Ballad of Birmingham essays

Ballad of Birmingham essays The Ballad of Birmingham wrote by Dudley Randall was about a church that was bombed in 1963. This ballad was wrote by an African American man who was forty-nine years old when the bombing occurred. This ballad features irony, symbolism, and discrimination. It is very ironic that the mother did not want her child to be on the streets of a big city because of the safety factor, so therefore she sent her to church instead which was the death of her daughter. The shoes and clothing that she dressed her daughter in was white and clean when her daughter left to go to church but after the bombing she only found one shoe that was underneath all the rubble. The symbolism is represented throughout the ballad in different ways. The mother replies to the question her daughter asked about going out to a Freedom March by saying the dogs are fierce and wild (6). The dogs are symbolic to the people and officers at the march that could get out of hand. The daughter wants to go to the march for freedom and the mother dresses her nicely and sprays her with cologne to send her to church. The mother was afraid of her daughter getting into violence and sent her to church to worship where she thought she would be safe. The bombing of the black church was done because of someone who was prejudice. The march was held for the rights of the black people so they would be treated equal and not discriminated against. A small innocent child was killed by the grotesque actions done by someone who was against black people. This ballad contains a lot of words that can touch the heart of anyone and any race. It has a regular meter when reading it. It could easily be put to music to make a beautiful song. ...

The Harold Long Form Improv Game Activity

The Harold Long Form Improv Game Activity The Harold is a long form improv activity first developed in the 60s by theater director/teacher Del Close. Long-form improvisational activities allow actors more time to develop believable characters and organic storylines. Whether the performance is a comedy or a drama is entirely up to the cast members. Long form improv can last from 10 to 45 minutes (or beyond)! If done well, it can be absolutely mesmerizing. If done poorly it can elicit snoring sounds from the audience. It begins with a suggestion from the audience. Can someone name an object?Okay, people, choose an emotion.What is an activity you did yesterday?Name your favorite / least favorite word. Once selected, the word, phrase, or idea becomes the centerpiece for the Harold. There are limitless ways to begin the improv. Here are a few possibilities: Each cast member delivers an impromptu monolog.A word association game is played.The cast does an interpretative dance based on the suggestion.Each cast member recaps a personal (or fictional) memory connected with the audiences suggestion. The Basic Structure During the opener, cast members should listen intently and utilize some of the material In later scenes. The opening scene is usually followed by: Three vignettes related to the theme.A group theater game (involving some or all cast members).Several more vignettes.Another group theater game.Two or three final scenes that pull together the various themes, characters, and ideas that have been developing throughout the performance. Heres an example of what might happen: The Opener Cast member: (Speaking cheerfully to the audience.) For our next scene, we need a suggestion from the audience. Please name the first word that comes to mind. Audience Member: Popsicle! The cast members might then gather around, pretending to look at a popsicle. Cast Member #1: You are a popsicle. Cast Member #2: You are cold and sticky. Cast Member #3: You are in a freezer next to the waffles and beneath the empty ice cube tray. Cast Member #4: You come in many flavors. Cast Member #1: Your orange flavor tastes like orange. Cast Member #2: But your grape flavor tastes nothing like a grape. Cast Member #3: Sometimes your stick tells a joke or a riddle. Cast Member #4: A man in an ice cream truck carries you from one neighborhood to the next, while sugar-starved children chase after you. This can go on a lot more, and as stated above there are many different variations of the Harold beginning. Typically, whatever is mentioned in the opening might become a theme or a topic of an upcoming scene. (Thats why having a good memory is a bonus for Harold participants.) Stage One Next, the first set of three brief scenes begins. Ideally, they might all touch upon the theme of popsicles. However, the actors may choose to draw out other ideas mentioned in the moderators monolog (childhood nostalgia, dealing with grown-ups, sticky food, etc). Scene A1: Hyperactive children pester their mother for a popsicle, but first they must do their chores.Scene A2: A popsicle discusses life in the freezer with his friends Mr. and Mrs. Waffle.Scene A3: A trainee experiences her first day at the Popsicle Factory, working as a writer of lame jokes to be placed on the popsicle stick. Noises, music, cast member gestures, and interaction can take place throughout, helping to transition from one scene to him next. Stage Two: Group Game Whereas the previous scenes may have involved several cast members, Stage two typically involves the entire cast. Note: The games used should be organic. They might be something often seen in improv shows, such as freeze or alphabet; however, the game could also be something spontaneously created, some sort of pattern, activity or scene structure that one cast member generates. the fellow cast members should be able to tell what the new game is, then join in. Stage Three The group game is followed by another series of vignettes. The cast members may choose to broaden or narrow the theme. For example, each scene might explore The History of Popsicles. Scene B1: Popsicles during Cavemen TimesScene B2: Popsicles during the Middle Ages.Scene B3: Popsicles during the Old West. Stage Four Another game is in order, preferably involving the entire cast. This one should be very lively to build the energy for the final portions of the Harold. (In my humble opinion, this is the perfect spot for an improvised musical number but it all depends on Stage Five Finally, the Harold concludes with several more vignettes, hopefully calling back to several of the topics, ideas, even characters that have been explored earlier in the piece. Possible examples (although it seems counter-intuitive to give written out examples of improv ideas!) Scene C1: Caveman experiences worlds first case of brain freeze.Scene C2: Mr. and Mrs. Waffle decide to see other people; she visits the fridge.Scene C3: The Ice Cream Man is on his death bed, and his life flashes before his eyes. If the cast members are clever, which I am sure they are, they could tie the ending with material from the beginning. However, the Harold doesnt need to tie everything together to be fun or successful. A Harold might begin with a specific topic (like popsicles) but drift away too many different subjects, themes, and characters. And thats fine too. Remember, any improv game can be changed to suit the needs of the cast and the audience. Have fun with the Harold!

Environmental Health Assessment Essay Example | Topics and Well Written Essays - 1000 words

Environmental Health Assessment - Essay Example The purpose of this paper is to outline the concept of risk, the processes of risk assessment and risk management, two issues that may affect the city’s policy in relation to risk management, and the differences between risk assessment and risk management. Nuclear technology provides a means to produce electricity in a safe, less expensive and environmentally sustainable way. It also helps in developing a number of essential industrial and medical products and uses (Knief, 1991). On the other hand, the highly advanced, complex technology involving thousands of crucial mechanisms, lack of adequately trained personnel to operate the facility, and potentially dangerous raw materials and by-products of the processes, are capable of inflicting high levels of fatalities and illnesses among the population. By means of epidemiology or the study of the causes, distribution and control of illnesses in populations, the â€Å"causal relations between environmental exposures and impaired states of health† are determined (Merson et al, 2004: 383). Accordingly governmental policies are regulated, for identifying levels of exposure to environmental health hazards, ensuring reduced risks to health and for evaluating the effectiveness of interventions. Risk perception by the public is greatest in relation to nuclear power, as indicated by research studies (Sjoberg, 2003; O’Riordan, 1982; Thomas et al, 1980). Nuclear power was found to have nearly all the characteristics associated with high perceived risk: that hazards are involuntary, with delayed consequences, â€Å"unknown, uncontrollable, unfamiliar, potentially catastrophic, inequitable and certain to be fatal† (Ricci et al, 1981). Further, conflict situations regarding nuclear power are largely based on values and goals that may overwhelm issues of health and safety. In view of these risks, public opinion is

