This document provides an overview of the asset recovery processes of TAREC-IN, including sourcing, sales, and recycling. It describes the key activities from initial contact with suppliers to delivery to customers or recycling partners. The document lists 11 referenced documents that describe the detailed processes and activities. The general purpose is to explain TAREC-IN's business model of asset recovery and how the various steps are conducted according to their documented procedures.
TAREC-IN AS is an engineering consultancy that provides technology asset management services to mobile network operators. It has over 45 years of experience in the telecommunications industry. Services include network planning, implementation, optimization, asset recovery, and reverse logistics. TAREC-IN assists throughout the entire lifecycle of network infrastructure assets from initial planning and roll-out to decommissioning and disposal.
The document provides an introduction to the Project Time Line (PTL) system for managing tasks and customer relationships. It discusses the benefits of PTL, including keeping customers updated and focused on tasks. Examples of key PTL tasks are provided such as converting leads to contacts (PTL 3.0), evaluating projects (PTL 6), pre-bid consultations (PTL 7.1), and following up on bid submittals (PTL 7.5). The locations of the PTL system and associated content are also outlined.
Resume_Triveni_Bigdata_Hadoop ProfessionalTRIVENI PATRO
Triveni Patro is currently working as a Hadoop admin at Tata Consultancy Services in India with over 4 years of experience in IT development, administration, implementation, and 24/7 support of Hortonworks Hadoop distribution. Some key responsibilities include supporting production clusters of 400+ nodes and troubleshooting Hadoop cluster issues. Previous experience includes working as a Hadoop developer on projects for clients like Comcast and automotive companies, developing MapReduce, Pig, and Hive scripts for data processing and report generation.
Analytics, business cycles and disruptionsMark Albala
The digital economy is different. Depending on platforms and a much more malleable set of methods to interact with consumers, an accelerated rate of disruptions compromises the orderly business experience of most market participants. A well-honed analytics program facilitates understanding these accelerated disruptions. With a platform based digital marketplace, obtaining the information necessary to decipher unexpected outcomes and prescribe suitable actions is difficult because the information required Both of these facts are important to analytics. First, platforms. Platform based activity is hard to decipher, not because it is more complex but because the information needed to decipher activity is not contained within your four walls.
Once deciphered, the next challenge facing organizations deciphering unexpected outcomes is a determination of whether the unexpected outcome is truly a disruptive event or simply a phase change in a regularly occurring business cycle. There are significant differences in the suitable reactions to disruptions and business cycle phase changes. Unfortunately, many organizations are ill equipped to discern between these two classes of unexpected business outcomes and consistently find their business plans fall victim to the actions of others within the marketplace.
Luckily, many of the activities of governmental and regulatory bodies are focused on predicting phase changes to the business cycles likely to impact the economic forces within the next fiscal year and describe their economic policies and agendas in publicly available documents and analysis. Understanding where to find these documents and how to use the published to discern between the likely business cycle phase changes and true disruptions as one of the vehicles available within your arsenal of analytics will lessen the occurrence of falling victim in the marketplace by misreading the clues available from unexpected outcomes. This document will address the sources most likely to assist and the actions to be taken to utilize the information attained from these documents.
SEMESTER PROJECT – PHASE II Introduction to the Company S.docxedgar6wallace88877
SEMESTER PROJECT – PHASE II
Introduction to the Company:
Security Transport Professionals Incorporated (STP), has its home office located in Lexington, Kentucky and in addition has more than 3,000 employees located in each of its branch offices located in Houston, Texas and San Diego, California.
STP is primarily a nationwide freight hauler. Its customer are comprised of major market retailers particularly in the medical and pharmaceutical industry, the federal government, and several state governments. STP operates a fleet of trucks and private cargo planes that it uses to move “goods” belonging to its customers from one destination to another across the continental United States. Its fleet of truck carriers are located in Lexington, Kentucky with it planes located in Louisville, Kentucky.
STP carries and transports highly controlled, narcotics and scheduled prescription drugs, toxic, radioactive, nuclear, and top-secret materials from one facility belonging to its customer to another. The method of transport depends on the type of cargo being hauled. In addition to hauling/forwarding its customers products/goods, STP is required from time to time to store its customer goods for brief periods of time. Two years ago, STP began contracting with a number of subcontractor’s hereafter referred to as either “limited joint partners (LJPs)” or “independent subcontractor alliances (ISAs)” for the purpose of expanding its freight forwarding, storage, and delivery service. Due to the confidential nature of the freight that it transports, STP vets its employees, as well as any subcontractors (LJPs and ISAs) that it engages.
STP’s business objectives and goals include the confidential, safe and secure movement of its customer goods, from the customer/distributor to its client, or from one of its customer’s locations to another of the customer’s locations in a timely and efficient manner using cost effective methods. Alternatively, STP may transfer this responsibility to one of its limited joint partners (LJPs) or independent subcontractor alliances (ISAs), if it is more cost-effective and the income differential is within acceptable limits. There are 3 LJPs with which STP had entered into contracts. LJPs are corporate organizations in the same industry that offer essentially the same services as STP, and who are generally competitors of STP. However, when the job requires resources that exceed those of STP or its competitor, the two will enter into an agreement to jointly undertake the contract together and will together provide the same full range of services, with both entering into the same contract or joint venture with the customer.
Independent subcontractor alliances (ISAs) differ from Limited Joint Partners (LJPs) in that a ISA is not a direct competitor of STP. Rather, the ISA is a company that offers a subset of services to STP, or contracts with STP to provide it with necessary resources to perform the particular job at.
Saurabh Goel created an analysis questionnaire to help business analysts effectively gather requirements for infrastructure transformation projects. The questionnaire includes questions about current infrastructure setup, users, disaster recovery, availability, licensing, and more. It provides a structured way for analysts to understand the as-is environment and identify necessary changes when designing a new infrastructure strategy. The document also shares sample questions analysts can use to collect additional details from individual users about their specific software, access needs, and job roles to fully understand requirements. The goal is to help analysts gather the right information upfront to develop an optimal new infrastructure design.
