exemplification essay - 653 Words

Oct. 30, 2013 Prof. Farve Exemplification Essay Types of Irony Is it strange how love can be a source of happiness, but also cause a lot of pain? Yet people tend to search for love, and once these people find love it comes with both pleasure and ache. Irony plays a role in love because love is what people perceive as joy but also causes hurt, yet people still search for love. In Kate Chopin’s Story of an Hour, there are different forms of literary, situational, and dramatic irony used. The first type of irony which Kate Chopin uses is literary irony. Literary irony is expression of one’s meaning by using language that normally signifies the opposite. In The Story of an Hour, Louise says that her husband Brently is†¦show more content†¦In the end of The Story of an Hour, Louise walks down stairs to see that Brently is actually alive which causes Louise to fall into severe devastation and die. The last type of irony used in The Story of an Hour is dramatic irony. Dramatic irony occurs when the meaning of the s ituation is understood by the audience but not by the characters in the play. When the doctor in the story says, â€Å"She had died of heart disease, of a joy that kills.† The characters in the story, Josephine and Richards, think Louise died out of joy when Brently is actually found to be alive rather than dead. This realization causes Louise to fall into desolation and die because now she cannot live her life freely. Dramatic irony also occurs when Josephine thinks Louise is sick in her room when she is really experiencing joy. This falls under dramatic irony because Josephine thinks Louise is becoming sick due to Brently’s death, but the audience reading the story know that Louise is actually full of joy. In The Story of an Hour, Kate Chopin uses these different types of literary, situational, and dramatic irony in her story. Irony is the use of words to convey a meaning that is the opposite of its literal meaning, but there are also other types of irony such as sit uational which is situation in which actions have an effect that is opposite from what was intended. On the other hand, dramatic irony isShow MoreRelatedExemplification Essay1456 Words   |  6 PagesKandace Gordon Exemplification Essay Another minor dispute has escalated into yelling and screaming, throwing of objects and breaking of hearts. Words that shouldn’t be expressed between two loving people cause tears and feelings of hatred, anger and disrespect. This is just one of many problems that could have been effortlessly resolved before the mole hill grew to the size of Mt. Everest but of course walking away from the situation isn’t always the easiest thing to do. If she only turned herRead More Exemplification Essay: Welfare, A Vicious Circle1427 Words   |  6 Pages   Ã‚  Ã‚   Its Dianas turn at the tiny glass window. Her face burns red with shame as she is handed her monthly check. Two small children tug at her dress, their stomachs growling from a day without food. She looks down at her two children, her face filled with pain and guilt. What had happened to their happy life? With just the stroke of the pen across a divorce decree, Diana and her children were thrust into the humiliation of the welfare line. For two years now, Diana has tried to get backRead More Exemplification Essay: Separation of Church and State832 Words   |  4 Pages    Because of my strong beliefs, I have been called the Antichrist, a witch, an atheist, and a Satanist. Fervent Christians have told me that my â€Å"kind† is solely responsible for the downfall of American morals.    Actually, none of these labels fits me. I am not a witch because the only modern religion to practice witchcraft is Wicca (American Heritage 1381), and I am not a Wiccan. 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I remember when cruising was a popular activity on Main Street in Mesa for many years, until it was banned a few years ago. Now the controversy is over whether to ban cruising on Central Avenue in Phoenix. City officials are trying to reroute the weekend riders to Washington and Jefferson streets. Although cruisingRead More Exemplification Essay: Why The World Is Doomed1086 Words   |  5 PagesEvery day when looking out a window, people see a beautiful earth. The earth is intriguing, but hinges on a delicate balance. Many natural resources keep the grass green and the sky blue. Man has made quite an impression on our world, and has transformed the earths resources into tools to make life easy. However, mans manipulation on earth has become detrimental to the health of our planet and the safety of mankind. Through the use and production of r esources such as oil and energy, man is graduallyRead More Exemplification Essay: The Dead-end of Professional Sports1104 Words   |  5 Pages In 1995 Scotty Thurman was on top of the world. Thurman led the Arkansas Razorbacks to a NCAA basketball championship with one great performance after another. After this miracle season, Thurman made a decision that would change his fortunes. Rather than come back for his senior year and get his degree, he elected to make himself eligible for the NBA draft. With a NCAA championship under his belt, Thurman was confident he was ready for the NBA, but NBA scouts had different ideas. Thurman could onlyRead More Exemplification Essay: Mixing of Religion and the State1131 Words   |  5 Pages   We have based the very existence of our country on the belief that complete separation of church and state is best for the church and is best for the state. However, throughout history the roles between religion and American public life remain interwoven and continue to shape our beliefs and values. In order to begin to understand the role of religion in American public life, one must first recognize that religion is present in many aspects of ones life. Even though the United States ConstitutionRead MoreExemplification Essay: People Have a Right to Die720 Words   |  3 PagesWhat’s that you say Doctor? I’ve got cancer†¦ That doesn’t sound good, and by the way that you’re telling me, it’s probably worse than that. Well, I knew that this day was coming†¦ Doctor? I don’t know why, but I’m not as upset by this news as I thought I would be – but I do know one thing, I don’t want it to hurt. What will â€Å"Fred† choose to do? What is Fred allowed to do? 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Importance Of Outsourcing Of Logistics Function - Free Essay Example

