The document is an Improvement Activity Report (IAR) from May 2006 detailing efforts to reduce carriage costs at Worldmark East Kilbride. It defines the project objectives and timelines, measures carriage costs, analyzes potential causes of high costs, lists improvements implemented from May to December 2006, and shows carriage costs decreased as a result, achieving the project goal.
The document discusses supply chain planning for peacekeeping operations by the United Nations. It covers several key areas:
1. It outlines the objectives of reviewing supply chain processes, developing strategic network planning, and summarizing supply chain management for UN missions.
2. It provides an overview of the global peacekeeping operations, including details on the number of current missions, supported personnel, annual expenditures, and average daily food and logistics costs per person.
3. It summarizes the focus on food quality and safety, standardizing catering processes to reduce waste, and standardizing overall supply chain operations and controls for peacekeeping missions.
Alexander Goetz was born in South Bend, Indiana and raised in Vermont. He received a biology degree from Keene State College and is projected to earn an MBA from Norwich University in 2014. Goetz had a career in the US Army Chemical Corps, serving in roles such as platoon leader, executive officer, and company commander. As the S4 for the 3rd Chemical Brigade, he advised on logistical matters and provided logistical support. Goetz also served as company commander for the Headquarters and Headquarters Company of the 3rd Chemical Brigade.
The document provides biographical information and details the career of Alexander Goetz, including his education, military service as a Captain in the US Army Chemical Corps, and recent roles as an S4 for the 3rd Chemical Brigade and as Company Commander for Headquarters and Headquarters Company of the 3rd Chemical Brigade at Fort Leonard Wood in Missouri. It outlines his responsibilities and initiatives in these roles managing logistics, personnel, training, and administration for the brigade and chemical school.
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The document discusses supply chain mapping, including what a supply chain map is, how mapping can help businesses, and how to create a supply chain map. It provides an example of how two companies, Capital Equipment Inc. and Mare Technologies, collaborated to map their supply chain, identify inefficiencies, prioritize improvements, and implement changes that reduced lead times, work-in-process, and costs. The document also covers potential difficulties in supply chain collaboration and provides an activity for mapping the peanut butter supply chain of Ritz Peanut Butter Co.
The document is Baker Hughes Incorporated's 2004 Annual Report and Proxy Statement. It discusses Baker Hughes' core values of integrity and teamwork. It outlines how teamwork operates at multiple levels within the company, including enterprise-wide, between divisions, regionally, and with customers. It provides brief overviews of Baker Hughes' seven best-in-class divisions that work together to serve the oil and gas industry worldwide.
A presentation by Mr Bruce Fraser (Unitrans) at the Transport Forum SIG 14 July 2016 hosted by Standard Bank in Cape Town, South Africa.
The theme for the event was: "RTMS - Industry Best Practice and Standards". The topic of the presentation was: "Freight case study"
The document discusses supply chain planning for peacekeeping operations by the United Nations. It covers several key areas:
1. It outlines the objectives of reviewing supply chain processes, developing strategic network planning, and summarizing supply chain management for UN missions.
2. It provides an overview of the global peacekeeping operations, including details on the number of current missions, supported personnel, annual expenditures, and average daily food and logistics costs per person.
3. It summarizes the focus on food quality and safety, standardizing catering processes to reduce waste, and standardizing overall supply chain operations and controls for peacekeeping missions.
Alexander Goetz was born in South Bend, Indiana and raised in Vermont. He received a biology degree from Keene State College and is projected to earn an MBA from Norwich University in 2014. Goetz had a career in the US Army Chemical Corps, serving in roles such as platoon leader, executive officer, and company commander. As the S4 for the 3rd Chemical Brigade, he advised on logistical matters and provided logistical support. Goetz also served as company commander for the Headquarters and Headquarters Company of the 3rd Chemical Brigade.
The document provides biographical information and details the career of Alexander Goetz, including his education, military service as a Captain in the US Army Chemical Corps, and recent roles as an S4 for the 3rd Chemical Brigade and as Company Commander for Headquarters and Headquarters Company of the 3rd Chemical Brigade at Fort Leonard Wood in Missouri. It outlines his responsibilities and initiatives in these roles managing logistics, personnel, training, and administration for the brigade and chemical school.