The document provides an overview of The SWFT Marine product, which aims to improve sustainability in Southeast Asia's oil and gas industry by providing a digital marketplace and industry mapping services with market and technical information. It highlights declining oil prices prompting innovation, and surveys showing digital technologies can help companies reduce costs and improve decision-making. The SWFT Marine offers a marketplace for buyers and sellers, industry maps, and plans to expand offerings from an information platform to expert systems and automated data collection to support renewable energy and other industries.
TAREC-IN AS is an engineering consultancy that provides technology asset management services to mobile network operators. It has over 45 years of experience in the telecommunications industry. Services include network planning, implementation, optimization, asset recovery, and reverse logistics. TAREC-IN assists throughout the entire lifecycle of network infrastructure assets from initial planning and roll-out to decommissioning and disposal.
The document provides an introduction to the Project Time Line (PTL) system for managing tasks and customer relationships. It discusses the benefits of PTL, including keeping customers updated and focused on tasks. Examples of key PTL tasks are provided such as converting leads to contacts (PTL 3.0), evaluating projects (PTL 6), pre-bid consultations (PTL 7.1), and following up on bid submittals (PTL 7.5). The locations of the PTL system and associated content are also outlined.
Resume_Triveni_Bigdata_Hadoop ProfessionalTRIVENI PATRO
Triveni Patro is currently working as a Hadoop admin at Tata Consultancy Services in India with over 4 years of experience in IT development, administration, implementation, and 24/7 support of Hortonworks Hadoop distribution. Some key responsibilities include supporting production clusters of 400+ nodes and troubleshooting Hadoop cluster issues. Previous experience includes working as a Hadoop developer on projects for clients like Comcast and automotive companies, developing MapReduce, Pig, and Hive scripts for data processing and report generation.
Analytics, business cycles and disruptionsMark Albala
The digital economy is different. Depending on platforms and a much more malleable set of methods to interact with consumers, an accelerated rate of disruptions compromises the orderly business experience of most market participants. A well-honed analytics program facilitates understanding these accelerated disruptions. With a platform based digital marketplace, obtaining the information necessary to decipher unexpected outcomes and prescribe suitable actions is difficult because the information required Both of these facts are important to analytics. First, platforms. Platform based activity is hard to decipher, not because it is more complex but because the information needed to decipher activity is not contained within your four walls.
Once deciphered, the next challenge facing organizations deciphering unexpected outcomes is a determination of whether the unexpected outcome is truly a disruptive event or simply a phase change in a regularly occurring business cycle. There are significant differences in the suitable reactions to disruptions and business cycle phase changes. Unfortunately, many organizations are ill equipped to discern between these two classes of unexpected business outcomes and consistently find their business plans fall victim to the actions of others within the marketplace.
Luckily, many of the activities of governmental and regulatory bodies are focused on predicting phase changes to the business cycles likely to impact the economic forces within the next fiscal year and describe their economic policies and agendas in publicly available documents and analysis. Understanding where to find these documents and how to use the published to discern between the likely business cycle phase changes and true disruptions as one of the vehicles available within your arsenal of analytics will lessen the occurrence of falling victim in the marketplace by misreading the clues available from unexpected outcomes. This document will address the sources most likely to assist and the actions to be taken to utilize the information attained from these documents.
SEMESTER PROJECT – PHASE II Introduction to the Company S.docxedgar6wallace88877
SEMESTER PROJECT – PHASE II
Introduction to the Company:
Security Transport Professionals Incorporated (STP), has its home office located in Lexington, Kentucky and in addition has more than 3,000 employees located in each of its branch offices located in Houston, Texas and San Diego, California.
STP is primarily a nationwide freight hauler. Its customer are comprised of major market retailers particularly in the medical and pharmaceutical industry, the federal government, and several state governments. STP operates a fleet of trucks and private cargo planes that it uses to move “goods” belonging to its customers from one destination to another across the continental United States. Its fleet of truck carriers are located in Lexington, Kentucky with it planes located in Louisville, Kentucky.
STP carries and transports highly controlled, narcotics and scheduled prescription drugs, toxic, radioactive, nuclear, and top-secret materials from one facility belonging to its customer to another. The method of transport depends on the type of cargo being hauled. In addition to hauling/forwarding its customers products/goods, STP is required from time to time to store its customer goods for brief periods of time. Two years ago, STP began contracting with a number of subcontractor’s hereafter referred to as either “limited joint partners (LJPs)” or “independent subcontractor alliances (ISAs)” for the purpose of expanding its freight forwarding, storage, and delivery service. Due to the confidential nature of the freight that it transports, STP vets its employees, as well as any subcontractors (LJPs and ISAs) that it engages.
STP’s business objectives and goals include the confidential, safe and secure movement of its customer goods, from the customer/distributor to its client, or from one of its customer’s locations to another of the customer’s locations in a timely and efficient manner using cost effective methods. Alternatively, STP may transfer this responsibility to one of its limited joint partners (LJPs) or independent subcontractor alliances (ISAs), if it is more cost-effective and the income differential is within acceptable limits. There are 3 LJPs with which STP had entered into contracts. LJPs are corporate organizations in the same industry that offer essentially the same services as STP, and who are generally competitors of STP. However, when the job requires resources that exceed those of STP or its competitor, the two will enter into an agreement to jointly undertake the contract together and will together provide the same full range of services, with both entering into the same contract or joint venture with the customer.
Independent subcontractor alliances (ISAs) differ from Limited Joint Partners (LJPs) in that a ISA is not a direct competitor of STP. Rather, the ISA is a company that offers a subset of services to STP, or contracts with STP to provide it with necessary resources to perform the particular job at.
Saurabh Goel created an analysis questionnaire to help business analysts effectively gather requirements for infrastructure transformation projects. The questionnaire includes questions about current infrastructure setup, users, disaster recovery, availability, licensing, and more. It provides a structured way for analysts to understand the as-is environment and identify necessary changes when designing a new infrastructure strategy. The document also shares sample questions analysts can use to collect additional details from individual users about their specific software, access needs, and job roles to fully understand requirements. The goal is to help analysts gather the right information upfront to develop an optimal new infrastructure design.