Operational Plan Essay Example | Topics and Well Written Essays - 2500 words

Operational Plan - Essay Example All these come under resource allocation and human resource management respectively. It is the requirement for an organization to have an accurate forecast of revenue that is supposed to be earned based on sales that is being achieved currently. The company has to implement appropriate strategies and plans in order to secure the fact that sales rate increases in the future. To be able to attain all these objectives, it is crucial for an organization to formulate an effective operational and strategic plan. Operational plans bear a significant relevance in almost every organization as those enable managers to have a broad perspective of present scenario of the company, in terms of operations (Navarro, 2005). Following that, the managers are able to formulate and implement effective strategies that are focused towards achieving operational growth and henceforth, success (Thome, et al., 2012). The route to success for a product based organization is paved by appropriately aligned strategic and operational plans and better equilibrium between supply and demand. In that way, the organization is able to gain competitive advantage in this intensely competitive business environment (Singh, 2010). This paper will cater to draft an operational plan for a product based organization (an automobile company), thereby seeking to explain various aspects of an operational plan and understand their importance towards achieving organization objective. Ergon Motors is passionate about crafting, building and delivering superior quality automobiles to its customers based all over the world. The company is mainly engaged in production and distribution of sedans, compacts, SUVs and coupes as well as their parts worldwide. The brand names under which the company markets its vehicles include Turbo, Desire, Blitz, Hammer, Manza, Thunder and Slick. Ergon mainly targets the middle income group of

Austria - second world war Essay Example for Free

Austria second world war Essay Owing their reputation of fine tastes in art and culture, the nation of Austria is proud of their heritage, especially of their fame over the occupation of the Germans in the Second World War. The said country’s status remained to be uncertain after the Allies drove the Nazis away from the country and eventually occupied by the Allies. Austria became really proud of its rich culture and sceneries that were spared by the Nazis. The nation also celebrated its independence 10 years after the Nazis left the country and the cities flourished. Such events that would lead to the development of a country such as war that depicts change, gives a nation a sense of self-importance that is reflected in its culture and the tastes that the inhabitants acquire. The geographical data of Austria may be described as (according to the Encyclopedia Britannica as: â€Å".. largely mountainous country of south-central Europe. Austria extends roughly 340 miles (550 km) from east to west. It is bordered to the west by Switzerland and Liechtenstein, to the northwest by Germany, to the north by the Czech Republic, to the northeast by Slovakia, to the east by Hungary, to the southwest by Italy, and to the south by Slovenia. The capital is Vienna. Austria has an area of 32,378 square miles (83,859 square km). † Austria is one the verge of development these days but still largely dependent on its agricultural side. Most of the raw materials are still sourced from their agricultural fields and lush greeneries. Despite the advent of globalization on its boundaries, Austria remains to be a country of nature. Furthermore, policies of agriculture has been into practice for years in the country so as to protect their source of raw materials. This may be viewed as a strength since the raw materials that the distillery in question may be sourced from the agricultural side of the nation, a cut from the costs that the company may incur. The introduction of the Euro in place of the Austrian Schilling also had a positive effect in the country’s economy. (Anonymous 2006g) This prompted for developments in investors and this can be viewed as a plus factor in considering whether to expand in the nation of Austria or not. Scotch is one of the products in less demand in Austria. Together with the rest of Europe (excluding France, Spain and Germany), Austria constitutes 17% of the total demand for Scotch Whisky in 1995. The small market size of the nation may be viewed as its weakness since the local distilleries would have had the shares that The Olde Distillerie would want to have. For a small company as the company in question, it would a be a negative sign in investing in a country such as that of Austria. Meanwhile, Austria cannot hide such facts that people of their nation demands objects and products of high taste and rich in culture and history such as the scotch whisky. And like other European countries, its rich taste and heritage may be a possible market for the distillery, for as we have stated earlier, the countries are looking at alcohol as a sort of symbol or identity. Not only is the scotch whisky a lucrative product because of its history, but the taste and flavor of the product may be all in all attractive for the market of Austria. 4. Spain Spain’s strategic location enables it to embody a nation rich in culture and experience. Its location can be described as a crossroad in Europe where, many Islamic states are present for the past 800 years of their existence. (Anonymous 2006h) However, despite the Islamic states that pose as an outside force that may influence the country’s belief, Spain remains to be a Catholic country with a strong sense of culture and self-importance.

Essay on Symbolism and Double Meaning in Hawthornes Young Goodman Brow

Young Goodman Brown: Symbolism and Double Meaning Young Goodman Brown is definitely a story with several meanings and images. As I was reading this story I was overwhelmed with the visual and technical images that Hawthorne projected. There was so much symbolism and double meanings in the story that I believe everyone in the class was confused at one point or another. Seemingly to the degree that they re-read the story a second time just to try and "fill" themselves with the actual vision of the reading. One question that always seems to plague classes about this story (both eng372 and other classes that I have attended in which YGB was read) is the actual meaning of Goodman Brown’s wife’s name: Faith. The double meaning really sends the reader into a whirlwind of symbolism in which if analyzed enough could probably fill an entire classroom hour. Most of the class seemed to believe that her name suggests a faith in religion or a faith in one’s self and not a name that is given. My interpretation is that "faith’, in relation to the wife’s name, represents YGB’s ...

Barbie Doll: Society’s Whims Are Not To Be Fulfilled

In the poem â€Å"Barbie Doll,† author Marge Piercy utilizes four well-developed stanzas to depict a scornful view of American society. Applicable to all time periods, â€Å"Barbie Doll† narrates the short-lived life of a young girl despised by society for her appearance. Barbie Doll is like a fairytale, full of plasticity, fakeness, and fantasy. However, unlike a fairytale, â€Å"Barbie Doll† ends with society applauding the funeral of a princess that was torn apart into pieces and then worshiped. Written with varying tones of sadness and depression, vivid imagery, and compact concrete details, â€Å"Barbie Doll† presents a fact that society for centuries has blinded from view. Women, from the development of civilization to present-day modern America, have always endured oppression and humiliation from a patriarchic society. In â€Å"Barbie Doll,† the young girl is repressed by society for her â€Å"great big nose and fat legs. † The society in which this young girl lives views a â€Å"perfect† woman as one who possesses flawless beauty, helps children grow, cooks food, and irons clothes. In fact, society is so intent on morphing young girls into motherly, selfless, and sympathetic individuals that they were only allowed to play with â€Å"dolls that did pee-pee and miniature GE stoves. † Despite being â€Å"healthy and intelligent and possessing strong arms, abundant sexual drive, and manual dexterity,† the young girl is seen by society as incomplete, and abnormal. It is because of this continuous repression that the young girl’s â€Å"good nature† runs out. She herself loses faith in her appearance as society mocks and mocks and mocks her looks. Only when the young girl finally killed herself by â€Å"[cutting] off her nose and her legs],† and was laid in a fake casket with a fake dress and a fake nose, did society finally applaud the â€Å"true† beauty that this young girl possessed. Men want women to have â€Å"perfect† bodies and â€Å"perfect† faces; as a result, the young girl in â€Å"Barbie Doll† sacrificed herself to society’s demands. It is this fake perception and these fake ideas, this idea of perfection that gives â€Å"Barbie Doll,† a term applied in our world to display â€Å"plastic perfection,† its title. Tone also plays a crucial role in â€Å"Barbie Doll. † Each stanza begins heartily nd subtly and ends with a blunt phrase that leaves shock in the reader’s mind. For example, the third stanza starts off like a normal fairytale, detailing the setting in which the protagonist lives. However, when this fairytale approaches its final resolutio n, it takes an entirely different turn; abruptly moving from an ideal, perfectionist world into a world of darkness and misery, the fairytale turns into reality. This repeated undulating motion of tone allows the reader to understand the young girl’s dilemma. The young girl, like the tone of the poem, is wading through a wave of emotions. She does not know whether society is telling the truth about her beauty or if she really possesses such unattractiveness. In a way, she is stranded between a tidal wave of repression sent by society and a wall of concrete built by her conflicting emotions. The young girl can neither swim away nor stand back; she can only surrender herself to society. The young girl possessed all characteristics any person in the modern world of today would value. However, society shunned her thoughts into a black hole and essentially transformed her mind to think contradictory to itself, like the idea of doublethink in 1984. Continuous blames upon the blemishes of her appearance and the insurmountable pressure from society were far too much for her to bear and as a result, she snapped. The last stanza of this poem gives the final say to the main idea. Despite the extent to which the young girl went to satisfy her peers, society only viewed the young girl with passion after a â€Å"turned-up putty nose† was placed upon her face. Placed in a â€Å"casket [made of] satin,† the young girl seems to have finally obtained the respect that she had wanted all of her life. Never did society satiate at the sight of a living, perfectly healthy person but instead society itself received satisfaction only when the young girl was created into a flawless toy or a â€Å"Barbie Doll. † Ironic as it may seem, the only option left for the young girl to obtain happiness was to face the saddest event in one’s life, death. It is for this reason that the young girl felt â€Å"consummation† only after her death. In her mind, it was a happy ending, freedom from the tortures that society had presented before her. â€Å"Barbie Doll† emphasizes that we as individuals should not allow others to judge for us but we ourselves should be the judges. Taking the young girl as an example, by letting society judge her beauty, the young girl became tangled into the web of society’s harsh words. These words were so sharp that the young girl’s entire state of mind was altered to think of herself as inferior and imperfect. If we allow others to judge for us, then we may very well end up in such a drastic situation. Society can lead a person to become unstable; that person can lead himself to become a doll, a plastic doll full of lies, without feelings, and without hope, a â€Å"Barbie Doll. †

