This document provides a framework for evaluating how e-business can best be used to enhance supply chain performance for different firms. It discusses how e-business can impact both revenues and costs. On the revenue side, e-business allows firms to sell direct to customers, offer dynamic pricing, speed new product introductions, and customize offerings. On the cost side, e-business may reduce facilities, inventory, and transportation costs through centralization, but can increase other costs like processing. The best approach depends on a firm's industry and strategy. A scorecard is presented to evaluate these factors and determine if e-business is best used to increase efficiency or enhance customer value.
This document provides an overview of e-business and recent trends in marketing. It defines e-business as utilizing information and communication technologies to support all business activities. Key benefits of e-business include lower startup costs, broader customer reach, and new revenue streams through online sales. The document also outlines various e-business models and terms, including sources of revenue, required business activities and resources, and drivers of the growing Indian e-commerce market. Overall, the document discusses how e-business can help companies expand their customer base, become more competitive, and create new online business opportunities.
This document provides an introduction to e-commerce, comparing traditional commerce to e-commerce. It discusses how e-commerce utilizes flexibility and availability of the internet to create new business opportunities. The core uses of the internet for businesses are described as buying/selling products, customer service, internal communication, collaboration, information gathering, and more. Popular products bought online include airline tickets, banking, books, clothing, and electronics. E-commerce benefits businesses through potential revenue generation and cost reduction. Popular e-commerce business models are also outlined, including the merchant, brokerage, advertising, mixed, and info-mediary models.
Many businesses consider their telecom system a utility—an asset base that is just there and hardly worth thinking about. Yet that very nonchalance is a symptom of just how essential communications systems are. Ask most organizations what they would do without phone and Internet access, and the answer would likely be that their business would come to a screeching halt. The communications portfolio has become that important to businesses today—and, ironically, all too often taken for granted.
Boeing Australia Limited (BAL) is evaluating adopting an e-procurement system to streamline procurement processes. The executive summary recommends BAL follow Boeing US's lead in implementing a cost-effective e-procurement system that can interface with existing legacy IT systems. This would improve business processes, increase productivity through upgraded procurement, and save costs by reducing processing times and rationalizing suppliers while maintaining key relationships. Any decision must consider BAL's vision of creating shareholder value through customer-focused solutions and system support.
This document discusses how cloud computing has influenced e-commerce businesses. It defines cloud computing and notes that it allows organizations to conduct business without developing their own IT infrastructure. E-commerce gives flexibility to sell products online without a physical storefront. There are five elements involved in e-commerce activities in cloud computing: customers, suppliers, banks, e-commerce companies, and cloud service providers. Cloud computing benefits e-commerce by making infrastructure and software accessible in a pay-as-you-go model, reducing costs and allowing businesses to focus on their core operations.
The document discusses different types of e-business models including B2C, B2B, C2B, and C2C. It then provides details on each model type, examples of companies that use each model, and how they generate revenue. The document also proposes an e-business architectural framework consisting of interaction management, trust and access, and business process integration frameworks to define protocols and enable assembly of components.
This document provides an outline for a course on procurement. It begins with contact information for the instructor and then provides an overview of the course description and objectives. The course outline covers topics such as the principles of e-procurement, implementing an e-procurement system, managing an e-procurement system, supplier performance and selection, and supply chain management. It also discusses procurement tools and applications, categories of procurement, and the benefits and future of procurement.
E-business is transforming the global marketplace and how business is conducted. It impacts all aspects of business from customer interactions to internal operations to supplier relationships. While moving to a fully digital business model is complicated by existing assets, market survival depends on effectively leveraging e-business. Companies must assess the business impact, identify strategic response options that may include offensive and defensive plays, manage their business portfolios accordingly, develop new capabilities, change their organizations, and understand the new economics of both short-term investments and long-term industry redefinition. Failure to adequately respond to these challenges risks losing value to more adaptive competitors.
This document provides an overview of e-business and recent trends in marketing. It defines e-business as utilizing information and communication technologies to support all business activities. Key benefits of e-business include lower startup costs, broader customer reach, and new revenue streams through online sales. The document also outlines various e-business models and terms, including sources of revenue, required business activities and resources, and drivers of the growing Indian e-commerce market. Overall, the document discusses how e-business can help companies expand their customer base, become more competitive, and create new online business opportunities.
This document provides an introduction to e-commerce, comparing traditional commerce to e-commerce. It discusses how e-commerce utilizes flexibility and availability of the internet to create new business opportunities. The core uses of the internet for businesses are described as buying/selling products, customer service, internal communication, collaboration, information gathering, and more. Popular products bought online include airline tickets, banking, books, clothing, and electronics. E-commerce benefits businesses through potential revenue generation and cost reduction. Popular e-commerce business models are also outlined, including the merchant, brokerage, advertising, mixed, and info-mediary models.