The document provides an overview of The SWFT Marine product, which aims to improve sustainability in Southeast Asia's oil and gas industry by providing a digital marketplace and industry mapping services with market and technical information. It highlights declining oil prices prompting innovation, and surveys showing digital technologies can help companies reduce costs and improve decision-making. The SWFT Marine offers a marketplace for buyers and sellers, industry maps, and plans to expand offerings from an information platform to expert systems and automated data collection to support renewable energy and other industries.
This document provides a management summary and recommendations for enhancing the supply chain between Telerex and its customer Atos Worldline. The main problems identified are long product lead times of 12 weeks and limited production capacity. The long lead times are due to issues in the supply chain and sourcing raw materials, while production capacity is limited by bottlenecks in manufacturing. The recommendations are to have suppliers keep stock of hard-to-source components to reduce lead times to 8 weeks, and transfer some production to suppliers to increase their capacity to 12,000 units per month. This would improve supply chain flexibility while minimizing costs. It is also recommended to improve supplier relationships, update contract terms, and involve purchasers earlier in projects.
UNIVERSITY OF THE CUMBERLANDS ITS 833 – INFORMATION GOVER.docxouldparis
UNIVERSITY OF THE CUMBERLANDS
ITS 833 – INFORMATION GOVERNANCE
SEMESTER PROJECT – PHASE I
Introduction to the Company:
Security Transport Professionals Incorporated (STP), has its home office located in
Lexington, Kentucky and in addition has more than 3,000 employees located in each of its branch
offices located in Houston, Texas and San Diego, California.
STP is primarily a nationwide freight hauler. Its customer are comprised of major market
retailers particularly in the medical and pharmaceutical industry, the federal government, and
several state governments. STP operates a fleet of trucks and private cargo planes that it uses to
move “goods” belonging to its customers from one destination to another across the continental
United States. Its fleet of truck carriers are located in Lexington, Kentucky with it planes located
in Louisville, Kentucky.
STP carries and transports highly controlled, narcotics and scheduled prescription drugs,
toxic, radioactive, nuclear, and top secret materials from one facility belonging to its customer to
another. The method of transport depends on the type of cargo being hauled. In addition to
hauling/forwarding its customers products/goods, STP is required from time to time to store its
customer goods for brief periods of time. Two years ago STP began contracting with a number of
subcontractors hereafter referred to as either “limited joint partners (LJPs)” or “independent
subcontractor alliances (ISAs)” for the purpose of expanding its freight forwarding, storage, and
delivery service. Due to the confidential nature of the freight that it transports, STP vets its
employees, as well as any subcontractors (LJPs and ISAs) that it engages.
STP’s business objectives and goals include the confidential, safe and secure movement of
its customer goods, from the customer/distributor to its client, or from one of its customer’s
locations to another of the customer’s locations in a timely and efficient manner using costeffective
methods. Alternatively, STP may transfer this responsibility to one of its limited joint partners
(LJPs) or independent subcontractor alliances (ISAs), if it is more cost-effective and the income
differential is within acceptable limits. There are 3 LJPs with which STP had entered into contracts.
LJPs are corporate organizations in the same industry that offer essentially the same services as
STP, and who are generally competitors of STP. However, when the job requires resources that
exceed those of STP or its competitor, the two will enter into an agreement to jointly undertake
the contract together, and will together provide the same full range of services, with both entering
into the same contract or joint venture with the customer.
Independent subcontractor alliances (ISAs) differ from Limited Joint Partners (LJPs) in that a ISA
is not a direct competitor of STP. Rather, the ISA is a company th ...
Lean Out Processes in Mixed-Mode ManufacturingJeff Carr
This document provides an overview of a webinar hosted by Ultra Consultants on lean processes in mixed-mode manufacturing. The webinar covered Ultra Consultants' "Lean Office" methodology for improving business processes from quote to cash, procure to pay, plan to produce, and record to report. It included a discussion of current and future states, recommendations for improvement areas, and ERP best practices. The webinar was moderated by Kristen Renda and featured a presentation by Andrew Johnson from Epicor on their ERP solutions.
This document provides an overview of the key business processes and organizational structures that will be used in the SAP Project Systems module for Tuaman Engineering Limited and Himadri Real Estate Limited. It describes the in-scope project lifecycle processes from pre-bid analysis to project closure and outlines the main data structures including company code, profit center, revenue and cost elements, project coding mask, and work breakdown structure.
What is the Business Context? What Applications are required to support the business? What Technology infrastructure is required to support the applications? What Organization structure and skills are required to implement the technology and applications? What funding and Governance are necessary to support the transformation?
This document provides recommendations from the National Institute of Standards and Technology (NIST) on cloud computing. It begins with a synopsis of cloud computing and its promises and limitations. It discusses the obligations of cloud service providers and customers. Recommendations are provided on understanding who controls resources in cloud environments and different cloud deployment models such as private and outsourced clouds. Specific sections address topics such as the responsibilities of cloud service providers in managing security risks.
The document outlines 10 steps to a successful technology rollout: 1) summarize the project and its goals/obstacles, 2) select a reliable vendor with experience, 3) set up a project team familiar with company culture, 4) beta test in one location to work out issues, 5) initiate contracts defining expectations, 6) document procedures based on beta testing, 7) establish a support hierarchy to address problems, 8) write a site manual with site-specific details, 9) develop and maintain a schedule, and 10) assess what worked and didn't to improve future rollouts.
What to prepare before engaging with an offshore team (footnotes included)Chris Hote
Hi everyone
I will be talking today about outsourcing IT work to an offshore team and more specifically about how to prepare yourself, your team, and your company to such venture.
This webinar is the first of a two-episodes series: the next webinar will focus on best practices when running an outsourced offshore project.
My name is Chris joining today from Orléans in France yet permanently located in Boston.
The document discusses process flow diagrams (PFDs) which schematically depict the conversion of raw materials to finished products without detailing how that conversion occurs. PFDs define material and utility flows, equipment relationships, and process parameters. They are used early in a project's development for feasibility studies and scope definition before detailed design. PFDs can include varying levels of detail depending on the project's needs.