Sample details Pages: 14 Words: 4251 Downloads: 2 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Outsourcing and 3PL, as important business functions, have drawn attention of business operators as well as academic and scholars. A large number of studies have analyzed these areas from a theoretical perspective and a practical point of view. This section will start with the review of outsourcing regarding its definition and importance as well as motivations and concerns. Then, based on the correlation between outsourcing and 3PL, the section presents the concepts of 3PL and most challenges 3PL providers are facing. Lastly, the section shows what could be the current situation of Chinaà ¢Ã¢â€š ¬Ã¢â€ž ¢s 3PL industry. Outsourcing of logistics function 2.1.1 Definition and importance Razzaque and Sheng (1998) defined outsourcing as multiple logistics services provided by a single vendor on a contractual basis. Outsourcing is becoming more important today. Due to economic and competitive pressures, it is imperative for different enterprises to pay attention to their core competencies and turn to third-parties to undertake responsibility for other secondary corporate functions. Outsourcing can create profits by improving customer service level, providing high added-value to products, benefiting in exploiting new markets, and offering dedicated resources (Foster and Muller, 1990). By means of outsourcing, companies can obtain competitive advantage through cost reduction and increased responsiveness to market change. Don’t waste time! Our writers will create an original "Importance Of Outsourcing Of Logistics Function" essay for you Create order Motivation of outsourcing Several reasons lead private business as well as government agencies to outsource logistics functions: Avoid Capital expenditures à ¢Ã¢â€š ¬Ã¢â‚¬Å" It reduces capital investment in facilities (Richardson, 1995). This allows the using firm to spending where it can get the best return as in research, manufacturing, marketing, or other functions core to the organization. Increase flexibility à ¢Ã¢â€š ¬Ã¢â‚¬Å" This can enable firms to focus on the core business, question any function or department that is not producing revenue and adapt to changes in the market and access to leading edge technology. A third-party will be invited to help a company when demand increase dramatically beyond the capability of the company to fulfill (Razzaque and Sheng, 1998). Many 3PL providers specialize in logistics functions such as transportation, warehousing management and information technology. Cost savings à ¢Ã¢â€š ¬Ã¢â‚¬Å" To save costs is identified by most literature as one of the most popular reasons for why outsourcing occurs. In principle, outsourcing will occur to companies for cost reduction when their suppliers offer a service for a low price which however still can cover added overhead, profit, and transaction costs (Harler, 2000). Those companies which outsource their logistics functions to 3PL service providers usually agree that it is more cost saving than to fulfill the same logistics task in-house (Candler, 1994). According to Bradley (1995a), there are some other reasons of logistics outsourcing such as improving service level and customer satisfaction, using 3PL providerà ¢Ã¢â€š ¬Ã¢â€ž ¢s logistics IT systems, acquiring outside sophisticated professionals, combining service and minifying number of suppliers, integrating the process of supply chain, and increasing productivity. Concerns of outsourcing Despite the fact that outsourcing is now favored by most organizations, there are still many recognized potential barriers and problems related to outsourcing. Normally the most mentioned reservation which restrains enterprises from employing 3PL service providers is loss of control of 3PLs (Richardson, 1993a). Such tendency can be caused by different objectives and attitudes of the logistics service providers and users towards strategy, profits and service or skills (Axelrod, 2004, p49). The adoption of outsourcing might also lead to a situation in which critical knowledge associated with process and customers would leak to potential competitors (Jennings, 2002). Moreover, unrealized savings with a potential for increased costs, employee moral problems, losing touch with important information, unreliable promises of the providers, their inability to respond to changing requirements have been mentioned as potential risks as well. Each of these concerns should be recognized carefully by organizations that intend to outsource their logistics function, otherwise contract logistics can be another issue to deal with, rather than a catalyst or improvement (Razzaque and Sheng, 1998). Third-Party Logistics 2.2.1 Concept of 3PL à ¢Ã¢â€š ¬Ã…“Third party logistics serviceà ¢Ã¢â€š ¬? has been described in a few ways, including outsourcing of one single service such as transportation, and outsourcing of a set of complicated processs (Vasiliauskas Barysiene, 2008). Generally, 3PL provide not only just separate warehouse or transport functions but also multiple, bundled services (Leahy et al., 1995). It is also worth mentioned that freight forwarders and shipping lines are included in broad definitions of the 3PL industry (Rao and Young, 1994). On the basis of above definitions, Leib et al. (1993) used the following definition: à ¢Ã¢â€š ¬Ã…“Third-party logistics involves the use of external companies to perform logistics functions that have traditionally been performed within an organization. The functions performed by the third party can encompass the entire logistics process or selected activities within that process.