Many businesses consider their telecom system a utility—an asset base that is just there and hardly worth thinking about. Yet that very nonchalance is a symptom of just how essential communications systems are. Ask most organizations what they would do without phone and Internet access, and the answer would likely be that their business would come to a screeching halt. The communications portfolio has become that important to businesses today—and, ironically, all too often taken for granted.
Boeing Australia Limited (BAL) is evaluating adopting an e-procurement system to streamline procurement processes. The executive summary recommends BAL follow Boeing US's lead in implementing a cost-effective e-procurement system that can interface with existing legacy IT systems. This would improve business processes, increase productivity through upgraded procurement, and save costs by reducing processing times and rationalizing suppliers while maintaining key relationships. Any decision must consider BAL's vision of creating shareholder value through customer-focused solutions and system support.
This document discusses how cloud computing has influenced e-commerce businesses. It defines cloud computing and notes that it allows organizations to conduct business without developing their own IT infrastructure. E-commerce gives flexibility to sell products online without a physical storefront. There are five elements involved in e-commerce activities in cloud computing: customers, suppliers, banks, e-commerce companies, and cloud service providers. Cloud computing benefits e-commerce by making infrastructure and software accessible in a pay-as-you-go model, reducing costs and allowing businesses to focus on their core operations.
The document discusses different types of e-business models including B2C, B2B, C2B, and C2C. It then provides details on each model type, examples of companies that use each model, and how they generate revenue. The document also proposes an e-business architectural framework consisting of interaction management, trust and access, and business process integration frameworks to define protocols and enable assembly of components.
This document provides an outline for a course on procurement. It begins with contact information for the instructor and then provides an overview of the course description and objectives. The course outline covers topics such as the principles of e-procurement, implementing an e-procurement system, managing an e-procurement system, supplier performance and selection, and supply chain management. It also discusses procurement tools and applications, categories of procurement, and the benefits and future of procurement.
E-business is transforming the global marketplace and how business is conducted. It impacts all aspects of business from customer interactions to internal operations to supplier relationships. While moving to a fully digital business model is complicated by existing assets, market survival depends on effectively leveraging e-business. Companies must assess the business impact, identify strategic response options that may include offensive and defensive plays, manage their business portfolios accordingly, develop new capabilities, change their organizations, and understand the new economics of both short-term investments and long-term industry redefinition. Failure to adequately respond to these challenges risks losing value to more adaptive competitors.
Companies can benefit from providing self-service in many ways: increased customer satisfaction, reduced costs and better sales conversion rates. The question therefore is not whether to implement self-service but how to implement it effectively. Reviewing what other companies are doing is a first step in the right direction, but it is particularly important to keep in mind that one size does not indeed fit all.
Self-service involves far more than logging into a portal or using an app; self-service encompasses a complex architecture of various channels, multi-channel links and functions. Achieving excellence means mastering the interdependencies and optimizing the architecture and processes in the right place, at the right time and in the right way.
Major Disruption! (Report)
Cloud computing is disrupting more than our technological norms. It is also creating new business models and new ways of working together.
KEY MESSAGES
• Cloud computing is disrupting more than our technological norms. It is completely transforming the way businesses interact, people collaborate, and business models are designed.
• Both within and outside the IT sector, companies are capitalising on the changing landscape by using and offering cloud services. This allows them to meet customer expectations, operate in a more agile fashion,
and develop new revenue streams.
• As a result of these changes, companies are becoming both consumers and providers, sometimes simultaneously.
• New business models and changing customer expectations will lead to increased competition and declining revenue and profit opportunities
unless companies proactively change—and continue to change—their understanding of the market and their role in it.
• Survival—not to mention profitability and long-term viability—depends on a company's ability to transform its business models and go-to-market structures.
• Unfortunately, the majority of companies continue to pursue their traditional approaches, failing to satisfy customers and therefore missing out on revenue opportunities.
The document discusses several key economic characteristics of e-business and the internet, including low barriers to entry, increasing competition, reduced transaction costs, and the ability to reach a large customer base at low cost. It also covers topics like disintermediation, reintermediation, pricing strategies, managing knowledge, and achieving critical mass. Overall, the document outlines how the internet and e-business can help firms operate more efficiently, reach more customers, cut costs, and gain competitive advantages through effective knowledge management.
The document discusses the concepts of eBusiness and how it has evolved from static websites for marketing to more complex implementations that integrate business processes. It defines eBusiness as the strategic use of digital technologies to accelerate organizational goals through continuous optimization of value propositions. It also discusses different models for business-to-business and business-to-consumer ecommerce interactions and how value chains are shifting to value networks in the digital economy.
Boeing Australia Limited (BAL) is considering implementing an e-procurement system to streamline its procurement processes. Currently, BAL uses manual and paper-based processes that are inefficient. An e-procurement system could integrate with existing legacy systems and reduce redundancies. However, BAL must consider the high costs of sophisticated systems and ensure any new system meets the company's needs. The summary evaluates options for upgrading BAL's procurement while maintaining performance and customer relationships.
