Insanity plea Research Paper Example | Topics and Well Written Essays - 1250 words

Insanity plea - Research Paper Example Of importance to note is that, a person is liable to have committed crime when he or she has committed an illegal act, and or intended to commit an illegal act such as murder, stealing rape among other heinous acts (Anderson and Gardner 52). Simply, the issue of insanity does not revolve around the diagnosis that the accused undergoes but rather the impact that it might have caused on his or her ability to do specific things at the said time when there was an alleged criminal act. Hence, the Law stipulated that it is the relevant factor revolves around a person ability to do a specific thing but not the diagnosis symptoms that are affiliated to him or her (Brooks and Brakel 10). The defense of insanity is only present when a court absolutely declares that there is the absence or present of legal insanity in that the defendant being sane, but also having a medical disease or defect to extent of not being able to resist committing a given criminal act (Brooks and Brakel 12). ... In any court proceeding where the accused is thought of being insane or an insanity defense is found necessary, the accused begins by admitting that he or she committed the crime before a panel of a jury or judges. The lawyer then takes up the case of the accused by convincing the judges that the accused or defendant should not be held responsible for the alleged crime because he or she was mentally incapacitated as at when crime was committed. Thus, the lawyer tries to get the judges convinced as they give their verdict, to give consideration on the state of mind of the defendant objectively as they lay down their description of the victims in a given case (Fersch 2). History of Insanity Defense Pre –McNaughton At present, the defense put upon insanity is confirmatory, meaning that the defendant is at liberty to argue that they are ‘insane’. In case they are confirmed to be insane, the elements of the case are automatically null and void. Never the less, the defe ndant must be in a position to prove the ‘insanity defense; through a comprehensible and persuasive evidence (Worrall and Siegel 62). The argument for an insanity defense over centuries has been alleged as immoral especially when the person being punished is not responsible for their criminal behavior. It further argues that if a person is unconscious of what he or she is doing at the time when the crime is committed then that person is not reliable for the act (Worrall and Siegel 62). According to Pre -McNaughton rule on insanity, three main phases are used to test the phenomenon. They include; â€Å"the good and evil test†, â€Å"the wild beast test†, and â€Å"the right and wrong test† (Worrall and

Equality Within Modern Educational System Essay

Equality Within Modern Educational System - Essay Example (Beveridge, 2004) Crucially, the home-school relationship is also influenced by the child himself or herself. It is apparent, for example, that where parents see that their children are liked and valued by teachers, they are more likely to feel positive about communication and cooperation with school. At the same time, however, there is evidence that children seek to preserve some privacy in their home and school lives and to 'manage the gap' (Alldred et al., 2002) between them. Concepts of inclusion and inclusive education have developed over time within the context of broader social values and political priorities. When the Warnock Report (DES, 1978) was published, it used the term 'integration' to refer to the involvement in mainstream school of those children with special educational needs who had traditionally been educated in segregated provision. It distinguished between different forms of integration: locational, when children with special educational needs share a site with mainstream pupils; social, when they also share social out-of-class activities; and functional, when they join in at least some mainstream lessons. This very simple model quickly became associated with narrow interpretations of what integration involved. It appeared to endorse a step-by-step progression, where children who could demonstrate their suitability might gradually move towards full involvement in mainstream provision. As Sir Cyril Taylor (Chairman of the Specialist Trust) once said while giving interview to BBC, "Everybody should be concerned if there are children in the under performing schools" (BBC, 2006a). Bearing all of these approaches in mind, the emphasis was placed on where education took place, rather than on its quality. Further,... This paper approves that disabled school pupils and university students in England and Wales are about to get legal rights against discrimination. Under legislation coming into force on 1 September, educational institutions will have to ensure that disabled learners are not disadvantaged. And admissions procedures must not discriminate against disabled students seeking to enrol. Earlier disability legislation had exempted the education sector. But the Special Educational Needs and Disability Act now extend the anti-discrimination protection to education. Institutions have to make â€Å"reasonable adjustments† to ensure that disabled students can participate in courses and lessons. This essay makes a conclusion that in all schools, the quality, style and attitudes of leadership (in particular those of the head teacher) are crucial to creating and maintaining an inclusive ethos. One head stated, ‘We are a comprehensive school’, before stressing his duty to all-children in his community, including those with learning and behavioural difficulties. In schools coping well with behavioural issues, statements such as this were an articulation of deeply held beliefs, and senior staff, imbued with inclusive values, possessed the skill and motivation to influence the attitudes and actions of their sometimes more-doubting colleagues. Many teachers and Learning Support Assistants have become receptive to senior staff initiatives to engender positive behaviour management. Conversely, head teachers and senior staff are receptive to, and supportive of, teacher ideas and initiatives.