à ¢Ã¢â€š ¬? The authors refer to the 3PL as a new industry and growing business environment has more expectations on 3PL. The usage of 3PL has been considered as logistics alliances at strategic level. Bagchi and Virum (1996, p.193) have developed the following definitions: à ¢Ã¢â€š ¬Ã…“A logistics alliance indicates a close and long-term, relationship between a customer and a provider encompassing the delivery of a wide array of logistics needs. In a logistics alliance, the parties ideally consider each other as partners. They collaborate in understanding and defining the customerà ¢Ã¢â€š ¬Ã¢â€ž ¢s logistics need. Both partners participate in designing and developing logistics solutions and measuring performance. The goal of the relationship is to develop a win-win arrangement.à ¢Ã¢â€š ¬? Compared with the prior definition, which focuses on the logistics functional activities, the final one emphasizes the duration of the relationship between the logistics service provider and user, and also covers an extensive range of promising logistics services (Halldorsson Larsen, 2004). Many articles have disclosed that 3PL industry has progressed steadily for ages (Liu, 2008). 3PL providers started as a traditional transportation or warehousing service providers from 1980s. Nowadays, 3PL companies provide a variety services including basis logistics service as well as value added services. Main challenges to 3PL service providers As the 3PL industry has continued to evolve, the 3PL provider, sitting in the middle between the manufacturers or suppliers (the buyers of the 3PL service, known as shippers) and the end customers (the consumer of the products), will need to balance the dynamic pulls generated by upstream and downstream entities, and thus faces challenges are unique to its position. Financial issues Although 3PL providers should develop skills, improve competencies, and provide more value-added service so as to survive and expand business successfully in this flourishing market, the main challenge for them is how to obtain business and achieve acceptable financial performance. Maintain profits under price pressures from customers The economic crisis has caused serious situations for both 3PL users and providers -82 percent of shippers now are implementing cost-cutting strategies and 60 percents are reconsidering their supply chain and relationships with 3PLs accordingly (Capgemini Consulting et al, 2009). As a matter fact, economic factor is a strong motivation for outsourcing, of which cost reduction and cost saving are the main concerns. One of the most significant motivations for outsourcing logistics functions to third parties is their professional knowledge and valuable experience in logistics industry which are costly for their customers to have in-house (Byrne, 1993). However, the decision of employing 3PL providers is usually influenced by the evaluation of cost/service trade-offs (Selviaridis and Spring, 2007). Hence, no matter what strategic stances the logistics providers take, they have to keep upgrading and improving their operational potentialities in the business environment (Sum Teo, 1999). Meanwhile, as price competition is inevitable and most customers are also price sensitive at present, 3PL providers still need to be cost conscious to achieve higher margins, and to prevent themselves from being priced out of the market. Financial stability Many articles have placed emphasis on financial firmness as a critical essential for logistics providers (Bottani Rizzi, 2006). Based on the empirical survey conducted by Boyson et al. (1999) financial stability was ranked as the most significant selection criteria for choosing 3PL providers because it reduce the risk in relationship. A 3PL services provider with stable financial standing can not only better satisfy its clients and implement cost reduction through a dedicated resource, but also diminish risks for logistics partners (Bowersox Daugherty, 1990). Accordingly, Boyson et al. (1999) assert that firms prefer providers demonstrating outstanding customer service level with low price and possessing solid financial stability. Nevertheless, the financial tsunami which has weighted down the world economy has resulted in steep decreasing in logistics demand with no doubt. On the one hand, according to Li Fung Research Center (2009), the clients of the logistics enterprises asked for price cut and longer credit term, and it is difficult for them to collect the payments form clients during such hard times. Bad debts and financial losses will be easily incurred by any imprudent credit management. On the other hand, the confidence for the banks to lend had been damaged by the tsunami. Banks are now only willing to provide loans to selected enterprises or projects, which limits the financing options of the logistics enterprises (Li Fung Research Center, 2009). Clearly, it has always been important for 3PL providers to maintain a sound financial condition to survive in the recession as well as to rise superior to others in the market. Information technology (IT) Capability of information technology IT-based logistics services is considered as significant factor by 88% of shippers, but only less than half (42%) of the shippers are satisfied with the IT capableness of their providers (Capgemini Consulting et al, 2009). Accordingly, such IT capability gap result in a few difficulties for both shippers and 3PLs to collaborate in an adaptive supply chain (Capgemini Consulting et al, 2009). Information is one of the most important elements in logistics management (Cheong, 2004) and it is definitely essential to assist logistics process with effective IT (LaLonde and Masters, 1994). IT capability can be enhanced by employing advanced software, such as electronic data interchange (EDI) networking, enterprise resource planning environments, simulation software, vehicle routing packages, carrier loading optimization tools, etc. (Qureshi et al, 2008). Hardware also may be utilized to facilitate operations and to increase the production efficiency, including radio frequency devices, servers, bar code printers and scanners, global positioning system (GPS), networking and internet/intranet connections, satellite tracking devices, etc. (Qureshi et al, 2008). 