21th Bled eConference eCollaboration Essay

1 Introduction This is not a research paper. Rather, it is a teaching report in which I describe the use of the so called beer distribution game (or beergame) – a logistics and supply chain simulation game – in teaching business-to-business eCommerce. The aim of the paper is twofold: First, I want to demonstrate how the beergame can be used to provide students with a more profound understanding of the reasons why eCommerce technologies are used in contemporary supply chains to exchange information and to facilitate collaboration. Second, I want to share both my experiences and my materials for using the beergame in eCommerce courses with the IS community, i.e. those scholars that teach (business-to-business) eCommerce or supply chain management courses. The beergame is a role-play simulation game in which students enact a four stage supply chain. The task of this supply chain is to produce and deliver units of beer: the factory produces and the other three stages deliver the beer unit s until it reaches the customer at the downstream end of the chain. In doing so, the aim of the players is rather simple: each of the four groups has to fulfil the incoming orders of beer by placing orders with the next upstream party. Since communication and collaboration is not allowed between supply chain stages, the players invaria588 bly create the so called bullwhip effect. With ‘bullwhip’ we refer to the effect that the amount of periodical orders amplifies upstream in the supply chain towards the production end, thus causing a range of operational problems. The bullwhip effect is a well-known phenomenon and a prominent symptom of coordination problems in supply chains. In using the beergame to create the bullwhip effect students experience first hand, not only the problems of lack of information sharing and collaboration in supply chains, but also the main causes for the creation of the bullwhip effect. Henceforth, in introducing eCommerce measures in the later sessions of the course, students can relate to these topics through their own experiences. The paper ties in with a recent discussion on the ISWorld eMail list on â€Å"how to make relevant IS teaching for students with little or no practical experience†. In teaching information systems (IS) and specifically B2B eCommerce we frequent ly experience problems of making relevant those topics for students. The challenge is to get them to appreciate the relevance of IS and also to provide them, not only with a superficial knowledge of the topics, but with a more profound understanding of the reasons why eCommerce technologies are used in practice. Against this backdrop I want to show how the beergame can help demonstrating the role and need of eCommerce technologies in a topic area in which the students not only lack practical knowledge (i.e. with regards to supply chains), but typically also do not have their own frame of reference to be able to relate to the topics we teach. To this end, I will introduce the beergame, demonstrate its use in a classroom setting, present typical results created by playing the game and show how I embed the game in a typical B2B eCommerce syllabus. I begin with introducing the game and the bullwhip effect (in section 2). In section 3, I then describe the application of the beergame in a classroom setting; I give an overview of a beergame session and present typical results. Section 4 demonstrates how typical supply chain problems (and the causes of the bullwhip effect) can be deduced from the beergame experience in order to motivate the introduction of eCommerce measures for improving supply chain coordination. The section is concluded by a synopsis of typical eCommerce topics that can follow the beergame in a typical B2B syllabus (section 4.3). 2 The Beergame In the following I will first give a brief introduction to the bullwhip effect before I introduce the beergame itself, i.e. its history, structural setup and the rules of the game. 2.1 Bullwhip effect as symptom of typical supply chain problems The bullwhip effect is a well-known symptom of typical coordination problems in (traditional) supply chains. It refers to the effect that the amount of periodical orders amplifies as one moves upstream in the supply chain towards the production end (Lee, Padmanabhan & Whang 1997a). Even in the face of stable customer demand small variations in demand at the retail end tend to dramatically amplify upstream the supply chain with the effect that order amounts are very erratic, and can be very high in one week and almost zero in the next week. This phenomenon was discovered and first described by Forrester (1961) who did research into the relationship between ordering and stock keeping patterns using simulation models (Warburton 2004). The term itself was first coined around 1990 when Procter&Gamble perceived erratic and amplified order patters in its supply chain for 589 baby diapers. The effect is also known by the names whiplash or whipsaw effect (Lee, Padmanabhan & Whang 1997a), which refers metaphorically to the visualisation of order patterns moving upstream the supply chain (see figure 3). As a consequence of the bullwhip effect a range of inefficiencies occur throughout the supply chain, e.g. high (safety) stock levels, poor customer service levels, poor capacity utilisation, aggravated problems with demand forecasting, and ultimately high cost and low levels of inter-firm trust (Chopra & Meindl 2001; Lee, Padmanabhan & Whang 1997a). While the effect is not new and a lot of research has been conducted and supply chain projects have been initiated since its discovery, it is still a timely and pressing problem in contemporary supply chains. Various research studies have quantified the effect and estimate that profitability in most supply chains might improve by up to 30% by eliminating the bullwhip effect (Metters 1997; McCullen & Towill 2002). 2.2 Beergame setup and rules Having introduced the bullwhip effect and its implications for the supply chain and its players I will now introduce the beergame, its setup and rules. I begin by providing a brief history of the game before I present the general structure and the rules of the game. 2.2.1 History of the beergame The beergame (or beer distribution game) was originally invented in the 1960s by Jay Forrester at MIT as a result of his work on system dynamics (see Forrester 1957). While the original goal of the simulation game was to research the effect of systems structures on the behaviour of people (â€Å"structure creates behaviour†), the game can also be used to demonstrate the benefits of information sharing, supply chain management, and eCollaboration in the supply chain (Li & Simchi-Levi 2002). A range of different versions of the beergame have emerged over the years. The original beergame was realised as a board game (Sterman 1989). Meanwhile a table version (Ossimitz, Kreisler & Zoltan 20 02) and also computerised simulations (Hieber & Hartel 2003) have been developed. In this paper I predominantly draw on a table version, which I adapted from the so called Klagenfurt design (cp. Ossimitz, Kreisler & Zoltan 2002); the structural setup of the table version is shown in figures 1 and 2. I will briefly discuss advantages and disadvantages of the different game versions in chapter 3.1 where I discuss the administration of the beergame in a classroom setting. 2.2.2 General structure of the game The beergame simulates a supply chain that consists of four stages (retailer, wholesaler, distributer and factory), each of which is played by one or better two or three players (Goodwin & Franklin Sr. 1994). Hence, a supply chain is typically played by 8 to 12 people, while more than one supply chain can be administered in one class at the same time. The task of each supply chain is to produce and deliver units of beer: the factory produces and the other three stages deliver the be er units until it reaches the external customer at the downstream end of the supply chain. In doing so, the aim of the players is rather simple: each sub group has to fulfil the incoming orders of beer. The retailer receives an externally predetermined customer demand and places orders with the wholesaler; the wholesaler sends orders to the distributor, who orders from the factory; the factory finally 590 produces the beer. Hence, orders flow in the upstream direction, while deliveries flow in the downstream direction of the supply chain. An important structural aspect of the game is delay (i.e. time lag) in order to account for logistics and production time. Each delivery (and production order) requires two rounds until they are finally delivered to the next stage. In the structural setup of the game this is represented by two shipping delay fields located in between the supply chain stages as well as at the production end (figure 1). Order flow Delay Delay Delay Delay Factory Factory Distributor Distributor Wholesaler Wholesaler Retailer Retailer Product flow Figure 1: Supply chain setup in the beergame table version Student Outgoing order Play sheet Incoming order Wholesaler Delay Distributor Distributor Outgoing delivery Delay Factory Incoming delivery Student Student Figure 2: Detailed table layout 2.2.3 Rules of the game The game is played in rounds, which simulates weeks. In each round the following steps have to be carried out by the players: 1) receive incoming orders, 2) receive incoming deliveries, 3) update play sheets (outstanding deliveries and inventory), 4) send out deliveries, and finally 5) decide on the amount to be ordered. In doing so, deciding on each round’s order amount is effectively the only decision that players are able to make throughout the game; everything else follows a set of fixed rules. The first rule is that every order has to be fulfilled, either directly (should the players’ inventory be large enough) or later in subsequent rounds. In the latter case, players have to keep track of their backlog (backorder) (Coakley et al. 1998). Secondly, inventory and backlog incur cost – each item in stock costs EUR 0.50 per week, while each item on backlog costs EUR 1.00. Consequently, the primary aim of ea ch subgroup is to keep their costs low. Hence, the optimal strategy for the players is to run their business with as little stock as possible without being forced to â€Å"move into backorder†. Thirdly, players are not allowed to communicate. The only information they are allowed to exchange is the order amount; there is no transparency as to what stock levels or actual customer demand is; only the retailer knows the external demand (Rafaeli et al. 2003). Moreover, the game is based on the simplification of unlimited capacity (in stock keep591 ing, production and transportation) and unlimited access to raw materials at the production end (Hieber & Hartel 2003). 