Supply Chain Strategic Management For Nike Marketing Essay

Supply Chain Strategic Management For Nike Marketing Essay Nike, Inc was founded in 1964 in the state of Oregon, US. Nike is the largest seller of athletic footwear and apparel in the world. Its main business is in the design, development and marketing of high quality footwear, apparel, and equipment and accessory products. Products are sold to retail accounts via NIKE owned stores and online sales, independent distributors and licensees in 170 countries across globe. Footwear and apparel products are manufactured outside Unites States while equipments are manufactured both in US and outside US. Nikes products are produced in factories owned/operated by independent contractors Nikes footwear products dominates its market share and footwears are designed for aquatic activities, baseball, cheerleading, football, golf, lacrosse, outdoor activities, skateboarding, tennis, volleyball, walking, wrestling, and other athletic and recreational uses. (Nike 2010) Nikes accessories and apparels are designed to match its footwear and performance equipment like bags, socks, sport balls, eyewear, timepieces, electronic devices, bats, gloves, protective equipment, golf clubs are also manufactured. Plastic products are produced in Nikes self owned subsidiary, NIKE IHM, Inc. Other wholly owned subsidiaries of Nike are Cole Haan, Converse, Hurley and Umbro. Supply Chain Process Overview: Business related operations like marketing and contracts with the factories for product development activities is executed in Nikes headquarters in Beaverton, Oregon. Nikes global operations are largely categorized into four geographic segments United States; Europe, Middle East and Africa (EMEA); Asia Pacific and Americas (includes Canada, Mexico and other Latin American countries of Chile, Brazil and Argentina). Nike has outsourced its manufacturing activities across globe since mid-1970s. And the products are developed at factories owned and managed by business partners. (SCM are ERP Implementation at Nike: From Failure to Success 2005) United States Market: Fig 1.1: Nike US Retail Stores Source: Nike Annual Report Fig 1.2: Nike Non-US Retail Stores Source: Nike Annual Report plastic and metal hardware, and specialized performance fabrics designed to repel rain, retain heat, or efficiently transport body moisture. NIKEs contractors and suppliers buy raw materials in bulk. Most raw materials are available in the countries where manufacturing takes place. Supply Chain Framework: The three components of SCM framework are Supply chain network structure, supply chain business processes and the supply chain management components. The three vital components of supply chain network structure are members of the supply chain, structural dimension of the network and various types of process links across the supply chain(Lambert and Cooper 2000). Key members involved in supply chain should be identified. Primary members of a supply chain to be all those autonomous companies or strategic business units who carry out value-adding activities (operational and/or managerial) in the business processes designed to produce a specific output for a particular customer or market .In contrast, supporting members are companies that simply provide resources, knowledge, utilities, or assets for the primary members of the supply chain (Lambert and Cooper 2000). Structural dimension of the network assist in evaluating and managing the supply chain. Horizontal structure means the numbe r of tiers across supply chain and vertical structure means number of suppliers/customers within each tier. Any changes in structure impacts supply chain and proper analysis should be done before making modifications. Successful SCM needs a shift from handling individual processes/functions to integrating activities across supply chain. GSCF identified eight supply chain processes Customer service management, Customer relationship management, Demand management, Order fulfilment, Manufacturing flow management, Procurement, Product development and commercialization and Returns. There exist 4 types of links in business functionalities. They are Managed business process links, monitored business process links, not-managed business process links, and not-member business process links. Managed process links are links that the firm views them as vital to integrate and deal with. These are the links that exists between firm and tier1 customers/suppliers. Monitored process links are albeit not crucial, but vital to the firm and they are the links existing with other member companies. Not-Managed process links are not crucial and the firm is not directly involved in managing them but assign the job of managing the links to member factories. Non member process links are linkages between the firm and other non-members of the supply chain. The nine management components for successful SCM of Nike would be planning and control; work structure; organization structure; product flow facility structure; information flow facility structure; management methods; power and leadership structure; risk and reward structure; and culture and attitude. Supply Chain Process and Objectives of Nike: Precision : The objective is to satisfy customers through product delivery and information accuracy. Nike follows few methods to measure precision DIFOT (Delivery in Full- on Time) and Time to provide resolution to customer queries. The products are produced in factories based on the orders and the developed finished goods are consolidated and then distributed by air/water/road ways to NIKE Customer service centres Fig 1.3: Nike Delivery process Fig 1.4: Nike Apparel and Footwear Product Flow Fig 1.5: Nike Previous Supply Chain Model and desired Simplified Model Fig 1.6: Pictorial representation of Inventory management Fig 1.7: Life Cycle Cost Analysis Fig 1.8: Supply Chain Objectives of Nike Nikes i2 implementation failure : Supply and demand issues need to be paid utmost attention particularly in retail industry as it has to deal with wide choices for each product category like size, color etc. The huge SKU which signifies varied inventory pictures a hurdle to supply chain management. The manufacturing cycle before the implementation of software solutions is generally 9 months. Hence the need for demand planning system arose and Manugistics software was implemented. Due to various limitations in the software, in march 1999, Nike decided to implement software from i2 Technologies for managing its supply and demand. The desired functionality of the software was to match its supply with demand by mapping out the production of varied products at manufacturing units. The module should have been implemented and linked to ERP and other backend functionalities but however Nike implemented software from i2 using the legacy systems rather than implementing as part of its SAP ERP Project (SCM and ERP Implementation at Nike: From Failure to Success 2005 ) In 2000, after the implementation of i2 software, NIKE stated that it resulted in stock pile up for slower-selling shoes and shortages for high demand shoes. Nike blamed i2 software for poor planning forecast which was actually developed to reduce production days. Investors believed Nikes blame game and the shares of i2 dropped severely. But i2 managers claimed that Nikes issues were not linked to software but the way the software was implemented. They did not use the standard template offered by i2 for its footwear division. But i2 accepted the blame of not being forceful in compelling Nike