Weflex - Optimize your warehouse logisticWeflex Team
I-Tile is the integrated system specifically optimized on the needs of the ceramic tiles warehouses and manufacturing plant. ITile aim is to control the movement and storage of materials and process the associated transactions, including shipping, receiving, putaway and picking. The system manages of ceramic tile market attributes: grade, shade, caliber, special packaging, labeling and perform decisions and optimizations basing on the specific environment and features of ceramic tile product.
Every process is optimized: the picking strategies, the work balance, the management of the resources, the goods positioning in the warehouse, the shipping operations.
The document outlines 10 steps for a successful technology rollout: 1) summarize the project and its requirements; 2) select a reliable vendor with experience; 3) set up a project team familiar with company culture; 4) beta test in one location to work out issues; 5) initiate contracts defining expectations; 6) define procedures documented from the beta test; 7) set up a help hierarchy to address problems; 8) write a site manual with detailed procedures; 9) develop and maintain a schedule; 10) assess what worked and didn't to improve future rollouts.
The document summarizes a project to reduce manual barcode entries at checkout registers in Tesco stores in the Czech Republic. The goal is to reduce manual entries by 20% by addressing root causes like poor barcode quality, incorrect product data, and inadequate staff training. Initial analyses identified key issues like a lack of focus on store productivity and inadequate training. Solutions proposed include improving the escalation process for barcode issues, refreshing staff training programs, and implementing a barcode approval process for suppliers similar to the UK process. Early improvements significantly reduced manual entries for items with RTC labels through targeted communication and process controls.
Etheralabs is a New York City based venture accelerator that invests in, builds, creates engagement around and deploys disruptive technologies across the Blockchain Ecosystem.
We identify, track and invest in, and driving engagement around companies we think are going to change the world
The document outlines 10 steps for a successful technology rollout: 1) summarize the project goals and requirements; 2) select a reliable vendor with experience; 3) establish a project team familiar with company culture; 4) beta test the technology in one location; 5) initiate contracts defining expectations for each location; 6) document procedures based on beta testing; 7) set up a support hierarchy to handle issues; 8) write a site manual for each location; 9) develop and maintain a schedule; 10) assess what worked and didn't to improve future rollouts.
Childrens Personalised Writing Paper Set Alphabet By HoneSara Perez
Here are the key points about cognitive learning:
- Cognitive psychology studies how people process, store, and use information. It looks at things like attention, memory, perception, problem-solving, and language.
- Models of cognitive learning illustrate the process of how we take in new information, encode it, store it in long-term memory, and retrieve it when needed. Examples include Atkinson-Shiffrin memory model.
- Metacognition refers to thinking about one's own thinking. It involves monitoring how well one is learning and understanding information. Being aware of one's own thought processes is important for self-regulated learning.
- Applying cognitive learning theories, educators can structure lessons and assessments in ways that optimize
When choosing a data center site, IT managers at SMEs should consider various factors to ensure they find the best location. Key factors include avoiding high risk locations prone to natural disasters or crime, planning for future business growth, and ensuring access to necessary IT talent and vendors. Location incentives from local economic development councils can also impact the decision. Power costs are also becoming an important consideration. Overall, the best sites balance these various risks and practical considerations.
TCEQ REGULATORY GUIDANCE Small Business and Environmental As.docxssuserf9c51d
TCEQ REGULATORY GUIDANCE
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RG-404 ● February 2011
T E XA S C O MMIS SI O N O N EN V I RO N ME N TA L Q UA LI TY • P O BO X 1 3 0 8 7 • A U ST I N, T X 7 8 7 1 1 - 3 0 8 7
T h e T C E Q i s a n e q u a l o p p o r t u n i t y e m p l o y e r . T h e a g e n c y d o e s n o t a l l o w d i s c r i m i n a t i o n o n t h e b a s i s o f r a c e , c o l o r , r e l i g i o n , n a t i o n a l o r i g i n , s e x , d i s a b i l i t y , a g e ,
s e x u a l o r i e n t a t i o n , o r v e t e r a n s t a t u s . I n c o m p l i a n c e w i t h t h e A m e r i c a n s w i t h D i s a b i l i t i e s A c t , t h i s d o c u m e n t m a y b e r e q u e s t e d i n a l t e r n a t e f o r m a t s b y c o n t a c t i n g
t h e T C E Q a t 5 1 2 - 2 3 9 - 0 0 2 8 , f a x 5 1 2 - 2 3 9 - 4 4 8 8 , o r 1 - 8 0 0 - R E L A Y - T X ( T D D ) , o r b y w r i t i n g P O B o x 1 3 0 8 7 , A u s t i n T X 7 8 7 1 1 - 3 0 8 7 . W e a u t h o r i z e y o u t o u s e o r
r e p r o d u c e a n y o r i g i n a l m a t e r i a l c o n t a i n e d i n t h i s p u b l i c a t i o n — t h a t i s , a n y m a t e r i a l w e d i d n o t o b t a i n f r o m o t h e r s o u r c e s . P l e a s e a c k n o w l e d g e t h e T C E Q a s y o u r
s o u r c e . P r i n t e d o n r e c y c l e d p a p e r .
Surface Coating Facilities
A Guide for Obtaining Air Authorization in Texas
Contents
Introduction ...................................................................................................................................................... 2
Which Air Authorization Applies to You? ............................................................................................... 2
De Minimis ......................................................................................................................................................... 2
Permit by Rule .................................................................................................................................................... 3
New Source Review Permit................................................................................................................................. 7
Title V Federal Operating Permit....................................................................................................................... 7
Other Requirements ....................................................................................................................................... 8
General Air Quality Rules (30 TAC 101) ........................................................................................................... 8
Nonattainment and Near-Nonattainment Areas (30 TAC 115) .......................................................................... 9
New Source Performance Standards (40 CFR, Par ...