The document provides an overview of e-business applications including e-business strategy, e-marketing, e-CRM, e-procurement, e-SCM, and e-payment systems. It discusses the objectives of e-business strategy including cutting costs, boosting productivity, and attracting new customers. It also outlines the major stages of analyzing and implementing an e-business strategy including assessing the current environment, establishing strategic targets, and transitioning to the new strategy.
This document discusses the importance of integrating applications to support e-business. It provides examples of how Amazon integrates its ordering, inventory, packing and shipping systems to efficiently fulfill customer orders. The document then discusses how integrating different application clusters is key to building a world-class enterprise. It outlines five stages of e-business design from cross-functional business units to inter-enterprise communities. Finally, it discusses key aspects of customer relationship management including using customer data to provide excellent service, implementing repeatable sales processes and creating loyalty through proactive solutions.
Operations management involves managing resources like people, machines, and information to produce products and services. Operations managers make decisions about production scheduling, inventory management, and quality levels. They must transform inputs like staff time, materials, and equipment into outputs. Current trends in operations management include lean systems, e-commerce, and enterprise resource planning (ERP) systems. These trends emphasize efficiency, information sharing, and global collaboration.
E-commerce (also written as e-Commerce, eCommerce or similar variants), short for
electronic commerce, is trading in products or services using computer networks, such
as the Internet. Electronic commerce draws on technologies such as mobile commerce,
electronic funds transfer, supply chain management, Internet marketing, online
transaction processing, electronic data interchange (EDI), inventory management
systems, and automated data collection systems. Modern electronic commerce
typically uses the World Wide Web for at least one part of the transaction's life cycle,
although it may also use other technologies such as e-mail.
This document provides an overview of key concepts related to e-commerce including definitions of e-commerce, classifications of e-commerce applications, types of e-commerce, benefits and limitations of e-commerce, and technologies that enable e-commerce such as HTML, TCP/IP, and data warehousing. It also discusses driving forces behind the growth of e-commerce and infrastructure requirements for e-commerce networks.
E-business involves conducting business processes online and includes activities like buying and selling products, customer service, and collaborating with partners. E-commerce specifically refers to online transactions, usually business-to-business, business-to-consumer, or consumer-to-consumer. While the terms are sometimes used interchangeably, e-business encompasses both external e-commerce activities and internal processes like production and inventory management. E-business strategies aim to improve efficiency and productivity through integration across different business systems, but they are more complex to execute than e-commerce strategies.
The document discusses various topics related to electronic retailing and business models. It describes retailers as intermediaries between manufacturers and customers. Amazon is discussed as the biggest online retailer with low prices, easy browsing, product information, and order features. Direct marketing is described where manufacturers sell directly to customers without intermediaries. Dell is used as an example of a direct marketer that sells computers through its website. The document also discusses electronic intermediaries like online stores and malls, as well as different business models for electronic markets including direct vs indirect marketing and global vs regional approaches.
IBM Guide to Consumer Products Industry Technology TrendsTero Angeria
This guide provides a quick overview of what we believe manufacturers need to address within each of these
technological transformation areas and how IBM solutions can support that transformation.
IBM offers manufacturers the integrated solutions and services required to keep pace with today’s transformational business requirements. Based on the experiences and feedback from working with many leading consumer products clients around the globe, we have designed a portfolio of offerings that addresses the specific needs of consumer products companies from strategy and roadmap development to integrated software solution delivery all focused on using technology enablers to create new value across your enterprise.We help manufacturers deepen their relationships with their consumers, offer differentiated value to channel partners to generate competitive advantage, establish supply network improvements to increase efficiencies and achieve operational excellence—all for the express purpose of
supporting continued profitable growth.
The document discusses how cloud computing can provide benefits to consumer product companies by enabling faster responsiveness to changing business needs, higher consumer satisfaction, and lower operating costs. It notes that cloud computing allows flexible allocation of computing resources as needed and supports emerging analytics and innovation demands in a cost-effective way. The document highlights how IBM's cloud offerings like SAP on IBM Cloud can help run applications on shared computing resources to address waste from underutilized technology infrastructure.
The document discusses how cloud computing can provide benefits to consumer product companies by enabling faster responsiveness to changing business needs, higher consumer satisfaction, and lower operating costs. It notes that cloud computing addresses the waste of underutilized technology infrastructure by allowing computing capacity to be continuously adjusted and allocated efficiently. Cloud computing also provides the flexibility and cost-effectiveness required to meet emerging computing demands like analytics.
Supply chain management (SCM) involves coordinating all the activities involved in delivering a product from suppliers to customers. SCM aims to create fast, low-cost networks of businesses to get products from concept to market. The Internet is making SCM more efficient by enabling activities like electronic data interchange between businesses. However, companies sometimes fail to implement efficient SCM due to inaccurate demand forecasting during the planning process.