Cutting Edge Predictive Modeling For ClassificationPankaj Sharma
This document provides an overview of gradient boosting machines (GBM) and their implementation in R. It discusses GBM's ability to balance predictive performance and model complexity. It also briefly mentions other predictive modeling techniques and highlights GBM's prevalence in winning data science competitions. The document examines Leo Breiman's philosophy of letting the data determine the appropriate model. It outlines how GBM can handle various data challenges and describes R packages for GBM and other advanced analytics. Finally, it shares one analyst's experience transitioning from SAS to R for predictive modeling.
The document discusses supply chain mapping, including what a supply chain map is, how mapping can help businesses, and how to create a supply chain map. It provides an example of how two companies, Capital Equipment Inc. and Mare Technologies, collaborated to map their supply chain, identify inefficiencies, prioritize improvements, and implement changes that reduced lead times, work-in-process, and costs. The document also covers potential difficulties in supply chain collaboration and provides an activity for mapping the peanut butter supply chain of Ritz Peanut Butter Co.
The document is Baker Hughes Incorporated's 2004 Annual Report and Proxy Statement. It discusses Baker Hughes' core values of integrity and teamwork. It outlines how teamwork operates at multiple levels within the company, including enterprise-wide, between divisions, regionally, and with customers. It provides brief overviews of Baker Hughes' seven best-in-class divisions that work together to serve the oil and gas industry worldwide.
A presentation by Mr Bruce Fraser (Unitrans) at the Transport Forum SIG 14 July 2016 hosted by Standard Bank in Cape Town, South Africa.
The theme for the event was: "RTMS - Industry Best Practice and Standards". The topic of the presentation was: "Freight case study"
A Framework for PCI DSS 2.0 Compliance Assessment and RemediationCognizant
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The document describes a case study of Distribution Transformer Company Limited (DTCL), an Indian transformer manufacturing company. DTCL faced financial issues due to delayed payments, so expanded exports. This increased order complexity and led to delays and penalties. DTCL analyzed order fulfillment activities and sample orders. Key activities requiring improvement were identified as procurement, which took 415.5 days, and production, which took 350.5 days. Organizing manufacturing into workstations could significantly reduce lead times through activities like vendor management and process optimization.
high-level processes handled by Axpert TradePlus, an ERP for wholesale & distribution business, from Agile Labs. Easy to customise, extend and keep it evergreen. Offline mode makes it the only product suitable for locations with poor broadband internet. Best for AFRICA. email us at marketing@agile-labs.com, CC web@agile-labs.com
Nivethitha Balasubramanian is a senior software tester with over 7 years of experience testing capital markets, banking, and finance applications. She has extensive experience testing Murex implementations for credit derivatives, fixed income, and other financial products. Her skills include requirements gathering, test case design, defect tracking, and experience with tools like HP Quality Center, IBM Rational Robot, and Microsoft Office. She holds an MCA from ICFAI National College and B-COM from Hindustan College of Arts & Science.
The Pharmex 1-1-1 Inventory Allocations Project aims to create one customer order, one shipment, and one invoice per order by improving inventory allocation. Currently, inventory is stored across multiple non-adjacent locations, requiring extra travel. The project goals are to reduce picking errors, travel time, back orders, and increase fill rates to 98.5%. Metrics will track inventory accuracy, partial/late orders, back orders, and customer complaints to measure improvements.
The document discusses the USPS's transition to a paperless induction process called eInduction. eInduction will allow validation of container payment at destination facilities without paper forms, using scanning equipment to validate entry point and postage payment. The process will streamline induction and improve compliance. It involves mailers applying unique barcodes to containers and providing electronic payment files to link containers to postage payment records. The USPS is piloting the process and preparing facilities for limited rollout in October 2012, with plans to expand functionality and sites over time.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
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A Framework for PCI DSS 2.0 Compliance Assessment and RemediationCognizant
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The document describes a case study of Distribution Transformer Company Limited (DTCL), an Indian transformer manufacturing company. DTCL faced financial issues due to delayed payments, so expanded exports. This increased order complexity and led to delays and penalties. DTCL analyzed order fulfillment activities and sample orders. Key activities requiring improvement were identified as procurement, which took 415.5 days, and production, which took 350.5 days. Organizing manufacturing into workstations could significantly reduce lead times through activities like vendor management and process optimization.
high-level processes handled by Axpert TradePlus, an ERP for wholesale & distribution business, from Agile Labs. Easy to customise, extend and keep it evergreen. Offline mode makes it the only product suitable for locations with poor broadband internet. Best for AFRICA. email us at marketing@agile-labs.com, CC web@agile-labs.com
Nivethitha Balasubramanian is a senior software tester with over 7 years of experience testing capital markets, banking, and finance applications. She has extensive experience testing Murex implementations for credit derivatives, fixed income, and other financial products. Her skills include requirements gathering, test case design, defect tracking, and experience with tools like HP Quality Center, IBM Rational Robot, and Microsoft Office. She holds an MCA from ICFAI National College and B-COM from Hindustan College of Arts & Science.