2.2.4 The external demand In playing the game the external demand is predetermined and usually does not vary greatly. In the beginning, the supply chain is pre-initialised with inventory levels (e.g. 15 units), orders (e.g. 5 units) and beer units in the shipping delay fields (e.g. 5 units). In order to induce the bullwhip effect to the supply chain the external demand remains stable for a few rounds (e.g. 5 units for 5 rounds) before it suddenly shows one steep increase (jumps to 9 units) before it remains stable again at this higher level for the remainder of the game (usually 40 to 50 rounds in total). However, the one increase in external demand is enough to induce variance into the supply chain, which will inevitably lead to the creation of the bullwhip effect and to a destabilisation of ordering patterns throughout the supply chain. 3 Using the beergame in class Having described the idea, the structural setup, and the rules of the beergame, I will now discuss the administration of the game in a classroom setting. This is followed by the presentation of typical results generated by beergame applications in eCommerces courses. These results are very useful for deriving the causes of the bullwhip effect in discussions with students in a so-called debriefing session (see section 4). For a session outline of a B2B course that uses the beergame please refer to appendix 2; the experiences shared in the following sections are more or less based on this session outline. 3.1 Administering the beergame 3.1.1 Choosing a beergame version As mentioned above, different versions of the beergame exist for use in classroom settings. The traditional version is a board game in which tokens are physically moved on the board to represent orders and stock. The upside of the board version is that people relate well to moving actual objects. However, there are two downsides: firstly, the board game is too slow, cumbersome and complex to administer; secondly and more importantly, because physical objects are used to represent inventory on the board, people enjoy an unwanted transparency of inventory levels of other supply chain stages and can thus strategically act upon their knowledge of incoming stock. The table version of the beergame was originally developed by a team at the University of Klagenfurt (Ossimitz, Kreisler & Zoltan 2002). It shows several improvements to the original design such as a leaner and more pragmatic approach to moving orders and stock in the supply chain. Essentially this is done by using paper slips on which numbers are written by the players. However, it still shows some administrative overhead such as a bookkeeping p erson that takes stock of all things happening within the supply chain using a computer. While this functions as a built-in safety net in case something goes wrong, it is still a hurdle to the application in a classroom setting and it also slows down the game, which results in long sessions and the students being bored throughout the game. Henceforth, I have adapted the table version and essentially eliminated the bookkeeper in order to achieve a more straightforward progression of the game. The 592 risk however is that students make mistakes in calculating order amounts or stock levels using the paper play sheet. While it helps to start slowly and to doublecheck the play sheet calculations during the first few rounds, in a few of my first beergame applications some people indeed miscalculated stock levels, which led to problems with interpreting the data later on. For this reason, today I use MS Excel and a laptop computer on each table for people to fill in their play sheets; this effectively eliminates the risk and ensures a quick progression of the game (see appendix 1 for a play sheet example). 3.1.2 Schedule of a beergame session The first step in administering the beergame is the preparations of the tables. As is illustrated in figure 2, four fields have to be marked on each table, which is done by fixing to the table 4 sheets of paper using sticky tape. The same is done with the delay fields. Furthermore, cardboard boxes (or plastic cups) and envelopes have to be filled with small paper slips to pre-initialise the supply chain with orders and deliveries. Then, every table has to be prepared with a stack of order and delivery slips that will be used by the players during the game. Finally, paper slips with the external demand progression (see above) have to be prepared that are handed to the retailer groups during the game. Also, for administering more than one supply chain, (student) assistants are needed to help with moving boxes and envelopes during the game. The second step is briefing the students; in doing so I provide a short introduction to the idea of the game, its history, structure, and rules (see above). When playing in more than one supply chain I stress the fact that groups of each stage are competing with one another (e.g. retailer vs. retailer), in order to get the students to take playing seriously. The third step is to start playing some initial trial rounds with the pre-initialised supply chain and to make sure that everyone gets used to filling in play sheets and order/delivery slips. Then, in the fourth step, the speed of playing the game is increased and the game is played for a number of 40 to 50 rounds. The game is then stopped abruptly so that the students do not have time to react strategically to the coming end of the game. The fifth and final part of the session is a short discussion directly after the game, where I ask students how they felt throughout the game and what they think the average customer demand was. The next session after the beergame session is the debriefing session, for which the data that the groups produced throughout the game has to be consolidated, plotted and analysed. Typical beergame results and their creation are presented in the next section; the debriefing session is described in section 4. 3.2 Typical progression and results of a beergame session Every beergame session follows roughly the same scheme, so that the progression of the game shows a recurring pattern. I usually start playing the game at a slow pace for people to get used to moving objects, taking stock and filling in the play sheets. What typically happens during these first few rounds is that people try to get rid of some of the inventory (e.g. 15 units) in order to manage their costs; hence they often only place small orders in the beginning (for an example see weeks 1-7 in figure 3). Consequently, when the customer demand jumps to the higher level in round 6 the supply chain has adjusted to a low demand scenario. After the steep increase many retailer groups tend to wait one or two rounds in order to see if the increase is permanent (as in figure 3). When they then place the first large order they invariably initiate a bullwhip effect that perpetuates through593 out the chain. Typically, the order amount increases with every stage in the supply chain (as in figure 3). What happens then is that the groups move deeply into backorder (see figure 4), because due to the delivery delays it takes quite some time for the beer to move through the supply chain to the retail end. Getting increasingly desperate players often try to send signals and place more large orders; in the end they typically lose track of what they have ordered and order way too much. The consequence is that the supply chain is flooded with beer and the inventories overflow (see weeks 2035 in figure 4). The effect is that people cease ordering entirely; e.g. a lot of very small orders are placed. This is especially true for the higher stages of the supply chain (see table 1). In the end, while the retailer groups often manage to stabilise their business, the higher stages have no idea of the actual customer demand and are left frustrated. Bullwhip Effect 70 60 50 Customer Orders 40 30 20 10 0 1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 Week Retailer Wholesaler Distributor Factory Figure 3: Plot of order distribution, visualising the bullwhip effect Figure 3 shows the order distribution over 40 weeks and a typical bullwhip effect. Figure 4 shows the inventory fluctuation, with negative inventory representing back order. Table 1 finally shows the decrease in customer demand information upstream visualised by the average order amount by the four stages of the supply chain in this example. More importantly, the increase in order fluctuation upstream the supply chain is illustrated by the largest amount having been ordered in each stage and the number of small orders that were placed. This translates into an increase in inventory fluctuation as well. All this information is being used in the following debriefing session to discuss the bullwhip effect, its implications and the reasons for its existence. 