to stick onto their implementation methodology and the bitter truth was i2 desired to solve Nikes complex issue of tracking every shoe model it manufactures. Nike experienced some major issue and hence i2 thought resolving those legitimate issues would really serve as value addition to i2 Technologies. Joshua Greenbaum, a consultant stated that i2 software is not known for technical failures but it is well known for its complexity and the issue here is that Nike went go-alive with the new software even before they were ready to go live which resulted in major chaos. Lessons learnt by Nike : Implementation issues in supply chain can have disastrous effect in Supply chain process of an organization and hence great care should be taken while implementing software solutions for managing supply chain. If a standard template is customized as per the clients requirement then the service provider should monitor that the client adheres to implementation procedures as instructed. If a solution is being offered to address complex issues, then the system should not go-live before appropriate testing to check if all the needs of clients are better served. Premature switching has devastating effect on the organization which Nike has learned at its cost. Fig:1.9: Nikes latest SAP IT Solution to manage supply chain functionalities Nike owns a system Futures wherein the retailers place orders 3-6 months in advance which does assist in demand and forecast planning. But the scenario is different for it Football Team Sports (FTS) category which constitutes 10% of its overall market. Its FTS line comprises about 100 varied styles and it uses a unique fabric Dri-Fit that absorbs sweat. Usually sports team places the order, expects delivery in a weeks time, demands more customized options and hence prestocked items doesnt hold good for all customers. The challenge for FTS apparel lies in its supply chain. Nike has to seek ways to reduce current lead time like modifying demand planning/ forecast system, shifting production base from Asia to Europe and preordering undyed fabric called greige and contracts with strategic suppliers/manufacturers can result in faster delivery even amidst last minute orders. (Nike:Just Do it But How? 2009) Evans and Danks model : Fig 1.10: Evans-Danks Model Source: Evans and Danks (1998) Strategic supply chain management Creating shareholder value by aligning supply chain strategy with business strategy. In: Gattorna, (ed.): Strategic supply chain alignment, Hampshire: Gower, pp. 18-38 Sourcing Strategy : Global Commodity Chain (GCC) perspective provides greater insights on design, distribution and marketing activities. Nike has captured a greater place in US athletic footwear market albeit its manufacturing activities are held overseas, formulating Nike to be archetype of global sourcing strategy. Its successful execution of sourcing strategy can be best known in Nikes effort to retain its power and authority over its highly profitable nodes of the footwear commodity chain which offers them the strategic and geographical mobility. Nikes distribution network was broadened by forming strategic alliance with retail outlets. It shifted its manufacturing base from high cost production countries to low cost countries like Taiwan, South Korea, Asia etc. The merits of producing goods in developing nations have to be weighed against the demerits of other costs like sourcing, production flexibility, transportation and storage. Nike took advantage of global sourcing as a way to reduce cost and in 1980s relocated its plants to Taiwan, South Korea and in 1990s to China, Indonesia and Vietnam. In 2006,over a half a million workers were engaged in 700 factories in 51 countries, although the firm had around 23000 employees in its payroll.(Lechner and Boli 2004). The efficient management of sourcing strategy obtained Nike to manufacture goods as low cost and thereby its market share and profitability increased. Nikes Futures system is order and planning system which serves to resolve inventory and financial bottlenecks. Nike had more flexibility options like modifying design specifications by dealers which offered competitive advantage over its competitors like Adidas. Donaghu and Barff categorised and identified 3 sets of Nikes factories developed partners, volume producers and developing sources. Developed partners are Nikes first/upper tire suppliers who are accountable for innovative and stylish/premier models. Volume Producers produce products in large quantities but selected products. Developing sources are recent factories that have enticed Nike due to low labor cost. Various steps are involved in making a atheletic shoe designing, model and pattern making, molding of soles, material cutting, stitching, lasting, finishing, final inspection and packaging which requires little skill. Hence unskilled workforce and lower wage rate are quintessential in manufacturing shoes competitively. Nike did not own a factory in Asia but had contracts with partners who manufacture apparels and footwear. Nike took the ownership of the products only after they are finished and delivered from factories. Fig 1.11: Members within Nikes Supply Chain Process Fig 1.12: Nike Brand Factories across globe Source: Nike website Demand Flow Strategy: Nike uses Futures Order system to manage its supply with demand. Nike sells its product through various channels Nike owned stores, online, independent distributors and licensees. Nike doesnt own a factory but outsources its manufacturing activities to subcontrators across globe. Nikes manufacturers deploys Just-in-Time principles to manage inventories. Supply Chain Integration Strategy: Information integration, Decision integration, Financial integration, Operational integration and Physical or Virtual links are the key factors of Supply chain integration. Nike uses SAP software solutions to manage its supply chain processes. Nike never manufactures but establishes contracts with subcontractors across globe. Since 1972, Sojitz Corporation of America (Sojitz America), a large Japanese trading company has been offering financial assistance in exports-imports of Nikes products. It offered purchasing and financing services for Nikes goods in Argentina, Uruguay, Canada, Chile, Brazil, India, Indonesia, the Philippines, Malaysia, South Africa, China, Korea, and Thailand, excluding products produced and sold in the same country. (Nike 10K Report, 2010) . Any disruption/failure from it would affect Nikes power to buy goods from suppliers and to sell goods to customers. FishBone Diagram: Fig 1.13: FishBone Diagram for Nike Time Compression: Time is a critical factor in todays supply chain. Time compression can be defined as reducing the amount of time taken for a process in a business operation ie inputs is being transformed to expected/desired outputs in a process but in a compressed period of time. To achieve time compression for the holistic supply chain, activities that does not add value to the process should be identified which is achieved by removing waste and refocusing on the process steps. The horizontal and vertical structure which forms the basis of supply chain must be properly integrated. The structural and infrastructural linkages in a supply chain depicts how efficiently resources, inventory are utilized. (Beesley 1996) Few generic principles to identify and understand supply chain process: The end users in a supply chain are customers who demand speed and adhere to delivery. Nike customers demand variety in products ranges and hence Nike strives to