factors as well as the development of knowledge have a powerful impact on determining the norms and mores of whatever world view they may hold (Eccleshall, 1994). This is not to say that a person who ascribes to a modernist approach is entirely and/or completely tossed by the winds of change. Rather, it merely indicates a worldview that is more cognizant and places a higher level of importance upon the way in which current definitions and understandings can impact upon the way in which their worldview is constrained and develops. Conversely, an individual who ascribes to something of a fundamentalist viewpoint is one who is something of a literalist. Within such a way, fundamentalism, by its very nature, is a separatist doctrine that seeks to separate itself from the mainstream and hearken back to a prior interpretation of the doctrines or teachings of a particular world view/faith. As such, it will be the express intent of this brief analysis to discuss the means by which fundamentalism is by very nature an anti-modern philosophy/approach to any given world view. One of the primary definitions of fundamentalism that is referenced throughout many of the belief systems in the world is the fact that they invariably ascribe to the belief that the â€Å"truth† has become adulterated within the modern era and it is necessary to hearken back to a time of prior truth and purity in order to fulfill whatever directive a deity or group of deities might have set forth for them in a simpler and more pure time. This is true regardless of whether one examines an Islamic fundamentalist group or whether one examines a Hindu or Christian fundamentalist group. As such, a further appreciation and definition of the word â€Å"fundamentalist† leads one to realize that the fundamentals of a given faith or worldview are the prized possession that these indi viduals are fully unwilling to part with (Zizek, 1989). Those that ascribe to the fundamentals, those who define what are they based upon a narrow and historical interpretation of a key set of beliefs, question the means by which society and/or culture of the times can help to better them or the faith to which they ascribe. As such, fundamentalists, regardless of their particular variety, are inherently and entirely anti-modern. However, another key element of the fundamentalist worldview is not only the fact that they seek to disengage with modern society and return/recluse back to a prior interpretation of the mores and beliefs of a particular faith. Such a pattern of behavior would not make them anti modern and would not ensure that they came into any level of conflict with those within society that did not ascribe to a limited view of reality (Ball, 2010). Rather, they are invariably interested in alerting others to the ills of modernity and instructing them that the best means of assuring a further level of happiness and/or salvation is to disengage with the modern society and revert back to a literal or figurative interpretation of the means by which a given belief system was understood within the distant or not so distant past. It is this very attitude of disengagement and seeking to encourage or demand that others disengage that is perhaps the strongest argument for the fact that these individuals are invariably anti-modern in their interpretation o