The Pharmex 1-1-1 Inventory Allocations Project aims to create one customer order, one shipment, and one invoice per order by improving inventory allocation. Currently, inventory is stored across multiple non-adjacent locations, requiring extra travel. The project goals are to reduce picking errors, travel time, back orders, and increase fill rates to 98.5%. Metrics will track inventory accuracy, partial/late orders, back orders, and customer complaints to measure improvements.
The document discusses the USPS's transition to a paperless induction process called eInduction. eInduction will allow validation of container payment at destination facilities without paper forms, using scanning equipment to validate entry point and postage payment. The process will streamline induction and improve compliance. It involves mailers applying unique barcodes to containers and providing electronic payment files to link containers to postage payment records. The USPS is piloting the process and preparing facilities for limited rollout in October 2012, with plans to expand functionality and sites over time.
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2. How to leverage your testimonials to boost your sales 💲
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As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
DMAIC Freight Reduction Project
1. IAR NO: 007
Start Date: 10 May 2006
Improvement Activity Report
Team: J. McLaughlin, D. Crawford, S. McMichael, D.
Thomson, M. Nikolaidou, P. Sinclair, J.Pioch
Define Measure Analyse Improve Control
D 1. Project objectives. (What) M 1. What to measure. (Data source?) A 1. What is potentially causing problem? I 1. List improvements. C 1. Result of improvements.
2. Project Timescale. (When) 2. How to measure. 2. How to display? (C&E, Pareto, Tally) 2. Current status of initial problem.
3. Set Targets.
1. Define 3. Analysis 4. Improvements
Man Machine 1 IAR project started / IAR team created (wk15)
To reduce costs of the monthly carriage TAXI costs Change of customer delivery address (NABS) 2 Increased awareness of carriage costs (wk16)
IFS "Charges" section used incorrectly
spend of Worldmark East Kilbride Unauthorised shipments Data Entry (incorrect courier details) "Hidden" carriage costs (in Q&E) 3 Despatch Authorisation Form implemented (wk22)
Use of incorrect courier account numbers IFS cost calculations
General awareness of Security of EK courier account numbers RMA process controls
4 Sercom shipments reduced from B4 12 to next-day (wk 24)
carriage costs within
Worldmark UKI
SERCOM - poor forecasting / scheduling 5 Review of "timed" deliveries (wk24)
Awareness of carriage terms / costs within
Incorrect coding of Worldmark "SCUD" team 6 Autoliv ASG shipments now 2-day service (wk24)
invoices
Initial quote stage (carriage not considered) 7 Sercom orders now 2-day pallet service (wk 33)
Carriage costs
Wrong courier choice / selected (Royal Mail docs.) too high 8 Cust courier details must be present for EX-WORKS
Incorrect coding of invoices
Cust. Orders - ship to No.4 / No.6 / R & D despatch processes (should shipments (wk33)
frequently these all be separate accounts?) 9 Saturday shipment ceased unless customer request (wk37)
Same-day shipments /
Hand Carry
Intercompany documents shipments
10 Backlog of August invoices from New UK courier included in
2. Measure "Hidden" duties &
Sercom consignment stock process
Sept. figures (Parceline)
taxes Production "missed" commits - Lates to despatch
% Carriage Costs v Carriagable Sales & Actual Carriage Costs Partial Shipments
Worldmark paying courier costs (DDP) - Should
11 PROJECT CLOSED!
"Timed" deliveries Reliabilty of courier vendor
10.0% £50,000 all shipments be Ex-works?