Using Information Technology to Engage in Electronic CommerceElla Mae Ayen
As today’s business executives develop strategic business plans for their firms, they have an option that was not available a few years ago. Firms can engage in electronic commerce the use of the computer as a primary toll for performing the basic business operations. Firms engage in electronic commerce for a variety of reasons, but the overriding objective is competitive advantage.
- Firms are increasingly engaging in electronic commerce to gain competitive advantages such as improved customer service, improved supplier relationships, and increased returns for stockholders.
- Electronic commerce can be defined narrowly as online business transactions with customers and suppliers. The main benefits firms expect from electronic commerce are improved customer service, improved supplier relationships, and increased returns for investors.
- Initially, firms were hesitant to adopt electronic commerce due to high costs, security concerns, and immature software. However, these constraints are decreasing over time as technology advances and becomes more affordable and secure.
A new era for retail
https://www.accenture.com/hu-en/~/media/Accenture/Conversion-Assets/DotCom/Documents/Global/PDF/Technology_4/Accenture-A-New-Era-For-Retail.pdf
Maybe you can already recite the sales pitch for cloud computing in your sleep—how it’s faster, more flexible, and economical than amassing your own servers on site. But, as Joe Weinman argues in “Rethinking the Benefits of Cloud,” that’s just scratching the surface. In this exclusive white paper, Weinman, author of Cloudonomics: The Business Value of Cloud Computing, explores some of the overlooked—and more nuanced—business benefits of moving workloads to the cloud, such as faster innovation, global expansion, and customer satisfaction.
Milestones Navigating Late Childhood to AdolescenceFrom the m.docxjessiehampson
Milestones: Navigating Late Childhood to Adolescence
From the movie, Lila, Eight to Thirteen in this week's materials, identify 2–3 developmental milestones Lila reaches, and assess whether or not you think she successfully navigates her way through them as she prepares for adolescence. Support your assertions with evidence from your text and this week's materials.
.
Migration and RefugeesMany immigrants in the region flee persecu.docxjessiehampson
Migration and Refugees
Many immigrants in the region flee persecution and then return after they are liberated. For example, 700,000 Jews were allowed to leave the former Soviet Union and enter Israel in the 1990s. There has also been a migration of Palestinian people. Discuss the following:
Why do you think that Israel is such an important place for the Jews?
What is the importance of the area to the Palestinians?
What do you think the impact would be on you and your families if you participated in such long-distance migration?
No references needed, need response within 3 hours!
.
More Related Content
Similar to Version April 26, 2000Sunil Chopra is the IBM Distinguish.docx
Companies can benefit from providing self-service in many ways: increased customer satisfaction, reduced costs and better sales conversion rates. The question therefore is not whether to implement self-service but how to implement it effectively. Reviewing what other companies are doing is a first step in the right direction, but it is particularly important to keep in mind that one size does not indeed fit all.
Self-service involves far more than logging into a portal or using an app; self-service encompasses a complex architecture of various channels, multi-channel links and functions. Achieving excellence means mastering the interdependencies and optimizing the architecture and processes in the right place, at the right time and in the right way.
Major Disruption! (Report)
Cloud computing is disrupting more than our technological norms. It is also creating new business models and new ways of working together.
KEY MESSAGES
• Cloud computing is disrupting more than our technological norms. It is completely transforming the way businesses interact, people collaborate, and business models are designed.
• Both within and outside the IT sector, companies are capitalising on the changing landscape by using and offering cloud services. This allows them to meet customer expectations, operate in a more agile fashion,
and develop new revenue streams.
• As a result of these changes, companies are becoming both consumers and providers, sometimes simultaneously.
• New business models and changing customer expectations will lead to increased competition and declining revenue and profit opportunities
unless companies proactively change—and continue to change—their understanding of the market and their role in it.
• Survival—not to mention profitability and long-term viability—depends on a company's ability to transform its business models and go-to-market structures.
• Unfortunately, the majority of companies continue to pursue their traditional approaches, failing to satisfy customers and therefore missing out on revenue opportunities.
The document discusses several key economic characteristics of e-business and the internet, including low barriers to entry, increasing competition, reduced transaction costs, and the ability to reach a large customer base at low cost. It also covers topics like disintermediation, reintermediation, pricing strategies, managing knowledge, and achieving critical mass. Overall, the document outlines how the internet and e-business can help firms operate more efficiently, reach more customers, cut costs, and gain competitive advantages through effective knowledge management.
The document discusses the concepts of eBusiness and how it has evolved from static websites for marketing to more complex implementations that integrate business processes. It defines eBusiness as the strategic use of digital technologies to accelerate organizational goals through continuous optimization of value propositions. It also discusses different models for business-to-business and business-to-consumer ecommerce interactions and how value chains are shifting to value networks in the digital economy.