594 Out of stock = Serious lack of service level! 200 150 100 Inventory 50 0 1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 -50 -100 -150 Week Retailer Wholesaler Distributor Factory Figure 4: Example of inventory fluctuation (negative inventory = backorder) Key figures Retailer Wholesaler Distributor Factory ∅ order amount (units of beer) 8.33 8.68 8.75 9.95 Largest order amount 25 40 50 60 No of small orders (0-2 units) 4 11 14 18 Inventory fluctuation range 84 81 170 165 Table 1: Example of key figures derived from the beergame 4 Learning from the beergame results Having presented the way in which the beergame is administered and a typical progression of the game and its results, I will now first show how a debriefing session can be used to illustrate supply chain coordination problems and to derive typical causes for the creation of the bullwhip effect. Based on these causes one can then quite easily motivate eCommerce measures and ICT-based supply chain reform initiatives that aim at reducing the bullwhip effect and improving supply chain coordination. 4.1 The debriefing session The debriefing session follows the beergame session (see appendix 2). I usually begin the session with a brief discussion of students’ experiences throughout the game. Typically, the following questions are being discussed: Did you feel yourself controlled by forces in the system from time to time? Or did you feel in control? Did you find yourself â€Å"blaming† the groups next to you for your problems? Did you feel desperation at any time? This discussion typically shows that people indeed were blaming their neighbouring supply chain partners for not doing their jobs right (either not ordering in a 595 sensible way or not being able to deliver); desperation and frustration are common feelings during the last rounds of the game. A first learning from this discussion is that it is the structure of the game (i.e. the supply chain) that causes the behaviour. This is precisely what its inventor (Forrester) intended to achieve and what is referred to as the effects of systems dynamics. A second set of questions can then be discussed in order to reflect upon the beergame itself and its degree of simulating real world conditions: What, if anything, is unrealistic about this game? Why are there order delays? Why are there production delays? Shipping delays? Why have both distributor and wholesalers; why not ship beer directly from the factory to the retailer? Must the brewer be concerned with the management of the raw materials suppliers? Using these questions and by stressing the fact that real-life supply chains are much more complex (a huge variety of products and supply chain partners e xist, as well as complex criss-crossing networks of relationships) the students can quickly be convinced that real-life conditions favour the emergence of the bullwhip to a much greater extent and that the beergame is indeed a good vehicle to simulate the creation of the effect. Having established this necessary bit of legitimisation, the session can then proceed with presenting the beergame results and with identifying the underlying causes. Hence, the next step essentially is to present, for all supply chain groups, the data (table 1) and figures (3 and 4) presented above. In doing so, I typically have a very interactive and lively discussion. I ask what people thought while playing the game and what led them to, for example, place a huge order at a particular point in the game. In discussing the extreme examples, the class usually shares a laugh, which, as a nice by-product, leads to a more casual atmosphere and contributes to setting an open tone for the remainder of the course. I also honour the winning supply chain teams at this point in time. This is also the time where I introduce the concept of ‘cumulated supply chain cost’, e.g. by pointing ou t that the product at the customer end has to earn all (cumulated) costs of all supply chain parties; this insight serves as a first step in establishing the idea of global thinking and chainwide optimization, which essentially requires eCollaboration technologies. At this point in the session one can then either go straight to identifying the causes and effects of the bullwhip effect (see below), or take a little (useful) detour in discussing a teaching case to corroborate the results and to give the results of the beergame some more credibility. In doing so, I use the case of Italian pasta manufacturer Barilla, one of the first documented cases in which a company launched a project to identify the causes of the bullwhip effect and to introduce some countermeasures (see Simchi-Levi, Kaminsky & Simchi-Levi 2003, p. 91). 4.2 Identifying the causes of the bullwhip effect The bullwhip effect, as simulated in the beergame, is mainly caused by three underlying problems: 1) a lack of information, 2) the structure of the supply chain and 3) a lack of collaboration and global optimisation. These three causes can be identified in an interactive session with the students by discussing the beergame experiences and then be corroborated with insights from practice and the literature. 596 4.2.1 Lack of information In the beergame no information except for the order amount is perpetuated up the supply chain. Henceforth, most information about customer demand is quickly lost upstream in the supply chain. Moreover, no other information is being shared. With these characteristics the beergame simulates supply chains with low levels of trust, where only little information is being shared between the parties. Without actual customer demand data, all forecasting has to rely solely on the incoming orders at each supply chain stage. In reality, in such a situation traditional forecasting methods and stock keeping strategies contribute to creating the bullwhip effect (Lee, Padmanabhan & Whang 1997a; Simchi-Levi, Kaminsky & SimchiLevi 2003). Unexpected increases in orders from downstream partners translate into even higher order increases upstream, because when players regard the increase to be permanent and want to avoid running out of stock, they need to update their safety stock levels; hence they place an even larger order. Later, when it turns out that an increase was only temporary, safety stock levels are lowered and players might order nothing for a while, hence contributing to the bullwhip effect. 4.2.2 Supply chain structure The supply chain structure, with its design as separate stages and the long lead times, contributes to the bullwhip effect. The longer the lead time, i.e. the longer it takes for an order to travel upstream and the subsequent delivery to travel downstream, the more aggravated the bullwhip effect is likely to be. With traditional ordering, the point in time where an order is typically placed (the order point) is usually calculated by multiplying the forecasted demand with the lead time plus the safety stock amount, so that an order is placed so far in advance as to ensure service level during the time until the delivery is expected to arrive (Simchi-Levi, Kaminsky & Simchi-Levi 2003). Hence, the longer the lead time is, the more pronounced an order will be as an reaction to an increase in forecast ed demand (especially in conjunction with updating the safety stock levels, see above), which again contributes to the bullwhip effect. 4.2.3 Local optimisation Local optimisation, in terms of local forecasting and individual cost optimisation, and a lack of cooperation are at the heart of the bullwhip problem. A good example for local optimisation is the batch order phenomenon. In practice, ordering entails fix cost, e.g. ordering in full truck loads is cheaper then ordering smaller amounts. Furthermore, many suppliers offer volume discounts when ordering larger amounts. Hence, there is a certain incentive for individual players to hold back orders and only place aggregate orders. This behaviour however aggravates the problem of demand forecasting, because very little information about actual demand is transported in such batch orders. And batch ordering, of course, contributes directly to the bullwhip effect by unnecessarily inflating the orders. This might lead to lower local cost in the short term, but translates into higher overall cost at the chain level. 4.3 eCommerce measures to tackle the bullwhip effect Having identified and discussed the three problem areas with regard to both the beergame and their real-world counterparts, I then present three areas of improvement that directly correspond to the three problem areas: 1) information sharing in terms of electronic data interchange, 2) ICT-enabled supply chain re597 design, and 3) supply chain collaboration for global optimisation (see figure 5). In terms of teaching, these three bundles of eCommerce measures and initiatives can then be briefly introduced in one session (see appendix 3) or in more (technical and organisational) detail in three separate sessions (see appendix 2). In the following sections I give a brief overview of what can be part of those sessions. 