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This document provides a management summary and recommendations for enhancing the supply chain between Telerex and its customer Atos Worldline. The main problems identified are long product lead times of 12 weeks and limited production capacity. The long lead times are due to issues in the supply chain and sourcing raw materials, while production capacity is limited by bottlenecks in manufacturing. The recommendations are to have suppliers keep stock of hard-to-source components to reduce lead times to 8 weeks, and transfer some production to suppliers to increase their capacity to 12,000 units per month. This would improve supply chain flexibility while minimizing costs. It is also recommended to improve supplier relationships, update contract terms, and involve purchasers earlier in projects.
UNIVERSITY OF THE CUMBERLANDS ITS 833 – INFORMATION GOVER.docxouldparis
UNIVERSITY OF THE CUMBERLANDS
ITS 833 – INFORMATION GOVERNANCE
SEMESTER PROJECT – PHASE I
Introduction to the Company:
Security Transport Professionals Incorporated (STP), has its home office located in
Lexington, Kentucky and in addition has more than 3,000 employees located in each of its branch
offices located in Houston, Texas and San Diego, California.
STP is primarily a nationwide freight hauler. Its customer are comprised of major market
retailers particularly in the medical and pharmaceutical industry, the federal government, and
several state governments. STP operates a fleet of trucks and private cargo planes that it uses to
move “goods” belonging to its customers from one destination to another across the continental
United States. Its fleet of truck carriers are located in Lexington, Kentucky with it planes located
in Louisville, Kentucky.
STP carries and transports highly controlled, narcotics and scheduled prescription drugs,
toxic, radioactive, nuclear, and top secret materials from one facility belonging to its customer to
another. The method of transport depends on the type of cargo being hauled. In addition to
hauling/forwarding its customers products/goods, STP is required from time to time to store its
customer goods for brief periods of time. Two years ago STP began contracting with a number of
subcontractors hereafter referred to as either “limited joint partners (LJPs)” or “independent
subcontractor alliances (ISAs)” for the purpose of expanding its freight forwarding, storage, and
delivery service. Due to the confidential nature of the freight that it transports, STP vets its
employees, as well as any subcontractors (LJPs and ISAs) that it engages.
STP’s business objectives and goals include the confidential, safe and secure movement of
its customer goods, from the customer/distributor to its client, or from one of its customer’s
locations to another of the customer’s locations in a timely and efficient manner using costeffective
methods. Alternatively, STP may transfer this responsibility to one of its limited joint partners
(LJPs) or independent subcontractor alliances (ISAs), if it is more cost-effective and the income
differential is within acceptable limits. There are 3 LJPs with which STP had entered into contracts.
LJPs are corporate organizations in the same industry that offer essentially the same services as
STP, and who are generally competitors of STP. However, when the job requires resources that
exceed those of STP or its competitor, the two will enter into an agreement to jointly undertake
the contract together, and will together provide the same full range of services, with both entering
into the same contract or joint venture with the customer.
Independent subcontractor alliances (ISAs) differ from Limited Joint Partners (LJPs) in that a ISA
is not a direct competitor of STP. Rather, the ISA is a company th ...
Lean Out Processes in Mixed-Mode ManufacturingJeff Carr
This document provides an overview of a webinar hosted by Ultra Consultants on lean processes in mixed-mode manufacturing. The webinar covered Ultra Consultants' "Lean Office" methodology for improving business processes from quote to cash, procure to pay, plan to produce, and record to report. It included a discussion of current and future states, recommendations for improvement areas, and ERP best practices. The webinar was moderated by Kristen Renda and featured a presentation by Andrew Johnson from Epicor on their ERP solutions.
This document provides an overview of the key business processes and organizational structures that will be used in the SAP Project Systems module for Tuaman Engineering Limited and Himadri Real Estate Limited. It describes the in-scope project lifecycle processes from pre-bid analysis to project closure and outlines the main data structures including company code, profit center, revenue and cost elements, project coding mask, and work breakdown structure.
What is the Business Context? What Applications are required to support the business? What Technology infrastructure is required to support the applications? What Organization structure and skills are required to implement the technology and applications? What funding and Governance are necessary to support the transformation?
This document provides recommendations from the National Institute of Standards and Technology (NIST) on cloud computing. It begins with a synopsis of cloud computing and its promises and limitations. It discusses the obligations of cloud service providers and customers. Recommendations are provided on understanding who controls resources in cloud environments and different cloud deployment models such as private and outsourced clouds. Specific sections address topics such as the responsibilities of cloud service providers in managing security risks.
The document outlines 10 steps to a successful technology rollout: 1) summarize the project and its goals/obstacles, 2) select a reliable vendor with experience, 3) set up a project team familiar with company culture, 4) beta test in one location to work out issues, 5) initiate contracts defining expectations, 6) document procedures based on beta testing, 7) establish a support hierarchy to address problems, 8) write a site manual with site-specific details, 9) develop and maintain a schedule, and 10) assess what worked and didn't to improve future rollouts.
What to prepare before engaging with an offshore team (footnotes included)Chris Hote
Hi everyone
I will be talking today about outsourcing IT work to an offshore team and more specifically about how to prepare yourself, your team, and your company to such venture.
This webinar is the first of a two-episodes series: the next webinar will focus on best practices when running an outsourced offshore project.
My name is Chris joining today from Orléans in France yet permanently located in Boston.
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I-Tile is the integrated system specifically optimized on the needs of the ceramic tiles warehouses and manufacturing plant. ITile aim is to control the movement and storage of materials and process the associated transactions, including shipping, receiving, putaway and picking. The system manages of ceramic tile market attributes: grade, shade, caliber, special packaging, labeling and perform decisions and optimizations basing on the specific environment and features of ceramic tile product.
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The document outlines 10 steps for a successful technology rollout: 1) summarize the project goals and requirements; 2) select a reliable vendor with experience; 3) establish a project team familiar with company culture; 4) beta test the technology in one location; 5) initiate contracts defining expectations for each location; 6) document procedures based on beta testing; 7) set up a support hierarchy to handle issues; 8) write a site manual for each location; 9) develop and maintain a schedule; 10) assess what worked and didn't to improve future rollouts.