manufactures wide range of products but maintains a minimal stock so as to accommodate many varieties. Customers are not willing to pay extra cash for speedy delivery because similar services are offered by its competitors also. Many firms are just order qualifiers and not order winners. The call for JIT inventory can be satisfied by maintaining correct proportion of stocks in stores. Positioning of resources and inventory also plays a vital role in maintaining a optimal supply chain. Burbidge and Forrester states that the effect of demand variation in a supply chain oscillates out of control and impacts the lower level of supply chain. Fig 1.14: Internet Driven Supply Chain Model Wireless Technology and RFID are used by Nike at a minimum level. Efforts are taken to widely utilize it across its factories. The usage of RFID however raised some privacy concerns and hence Nike is striving hard to resolve such issues and trying to make use of the technology in the best possible way. Globalisation does impact Nike and offers many challenges. Global sourcing and reduced tariffs in developing countries have created complicated webs in supply chain. Infrastructures in developing economies are not well developed and hence it requires partnerships with 3PL providers who possesses better knowledge on market and in few cases Nike has to build its distribution centres. Periodically detailed research has to be done to understand infrastructure issues. Consumer expectation varies in different countries. One size fits all rule doesnt apply anymore. Customization plays a vital role in acquiring customer satisfaction. Product proliferation challenges can be tackled by being more responsive and quick in addressing the needs of the end users. Nike needs to adapt lean and agile manufacturing programs based on their volume-variety formulae. Retailing customers demand for shorter lead times and faster inventory turns and they make attempts to push the products upstream. As a reciprocative action, Nike offers out-of-stock and replenishment programs but should strive to improvise/speed-up time to market and reduce lead times. Conflict exists between cost and flexibility. Manufacturing lead time is longer due to technical complexity associated with fabrics and products require complex innovation which ultimately results in cost of time and delays. Supply Chain Integration Issues and Recommendations for Nike The key thing to focus is to understand the nature of the demand for the products in supply chain. Functional products are those products that fulfil minimum needs, dont alter to a large extent over time, possesses stable and expected demand and lengthy life cycles. Innovative products are expected to have short life cycle and unpredictable demand. Innovative products supply chain differs from functional products supply chain. Two types of supply chain are Physically efficient supply chain and Market Responsive supply chain. The below table shows the attributes of two supply chain. To develop an ideal supply chain strategy, the nature of demand for products is plotted against their respective supply chain. The 2*2 matrix thus depicts if the existing supply chain matches the right demand for the products. The supply chain strategies are perfect if the functional products possess efficient supply chain and innovative products possesses responsive supply chain. Physically Efficient Process Market Responsive Process Primary Purpose Supply predictable, demand efficiently at the lowest possible cost. Respond quickly to unpredictable demand inorder to minimize stockouts, markdowns and obsolete inventory Manufacturing focus Maintain high average utilization rate Deploy excess buffer capacity Inventory strategy Generate high turns and minimize inventory throughout the supply chain Deploy significant buffer stocks of parts or finished goods. Lead Time focus Shorten lead time as long as it doesnt increase cost Invest aggressively to reduce lead time Approach to choosing suppliers Select primarily for cost and quality Select primarily for speed, flexibility and quality Product design strategy Maximize performance and minimize cost Use modular design inorder to postpone product differentiation as long as possible. Table 1.1: Attributes of Physically efficient and Responsive Supply Chain Source: Fisher,M.L., What is the Right Supply Chain for your Product? A simple framework can help you figure out the answer Functional Products Innovative Products Efficient Supply Chain Match Nikes atheletic shoes and casual shoes, sports equipment, apparels and accessories. Mismatch Nikes shoes for diabetic patients, Zoom Air shoes for athletes, high technology sports equipment. Responsive Supply Chain Mismatch Match Table1.2: Nikes product and supply chain positioning matrix Nike should take efforts to shift from upper right hand cell to lower right hand cell. This can be achieved by making few of the products functional and developing a responsive supply chain for the rest of the innovative products. Nike can handle unceratinty by three ways reducing leadtime and becoming agile such that products are produced only when there is market demand; searching for new information that act as indicators and sharing a common platform and components for varied products and demand becoming predictable; hedging against outstanding ambiguity with buffers of inventory (Fisher ) Arcs of Integration: Ragatz et al (1997) claims that the effective integration of suppliers into product value/supply chains will be a key factor for some manufacturers in achieving the improvements necessary to remain competitive.The two types of integration are : delivery integration or forward integration which involves the flow of material between suppliers, manufacturers and customers (Saunders 1997, Trent and Monczka 1998) and Information integration or backward integration that include the effective functioning of IT and flow of data between customers and suppliers (Martin 1992, Trent and Monczka 1998). Tan et al (1998) state that when firms integrate and act as single unit, overall performance is improved across the supply chain. Manufacturers should decide in which direction (customers or towards suppliers) and to which extent (degree of integration), they should undertake upstream and downstream integration. Fig1.15: Integration in the Supply Chain Source: Frohlich, M.T., Westbrook, R., 2001., Arcs of Integration: an international study of supply chain strategies. Journal of Operations Management, 185-200 Fig1.16: Nike striving to move towards outward facing Arc of Integration Source: Frohlich, M.T., Westbrook, R., 2001., Arcs of Integration: an international study of supply chain strategies. Journal of Operations Management, 185-200 C2C Cycle: Fig 1.16: Nikes 5 year trend of Operation Cycle Source: Thomson One Banker Agility is defined as a capability to meet demands of end users and to warrant that supply matches the demand. The key factor is flexibility and time to market in response to demand is crucial. Transforming the supply chain from make-to-sell to make-to-order is the desire of any organization that wants to gain competitive advantage via supply chain management. Nikes objective is centralization and it is achieved by information sharing through the effective implementation of IT. Nikes claims its lead time is 6 months due to technical complexity associated with producing fabrics and products. In this competitive world, 6 months is a wide gap for any rival to gain access competitive advantage. Nike should adopt following ways to reduce lead time