3PL services providers which adopt tracking and tracing devices can grant better services to users with quick responsiveness (Rahman, 2004). According to Byrne (1993), the need of sophisticated information technology is impe rative for logistics management to link members like manufacturer, carrier and customer in the supply chain. Sauvage (2003) proposed that to fully satisfy the variety of customersà ¢Ã¢â€š ¬Ã¢â€ž ¢ demand, LSPs should continuously employ advanced information technologies in order to enhance their service performance. It is unlikely for a firm which is lagging in a technology to move to a position of leadership (Jennings, 2002). Security of information systems The sharing of so much information inevitably leads to security concerns. It can not be denied that logistics service providers usually still lose customers annually due to issues of trust in privacy and security, though they keep attracting new clients (Pattel Conners, 2008). One possible mentioned security issue is that when a 3PL provider has to serve several direct competitors, the information in relation to all of them should be kept confidential (Grover et al., 1994, p. 38; Lacity and Hirschheim, 1993a, p. 24). Other than cost, security and privacy are also considered as major concerns by many companies when outsourcing. Compatibility of information systems IT compatibility acts an essential role in logistics activities such as forecasting, order purchasing, inventory replenishment and life cycle management (Anand, 2010). According to Arshinder et al. (2007), the information system of the whole supply chain is expected to be compatible. A compatible information system means comprehensible data are quickly shared among the parties throughout the supply chain (Arshinder et al, 2007) while incompatibility will lead to costly and time consuming process because information, though can be shared as well, is rarely in synchronization. At present, it is difficult for information to seamlessly flow throughout the network as international logistics often includes some different transportation modes and carriers. Moreover, there are diverse IT systems in the different trading areas. For example, Europe adopts Administration, Commerce and Transportation (EDIFACT) standards for EDI systems while the US follows the standards of the American National Standards Institute (Rao Young, 1994). These difficulties in global supply chain have challenged 3PLs regarding how to capitalize the gap to provide a distinct competitive advantage. Reliability of information systems As one of the major industry focus in the global logistics market, the field of information systems paid special attention to user satisfaction as an important performance measure (Ives and Olson, 1984; Robey and Farrow, 1982). Bailey and Pearson (1983) have pointed out that reliability is one of the critical criteria of customer satisfaction. There could be many unknown increased reliability risk which result from two major sections of technology. One is that new technology innovations or adoptions of 3PL providers may have an unclear reliability performance. The other is that an existing technology may be applied to a new market with unknown increase failure rates (Collins, 2005). To fulfill the promised logistics service reliably and exactly, 3PL providers must identify and remove uncertainty involved with technology reliability performance. Human Resource (HR) Lack of expertise There is a tendency that firms desire to acquire the expertise from third-party logistics providers who possess particular local knowledge of customs and infrastructure of destination countries in such a growing global market (Razzaque Sheng, 1999). Although one of the drivers for companies to outsource is to acquire resources and logistics professionals (Selviaridis Spring, 2007), the results of the research conducted by Georgia Institute of Technology et al. (2009) show that many outsourcing users donà ¢Ã¢â€š ¬Ã¢â€ž ¢t believe that 3PLs are in the capacity of strategic partners currently, 40% of shippers in the survey expect their 3PL service providers to continue focusing on execution, and a good many of them reckon that 3PL providers lack logistics expertise that would support userà ¢Ã¢â€š ¬Ã¢â€ž ¢s increasing outsourcing. Often-cited problems range from misunderstanding the demand of customerà ¢Ã¢â€š ¬Ã¢â€ž ¢s supply chain to inadequate professionals in given products and m arkets (Selviaridis Spring, 2007). In fact, customers are looking for 3PL providers that have expertise in multiple phases of the logistics process. An annual surveys of US 3PL firms indicates that à ¢Ã¢â€š ¬Ã…“company employee/expertiseà ¢Ã¢â€š ¬? is regarded by CEOs as the most important asset of the company for business success in the competition, however those same CEOs also agree that currently the most critical problem facing 3PL companies as à ¢Ã¢â€š ¬Ã…“finding qualified peopleà ¢Ã¢â€š ¬? (Leib and Randall, 1996b). Different culture Almost all members in the supply chain, including third party, have their own company culture which is definitely different from each other (Babics, 2005). According to Pagell (2004), the capacity of how to harmonize its own internal culture with the external different cultures of its customers is one significant factor that 3PL providers should note in the integration of operational services in supply chains. Mckeon (1991) states that for both 3PL providers and their customers, understanding each otherà ¢Ã¢â€š ¬Ã¢â€ž ¢s cultures