9.0% £45,000 Method Intercompany order Material
shipments
8.0% £40,000
7.0% £35,000
6.0% Carriage costs by region Taxi Invoice costs per month
£30,000
5.0%
£25,000 £3,100 5. Control
4.0% 72060
£2,900
£20,000 % Carriage Costs v Carriagable Sales & Actual Carriage Costs
3.0%
£15,000 £2,700
2.0% 72050
10.0% £50,000
1.0% £10,000 £2,500
9.0% £45,000
0.0% £5,000 £2,300
72040
8.0% £40,000
Jan-06 Feb-06 Mar-06 Apr-06 £2,100
Total Sales v Carriagable Sales 7.0% IAR £35,000
72030 £1,900
£1,600,000 6.0% Start
£30,000
£1,700 5.0%
£1,400,000 72020 £25,000
£1,500 4.0%
£1,200,000 £20,000
£1,300 3.0%
£1,000,000 72001
£1,100 £15,000
£800,000 2.0%
£900 1.0% £10,000
£600,000 72000
£400,000 £700 0.0% £5,000
Mar-06
Apr-06
Jul-06
Dec-06
Jan-06
Feb-06
May-06
Jun-06
Aug-06
Sep-06
Oct-06
Nov-06
£200,000 £500
£0
£2
£4
£6
£8
£1
,0
,0
,0
,00
0,0
Jan-06
Mar-06
May-06
Jul-06
Sep-06
Nov-06
£-
00
00
00
0
00
Jan-06 Feb-06 Mar-06 Apr-06 Courier invoice terms are 30 days
4. Key: Green
IAR 007 Action Log Amber
Red
Blue
Ref Action Actionee Date Initiated Target Date Status Date Completed
1 IAR team created Jim McLaughlin 5/10/2006 5/12/2006 Closed 15/05/2006
Discuss with Mick McCann the possibility of adding additional colunms to
2 the
Jim McLaughlin 5/22/2006 5/29/2006 Closed 05/06/2006
3 Investigate into why March 06 invoiced carriage costs look very high Jim McLaughlin 7/6/2006 7/14/2006 Closed 18/07/2006
4
5
6
7
8
9
10
11
12
4 of 16
6. High Priority (3) IAR # IAR Leader
007a Jim McLaughlin
SERCOM consignment stock process
IAR # IAR Leader
Intercompany order shipments 007b Jim McLaughlin
Worldmark paying courier costs (DDP) - Should all shipments be Ex-works?
IFS cost calculations
RMA process controls
Cust. Orders - ship to frequently
Partial Shipments
Timed deliveries
Medium Priority (2)
Taxi Costs
Awareness of carriage terms / costs within Worldmark "SCUD" team
Low Priority (1)
Unauthorised Shipments
General Awareness of carriage costs within Worldmark UKI
Change of customer address (NABS)
Data entry (incorrect courier details
Use of incorrect courier account
Security of EK courier account numbers
Initial quote stage (carriage not considered)
IFS "Charges" section used
Hidden carriage costs (in Q&E)
Reliabilty of courier
Same-day shipments / Hand Carry
Hidden duties & taxes
Wrong courier choice / selected (Royal Mail
No.4 / No.6 / R & D despatch processes (should these all be separate accounts?)
Intercompany documents shipments
Production "missed" commits - Lates to despatch
7. COURIER COMPANY Jan-06 Feb-06 Mar-06 Apr-06
BARSAN GLOBAL LOGISTICS LTD - - - -
BAX GLOBAL - -
BURNS EXPRESS
DALPA INTERNATIONAL LTD
BUSINESS POST EXPRESS 1,843.48 627.62 812.15 2,879.79
PARCELINE
DHL INTERNATIONAL LTD - -181.65 10.00 -
ECOSSE WORLD EXPRESS LTD 805.60 498.20 2,671.20 940.50
EXPRESS CARGO FORWARDING LTD 231.00 57.75 142.80 -
FEDERAL EXPRESS EUROPE 7,296.46 2,705.76 7,501.79 5,208.94
GEOLOGISTICS LTD 1,640.00 269.00 580.08 515.00
HAUSER LTD 93.51 98.71
INTERLINK IRELAND 52.70
SERCOM SOLUTIONS - - - 235.96
TNT INTERNATIONAL UK LTD 29.39 192.25 1,162.84 347.26
TNT UK LTD 110.80 812.12 524.95 107.70
UNITED PARCEL SERVICE 5,727.30 7,442.36 9,749.29 6,980.04
WEAVER PALLET / UNITED PALLETS 104.00 398.00 146.00 265.00
WORLDMARK HUNGARY - - - -
WORLDMARK MEXICO 649.70 - -5.37 -