Boeing Australia Limited (BAL) is considering implementing an e-procurement system to streamline its procurement processes. Currently, BAL uses manual and paper-based processes that are inefficient. An e-procurement system could integrate with existing legacy systems and reduce redundancies. However, BAL must consider the high costs of sophisticated systems and ensure any new system meets the company's needs. The summary evaluates options for upgrading BAL's procurement while maintaining performance and customer relationships.
The document provides an overview of e-business applications including e-business strategy, e-marketing, e-CRM, e-procurement, e-SCM, and e-payment systems. It discusses the objectives of e-business strategy including cutting costs, boosting productivity, and attracting new customers. It also outlines the major stages of analyzing and implementing an e-business strategy including assessing the current environment, establishing strategic targets, and transitioning to the new strategy.
This document discusses the importance of integrating applications to support e-business. It provides examples of how Amazon integrates its ordering, inventory, packing and shipping systems to efficiently fulfill customer orders. The document then discusses how integrating different application clusters is key to building a world-class enterprise. It outlines five stages of e-business design from cross-functional business units to inter-enterprise communities. Finally, it discusses key aspects of customer relationship management including using customer data to provide excellent service, implementing repeatable sales processes and creating loyalty through proactive solutions.
Operations management involves managing resources like people, machines, and information to produce products and services. Operations managers make decisions about production scheduling, inventory management, and quality levels. They must transform inputs like staff time, materials, and equipment into outputs. Current trends in operations management include lean systems, e-commerce, and enterprise resource planning (ERP) systems. These trends emphasize efficiency, information sharing, and global collaboration.
E-commerce (also written as e-Commerce, eCommerce or similar variants), short for
electronic commerce, is trading in products or services using computer networks, such
as the Internet. Electronic commerce draws on technologies such as mobile commerce,
electronic funds transfer, supply chain management, Internet marketing, online
transaction processing, electronic data interchange (EDI), inventory management
systems, and automated data collection systems. Modern electronic commerce
typically uses the World Wide Web for at least one part of the transaction's life cycle,
although it may also use other technologies such as e-mail.
This document provides an overview of key concepts related to e-commerce including definitions of e-commerce, classifications of e-commerce applications, types of e-commerce, benefits and limitations of e-commerce, and technologies that enable e-commerce such as HTML, TCP/IP, and data warehousing. It also discusses driving forces behind the growth of e-commerce and infrastructure requirements for e-commerce networks.
E-business involves conducting business processes online and includes activities like buying and selling products, customer service, and collaborating with partners. E-commerce specifically refers to online transactions, usually business-to-business, business-to-consumer, or consumer-to-consumer. While the terms are sometimes used interchangeably, e-business encompasses both external e-commerce activities and internal processes like production and inventory management. E-business strategies aim to improve efficiency and productivity through integration across different business systems, but they are more complex to execute than e-commerce strategies.
The document discusses various topics related to electronic retailing and business models. It describes retailers as intermediaries between manufacturers and customers. Amazon is discussed as the biggest online retailer with low prices, easy browsing, product information, and order features. Direct marketing is described where manufacturers sell directly to customers without intermediaries. Dell is used as an example of a direct marketer that sells computers through its website. The document also discusses electronic intermediaries like online stores and malls, as well as different business models for electronic markets including direct vs indirect marketing and global vs regional approaches.
IBM Guide to Consumer Products Industry Technology TrendsTero Angeria
This guide provides a quick overview of what we believe manufacturers need to address within each of these
technological transformation areas and how IBM solutions can support that transformation.
IBM offers manufacturers the integrated solutions and services required to keep pace with today’s transformational business requirements. Based on the experiences and feedback from working with many leading consumer products clients around the globe, we have designed a portfolio of offerings that addresses the specific needs of consumer products companies from strategy and roadmap development to integrated software solution delivery all focused on using technology enablers to create new value across your enterprise.We help manufacturers deepen their relationships with their consumers, offer differentiated value to channel partners to generate competitive advantage, establish supply network improvements to increase efficiencies and achieve operational excellence—all for the express purpose of
supporting continued profitable growth.
The document discusses how cloud computing can provide benefits to consumer product companies by enabling faster responsiveness to changing business needs, higher consumer satisfaction, and lower operating costs. It notes that cloud computing allows flexible allocation of computing resources as needed and supports emerging analytics and innovation demands in a cost-effective way. The document highlights how IBM's cloud offerings like SAP on IBM Cloud can help run applications on shared computing resources to address waste from underutilized technology infrastructure.
The document discusses how cloud computing can provide benefits to consumer product companies by enabling faster responsiveness to changing business needs, higher consumer satisfaction, and lower operating costs. It notes that cloud computing addresses the waste of underutilized technology infrastructure by allowing computing capacity to be continuously adjusted and allocated efficiently. Cloud computing also provides the flexibility and cost-effectiveness required to meet emerging computing demands like analytics.