Childrens Personalised Writing Paper Set Alphabet By HoneSara Perez
Here are the key points about cognitive learning:
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- Models of cognitive learning illustrate the process of how we take in new information, encode it, store it in long-term memory, and retrieve it when needed. Examples include Atkinson-Shiffrin memory model.
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When choosing a data center site, IT managers at SMEs should consider various factors to ensure they find the best location. Key factors include avoiding high risk locations prone to natural disasters or crime, planning for future business growth, and ensuring access to necessary IT talent and vendors. Location incentives from local economic development councils can also impact the decision. Power costs are also becoming an important consideration. Overall, the best sites balance these various risks and practical considerations.
TCEQ REGULATORY GUIDANCE Small Business and Environmental As.docxssuserf9c51d
TCEQ REGULATORY GUIDANCE
Small Business and Environmental Assistance Division
RG-404 ● February 2011
T E XA S C O MMIS SI O N O N EN V I RO N ME N TA L Q UA LI TY • P O BO X 1 3 0 8 7 • A U ST I N, T X 7 8 7 1 1 - 3 0 8 7
T h e T C E Q i s a n e q u a l o p p o r t u n i t y e m p l o y e r . T h e a g e n c y d o e s n o t a l l o w d i s c r i m i n a t i o n o n t h e b a s i s o f r a c e , c o l o r , r e l i g i o n , n a t i o n a l o r i g i n , s e x , d i s a b i l i t y , a g e ,
s e x u a l o r i e n t a t i o n , o r v e t e r a n s t a t u s . I n c o m p l i a n c e w i t h t h e A m e r i c a n s w i t h D i s a b i l i t i e s A c t , t h i s d o c u m e n t m a y b e r e q u e s t e d i n a l t e r n a t e f o r m a t s b y c o n t a c t i n g
t h e T C E Q a t 5 1 2 - 2 3 9 - 0 0 2 8 , f a x 5 1 2 - 2 3 9 - 4 4 8 8 , o r 1 - 8 0 0 - R E L A Y - T X ( T D D ) , o r b y w r i t i n g P O B o x 1 3 0 8 7 , A u s t i n T X 7 8 7 1 1 - 3 0 8 7 . W e a u t h o r i z e y o u t o u s e o r
r e p r o d u c e a n y o r i g i n a l m a t e r i a l c o n t a i n e d i n t h i s p u b l i c a t i o n — t h a t i s , a n y m a t e r i a l w e d i d n o t o b t a i n f r o m o t h e r s o u r c e s . P l e a s e a c k n o w l e d g e t h e T C E Q a s y o u r
s o u r c e . P r i n t e d o n r e c y c l e d p a p e r .
Surface Coating Facilities
A Guide for Obtaining Air Authorization in Texas
Contents
Introduction ...................................................................................................................................................... 2
Which Air Authorization Applies to You? ............................................................................................... 2
De Minimis ......................................................................................................................................................... 2
Permit by Rule .................................................................................................................................................... 3
New Source Review Permit................................................................................................................................. 7
Title V Federal Operating Permit....................................................................................................................... 7
Other Requirements ....................................................................................................................................... 8
General Air Quality Rules (30 TAC 101) ........................................................................................................... 8
Nonattainment and Near-Nonattainment Areas (30 TAC 115) .......................................................................... 9
New Source Performance Standards (40 CFR, Par ...
PatSnap is a patent search and analysis platform that allows R&D professionals to search over 110 million patents from 128 jurisdictions to uncover technologies, identify risks and opportunities, and gain insights into market trends. It provides tools to refine searches, analyze patent data through visualizations like landscapes and citation maps, and collaborate through shared workspaces. The platform aims to help organizations innovate efficiently by leveraging IP intelligence.
Similar to TAREC-IN Process Description - Overall Asset Recovery v1.0 (20)
2. A l l ri g h t s r e s e r v e d . P a s s i n g o n a n d c o p y i n g o f t h i s d o c u m e n t , u s e a n d c o m m u n i c a t i o n o f i t s c o n t e n t s n o t p e r m i t t e d
w i t h o u t w r i t t e n a u t h o r i z a t i o n o f T A R E C - I N
Process Description – OVERALL ASSET RECOVERY
Reference: Version 1.0 – Dec 2011 CONFIDENTIAL Page 2 of 10
1 Document Reference List:
Document
no
Document name Revision
Date
Sign
[1] TAREC-IN Inspection Guide – Equipment & Site V 2.1 SgB
[2] TAREC-IN Process Description – Facility Clean Out V 2.1 SgB
[3] TAREC-IN Process Description - Dismantling V 2.3 SgB
[4] TAREC-IN - SON Site or WH - Default Checklist V 1.0 SgB
[5] TAREC-IN Process Description – Logistics @ WH & SON V 2.0 SgB
[6] TAREC-IN Process Description – Packaging & Handling V 1.2 SgB
[7] TAREC-IN Sales Business Cycle V 0.1 DL
[8] TAREC-IN Internal Work Order V 0.1 SgB
[9] TAREC-IN Process Description – Delivery V 0.4 SgB
[10] TAREC-IN Process Description - Market Research V1.0 SgB
[11] TAREC-IN Process Description - Sourcing V1.0 SgB
2 Document history:
Doc
vers.