and organizational structure is an essential factor to ensure a win-win outsourcing. Compatibility of culture and values is one of the keys to successful partnership which can result in long-term partnership (Qureshi et al, 2008). Culture conflicts often result in change orders, unexpected costs, and sometimes a negative impact on relationships (Kremic et al, 2006). In general, the ability of 3PL providers to understand the customer organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s culture is a basis for partnering. Inadequate education and training In order to remain competitive in the logistics market, 3PL providers have to be vigilant and agile to their customersà ¢Ã¢â€š ¬Ã¢â€ž ¢ needs, and continually seek to meet customer expectations as much as possible. Logistics executive should be aware that, due to rapid growth in the logistics industry, there could be a shortage of qualified logistics expertise (Yeung, 2006). Therefore, it is necessary for governments and educational services to allocate more resources, put logistics on formal curriculum, and provide more correlated training programs to fulfill the demand of the whole supply chain. The development of logistics, otherwise, might be constrained by lack of trained logistics personnel (Sum Teo, 1999). Ulengin and Uray (1999) indicate that in Turkey, senior management that is void of professional knowledge of logistics is the fundamental factor limiting the progress of logistics industry. Kerr (2005b) describes poor training as a à ¢Ã¢â€š ¬Ã…“black holeà ¢Ã¢â€š ¬? in China because neither the central government nor Chinaà ¢Ã¢â€š ¬Ã¢â€ž ¢s regulatory authorities do much to promote logistics training programs. Obviously, a firm with higher quality of human resources such as better education or training will have superior core competence in the market. Hence, it is imperative for 3PL service providers to offer more training programs to employees so that they can cope with competition in the future (Wang et al, 2006) Business Landscapeà ¢Ã¢â€š ¬Ã¢â€ž ¢s Globalization of 3PL market à ¢Ã¢â€š ¬Ã¢â‚¬Å" delivering service in new geographic regions The internationalization and globalization of 3PL providers has been boosted by the economies of scale and scope, by the internationalization and globalization of the competitors and by à ¢Ã¢â€š ¬Ã…“customer followingà ¢Ã¢â€š ¬? i.e. the internationalization of manufacturing firms, which à ¢Ã¢â€š ¬Ã…“may demand that the service supplier provides a global network and/or global experienceà ¢Ã¢â€š ¬? (Arvidsson, 1997, p.74). 3PL providers that take charge of their customersà ¢Ã¢â€š ¬Ã¢â€ž ¢ outsourced logistics function normally need to build up a logistics network to deal with the flow of the goods from the customerà ¢Ã¢â€š ¬Ã¢â€ž ¢s factory to the end customers (Cheong, 2004). In current global economic environment, manufacturing companies tend to establish partnerships with 3PL service providers and they desire to cooperate with some global freight forwarding companies (Lemoine et al, 2003). 3PL service providers with well-content characteristics, such as far geographical spread and wide range of services are popular among the shippers (Qureshi, 2007). As per Bottani and Rizzi (2006), companies favor the 3PL providers with wide range of advanced services more than those traditional ones which can offer mere single logistics functional service. However, supply chain requirement keep changing. Customer demand can change in spatial and temporal terms. In response to the shippersà ¢Ã¢â€š ¬Ã¢â€ž ¢ new requirement, 3PL service providers endeavor to extend service coverage geographically and to expand breadth of service so that they can fulfill the interest of their customers as an integrated logistics provider (Qureshi et al, 2008) Relationship with customers 3PL service providers are normally very concerned with the relationship with their customers because they attempt to establish a long-term one with the users (Cheong, 2004). Long-term customer relationships can enable 3PLs to provide more sophisticated services, reduce the risk of replacement, achieve more earnings, and avoid expense of developing new customer (Cahill, 2006). In addition, long-term relationship is built on the basis of mutual trust and sharing of risk and reward (Qureshi et al, 2008). Bothe shipper and 3PLs will benefit from such long-term relationship (Qureshi et al, 2008). Most of 3PL services users agree that logistics costs could decrease even more through strategic relationships with 3PL service providers. Langley et al. (2004) point out that the successful relationship with 3PL service providers will assist the users to achieve their major objective. Customer relationship management is necessary once a 3PL provider first establishes a relationship with a shipper. To keep customers satisfied and coming back, 3PL providers must demonstrate their capabilities and the value these capabilities provider to customers (Wisner et al, 2005). Third-party logistics service providers in China: China has become the most attractive country for more and more foreign investments, manufacturers, and retailers from all over the world, which results in the fast growth of the Chinese economy (Liu, 2008). Accordingly, the development of 3PL has been spurred in China and 3PL industry has achieved significant achievement. Currently, most logistics companies offer extensively various value-added services and have confidence in the continuous development of Chinaà ¢Ã¢â€š ¬Ã¢â€ž ¢s logistics industry. Many literatures have research the Chinese logistics area from diverse perspectives and some supply chain-related difficulties facing foreign 3PLs are identified. High transport cost It is not deniable that Chinese government has invested a lot in the logistics sector to improve traffic in recent years. However, poor transportation is still considered as one significant challenge for logistics industry in China, which may result in the increase in logistics