PARCELS DELIVERED BY TAXI - - -
URGENT HAND CARRIED DELIVERIES 100.00 - 68.06 235.96
URGENT HAND CARRIED DELIVERIES
PARCELS DELIVERED BY TAXI
WORLDMARK MEXICO
WORLDMARK HUNGARY
WEAVER PALLET / UNITED PALLETS
UNITED PARCEL SERVICE
TNT UK LTD
TNT INTERNATIONAL UK LTD
SERCOM SOLUTIONS
INTERLINK IRELAND
HAUSER LTD
GEOLOGISTICS LTD
FEDERAL EXPRESS EUROPE
EXPRESS CARGO FORWARDING LTD
8. INTERLINK IRELAND
HAUSER LTD
GEOLOGISTICS LTD
FEDERAL EXPRESS EUROPE
EXPRESS CARGO FORWARDING LTD
ECOSSE WORLD EXPRESS LTD
DHL INTERNATIONAL LTD
PARCELINE
BUSINESS POST EXPRESS
DALPA INTERNATIONAL LTD
BURNS EXPRESS
BAX GLOBAL
BARSAN GLOBAL LOGISTICS LTD
-2,000.00 - 2,000.00 4,000.00 6,000.0
12. IAR NO: 007a
Start Date: 18th July 2006
Improvement Activity Report
Team: J. McLaughlin, D. Crawford, Joanna Pioch
Define Measure Analyse Improve Control
D 1. Project objectives. (What) M 1. What to measure. (Data source?) A 1. What is potentially causing problem? I 1. List improvements. C 1. Result of improvements.
2. Project Timescale. (When) 2. How to measure. 2. How to display? (C&E, Pareto, Tally) 2. Current status of initial problem.
3. Set Targets.
1. Define 3. Analysis 4. Improvements
Man Machine 1 IAR project started / IAR team created (wk30)
To reduce costs of the carriage spend of SERCOM - poor forecasting / scheduling 2 Sercom shipments reduced from B4 12 to next-day (wk 24)
Poor Communication IFS "Charges" section used incorrectly
Worldmark East Kilbride for shipment to Poor planning Initial quote stage (carriage not considered) ( flyer costs amotised into label unit price) 3 New despatch operator/did not consolidate shipments (wk33)
Ireland (Sercom Solutions) Awareness of carriage costs Defective labels returns from
Sercom
Defective labels returns from 4 Sercom shipments now on 2-day pallet service (wk 344)
Sercom
Data Entry (incorrect
details)
Limited access to IFS system for 5 Project Closed
Poor Focus Sercom Account Manager
6
Awareness of carriage terms / costs within
Worldmark "SCUD" team Sercom 7
Sercom consignment stock
Carriage too 8
WM / Dell supplier high
process
agreementPoor courier
Production "missed" commits - Lates to despatch 9
options Worldmark paying courier costs (DDP) - Should
Daily all shipments be Ex-works? 10
shipments
Dell delivery Poor forward planning
expectations
2. Measure Re-prioritisation of WM scheduling system / Poor
Sercom orders visibility
age Costs v Carriagable Sales & Actual Carriage Costs (Sercom) (Production)
Dynamic changes in Dell
forecasting
No formal procedures /
5.0% £1,400 Partial documentation
Same-day shipments / Hand Carry Raw material suppliers (lates)
Shipments
Method Material
4.5% £1,200
Ireland Daily Shipment Costs
4.0% 5. Control
£1,000
% Carriage Costs v Carriagable Sales & Actual Carriage Costs (Sercom)
3.5% 5.0% £2,000
£800
4.5% £1,800
IAR
3.0% 10 4.0% Started £1,600
£600 9 3.5% £1,400
2.5%
8 3.0% £1,200
£400 7
2.0% 2.5% £1,000
6 2.0% £800
1.5% £200 5 1.5% £600
4 1.0% £400
1.0% £- 3 0.5% £200
29-May
5-Jun
12-Jun
19-Jun
26-Jun
3-Jul
10-Jul
17-Jul
2 0.0% £-
1
29-May
12-Jun
26-Jun
10-Jul
24-Jul
7-Aug
21-Aug
4-Sep
18-Sep
2-Oct
16-Oct
30-Oct
13-Nov
27-Nov
11-Dec
25-Dec
0
14. IAR NO: 007b
Start Date: 28 August 2006
Improvement Activity Report
Team: J. McLaughlin, D. Crawford, D. Thomson, M.