1 Information loss upstream the supply chain Without direct communication, forecasting is based on aggregated, inaccurate information. This causes large stock, high cost, poor service levels. Improvement Efficient communication and information sharing 2 Supply chain structure Long lead times lead to increasing variability upstream making planning nearly impossible: large safety stock is required, variability increased. Slow downstream product flow causes poor service levels. Improvement Supply chain redesign: processes, tasks & roles 3 Local optimization Independent planning and local optimization lead to inefficiencies, such as local forecasting, batch ordering, inflated orders, etc. Improvement Cooperation to achieve global optimization Figure 5: Summary of bullwhip causes and areas of improvement 4.3.1 Efficient communication One of the most basic learnings from the beergame is to improve information sharing along the supply chain (e.g. of point-of-sale customer demand data); information sharing is the first step towards more advanced supply chain coordination (Muckstadt et al. 2001). Henceforth, the first step in teaching eCommerce measures is to present the principles and technologies of electronic data interchange. In doing so, I first of all discuss with the students the â€Å"principles of digitally mediated replenishment of goods† by Johnston (1999), essentially a collection of principles for effective inter-organisational electronic data interchange, such as the â€Å"once-only data entry principle† or the â€Å"synchronicity principle†. Based on these fundamental principles I discuss the ways in which traditional document-based ordering can be reformed using electronic data interchange. While these topics might seem to be outdated from a modern information systems perspective, it lays the foundation for a step-by-step increase of complexity that aims at providing the students with a more substantial knowledge of the problems and ideas behind ICT-enabled supply chain reform than can be achieved by a simple presentation of the latest communication technologies. The next step in this endeavour is to introduce technologies that are needed to enable effective inter-firm data interchange and electronic ordering, such as product numbering schemes and automatic product identification technologies. In most supply chains physical products have to be handled; hence ways are needed to attach information to these objects. Consequently, I introduce the following technologies: †¢ Standardised product numbering schemes: Here, the history, proliferation, functioning and impact of numbering schemes such as the Universal Product Code (UPC), the European Article Numbering (EAN) code and more special598 ised codes like for example container codes (SSCC) are introduced. Most of these codes today are administered by the standardisation organisation GS1 (2005). †¢ Automated product identification technologies: The technology with the greatest diffusion in the market is the barcode; while specialised barcodes exist in some industries, the most common one is the UCC/EAN-128 (Coyle, Bardi & Langley 1996). The second, much newer technology to be discussed here is Radio Frequency based Identification (RFID). †¢ Electronic Data Interchange (EDI): EDI is the basis for electronic ordering. Here, traditional EDI standards, such as the UN/EDIFACT, which was jointly developed by ISO and the UN (Coyle, Bardi & Langley 1996), can be discussed, as well as newer techniques such as Internet-based WebEDI and XML-enabled order exchange. In discussions with the students these enabling communication and data exchange technologies can then be related back to the beergame experience in that they 1 ) speed up the order process, thus reducing lead time and 2) enable more sophisticated information sharing of POS data. Moreover, they are the basis for the next step, the ICT-enabled redesign of supply chain structures. 4.3.2 ICT-enabled supply chain reform initiatives The second building block in dealing with the bullwhip effect comprises a range of different supply chain reform initiatives that can be subsumed under the concept of efficient replenishment. As such, two distinct types of measures can be distinguished: 1) inventory management concepts that aim at changing the ways in which actors in the supply chain carry out their roles of stock keeping and ordering and 2) logistics concepts that aim at improving actual material and information flow. Efficient inventory management is based on the idea that suppliers have timely access to POS data and can thus eliminate traditional forecasting and change the way ordering and inventory management is carried out (Lee, Padmanabhan & Wh ang 1997b). Three concepts with increasing degrees of complexity can be distinguished: †¢ Quick Response: The idea behind this concept is for the supplier to become more responsive to changes in customer demand through the sharing of POS data. Retailers still prepare individual orders, but suppliers are better prepared. †¢ Continuous Replenishment: Suppliers continually receive POS data from retailers to prepare shipments at agreed-upon levels. †¢ Vendor Managed Inventory (VMI): Under this initiative the suppliers manage all inventory aspects for their own products at the retailer end. Suppliers decide on shipment levels without any orders from the retail end to be placed. In fact, the retailer has very little to do with the operational aspects in VMI (Waller, Johnson & Davis 1999). The second type of efficient replenishment measures is efficient logistics (see Simchi-Levi, Kaminsky & Simchi-Levi 2003). Here, two main building blocks can be discussed: †¢ Warehousing and delivery concepts: Depending on the kinds of goods that are moved along the supply chain, different kinds of warehousing and delivery can be applied in order to achieve an optimal flow of goods. Cross docking is a concept in which warehouses function as inventory coordination points rather than actual inventory storage points; hence, goods are only re-shuffled 599 between trucks coming in from suppliers and trucks leaving for stores. This instrument can be used for fast selling products. For bulk products central warehousing can be used; while fresh products benefit from direct delivery. †¢ Full-blown just-in-time delivery (JIT): Most commonly found in the automotive industry, ‘just-in-time’ describes a concept, whereby supplier and manufacturer align their logistics and production processes to a degree that no (or very little) inventory is needed. Goods can be directly delivered from the production at the supplier to arrive just in time to be used in production at the manufacturer end (e.g. Johnson & Wood 1996). Changing the way in which inventory is managed means to effectively change the supply chain structure. For example, by implementing VMI the supply chain partners eliminate one stage of ordering, thus eradicating one step in the typical bullwhip chain of events. Moreover, by speeding up product flows using the logisti cs concepts lead time is being reduced, which in turn softens the bullwhip effect. Consequently, all measures discussed in this section can be directly motivated by the beergame. In presenting this block to the students I also point out, for every singly concept, the role of information systems and eBusiness technologies. 4.3.3 eCollaboration: joint planning and global optimisation The third block of eBusiness measures for tackling the bullwhip effect is the most sophisticated one and builds on the first two blocks. Global optimisation of supply chain processes can only be achieved through the collaboration of supply chain partners under a joint initiative. I present the Collaborative Planning Forecasting and Replenishment (CPFR) initiative as an example from the Grocery industry (VICS 2001) and also discuss (sometimes only briefly) joint product development initiatives in the automotive industry. CPFR as a concept builds on and extends concepts such as VMI by aiming at establishing a long-term planning of joint promotion activities. CPFR is based on the observation that a combination of inventory management and logistics concepts (see section 4.3.2 above) can reduce the bullwhip effect for day-to-day deliveries, but that these concepts still can not cope with demand variations induced by promotion activities. Hence, CPFR aims a t jointly planning promotions and to create transparency as to the expected demand increases induced by these promotions. The concept is based on the use of shared eMarketplace infrastructures, which I also discuss in some detail in this section. Again, the application of eCommerce technologies can be nicely illustrated using the beergame. 4.3.4 Summary The discussion of the three building blocks of eCommerce measures culminates in the development and presentation of an integrated model of eCommerce-based supply chain management informed by the key learnings from the beergame. The model is presented in figure 6. Following the line of argument in the last sections, it becomes obvious that the beergame can be used to motivate and substantiate large parts of a typical eCommerce masters course (as in appendix 2). In the next section I draw some final conclusions and briefly reflect upon the use of the beergame in a classroom setting. 