Supply chain management (SCM) involves coordinating all the activities involved in delivering a product from suppliers to customers. SCM aims to create fast, low-cost networks of businesses to get products from concept to market. The Internet is making SCM more efficient by enabling activities like electronic data interchange between businesses. However, companies sometimes fail to implement efficient SCM due to inaccurate demand forecasting during the planning process.
Using Information Technology to Engage in Electronic CommerceElla Mae Ayen
As today’s business executives develop strategic business plans for their firms, they have an option that was not available a few years ago. Firms can engage in electronic commerce the use of the computer as a primary toll for performing the basic business operations. Firms engage in electronic commerce for a variety of reasons, but the overriding objective is competitive advantage.
- Firms are increasingly engaging in electronic commerce to gain competitive advantages such as improved customer service, improved supplier relationships, and increased returns for stockholders.
- Electronic commerce can be defined narrowly as online business transactions with customers and suppliers. The main benefits firms expect from electronic commerce are improved customer service, improved supplier relationships, and increased returns for investors.
- Initially, firms were hesitant to adopt electronic commerce due to high costs, security concerns, and immature software. However, these constraints are decreasing over time as technology advances and becomes more affordable and secure.
A new era for retail
https://www.accenture.com/hu-en/~/media/Accenture/Conversion-Assets/DotCom/Documents/Global/PDF/Technology_4/Accenture-A-New-Era-For-Retail.pdf
Maybe you can already recite the sales pitch for cloud computing in your sleep—how it’s faster, more flexible, and economical than amassing your own servers on site. But, as Joe Weinman argues in “Rethinking the Benefits of Cloud,” that’s just scratching the surface. In this exclusive white paper, Weinman, author of Cloudonomics: The Business Value of Cloud Computing, explores some of the overlooked—and more nuanced—business benefits of moving workloads to the cloud, such as faster innovation, global expansion, and customer satisfaction.
Similar to Version April 26, 2000Sunil Chopra is the IBM Distinguish.docx (20)
Milestones Navigating Late Childhood to AdolescenceFrom the m.docxjessiehampson
Milestones: Navigating Late Childhood to Adolescence
From the movie, Lila, Eight to Thirteen in this week's materials, identify 2–3 developmental milestones Lila reaches, and assess whether or not you think she successfully navigates her way through them as she prepares for adolescence. Support your assertions with evidence from your text and this week's materials.
.
Migration and RefugeesMany immigrants in the region flee persecu.docxjessiehampson
Migration and Refugees
Many immigrants in the region flee persecution and then return after they are liberated. For example, 700,000 Jews were allowed to leave the former Soviet Union and enter Israel in the 1990s. There has also been a migration of Palestinian people. Discuss the following:
Why do you think that Israel is such an important place for the Jews?
What is the importance of the area to the Palestinians?
What do you think the impact would be on you and your families if you participated in such long-distance migration?
No references needed, need response within 3 hours!
.
Min-2 pagesThe goal is to develop a professional document, take .docxjessiehampson
Min-2 pages
The goal is to develop a professional document, take a stake in your company (its a t-shirt and apparel company; see attached) as a business owner, and develop a business plan with the aim of securing financing to expand one’s business for an established firm.
Complete the following: (using the business plan working document)
10.0 Financials Plan
*Annotated plan has additional details if you have questions or need explanation
.
Mingzhi Hu
First Paper
3/5/2020
POLS 203
Application of Realism Theory on Civil war in Syria and International Relations
International relation can be best understood through the various schools of thought or
rather theories. They are significant in giving a comprehensive detail of the constructs that make
international relations. Realism theory still remains one of the most influential tools in
understanding events related to international relations. This is because it provides a pragmatic
approach in examining current events in the sphere of international relations (Maghroori, pg. 17).
Realism is divided into three subdivisions, seeking to explain causes of state conflict. This
include classical realism that argues that the conflict comes from the nature of man, neorealist
which associates conflict the elements of the state, and neoclassical realism which associates it to
both human nature and elements of the state. This school of thought is grounded on some
fundamental principles that make the core of its arguments.
The first assumption in realism is the idea that a country, usually referred to as a state,
serves as the main actor in international relations. It acknowledges the fact that there are other
actors like individuals and organizations, which have limited influence (Maghroori 11).
Secondly, the state is considered a unitary player, which is expected to work harmoniously, with
regard to matters of national interest. In addition, realists believe that the people who make
decisions are rational players, since this rationality is required in pursuing the interest of the
nation. In essence, the leaders are believed to understand these assumptions regardless of their
Laci Hubbard-Mattix
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But selfish
Laci Hubbard-Mattix
90000004849605
Laci Hubbard-Mattix
90000004849605
What do you mean by "work harmoniously"
Laci Hubbard-Mattix
90000004849605
It is not clear what this sentence means.
political position, so ensure their sustainability and continuity. Consequently, it is assumed that
states exist in an anarchy context, where there is no single international leader. In this
theorization, the role of nature in influencing human action is not ignored. It asserts that nature
influence people to continue acting in repetitive tendencies. In this assumption, it comes out that
people desire power because of the egoistic nature. The innate selfishness of human beings,
mistrust and their thirst for power explains the unpredicted consequences that can result from
their actions (Maghroori 20). Such human tendencies can explain the unending wars among
nations. Bearing the fact that nations are governed by human beings, their nature contributes
largely to their behavioral tendencies, which in turn influence its security.