Revision
Description
Reviewed
by
Revision
Responsible
Revision
Date
1.0 Official Version Svein Gaute Bleivik 12.12.2011
3. A l l ri g h t s r e s e r v e d . P a s s i n g o n a n d c o p y i n g o f t h i s d o c u m e n t , u s e a n d c o m m u n i c a t i o n o f i t s c o n t e n t s n o t p e r m i t t e d
w i t h o u t w r i t t e n a u t h o r i z a t i o n o f T A R E C - I N
Process Description – OVERALL ASSET RECOVERY
Reference: Version 1.0 – Dec 2011 CONFIDENTIAL Page 3 of 10
3 Table of Contents
1 Document Reference List:......................................................................................................................2
2 Document history:....................................................................................................................................2
3 Table of Contents ......................................................................................................................................3
4 General Purpose........................................................................................................................................4
5 Marketing Research.................................................................................................................................5
6 Sourcing Process.......................................................................................................................................6
6.1 Market Research [10].................................................................................................................... 6
6.2 Survey at Source [1]....................................................................................................................... 6
6.3 Sourcing (Commercials) [11] ......................................................................................................... 6
6.4 Preparations at Site or WH [4], [5]................................................................................................ 6
6.5 Dismantling, Optional [2], [3]........................................................................................................ 6
6.6 Outbound transport preparations [3], [4]..................................................................................... 7
6.7 Shipments [5], [6].......................................................................................................................... 7
6.8 Receiving Re-Sale Products at CWH [6]......................................................................................... 7
7 Sales Process...............................................................................................................................................8
7.1 Sales Preparations [7].................................................................................................................... 8
7.2 Selling Products [7]........................................................................................................................ 8
7.3 Product Production, as per WO [8] ............................................................................................... 8
7.4 Shipment of Products [9]............................................................................................................... 8
7.5 Release Products to Customer [9]................................................................................................. 8
8 Recycling Process......................................................................................................................................9
8.1 Receiving Telecoms Equipment for Recycling [DTC Process]........................................................ 9
8.2 Receiving Batteries for Recycling [G&P Process]........................................................................... 9
9 Reference [N] to TAREC-IN “Process Description” documents..............................................10
9.1 Document references.................................................................................................................. 10
4. A l l ri g h t s r e s e r v e d . P a s s i n g o n a n d c o p y i n g o f t h i s d o c u m e n t , u s e a n d c o m m u n i c a t i o n o f i t s c o n t e n t s n o t p e r m i t t e d
w i t h o u t w r i t t e n a u t h o r i z a t i o n o f T A R E C - I N
Process Description – OVERALL ASSET RECOVERY
Reference: Version 1.0 – Dec 2011 CONFIDENTIAL Page 4 of 10
4 General Purpose
The general purpose of this document is to provide an overview of the overall Asset
Recovery Processes included as parts of TAREC-IN’s offerings to the market.
The document describes the main activities and their sequence. The document also
identifies the reference documents and information which provides the detailed
description of all processes and activities involved from initial contact with Source, till
final delivery to end Customer, or deliveries to Recycling Partner.
By the study of this document, the base idea of TAREC-IN’s business concept should be
clearly understood. How the various steps of the business concept are conducted may
be found in the reference documents.
5. A l l ri g h t s r e s e r v e d . P a s s i n g o n a n d c o p y i n g o f t h i s d o c u m e n t , u s e a n d c o m m u n i c a t i o n o f i t s c o n t e n t s n o t p e r m i t t e d
w i t h o u t w r i t t e n a u t h o r i z a t i o n o f T A R E C - I N
Process Description – OVERALL ASSET RECOVERY
Reference: Version 1.0 – Dec 2011 CONFIDENTIAL Page 5 of 10
5 Marketing Research
In order to follow TAREC-IN’s business principle “One Step Ahead”, TAREC-IN prefer to
investigate the potentials in the market for Sources and Customers, rather than waiting for the
calls offering to Buy or Sell excess and idle equipment.
TAREC-IN AS has found interesting results by the study of market data from the WCIS data base
of global telecom operators. A thorough research has been conducted for the African Market,
in order to understand the mechanisms that currently subsist in this region.
An evaluation of this market with regards to potential Sources and Customers was conducted.
A number of areas and data were focused and evaluated.
Current and planned technology (2.5/3/4G, WiMax)
Operators subscriber base and market share
Forecast of subscribers and services
Operator’s KPI statistics, networking performance
Operators financial status and statistics of Opex/Capex, EbitDA
Studies to find each players performance in the market they serve, and their potential.
Each Operator’s technical performance, financial condition and future plans were evaluated,
and coupled with information of the current and planned expansions and/or swap of OEM and
technology. Each OEM’s market share and main supplier to the studied operators were
carefully noted. Assembling of this information and study of the operators multiple alternatives
of future build out, may give valuable indications of potential Sources and Customers.
TAREC-IN plan to perform similar market research in other regions of the global telecom
market, in order to determine our preferences of contact with potential business partners.
The documentation of the process of the Market Research is still to be outlined.
6. A l l ri g h t s r e s e r v e d . P a s s i n g o n a n d c o p y i n g o f t h i s d o c u m e n t , u s e a n d c o m m u n i c a t i o n o f i t s c o n t e n t s n o t p e r m i t t e d
w i t h o u t w r i t t e n a u t h o r i z a t i o n o f T A R E C - I N
Process Description – OVERALL ASSET RECOVERY
Reference: Version 1.0 – Dec 2011 CONFIDENTIAL Page 6 of 10
6 Sourcing Process
The contact with Source, being Telecom/IT operator or OEM, may be initiated from both
parties. Traditionally dialogue is established through TAREC-IN’s contact network in the
business, but may also be initiated by random contact either way. TAREC-IN target to enable a
more determined approach to potential business partners through applying the market
research process described, and use this information to select the most potential business
opportunities.
Souring, that is committed purchase of particular products and volumes should not be
facilitated until sales process for the same has been safely conducted. See §7 Sales Process.