gap. Postponement Strategy: Postponement or delayed configuration is a way of manufacturing products in common platforms, components or modules but the final assembly or customization does not happen until the final market destination and or customer requirement is known (Christopher 2000). Inventory levels can be maintained at a generic level which results in lower stock keeping variants and flexibility it offers in greater. Forecasting is easier at basic level than for a final product. Customizing a product locally means more variety at less cost which paves way for mass customization. Through Localization, postponement strategy is fully achieved which implies that the final product is finished in the local region. The hurdle for efficient SCM is to build lean strategies till the decoupling point and agile strategies further than that point (Christopher 2000). Decoupling point is the point at which demand diffuse through the supply chain. The flow of product upto the decoupling point should be forecast driven and the flow of product after the decoupling point should be demand driven (Christopher 2000). The two decoupling points are material decoupling point where inventory is stocked as its basic form and it should continue as far downstream as likely ; information decoupling point which should be available as far upstream as likely to which data about demand diffuses. Nike should seek ways to handle the two decoupling points thereby becoming more agile than competitors and reducing Bullwhip or Forrester effect. In most of the processes it is the lead time of the suppliers that restricts the firm to be more agile to customers demand. Order to Delivery Cycle: Order cycle time is defined as the time consumed from placement of order by customers to delivery of the product to them. The components of order to delvery cycle are order communication, order entry and processing, order picking or production, transportation, customer receiving. Each of these steps consumes time and any bottlenecks associated with any of the processes would result in increased cycle time. Optimum Production Technology categorizes any activity as bottleneck and non-bottleneck. Nike should focus on bottlenecks to which capacity can be reduced and set-up times can be reduced. The firm should also focus on non-bottlenecks in a similar fashion. SCOR and DCOR model: Supply Chain Operations Research Model is used to analyse the current position of the organizations business processes and functions. It possesses a set of metrics to be evaluated and can be compared with the benchmark data. Design channel Operations Research Model links business processes and functions, metrics, good practices and technology attributes into a single unified model to support communication within design chain partners and to improve the effectiveness of extended supply chain. Sustainability: Nike has taken steps towards sustainable business and the need of the hour is to take proactive steps by focusing on sustainable manufacturing, sustainable product development and developing a sustainable marketplace. Nike should take efforts to identify closed loop models and processes which would enhance sustainability across supply chain. Nike must follow an integrated approach in tackling supply chain by fusing lean, energy, water, waste and compliance teams into one model: sustainable manufacturing and sourcing. Sustainability is the path to forthcoming profitability. (Nike Corporate Responsibility Report 2009 ) Nike deals with many contractors and hence Nike should seek long term sourcing consolidation strategy and rationalize its supply chain functionalities. Nike has to take steps to build a sustainable base , align with strategic manufacturers who are able to deliver high end products and are highly innovative, building relationships with contractors willing to adhere to Nikes corporate responsibility. Fig 1.17: Nikes Supply Chain towards Sustainability Source: Nike Corporate Responsibility Report Environmental Impacts: Waste is produced at every step of supply chain. In FY2006, Nike conducted waste mapping study and discovered that 75% of waste is generated from supply chain activities outside factories and when measured by weight, about 40% of the purchased materials end up as waste. One-third of waste footprint is generated from retail packaging and from shipping packaging. Nike operates 5 waste management centres in 4 countries and about 50 products are transported to material vendors so as to recycle them to materials from which Nike repurchases. Nike should focus to utilize more waste effectively to sustainable uses. The firm should seek ways to reduce waste in design stage rather than seeking ways to reduce waste in downstream supply which would decrease costs and waste materials being generated. Fig 1.18: Percentage of Waste generated across Nikes supply Chain Process Source: Nike Corporate Responsibility Report Fig 1.19: Nikes Reuse-a-Shoe Program Source: Nike Corporate Responsibility Report Fig 1.20: Greenhouse gas emissions across various supply chain process of Nike Source: Nike Corporate Responsibility Report Supply Chain Mapping Tools: Various supply chain mapping functionalities are available which can be utilized by Nike to determine its current position and future growth prospects. Demand Density Mapping: Sales Territory Mapping: Gross Margin Map: Customer/DC Allocation Map: Isochrone Mapping: Centre of gravity mapping: Table 1.3: Supply Chain Mapping Tools Source: Types of Supply Chain Map, 2007. Nike should manage the business process links based on its objective such as product variety, improvising quality, lowering cost across supply chain. Number of links should be monitored and managed with great care any decision to change links should be well analysed before incorporating amendments. Owing to high variability in customers expectations, Nike should focus more on demand management to gain a sustainable competitive position in the volatile market. Nike can utilize Point-Of-Sale (POS) systems and key customer data to effectively manage demand and supply thereby lowering uncertainty and offering smooth flow across supply chain. Order fulfilment activities should be given high priority and customer needs should be satisfied greatly which requires proper integration with Nikes manufacturers, distributors and logistics providers. Nike should seek to partner with fourth party logistic providers depending on the marketplace and other benefits. Innovation is the lifeblood of Nike to stay competitive and hence new product development process needs high attention. Nikes should identify end users articulated and unarticulated needs; identify strategic suppliers and forms efficient links for a smooth supply chain. Nike should leap forward towards Joint planning and control approach so as to effectively operationalize its functions globally. Nike has failed to monitor its contractors factories who have employed underage kids and havent adhered to minimum wage rates. Owing to this, Nikes brand names have been associated with child labour and Nike has to face loads of labour rights issues which defamed its brand. Nike has been really doing well in managing its supply chain integration. However if it maps and analyzes every bit of linkages across the chain and takes corrective actions, it can gain a well established position in the market and thereby reducing the cost by a large amount. Conclusion: The mapping of SCM process results in understanding the existing issues and paves way for defining solutions. Identifying the critical members of the supply chain, kind of functionalities to be connected and what nature/degree of integration is necessary for each link are key factors that require deep insight. The goal of SCM is to create the highest possible value not only for the specific firm but across the supply chain including end-consumers. Aligning the product supply with their appropriate supply chain is also vital for increasing sales. Amplification caused by uncertainty can be reduced