Realist therefore assume that leaders have the responsibility to promote the security of
their country in all fronts. This can be realized through consta.
Miller, 1 Sarah Miller Professor Kristen Johnson C.docxjessiehampson
Miller, 1
Sarah Miller
Professor Kristen Johnson
CHID 230
2 April 2019
The Myth of Disability as Isolating in Tim Burton’s Edward Scissorhands
Jay Timothy Dolmage discusses the common disability myths that condition our
understanding of disability in his work Disability Rhetoric. He argues that these myths create the
perception that disabled people are “others”, through the portrayal of them as lesser, surplus, or
improper (Dolmage, 31). One of the myths that Dolmage examines is disability as isolating or
individualizing, which is perpetrated through narratives of disabled people living in isolation,
rarely having romantic relationships or friendships, and often being left alone at the end
(Dolmage, 43). This myth can be seen in the film Edward Scissorhands, directed by Tim Burton.
Edward is a human being created by an inventor, yet the inventor’s death before his completion
leaves him with scissor blades for hands. Edward lives in a gothic mansion atop a hill,
completely in isolation until local Avon saleswoman Peg Boggs visits. She is initially frightened
by his appearance, yet decides to take him home with her upon the realization that he is
harmless. Edward’s disability causes his transition into society to be largely unsuccessful, as he
is objectified and used by other people for their benefit, and at the end of the film he is forced to
return to living in isolation after their perception of him turns to one of fear and scorn.
Edward’s isolation from society is symbolically portrayed through many film design
techniques. The mansion in which he lives at the beginning and the end of the film starkly
contrasts the community in which the able-bodied society lives. The mansion is gothic, dark, and
partially in ruins, whereas the rest of the houses are brightly colored in pinks, yellows, and
Miller, 2
greens, all with perfectly manicured green lawns. His appearance also separates him from the
rest of society, as he has very pale skin, dark under-eyes, black untamed hair, and wears gothic
industrial clothes. The able-bodied individuals often wear colorful or light clothes and appear
quite “ordinary”. The contrast created between Edward and society through set, clothing,
makeup, and hair design work to portray Edward and his disability as unusual, creepy, and
“other”. Peg even attempts to “normalize” his appearance by giving him different clothes to wear
and attempting to cover his scars with makeup, in the hopes that it will ease his transition into the
community. This film phenomenon is discussed by Martin F. Norden in his book The Cinema of
Isolation: A History of Physical Disabilities in the Movies. He argues that filmmakers will
separate disabled characters from their able-bodied peers not only through the storyline, but also
through a number of design elements. He also states that this technique allows filmmakers to
reflect an able-bodied point of view and reduce d.
Migrating to the Cloud Please respond to the following1. .docxjessiehampson
"Migrating to the Cloud" Please respond to the following:
1. Imagine that you are a CIO and you have been tasked to examine the process of moving from one host server or storage location to another. Predict two foreseen challenges of migrating an application to the cloud in a live migration and high- availability setting. Propose a preventative measure or a solution for each of these challenges.
2. Imagine that you are the CIO for a midsized organization in this industry. Determine, in 10 or less steps, the timeline for a live migration to the cloud in your organization. Determine the three greatest risks in this deployment.
.
Mike, Ana, Tiffany, Josh and Annie are heading to the store to get.docxjessiehampson
Mike, Ana, Tiffany, Josh and Annie are heading to the store to get some snacks. Mike has $1, Ana has $2, Tiffany has $3, Josh has $4, and Annie has $5.
What's the average (mean) amount of cash the five kids have? What's the median? A few days later, Annie's family won the lottery, and the kids go together to the store to get some snacks again. This time Mike has $1, Ana has $2, Tiffany has $3, Josh has $4, and Annie has wad of cash totaling $5,000.
What's the average (mean) amount of cash the five kids have this time? What's the median?
From part a, how have the mean and the median changed?
Which one - the mean or the median - is a better reflection of how much money they have together? Take you time before answering.
.
Michelle Wrote; There are several different reasons why an inter.docxjessiehampson
Michelle Wrote;
There are several different reasons why an intervention fails, such as the wrong intervention being selected or trying to solve the wrong problem. It is important that when performing and intervention that every thing have been severely observed and taken into consideration. I worked with an organization that was a travel agency, and they operated off of the commission that was collected from the booking that are processed, but they also provided a discount to the members that was taken out of the commission total. The issue was that when they initially opened the department there was no budget plan done and no guidelines were given, the agents were told to use discretion, and all though the department was a huge success in booking reservations they were still failing, because they were not withholding enough commission for the organization to operate under. Where the intervention process failed is that they never had formal training, which would have been a focus group to define the exact percentage to give to customer and the amount the organization needed to cover their overhead. During the meeting process there should have been definite guidelines to lead employees and managers from the accounting department so that the employees did not need to play the guessing game. Although they had the meeting nothing changed, because the problem was not solved with the employees and managers and was not addressed by the accounting department. The business is now in danger of folding because of the poor communication practices.