6.1 Market Research [10]
Study of Operator’s KPIs and plans
Study of OEM’s products representation per Operator
Evaluation of potential current/future opportunities
6.2 Survey at Source [1]
Categorization of Re-Sale (/Re-Use) and Re-Cycling objects
Valuation of Re-Sale objects
6.3 Sourcing (Commercials) [11]
Quote offered volumes
Establish links between Sales and Soured products
Negotiations and Agreement (buy as per sales)
Assemble and settle Project Team and Suppliers
6.4 Preparations at Site or WH [4], [5]
Registration of Source’s assets
i. PDA registration of bar-codes all Re-Sale products
ii. Photo’s of selected Re-Sale products
iii. Identify and ordering needed variants of packing materials
6.5 Dismantling, Optional [2], [3]
Dismantling telecoms
i. Transport to WH
Dismantling batteries
i. Certified packing and transport to certified WH
7. A l l ri g h t s r e s e r v e d . P a s s i n g o n a n d c o p y i n g o f t h i s d o c u m e n t , u s e a n d c o m m u n i c a t i o n o f i t s c o n t e n t s n o t p e r m i t t e d
w i t h o u t w r i t t e n a u t h o r i z a t i o n o f T A R E C - I N
Process Description – OVERALL ASSET RECOVERY
Reference: Version 1.0 – Dec 2011 CONFIDENTIAL Page 7 of 10
6.6 Outbound transport preparations [3], [4]
Assembling and sorting per product group
Prioritizing products for shipment
Storage areas selected for Re-Sale, Re-Cycling and batteries
Remove all Source related labeling
Optional Cleaning process
Determine Packing alternative, Light, Crate, Sea etc
Packing of all Re-Sale products
6.7 Shipments [5], [6]
Provide Export License for Telecoms and/or Batteries
Provide EA’s signing of Annex Vii , for Telecoms Recycling
Provide EA’s signing of TFS and supporting docs, for Battery Waste
Produce Packing List per shipment
Produce Proforma Invoice per shipment
Book transport from Freight Forwarder (Certified for batteries)
Notify CWH/DTC of date/time of arrival
6.8 Receiving Re-Sale Products at CWH [6]
Determine use of Customs Bond vs import clearing
i. Notify Customs agent
ii. Choose physical storage area(s)
Control and registration
i. Check conditions and volume acc to Packing List
ii. Register incoming goods in Rambase & Acetra base
8. A l l ri g h t s r e s e r v e d . P a s s i n g o n a n d c o p y i n g o f t h i s d o c u m e n t , u s e a n d c o m m u n i c a t i o n o f i t s c o n t e n t s n o t p e r m i t t e d
w i t h o u t w r i t t e n a u t h o r i z a t i o n o f T A R E C - I N
Process Description – OVERALL ASSET RECOVERY
Reference: Version 1.0 – Dec 2011 CONFIDENTIAL Page 8 of 10
7 Sales Process
The Sales process may be initiated already whilst Source’s equipment is still in service, but
planned to be swapped. However no PO or other commitment will be given until products have
arrived safely and are under control at the CWH.
Potential Customers may be Operators or Resellers that make direct contact by observing
offerings at our web-shop. TAREC-IN may also approach selected Operators, identified through
market research, which may potentially benefit from access to used quality equipment to
affordable price, enabling network growth whilst awaiting technology or vendor initiated swaps.
Preferably all sales should be secured prior to any buy process. See §6 Sourcing Process.
7.1 Sales Preparations [7]
Assemble product info, spec/photo etc, register in Rambase
Determine and register sales price
Issue products on WEB-shop and other sale channels
7.2 Selling Products [7]
Agree specifications, price & terms with customer
Issue Purchase and Work orders
Prepare Invoicing with agreed INCO terms and ToD
7.3 Product Production, as per WO [8]
Cleaning and/or Refurbishing of product
Reconfiguration if specified
Preparations for customer inspection (optional)
Packaging according to requirements
7.4 Shipment of Products [9]
Issue Invoice, Bill of Transport and T-1 docs
Booking of transport with Freight Forwarder
Notify Customs of Bond release and/or Export License
7.5 Release Products to Customer [9]
Cash on Delivery, CoD (or other Inco terms)
Payment Acknowledgement
Shipment Released for destination
9. A l l ri g h t s r e s e r v e d . P a s s i n g o n a n d c o p y i n g o f t h i s d o c u m e n t , u s e a n d c o m m u n i c a t i o n o f i t s c o n t e n t s n o t p e r m i t t e d
w i t h o u t w r i t t e n a u t h o r i z a t i o n o f T A R E C - I N
Process Description – OVERALL ASSET RECOVERY
Reference: Version 1.0 – Dec 2011 CONFIDENTIAL Page 9 of 10
8 Recycling Process
The detailed Recycling Process of our Partners are not available to be included in this document.
However it may be stated that both DTC and G&P Batteries holds the highest certification
required by EU Regulations, and national Regulators in order to protect our common
environment.
All recycling processes lead to regain of the raw materials of which the products have consisted.
This completes the path of the green environmental circle.
8.1 Receiving Telecoms Equipment for Recycling [DTC Process]
Telecoms received at DTC’s premises for sorting
Metal constructions assembled and recycled
Cabinets/Magazines sent to HMS RyeHill for separation
Circuit Boards sent to Shredding Partner
SOX reporting and Certificate of Destruction
Material Break down and Invoicing/Payable
8.2 Receiving Batteries for Recycling [G&P Process]
Batteries received at G&P’s premises for sorting
Lead and/or other categories recycled separately
SoX reporting and Certificate of Destruction
Material Break down and Invoicing/Payable
10. A l l ri g h t s r e s e r v e d . P a s s i n g o n a n d c o p y i n g o f t h i s d o c u m e n t , u s e a n d c o m m u n i c a t i o n o f i t s c o n t e n t s n o t p e r m i t t e d
w i t h o u t w r i t t e n a u t h o r i z a t i o n o f T A R E C - I N
Process Description – OVERALL ASSET RECOVERY
Reference: Version 1.0 – Dec 2011 CONFIDENTIAL Page 10 of 10
9 Reference [N] to TAREC-IN “Process Description” documents
9.1 Document references
The following documents support the various steps of the Overall Asset Recovery Process:
[1] TAREC-IN Inspection Guide – Equipment & Site
[2] Facility Clean Out, NOTE a)
[3] Dismantling, NOTE b)
[4] Default Check List
[5] Logistics @ WH and SON
[6] Packaging and Handling
[7] Sales Business Cycle
[8] Internal Work Order
[9] Delivery
[10] Market Analyses
[11] Sourcing
NOTE a): Process may be conducted excluding batteries in [2] Facility Clean Out. This will
exclude all actions listed related to batteries, ref paragraph 4-6 and 14.
NOTE b): Process may be conducted excluding [3] Dismantling, if products are Hand-Over at
Source’s Warehouse