Guillvers Travels :: essays papers

Guillvers Travels Literary Techniques Socrates stated, "The unexamined life is not worth living." From the beginning of a man's life, he looks for a purpose or a calling that he has been placed on the earth to fulfil or become. Authors throughout the ages, aware of this knowledge, write with the intent helping man search inside his self to examine the purpose of his existence. Swift uses many techniques to spark this analysis. One technique Swift uses in Guliver's Travels is juxtaposition. An example of juxtaposition comes when Swift lands Gulliver on an island of giants. The comparison of the giants to Gulliver causes the reader to realize what small importance a single man has in the world. "...showing how diminutive, contemptible, and helpless an animal was man in his own nature..." (141). As Gulliver explains what he reads in an giant book, he explains how man cannot effectively protect himself from his surroundings. "...unable to defend himself from the inclemencies of the air, or the fury of wild beasts..." (152). Gulliver then reads that the author believes that man should have originally been made larger and more robust. Swift explains this to show that one man is a very small fish in a very large pond. Another example of juxtaposition lies when Gulliver and the Houyhnhnms are compared. This comparison illustrates how inhumane and savage mankind can act. Gulliver tries to explain the conc ept of war to his master. "Millions of Yahoos might have been killed in the whole progress of it, and perhaps a hundred or more cities taken, and thrice as many ships burnt or sunk" (265). The master did not understand this concept and could not believe that man could kill his own kind such as they do. "He asked me what were the usual causes or motives that made one country go to war with another" (265). Swift attacks the ridiculousness of war here. "Difference in opinions hath cost many millions of lives..." (265). Examples of Gulliver as the ingenuous narrator are numerous. Acting as an ingenous narrator becomes natural for Gulliver, being a naive and innocent person by nature. An example of this lies when Gulliver dances around in front of many people. "I turned about several times to the company, paid my humble respects, said they were welcome, and used some other speeches I had been taught" (111). Guillvers Travels :: essays papers Guillvers Travels Literary Techniques Socrates stated, "The unexamined life is not worth living." From the beginning of a man's life, he looks for a purpose or a calling that he has been placed on the earth to fulfil or become. Authors throughout the ages, aware of this knowledge, write with the intent helping man search inside his self to examine the purpose of his existence. Swift uses many techniques to spark this analysis. One technique Swift uses in Guliver's Travels is juxtaposition. An example of juxtaposition comes when Swift lands Gulliver on an island of giants. The comparison of the giants to Gulliver causes the reader to realize what small importance a single man has in the world. "...showing how diminutive, contemptible, and helpless an animal was man in his own nature..." (141). As Gulliver explains what he reads in an giant book, he explains how man cannot effectively protect himself from his surroundings. "...unable to defend himself from the inclemencies of the air, or the fury of wild beasts..." (152). Gulliver then reads that the author believes that man should have originally been made larger and more robust. Swift explains this to show that one man is a very small fish in a very large pond. Another example of juxtaposition lies when Gulliver and the Houyhnhnms are compared. This comparison illustrates how inhumane and savage mankind can act. Gulliver tries to explain the conc ept of war to his master. "Millions of Yahoos might have been killed in the whole progress of it, and perhaps a hundred or more cities taken, and thrice as many ships burnt or sunk" (265). The master did not understand this concept and could not believe that man could kill his own kind such as they do. "He asked me what were the usual causes or motives that made one country go to war with another" (265). Swift attacks the ridiculousness of war here. "Difference in opinions hath cost many millions of lives..." (265). Examples of Gulliver as the ingenuous narrator are numerous. Acting as an ingenous narrator becomes natural for Gulliver, being a naive and innocent person by nature. An example of this lies when Gulliver dances around in front of many people. "I turned about several times to the company, paid my humble respects, said they were welcome, and used some other speeches I had been taught" (111).

Carrie Chapter Twelve

Tommy suggested they stop at the Kelly Fruit after and grab a root beer and a burger. All the other kids would be going to Westover or Lewiston, and they would have the place to themselves. Carrie's face fit up, he said. She told him that would be fine. Just fine. This is the girl they keep caning a monster. I want you to keep that firmly in mind. The girl who could be satisfied with a hamburger and a dime root beer after her only school dance so her momma wouldn't be worried.. . The first thing that struck Carrie when they walked in was Glamour. Not glamour but Glamour. Beautiful shadows rustled about in chiffon, lace, silk, satin. The air was redolent with the odour of flowers, the nose was constantly amazed by it. Girls in dresses with low backs, with scooped bodices showing actual cleavage, with Empire waists. Long skirts, pumps. Blinding white dinner jackets, cumberbunds, black shoes that had been spitshined. A few people were on the dance floor, not many yet, and in the soft revolving gloom they were wraiths without substance. She did not really want to see them as her classmates. She wanted them to be beautiful strangers. Tommy's hand was firm on her elbow. ‘The mural's nice,' he said. ‘Yes,' she agreed faintly. It had taken on a soft nether light under the orange spots, the boatman leaning with eternal indolence against his tiller while the sunset blazed around him and the buildings conspired together over urban waters. She knew with suddenness and ease that this moment would be with her always, within hand's reach of memory. She doubted if they all sensed it – they had seen the world-but even George was silent for a minute as they looked, and the scone, the smell, even the sound of the band playing a faintly recognizable movie theme, was locked forever in her, and she was at peace. Her soul knew a moment's calm, as if it had been uncrumpled and smoothed under an iron. ‘V ‘George yelled suddenly, and led Frieda out on to the floor. He began to do a sarcastic jitterbug to the old-timey big-band music, and someone catcalled over to him. George blabbered, leered, and went into a brief arms-crossed Cossack routine that nearly landed him on his butt. Carrie smiled. ‘George is funny,' she said. ‘Sure he is. He's a good guy. There are lots of good people around. Want to sit down?' ‘Yes,' she said gratefully. He went back to the door and returned