cost and the decrease in company profits (Lau Zhang, 2006). Li Fung Research Center (2009) notes that the transportation occupies more than 50 percent of the total logistics cost in China, and undoubtedly the operation costs of 3PL service providers will still be ascending due to the price upswing of commodity and fuel. Another culprit is high local road tolls and other hefty transportation fees (Kerr, 2005b). Underdeveloped physical infrastructure Many MNCs find that it is difficult for them to implement coherent strategies in China because underdeveloped transportation system hinders their distribution and sourcing throughout the country (Speece and Yukiko, 1995). Although Chinaà ¢Ã¢â€š ¬Ã¢â€ž ¢s economy and industrial production have been developing rapidly, the current logistics system is loaded with new challenges as it can barely keep pace with the growth rate of economy (Carter et al, 1997). The undeveloped logistics infrastructure in China, including deficient highways, aged port facilities, and limited runways and airports, can hardly fulfill the growing logistics demand in the progress of new economy (Pollit, 1998). The insufficiencies of present distribution system have restricted foreign enterprises to immensely exploit the plenty opportunities in Chinaà ¢Ã¢â€š ¬Ã¢â€ž ¢s market (Goh and Ling, 2003). It is thus imperative that the distribution of products and services be supported by a reliable transportation system. The need for guanxi Literally, guanxi means relationship. It is noted that Chinese culture is quite distinct from Western culture in numerous aspects, including the way to conduct business (Jiang and Prater, 2003). Guanxi, which is an important concept for successful business in China, refer to à ¢Ã¢â€š ¬Ã…“relationship between peopleà ¢Ã¢â€š ¬? (Michailova and Worm, 2003). It suggests a conveyable, reciprocal, invisible and useful responsibility to dyadic personal relationships (Luo, 2000). It is not surprising that Chinese prefer to deal with people they know and trust. As Wang et al. (2003) indicated, guanxi which is created on the basis of mutually beneficial can lower risk as well as competition in business circles. Millington et al. (2006) also state that when looking for satisfying vendors, guanxi is more useful than other information from website, trade market or media. This implies that the knowledge and expertise to understand local circumstance and the communication skill with foreigners are absolutely necessary for establishment of a successful cooperation (Lightfoot and Almeida, 2007). Government regulation Kerr (2006) identifies that government regulation is still 3PL providersà ¢Ã¢â€š ¬Ã¢â€ž ¢ biggest challenge. The development of 3PL in China is obstructed by some barriers such as underdeveloped infrastructure and entrenched regulatory circumstance (Lau Zhang, 2006). In the meantime, various regulations set up by different provinces forcefully influence business activities so that the founding of national networks is hindered (Kerr, 2005). It also has made it difficult for 3PL providers in China to fully meet the requirements of their clients. Moreover, there are many regulations and rules for foreign 3PL providers who plan to enter China logistics market. According to Lai and Hsu (2007), foreign 3PL providers must apply for the class à ¢Ã¢â€š ¬Ã…“Aà ¢Ã¢â€š ¬? license issued by the Ministry of Foreign Trade and Economic Co-operation (MOFTERC) if they plan to establish subsidiaries as international freight forwarders in China. A survey conducted by Li Fung Research Center (2009) also identifies that the regulations and policies associated with logistics industry are not unalterable because the government will supervise the execution and analyze the effect of the existing ones and then will formulate new ones accordingly to boost the growth of the industry. It is true that a number of government departments which are involved in policies related to logistics industry have impact on the rhythm of changing regulation (KPMG, 2008). Local 3PL providers Chinaà ¢Ã¢â€š ¬Ã¢â€ž ¢s local logistics providers have been growing rapidly because foreign firms are increasingly looking to source there. To contend with foreign logistics providers, domestic companies have to upgrade facilities and enhance their service level (KPMG, 2008). Jiang and Prata (2002) indicate that in contrast with foreign 3PL entrants, local players are always in the close association with local or central governments. For instance, Sinatrans is a state owned company and is the only 3PL service provider in China who can provide a nationwide logistics service with full license. The authors also mention that a number of local 3PL providers at regional level have their own special strength in specific areas or specific business. Some of them even look for individual connection built directly with government officials à ¢Ã¢â€š ¬Ã¢â‚¬Å" which may be valuable in their daily business. Literature review summary This section has reviewed the literature ranging from some fundamental definitions of outsourcing and 3PL, to challenges for 3PL industry globally and especially in China which represents the current situation foreign 3PL providers are facing in China. In table 2.1, we summarize the above referred articles in each of the focus challenges. Table 2.1 No. Main Challenges Sub-challenges Author (Yr) Financial 1 Price pressure Selviaridis and Spring, (2007); Byrne, (1993); Sum Teo, (1999) 2 Financial stability Boyson et al. (1999); Bowersox Daugherty, (1990); 3 High transport cost Lau Zhang, (2006); Kerr, (2005b) Technological 4 Capability of information technology Cheong, (2004); LaLonde and Masters, (1994); Byrne (1993); Qureshi et al, (2008); Rahman, (2004); Sauvage, (2003) 5 Security of information systems Pattel Conners, (2008); Grover et al., (1994); Lacity and Hirschheim, (1993a) 6 Compatibility of information systems Anand, (2010); Arshinder et al. (2007); Rao Young, (1994) 7 Reliability of information