600 Supply Chain Reform Initiatives Supply Chain Reform Initiatives Tactics Operations Infrastructure Improvements Improvements Suppy Chain Suppy Chain problems & problems & trade-offs trade-offs Information loss Joint Planning CPFR (promotions, product introduction), Category Mgmt, Production scheduling Collaboration Strategic alliances for global optimization Efficient Replenishment Inventory Management: Quick Response, CRP, VMI, SBT Redesign ICT-enabled supply Chain re-structuring S.C. structure Materials & information flow: Direct delivery, Warehousing, X-docking Local optimization Communication Information sharing, Electronic ordering Efficient Communications Infrastructure, EDI, AutoID, Product numbering, Process simplifications Figure 6: A comprehensive eCommerce and supply chain model 5 Conclusion and outlook I have introduced the beergame and demonstrated its usefulness in teaching B2B eCommerce and supply chain management. To the present day, I have used the beergame mainly in eCommerce masters courses at different Universities in different national contexts. The experiences and also the teaching evaluations have always been positive and very encouraging. While I believe that the beergame, and the way it is embedded in my B2B eCommerce syllabus, works well in providing students with both a profound understanding of the underlying wisdoms of eCommerce, as well as with a good overview of eCommerce measures, there is more to it than that. Playing the beergame is great fun, for the teacher and for the students, and it is always a good experience in itself. As such, the beergame is also very helpful for the general course atmosphere and the creation of positive team dynamics in the group. For the future, we are working on a software version of the beergame, which can be used in a classroom setting in the same interactive role-play style, but avoid some of the still remaining problems of the table version. While software versions today only provide a simulation (instead of role-play) mode and are not built for classroom use, a client-server software version of the game might replace the cumbersome logistics aspects (the moving of boxes) and help in gathering data that can be used for debriefing straight away. Moreover, it would be great to be able to play the beergame with different setups, e.g. with implementing effective sharing of (customer demand and inventory) data in order to demonstrate, in a second round of play, the usefulness of information sharing in reducing the bullwhip effect. To this end, our software will be flexible enough to incorporate such exploration of different supply chain modalities.1 1 For further information please see: http://www.beergame.org. 601 Appendix 1: Beergame play sheet The following table shows the play sheet of a retailer group that was filled in during a beergame session. The ‘incoming order’ column shows the external customer demand with its increase in round 6. During the game the students only have to fill in the white columns – the ‘incoming delivery’ and the ‘incoming order’ are taken from the incoming paper slips, while in the ‘your order’ column the students have to fill in their order decision for the respective weeks. Having done that, the play sheet shows exactly what has to be written on the outgoing order and delivery slips (in the dark columns). All orange columns are calculated automatically, so that students can easily keep track of their inventory and cost progression. After the beergame this data is then put together and consolidated with the data that was collected in the play sheets of the other groups of the same supply chain. It is then plotted to create figures 3 and 4 and table 1 (see above). Week Incoming Delivery Available Incoming Order Your Delivery Backorder Inventory Cost 7,5 15 22,5 30 35 37 40 45 49 52 64 78 86 100 118 137 159 180 201 223 244 265 283 295 303 316 317,5 321 324,5 328 331,5 335 338,5 342 345,5 348,5 351 353 355 357 Your Order Please fill out play slips: Delivery Order 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 5 5 5 5 0 3 2 7 10 10 0 7 15 3 5 8 6 10 9 8 10 9 12 15 13 4 25 13 9 9 9 9 9 9 9 8 8 8 9 9 20 20 20 20 15 13 6 7 10 10 0 7 15 3 5 8 6 10 9 8 10 9 12 15 13 4 25 16 16 16 16 16 16 16 16 15 14 13 13 13 5 5 5 5 5 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 5 5 5 5 5 9 6 7 10 10 0 7 15 3 5 8 6 10 9 8 10 9 12 15 13 4 22 9 9 9 9 9 9 9 9 9 9 9 9 9 0 0 0 0 0 0 3 5 4 3 12 14 8 14 18 19 22 21 21 22 21 21 18 12 8 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 15 15 15 15 15 10 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3 7 7 7 7 7 7 7 7 6 5 4 4 4 0 3 2 7 7 12 5 10 10 6 5 7 15 25 15 5 5 6 11 9 9 9 9 9 9 9 9 9 9 9 9 8 8 8 9 9 9 9 9 9 5 5 5 5 5 9 6 7 10 10 0 7 15 3 5 8 6 10 9 8 10 9 12 15 13 4 22 9 9 9 9 9 9 9 9 9 9 9 9 9 0 3 2 7 7 12 5 10 10 6 5 7 15 25 15 5 5 6 11 9 9 9 9 9 9 9 9 9 9 9 9 8 8 8 9 9 9 9 9 9 602 Appendix 2: Syllabus for a beergame-based B2B course The following table gives an overview of how the beergame can be incorporated in a typical (B2B) eCommerce (masters) course (e.g. 12 weeks with 3 hour sessions). The beergame and the subsequent modules can cover up to 6 sessions. After presenting the three blocks with eCommerce improvements, an additional session can be used to discuss management challenges of inter-firm collaboration, covering issues such as trust, managing interfaces, ICT standards etc. Throughout the course, cases from the grocery and the automotive industries might be used for illustration purposes and to facilitate discussions. Depending on the setting, background readings might also be handed out to the students. Sessions (3 hours) Topics / session contents 1. Beergame session a. Introduction to supply chains (why have supply chains?) b. Beergame introduction (setup, structure, rules of the game) c. Playing the game (40-50 rounds) d. Brief discussion afterwards 2. Debriefing a. Discussion of experiences and game setup b. Presentation and discussion of beergame data (results) c. Teaching case Barilla: bullwhip causes [optional] d. Identification of the three main causes of the bullwhip effect e. Short presentation of three areas of improvement and the schedule for the next three sessions 3. Information sharing a. Short discussion: why is information sharing important? b. Principles of electronic data sharing c. Attaching information to physical goods: standardised product numbering, Automated product identification technologies: barcodes, RFID d. Electronic Data Interchange: EDI, WebEDI, XML-based ordering 4. Supply chain reform a. Overview: efficient replenishment initiatives b. Efficient inventory management: Quick Response, Continuous Replenishment, Vendor Managed Inventory (VMI) c. Efficient Logistics: Warehousing, Direct Delivery, CrossDocking d. Just-in-Time Delivery in the automotive industry [Kanban] 5. eCollaboration a. eCollaboration in the supply chain: idea and philosophy b. Collaborative Planning Forecasting & Replenishment (CPFR) c. Joint product development in the automotive industry 6. Management of inter-firm collaboration a. Complexities of supply chain reform initiatives b. The role of trust and social capital in inter-firm relationships c. Interoperability of ICT d. Managing inter-firm interfaces 603 Appendix 3: Session outline for a beergame-based workshop The following table shows a short workshop format based on the beergame. Such a workshop can be incorporated in other (general IS) courses or be a stand-alone event, for example as an executive teaching offering. The workshop is essentially made up of two sessions – the actual beergame session and a combined debriefing and learnings session. As an example industry the Grocery industry can be used to illustrate the application of the eCommerce initiatives and technologies. Sessions (~3 hours) Topics / session contents 1. Beergame session a. Introduction to supply chains (why have supply chains?) b. Beergame introduction (setup, structure, rules of the game) c. Playing the game (40 rounds) d. Discussion of experiences and game setup 2. Debriefing & eCommerce initiatives a. Presentation and discussion of beergame data (results) b. Identification of the three main causes of the bullwhip effect c. Discussion of three areas of improvement: a. Information sharing: Product numbering, AutoID, EDI b. Supply chain reform: Inventory management & logistics concepts c. eCollaboration: CPFR d. Complexities of supply chain reform initiatives 604 References Chopra, S., Meindl, P. (2001): â€Å"Supply-Chain Management†, Upper Saddle River, NJ. Coakley, J. R., Drexler Jr., J. A., Larson, E. W., Kircher, A. E. (1998): Using a computer-based version of the beer game: Lessons learned, Journal of Management Education, Vol. 22, No. 3, pp. 416-424. Coyle, J. J., Bardi, E. J., Langley, C. J. (1996): â€Å"The Management of Business Logistics (6th Ed.)†, St. Paul. Forrester, J. W. (1957): Industrial Dynamics. 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VICS (2001): â€Å"Collaborative Planning, Forecasting and Replenishment (CPFR), Version 2†, Available: [http://www.vics.org/committees/cpfr/voluntary_v2/CPFR_Tabs_061802. pdf] (2008-01-07). Waller, M., Johnson, M. E., Davis, T. (1999): Vendor Managed Inventory in the Retail Supply-Chain, Journal of Business Logistics, Vol. 20, No. 1, pp. 183-203. Warburton, R. (2004): An Analytical Investigation of the Bullwhip Effect, Production and Operations Management, Vol. 13, No. 2, p. 150–160.