Nikolaidou, P. Sinclair,
Define Measure Analyse Improve Control
D 1. Project objectives. (What) M 1. What to measure. (Data source?) A 1. What is potentially causing problem? I 1. List improvements. C 1. Result of improvements.
2. Project Timescale. (When) 2. How to measure. 2. How to display? (C&E, Pareto, Tally) 2. Current status of initial problem.
3. Set Targets.
1. Define 3. Analysis 4. Improvements
Man Machine 1 IAR project started / IAR team created (wk35)
Improve control of EX-WORKS shipments Poor awareness of Delivery Terms 2 Collect Shipment Data
Pre-arranged Shipment
Poor Personnel Disciplines Agreements in IFS 3 Project Closed as not too large an issue!
(not checking details)
4
5
6
7
Poor Control Of 8
Inadequate Training for Internal Ex-Works
Sales Shipments 9
Worldmark Inter-Company Shipping Agreements
10
Courier Rates lower for Worldmark EK
2. Measure Delivery Terms not considered at Qoute Stage
Sales Work Instructions Inadequate / not
% of Ex-Works Orders Loaded Correctly (Weekly) updated
1 Method Material
Volume of orders "V" Incorrect Details
0.8
5. Control
30 % of Ex-Works Orders Loaded Correctly (Weekly)
0.6 100%
25
80%
0.4
20
# of orders
60%
15
0.2 40%
10
20%
0
5
0%
-0.2 0 -20%
Week Number (2006) Week Number Week Number (2006)
15. Glossary of Shipment Terms
EXW EX WORKS WORLDMARK PAY NO COSTS TOWARDS CARRIAGE AND DUTIES & TAXES
“Ex works” seller (Worldmark) makes delivery to the buyer (Customer) at his factory. This means that the buyer is
taking responsibility for all the carrage costs and risks of transporting the goods from the seller’s factory. The buyer
MUST also nominate c
DDP DELIVERED DUTY PAID WORLDMARK PAY ALL COSTS
“Delivered duty paid “ means that the seller delivers the goods to the buyer at a named point of destination and takes
responsibility for payment of all duty and other import and clearance costs for the import of the goods into the country
of importation.
DDU DELIVERED DUTY UNPAID WORLDMARK PAY CARRIAGE / CUST. PAYS DUTY & TAXES
“Delivered duty unpaid” means that the seller delivers the goods at a named place of destination. However the buyer
is responsible for the costs of unloading the goods and paying for any import duty. Risk of loss or damage to the
goods passes to the buye
CIF COST INSURANCE AND FREIGHT
“Cost, Insurance and Freight” means that the seller is responsible for the costs up to the point at which the goods are
unloaded in the port of destination. The buyer takes responsibility for all risks of loss from the point at which the
goods pass acros
FCA FREE CARRIER
“Free Carrier” seller delivers the goods to a carrier named by the buyer at a place nominated by the buyer (this may
be the sellers premises). This term can relate to all means of transport.
FAS FREE ALONGSIDE SHIP
“Free Alongside Ship” means that the seller at his cost is responsible for delivering the goods to the quayside in the
exporting country at a time and place nominated by the seller.
FOB FREE ON BOARD
“Free on Board” means that the seller is responsible for the costs of getting the goods to port and loading them on
board the a named ship at a time and place nominated by the buyer
CFR COST AND FREIGHT
“Cost and Freight” means that the seller is responsible for the costs up to the point at which the goods are unloaded in
the port of destination. The buyer takes responsibility for all risks of loss from the point at which the goods pass
across the ships
16. IAR NO: 007a
Start Date:
Improvement Activity Report
Team:
Define Measure Analyse Improve Control
D 1. Project objectives. (What) M 1. What to measure. (Data source?) A 1. What is potentially causing problem? I 1. List improvements. C 1. Result of improvements.
2. Project Timescale. (When) 2. How to measure. 2. How to display? (C&E, Pareto, Tally) 2. Current status of initial problem.
3. Set Targets.
1. Define 3. Analysis 4. Improvements
Man Machine 1
2
3
4
5
6
7
8
9
10
2. Measure
Method Material
5. Control