with Norma Watson, whose hair had been pulled into a huge, teased explosion for the affair. ‘It's on the other SIDE,' she said, and her bright gerbel's eyes picked Carrie up and down, looking for an exposed strap, an eruption of pimples, any news to carry back to the door when her errand was done. ‘That's a LOVELY dress, Carrie. Where did you EVER get it?' Carrie told her while Norma led them around the dance floor to their table. She exuded odours of Avon soap, Woolworth's perfume, and Juicy Fruit gum. There were two folding chairs at the table (looped and beribboned with the inevitable crepe paper), and the table itself was decked with crepe paper in the school colours. On top was a candle in a wine bottle, a dance programme, a tiny gilded pencil, and two party favours – gondolas filled with Planters Mixed Nuts. ‘I can't get OVER it,' Norma was saying. ‘You look so DIFFERENT.' She cast an odd, furtive look at Carrie's face and it made her feel nervous. ‘You're positively GLOWING. What's your SECRET?' ‘I'm Don MacLean's secret lover,' Carrie said. Tommy sniggered and quickly smothered it. Norma's smile slipped a notch, and Carrie was amazed by her own wit and audacity. That's what you looked like when the joke was on you. As though a bee had stung your rear end. Carrie found she liked Norma to look that way. It was distinctly unchristian. ‘Well, I have to get back,' she said. ‘Isn't it EXCITING, Tommy?' Her smile was sympathetic: Wouldn't it be exciting if-‘ ‘Cold sweat is running down my thighs in rivers,' Tommy said gravely. Norma left with an odd, puzzled smile. It had not gone the way things were supposed to go. Everyone knew how things were supposed to go with Carrie. Tommy sniggered again. ‘Would you like to dance?' he asked. She didn't know how, but wasn't ready to admit to that yet. ‘Let's just sit for a minute.' While he held out her chair, she saw the candle and asked Tommy if he would light it. He did. Their eyes met over its flame. He reached out and took her hand. And the band played on. From The Shadow Exploded (pp. 133-134): Perhaps a complete study of Carrie's mother will be undertaken someday, when the subject of Carrie herself becomes more academic. I myself might attempt it, if only to gain access to the Brigham, family tree. It might be extremely interesting to know what odd occurrences one might come across two or three generations back†¦ And there is, of course, the knowledge that Carrie went home on Prom Night. Why? It is hard to tell just how sane Carrie's motives were by that time. She may have gone for absolution and forgiveness, or she may have gone for the express purpose of committing matricide. In any event, the physical evidence seems to indicate that Margaret White was waiting for her†¦ The house was completely silent. She was gone. At night. Gone. Margaret White walked slowly from her bedroom into the living room. First had come the flow of blood and the filthy fantasies the Devil sent with it. Then this hellish Power the Devil had given to her. It came at the time of the blood and the time of hair on the body, of course. Oh, she knew about the Power. Her own grandmother had it. She had been able to light the fireplace without even stirring from her rocker by the window. It made her eyes glow with (thou shalt not suffer a witch to live) a kind of witch's light. And sometimes, at the supper table the sugar bowl would whirl madly like a dervish. Whenever it happened, Gram would cackle crazily and drool and make the sign of the Evil Eye all around her. Sometimes she panted like a dog on a hot day, and when she died of a heart attack at sixty-six, senile to the point of idiocy even at that early age, Carrie had not even been a year old. Margaret had gone into her bedroom not four weeks after Gram's funeral and there her girl-child had lain in her crib, laughing and gurgling, watching a bottle that was dangling in thin air over her head. Margaret had almost killed her then. Ralph had stopped her. She should not have let him stop her. Now Margaret White stood in the middle of the living room. Christ on Calvary looked down at her with his wounded, suffering, reproachful eyes. The Black Forest cuckoo clock ticked. It was ten minutes after eight. She had been able to feel, actually feel the Devil's Power working in Carrie. It crawled all over you, lifting and pulling like evil, tickling little fingers. She had set out to do her duty again when Carrie was three, when she had caught her looking in sin at the Devil's slut in the next yard over. Then the stones had come, and she had weakened. And the power had risen again, after thirteen years. God was not mocked. First the blood, then the power, (you sign your name you sign it in blood) now a boy and dancing and he would take her to a roadhouse after, take her into the parking lot, take her into the back seat, take her Blood, fresh blood. Blood was always at the root of it, and only blood could expiate it. She was a big woman with massive upper arms that had swarfed her elbows to dimples, but her head was surprisingly small on the end of her strong, corded neck. It had once been a beautiful face. It was still beautiful in a weird, zealous way. But the eyes had taken on a strange, wandering cast, and the lines had deepened cruelly around the denying but oddly weak mouth. Her hair, which had been almost all black a year ago, was now almost white. The only way to kill sin, true black sin, was to drown it in the blood of (she must be sacrificed) a repentant heart. Surely God understood that, and had laid His finger upon her. Had not God Himself commanded Abraham to take his son Isaac up upon the mountain? She shuffled out into the kitchen in her old and splayed slippers, and opened the kitchen utensil drawer. The knife they used for carving was long and sharp and arched in the middle from constant honing. She sat down on the high stool by the counter, found the sliver of whetstone in its small aluminium dish, and began to scrub it along the gleaming edge of the blade with the apathetic, fixated attention of the damned. The Black Forest cuckoo clock ticked and ticked and finally the bird jumped out to call once and announce eight-thirty. In her mouth she tasted olives. THE SENIOR CLASS PRESENTS SPRING BALL 79 May 27,1979 Music by The Billy Bosman, Band Music by Josie and the Moonglows ENTERTAINMENT ‘Cabaret' – Baton Twirling by Sandra Stenchfield ‘500 Miles' ‘Lemon Tree' ‘Mr Tambourine Man' Folk Music by John Swithen and Maureen Cowan ‘The Street Where You Live' ‘Raindrops Keep Fallin' on My Head' Ewen High School Chorus ‘Bridge Over Troubled Waters' CHAPERONES Mr Stephens, Miss Geer, Mr and Mrs Lublin, Miss Desjardin Coronation at 10:00 P.M. Remember, its YOUR prom; make it one to remember always! When he asked her the third time, Carrie had to admit that she didn't know how to dance. She didn't add that, now that the rock band had taken over for a half-hour set, she would feel out of place gyrating on the floor. (and sinful) yes, and sinful. Tommy nodded, then smiled. He leaned forward and told her that he hated to dance. Would she like to go around and visit some of the other tables? Trepidation rose thickly in her throat, but she nodded. Yes, that would be nice. He was seeing to her. She must see to him (even if he really did not expect it); that was part of the deal. And she felt dusted over with the enchantment of the evening. She was suddenly hopeful that no one would stick out a foot or slyly paste a kick-me-hard sign on her back or suddenly squirt water in her face from a novelty carnation and