Shipping Duty Rate Essays

Shipping Duty Rate Essays Shipping Duty Rate Essay Shipping Duty Rate Essay Orleans, the window units will be distributed to the target markets, where a duty and drawback will be applied. Because the gadget came from the European Union (ELI) to the US and then back to the 3 EX. countries, the dutiable value is only assessed to the total assembly cost minus gadget cost at the 3 EX. distribution sites. For this option, the total assembly cost was $91. 48, and the gadget cost was $25, creating a dutiable value of $66. 48. The duty applied from the US to the EX. is 10%, and 18% to Istanbul. The duty is calculated using the formula shown above with the T/ rate added on. The duty drawback is 99% of the original duty rate (gadgets imported from Brussels to New Orleans), then multiplied by the demand to have the total drawback cost for each location. Option 2: Assembly in Istanbul, Turkey The option to produce the window units in Istanbul, Turkey requires gadgets and gadgets to be imported. Because the gadgets and gadgets are entering the Turkeys FUTZ, there is no import duty applied to the products. After the window units are assembled, an import duty will only be applied to the goods sent to the countries within the EX. (Spain/Portugal, Italy, and France). The import duty is applied to those countries because they lie in a different zone than the production site in Turkey. Even though the EX. is a FUTZ, only transactions made within that zone are beneficiaries of the rule. The duty rate for imports entering the EX. is 10%. In this option, the dutiable value is the total assembled cost of $82. 72. Option 3: Assembly in Saratoga, Spain The option to produce the window units in Saratoga, Spain requires gadgets and gadgets to be imported. Because the gadgets and gadgets are entering the European Unions FUTZ, there is no import duty applied to the products. After the window units are assembled, an import duty will only be applied to the goods sent to Istanbul, Turkey, because it does not lie within the Foot the European Union. The duty rate for imports entering Turkey is 18%. In this option, the dutiable value is the total assembly cost of $94. 66. NOTE: There are no drawbacks in Options 2 3 because there is no import duty cost applied to the gadgets and gadgets entering the assembling country. There are several common inherent risks shared by all regions regardless of the location Southern Air Conditioning, Inc. Shoes to assemble their window units. These include: transportation risks, delivery risks, quality risks, currency exchange risks Each assembly site requires at least one component to be imported. There is no absolute guarantee that can be made that would completely protect SAA from the loss of goods during their transport, or to a lesser extent their delayed delivery. There are many factors that can create situations where th e product is delayed or not received at all and in turn would affect Saiss delivery to its customers, their reputation, and penetrability amongst its distributors. Insurance could be obtained to mitigate some risk, but there are many intangibles that could stand to be affected in any event. In addition, because the gadgets are outsourced, SAA takes on the risk that a major component of their final product may not meet expectations. SAA may currently have a good reputable supplier, however, they cannot be for certain that changes to the suppliers labor source, management, machinery, and etc. May not affect product quality at some point during their relationship. And while Contracts of Sale and/or a Bill of Exchange can be implemented to alleviate some of this risk, SAA could still face losses to sales if they have to delay delivery to their suppliers while waiting for quality components to assemble an acceptable finished product. And since all unfinished and finished products are being delivered to multiple countries and not bound to Just one location, the currency exchange risks would also affect every location as there is always a gap between the time a contract is made for the goods and the time the actual payment is received for them. Furthermore, there are classic kiss associated with assembly in any location that affect any organization which includes: cultural, political, economic, financial, industry, and etc. Risks. Option 1: Assembly in New Orleans, US Risks specific to assembling products in the US include ever-changing economic conditions, after-effects of Strain still resounding, and perception and cultural differences from their target markets. Option 2 3: Assembly in Saratoga, Spain or Istanbul, Turkey Risks specific to assembling products in the Saratoga Istanbul, includes having all the finished dodos raw products being outsourced, leaving the assembly plant victim to many possible delivery delays, and having the assembly plant in a completely different location from headquarters and not being able to monitor all aspects of the supply chain as thoroughly. According to the same McKinney study, Istanbul is responsible for 27 percent of Turkeys GAP, with 20 percent of the countrys industrial labor force residing in the city. This provides SAA with a large labor pool to mitigate possible delivery risks. 5) Entry into the European Union. Turkey has a pending application to enter the EX.. This promising future would drastically change the import duties on SASS finished product. All of the demand locations would fall under the European Union Free Trade Zone, lowering costs and increasing opportunities for Southern Air Conditioning.

3 Types of Awkward References to Numbers

3 Types of Awkward References to Numbers 3 Types of Awkward References to Numbers 3 Types of Awkward References to Numbers By Mark Nichol This post describes various usage pitfalls that can interfere with clarity when numbers are involved. Take care when using the word over before a sequence of numbers that might be confused for a figure, as in â€Å"The Ohio city will settle a lawsuit over 911 calls,† which might mistakenly suggest to readers that one or more verbs have erroneously been omitted before a reference to more than a given number of calls, rather than that 911 refers to the phone number for reporting an emergency. The sentence is easily revised to â€Å"The Ohio city will settle a lawsuit regarding 911 calls.† Also, two numbers in numeral form should not appear in sequence, as in this example in which an age is followed by a count: â€Å"The day the slain woman was to turn 28, 3,000 people gathered at a church to recall her life.† The proximity of 28 and 3,000 with an intervening comma suggests that the number 283,000, or a similarly appearing figure, has been incorrectly rendered. (Readers will not make that assumption, but the initial confusion is distracting.) If a publication’s style requires ages to be given in numerals, spell out the attendance count, an acceptable treatment of a large round number. If that figure is exact, change it to an estimate styled as a spelled-out round number, or recast the sentence: â€Å"On the day the slain woman should have been celebrating her 28th birthday, 3,000 people gathered at a church to recall her life.† Finally, do not use forces or troops to refer to individual military service members, as in â€Å"Forty-four US forces were hurt in a rocket-propelled grenade attack yesterday† or â€Å"Three troops were found guilty in the black market scheme.† Use soldiers, sailors, marines, or â€Å"service members† (marines, not soldiers, should be used to refer to members of the US Marine Corps): â€Å"Forty-four US marines were hurt in a rocket-propelled grenade attack yesterday†; â€Å"Three soldiers were found guilty in the black market scheme.† Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Style category, check our popular posts, or choose a related post below:Spelling Test 1Acronym vs. InitialismHow often is "bimonthly"?

Strategic management and marketing for the luxury brand--BVLGARI Essay

Strategic management and marketing for the luxury brand--BVLGARI - Essay Example Bvlgari is now considered to be Italy’s â€Å"best known luxury brand† (Foulkes 2007, p.1). To capitalise on this positive brand identity, the company will be introducing a line of wedding gowns and high heels into the market. This report highlights an introduction of a new product into Bvulgari’s established market, offering a comprehensive analysis of external market factors that pose opportunities or threats to Bvlgari, micro-level considerations that could potentially impact success in the new product line launch, and an overview of the viability of the market to sustain the new product line. Between 2007 and 2009, the luxury good market experienced financial problems as a result of the global recession (Euromonitor 2011). However, the luxury market in Europe is in a recovery stage and BRIC nations are demanding more luxury products. On a global basis, demand for luxury products continues to escalate. In 2000, the global luxury market that includes cosmetics, jewellery, handbags and fragrances is estimated to be worth $170 billion USD (York University 2001). In 2012, China became the number one market for consumption of luxury products, overtaking all other global markets (Inocencio 2013). China has surpassed even Germany, Italy, the United States and the UK in luxury goods consumption volume. It has further been estimated that the global luxury market will increase to a value of â‚ ¬880 billion between 2014 and 2024 (Zargani 2014). nation, surpassed all markets in the world as the largest consumer of luxury products (Inocencio 2013), inclusive of Japan, Russia, Germany, Italy, the United Kingdom, the United States and Brazil. There is ample growth in luxury consumption and luxury marketer profitability as a result of developing economies in Asian nations. In the year 2014, it is expected that the global luxury sector will grow to a value of 880 billion Euros over the next 10 years (Zargani 2014). Hence, this is a lucrative global market with