systems Bailey and Pearson (1983); Collins, (2005) HRà ¢Ã¢â€š ¬Ã¢â€ž ¢s 8 Lack of expertise Selviaridis Spring, (2007); Leib and Randall, (1996b); Razzaque Sheng, (1999) 9 Different culture Babics, (2005); Pagell (2004); Mckeon (1991); Qureshi et al, (2008); Kremic et al, (2006) 10 Inadequate education and training Kim et al, (2008); Lai and Hsu (n.d.); Capgemini Consulting et al, (2007) Business landscape 11 Globalization of 3PL market Arvidsson, (1997); Cheong, (2004); Lemoine et al, (2003); Bottani and Rizzi (2006) 12 The need for guanxi Jiang and Prater, (2003); Michailova and Worm, (2003); Millington et al. (2006); (Lightfoot and Almeida, 2007) 13 Local 3PL providers Jiang and Prata (2002); 14 Government regulation Lai and Hsu (2007); Kerr, (2005); Kerr (2006); Lau Zhang, (2006) 15 Underdeveloped physical infrastructure Speece and Yukiko, (1995); Carter et al, (1997); Pollit, (1998); Goh and Ling, (2003)

Alexander The Great Has Truly Shaped And Inspired The...

Alexander the Great has truly shaped and inspired the entire world as one of the greatest and most successful military leaders in history. Alexander has influenced many writers, as he is included in the national literatures of some eighty countries. At the age of just thirty, Alexander had conquered what was known as oecumene (the inhabited world). Alexander the Great has become worldly recognized and lives on to this day as a modern hero who took on, conquered the world and spread Hellenic culture. Alexander III of Macedon was born in the royal palace in Pella, the capital of Macedon, in July 356 B.C. The people of Ancient Macedonia were considered to be â€Å"barbarians† or backward foreigners from a Greeks perspective even though the Macedonians spoke and followed Greek culture. Alexander was born three years into the great military commander of King Philip II’s of Macedon’s reign and Olympias, a princess who belonged to a strange religious cult, from the neighbouring country of Epirus. The two were very passionate and dynamic characters, and their traits and actions shaped their son’s destiny along with his tutors Aristotle, Lysimachus and Leonidas of Epirus. Demosthenes in 341 BC stated, â€Å"Philip is no Greek†¦ He is a filthy wretch from Macedonia,† . The Macedonians were clearly hated by the Greeks and the country was considered to be a peasant, farming state. Defeating these stereotypes about Macedonians, Alexander lived the priv ileged life of a young prince in the royalShow MoreRelatedThe Sistine Chapel Essay2464 Words   |  10 PagesItalian Renaissance. Every year millions of people travel to the Vatican to see this impressive work . 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Information Systems and their Importance to Springfield Hospital

Questions: 1. In order to help SAH Management, define what Information Systems are and briefly explain how information systems are Important to Future Operations at SAH. 2. Identify and list the Specific Business and System Problems faced by SAH and list these Problems in order of Priority. 3. What are the Key Information requirements of SAH? For each Information requirement you have Identified, discuss how this Information would Enhance or Improve SAHs Competitive Position. 4. Which Specific Information system(s) can help SAH in Managing their Business problems, making business decisions and fulfilling the information requirements identified in the previous question? Be specific in how they will help in these areas. 5. Explain how SAH could strategically utilise the Internet, intranet and extranet to engage with key stakeholders and fulfil Communication and Collaboration requirements. 6. Change Management is an important concept to Business Organisations. How could SAH best Manage the Organisa tional changes that would occur with the Implementation of the Information Systems changes you are proposing? 7. For various Stakeholders at SAH, including its Customers and Employees, what are some of the possible security and ethical issues that may arise with the Introduction of their Information System. Answers Introduction Business organizations vary in size and in the type of products or services they offer. Effective handling of data and coordination of departments in the organization is an ideal aspect that determines staff performance and service delivery. Technology has to be incorporated in the conventional processes of the organization to ensure customers are served to the expectation and to help management and staff work as a unit. The Knowledge of information systems is, therefore, important in assessing how efficient the operations of a business can be with the integration of technology in their activities. 1.Information systems and their importance to Springfield Animal Hospital Information systems have integrated a network of components that coordinate in collecting, storing, processing data and delivering information, knowledge or products (Wallace, P.2014). The adoption and use of information systems for Springfield Animal Hospital will make it easy for the different animal sites to work as a team, management will be able to monitor progress, consistency in pet records, instant feedback, and notification for meetings, accurate staff data and quick processing of payrolls. Proper utilization of information across the animal sites will encourage more people to take their pets for grooming and accommodation. Online booking of services and consultation will increase the customer base because through the internet more people learn about their services. Information systems are classified according to the use of information in the organization (Wigand, R.2003 ). Modern business demands the application of informatics to address the need for information management and business functions. The two categories of information systems identified are; operations support system and management support system (Alter, S. 2002). Operations support system facilitates the update of the organizations central database, controls production, supports transactions and ensures effective internal and external communication. Operations support system is further categorized as; transaction processing system, process control system and Enterprise collaborative system. Management support system, on the other hand, presents information to managers to take action. In this information system, information is put in a specific format to help managers in the decision making process. Management support system is also categorized into; management information system, d ecision support system, expert system and accounting information system (OBrien, J.A. Marakas, G.M, 2011). Springfield Animal Hospital has to install the various information systems in particular departments to help both management and staff in their performance of tasks. 