retreat cackling while everyone laughed and pointed and catcalled. And if there was enchantment, it was not divine but pagan. ‘Carrie?' a voice said hesitantly. She had been so wrapped up in watching the band and the dance floor and the other tables that she hadn't seen anyone coming at all. Tommy had gone to get them punch. She turned around and saw Miss Desjardin. For a moment the two of them merely looked at each other, and the memory travelled between them, com (she saw me she saw me naked and screaming and bloody) without words or thought. It was in the eyes. Then Carrie said shyly: ‘You look very pretty, Miss Desjardin.' She did. She was dressed in a glimmering silver sheath, a perfect complement to her blonde hair, which was up. A simple pendant hung around her neck. She looked very young, young enough to be attending rather than chaperoning. `Thank you.' She hesitated, then put a gloved hand on Carrie's arm. ‘You are beautiful,' she said, and each word carried a peculiar emphasis. Carrie felt herself blushing again and dropped her eyes to the table. ‘It's awfully nice of you to say so. I know I'm not †¦ not really †¦ but thank you anyway.' ‘It's true,' Desjardin said. ‘Carrie, anything that happened before †¦ well, it's all forgotten. I wanted you to know that.' ‘I can't forget it,' Carrie said- She looked up. The words that rose to her lips were: I don't blame anyone any more. She bit them off. It was a lie. She blamed them all and always would, and she wanted more than anything else to be honest. ‘But it's over with. Now it's over with.' Miss Desjardin smiled, and her eyes seemed to catch and hold the soft mix of lights in an almost liquid sparkling. She looked across toward the dance floor, and Carrie followed her gaze. ‘I remember my own prom,' Desjardin said softly. ‘I was two inches taller than the boy I went with when I was in my heels. He gave me a corsage that clashed with my gown. The tailpipe was broken on his car and the engine made †¦ oh, an awful racket But it was magic, I don't know why. But I've never had a date like it, ever again.' She looked at Carrie. ‘Is it like that for you?' ‘It's very nice,' Carrie said. ‘And is that all?' ‘No. There's more. I couldn't tell it all. Not to anybody.' Desjardin smiled and squeezed her arm. ‘You'll never forget it,' she said. ‘Never.' ‘I think you're right.' ‘Have a lovely time, Carrie.' ‘Thank you.' Tommy came up with two Dude cups of punch as Desjardin left, walking around the dance floor toward the chaperones' table. ‘What did she want?' he asked, putting the Dude caps down carefully. Carrie, looking after her, said: ‘I think she wanted to say she was sorry.' (momma untie your apron strings i'm getting big) and she wanted it that way. ‘Look,' he said as they got up. Two or three stagehands were sliding the King and Queen thrones from the wings while Mr Lavoie, the head custodian, directed them with hand motions toward preset marks on the apron. She thought they looked quite Arthurian, those thrones, dressed all in blinding white, strewn with real flowers as well as huge crepe banners. ‘They're beautiful,' she said. ‘You're beautiful,' Tommy said, and she became quite sure that nothing bad could happen this night – perhaps they themselves might even be voted King and Queen of the Prom. She smiled at her own folly. It was nine o'clock. Sue Snell sat quietly in the living room of her house, hemming a dress and listening to the Jefferson Airplane Long John Silver album. It was old and badly scratched, but soothing. Her mother and father had gone out for the evening. They knew what was going on, she was sure of that, but they had spared her the bumbling talks about how proud they were of Their Girl, or how glad they were that she was finally Growing Up. She was glad they had decided to leave her alone, because she was still uncomfortable about her own motives and afraid to examine them too deeply, lest she discover a jewel of selfishness glowing and winking at her from the black velvet of her subconscious.

My Memorable Biology Class Experience Essay

My Memorable Biology Class Experience Introduction   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   I have had many memorable experiences in my biology class but there is one particular experience that stands out from the rest. This experience will forever be in mind for years to come. This paper will look at my previous experiences in school and the reason why this particular experience in biology class stands out from the rest.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It was one morning that after out biology classes that out tutor told us that we would proceed to the laboratory to carryout some experiments. In the previous one moth, we were studying cell and organizational biology. This topic was of much interest to me because it gave me a chance to learn about different biological mechanisms and the interrelationships between different cells in organisms. After the lesson, our teacher divided us into groups of three and every group was supposed to look for an animal to dissect. I and other members of out group decided to dissect a minks and carryout out tests to establish whether there were traces of mercury or other substances in its tissue.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   When the time came to go to the laboratory, we went out in search of a minks. Every group member went out in search of a mink within the neighborhood. It did not take long before one member of our group caught one. Afterwards, we went into the laboratory to start carrying out our experiment. On arrival, we found that we were the first group to start working on their experiment. Mike, one of our group members assembled all the required tools and equipment. We dissected the creature and started studying its tissue to establish the presence of any harmful substances. After some time, we were joined by theupperclassmen who were doing their capstone research.This was such special time for me because it offered me a chance to get the much needed experience in research.This is such a memorable experience for me because it was the first time that I dissected an organism and carried out tests on its tissues.In addition, this was such a memorable an d surreal experience for me because it was the first time that I completed a hands-on undertaking and not merely sitting at a table looking through a microscope. It also gave me a chance to carryout research in a truly productive manner. Conclusion   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The first major memorable experience in the biology class was studying cell and organizational biology. I found this unit to be very interesting therefore confirming my deep love for biology. More specifically, I was very much fascinated to learn about different biological mechanisms and the interrelationships between different cells in organisms. The other memorable experience in the biology class is getting the chance to carryout research with upperclassmen for their capstone research. This provided me with a chance to earn the much needed experience in research. During our joint research sessions, we would dissect minks and carryout a number of tests on their tissue to establish whether there were hints of mercury and other substances. This is such a memorable experience for me because it was the first time that I dissected an organisms and carryout tests on its tissues. References Alberts, B. Johnson, A. Lewis, J. RaffM. Roberts, K.& Walter, P.Molecular Biology of the Cell (4th ed.). Garland, 2002. Print. Source document