2.Problems faced by Springfield Animal Hospital Various business and system problems are facing Springfield Animal Hospital which needs to be addressed in a specific order of priority they are; Records of the number of pets and the site they are located, staff records and files, records of equipment and customers of the organization: A system that ensures all data is stored is stored safely and in a secure environment. The sites owned by Springfield Animal Hospital should have the ability to share information. The organization should be able to hold regular meetings and realize effective communication channels. Automation of supplies and consumables to the sites has to be effected. The organization requires an online platform to enable them to get feedback from customers and for online booking of services. 3.Key Information Requirements The organization should have information on the number of pets in the sites, names of the owners of pets being groomed or accommodated and the location in which the pets are located. This knowledge is important because customers feel part of the firm and confident of the services offered. An online platform gives information on how customers rate the services. Feedback and comments from customers are part of the relevant information that management use to adjust and satisfy customers. Information on staff and their welfare are necessary to ensure a supportive working environment is created for them to perform better. Motivation to work can be transferred to customers having a good perception of the organization. 4.Information System Suitable to SAH The operations support system is essential in addressing the information needs of business using the collaboration system which encourages team effort across the departments. This system information will be shared across the various sites and improve their services. Management information system will be critical in helping management to make everyday decisions that improve service delivery and performance of staff. 5.Strategic Use of Internet, Intranet, and Extranet The Internet is a world-wide network of computers accessible to people who have their Internet Protocol (IP) address that shows the location of their computer. SAH can use the internet to come up with an online platform where the company is advertised, and customers can request for services or comment on the type of services they received. The intranet can enable staff to access internet services within the company which helps different departments to coordinate and shares information consistently. Extranet services will allow the SAH sites located outside the main premise to operate on the organizations intranet and keep them in touch with the main offices. All these networks enhance teamwork and performance (Koh, S. Maguire S. 2009). 6.Organizational changes during information systems implementation The adoption of information system requires change management strategies to retain continuity and relevance (Pugh, D. S. 2009). The important changes are; embarking on training staff for them to have relevant knowledge in using a computer and adjusting to operating with the new system. Management should hire technical staff with experience in information systems to implement the changes. The gradual orientation of customers into the online platform is also necessary for them to shift and get used to the new system. 7.Security and Ethical Issues Unauthorized staff can access data files and cause a security threat to confidential information that belongs to management. Staff with ill intentions can easily manipulate data in their favor. I t is important for each department to be in control of their files by having a password to minimize interference. Computer systems also have to be protected against physical damage and disruption of normal operations. They should be placed in safe places and undergo regular technical repair (Schmidt, A. 2012). Ethical issues that arise with the introduction of information systems include; access to personal data that causes invasion of privacy ob both staff and management and the tendency to copy information from the system instead of staff carrying out a recent study to come up with original work (Winston, M. Eldebach, R. 2014). References O'Brien, J. and Marakas, G. (2011). Management information systems. 1st ed. New York, NY McGraw-Hill/Irwin. Alter, S. (2002). Information systems. 1st ed. Upper Saddle River, Nj: Prentice Hall. Wallace, P. (2014). Introduction to information systems. 2nd ed. Pearson. Wigand, R. (2003). Introduction to business information systems. 1st ed. Berlin: Springer. Pugh, D. and Mayle, D. (2009).Change management. 1st ed. London [etc.]: SAGE. Koh, S. and Maguire, S. (2009).Information and communication technologies management inturbulent business environments. 1st ed. Hershey, Pa.: IGI Global (701 E. Chocolate Avenue, Hershey, Pennsylvania, 17033, USA). Winston, M. and Edelbach, R. (2014).Society, ethics, and technology. 1st ed. Boston, MA:Wadsworth Cengage Learning. Schmidt, A. (2012).Security and privacy in mobile information and communication systems. 1st ed. Berlin: Springer.