William Wrote:
Although what I am going to talk about is not my workplace but the place that I volunteer my time to sit on the board of directors for a non profit agency. As a board member we oversee the agency as a whole but we also break down into small committee groups to address needs as they arise. One of the committees that I am on is the planning committee. A change that was implemented by administration, program staff, and the board was all departments would start entering all their own data. At the time the agency had two data entry personal that was entering all agency data. So the change we made was that instead of hiring another data entry person we would require all programs to enter their own data into the collection software. This ended up being a failure that could have been huge had we not pulled reports the first two quarters of the year. What we found was some programs were right on target with getting their information entered with the first quarter. The Executive Director addressed this with staff. When the second quarter reports were pulled the data did not get any better. As an agency this failed due to program staff just did not have the appropriate time to take on more data entry. The agency ended up where we should have to start off, hiring another data entry staff member. I will say with this failure it actually turned into a very positive experience over all.
.
Midterm Lad Report 7
Midterm Lab Report
Introduction
Cellular respiration refers to all the metabolic processes and chemical reactions that take place in living organisms, particularly at the cellular level. These processes focus on the extraction of energy from nutrients. It is also responsible for converting the biochemical energy into 'adenosine triphosphate' (ATP) by the breakdown of sugars in the cells (Bennet 58). Cellular respiration is also responsible for the process by which cells release chemical energy required for conducting cellular activities. The reactions and processes facilitate the release of waste products from the cells. This experiment seeks to conduct a study of the processes and reactions involved during cellular respiration. The experiment will include several activities, such as having a study on the amount of Carbon dioxide produced during the experiment.
The number of levels of the growth of a yeast medium as a dependent variable will also be monitored during the experiment. There are other several independent variables associated with the experiment. These independent variables include sugar and temperature, among others, and their role in the experiment were also monitored. The experiment design involved the use of airtight balloons capped over reaction chambers that were used to collect the Carbon dioxide produced during the experiment. The reaction chambers contained sugars and yeast medium, which facilitated the reactions. Thermometers and pH scale were used to monitor the changes in temperature and acidity levels during the experiment. The paper involves a lab design that institute steps such as arranging the bottles used on the experiment. Notably, a proper arrangement to make sure that all the carbon dioxide released during the respiration process is well tapped in the bottles for correct lab results
Methodology
The actual procedure for experimenting involved taking measurements and recording of all observations made during the experiment. For accurate results, measures were taken three times, and a mean measurement was calculated and recorded. Winzler asserts that the mean obtained from the measurements should be used to calculate the standard deviation, which in turn facilitated the calculation of uncertainty (276). Below are the steps for conducting the experiment. It is essential to read the instructions carefully safety and accuracy during the experiment. Notably, all the lab and experiment results were well observed and thus making sure that there are limited errors in the whole process.
Consequently, all the steps required in the lab report were also clearly followed to help in getting the correct data and even not to affect the whole experiment process. The experiment involved setting the apparatus as per the set standard and the requirement. As per this concept, all the apparatus were set in a proper way to avoid vague results. Notably, to get the correct measurement and results, it is import.
MicroEssay Identify a behavioral tendency that you believe.docxjessiehampson
MicroEssay
Identify a behavioral tendency that you believe you have inherited (one that is determined, at least in part, by your genetic make-up). Explain the ways you think this trait has been affected by your environment by applying the different types of gene x environment correlations to your example (passive, evocative, and active)? What does this suggest about the nature-nurture debate?
.
MILNETVisionMILNETs vision is to leverage the diverse mili.docxjessiehampson
MILNET
Vision
MILNETs vision is to leverage the diverse military experience of Crawford employees to create awareness opportunities that help forester an appreciation, understand, and respect for the military culture and members we serve
Benefits
· Know our Members
· Support recruiting and retention
· Facilitate transition from military to Crawford
· Centralized source to connect with peer veterans
· Provide Member Experience, Marketing, and other Crawford initiatives and expert knowledge base.
MILNET Leadership Team (Volunteer position)
· Event & Volunteer Lead- Plan and execute mandatory enterprise events
· Technology Lead- Maintain MILNET budget throughout the year and reports overview or expenses monthly
· MILNET Spouse Lead- Ensures connect of sites are up to date/accurate, to include Veteran/Military Spouse Registration
· Secretary-Manages relationships by identifying opportunism for partnership
· Communications/Marketing Lead- Communicates to the MILNET community regularly via multiple channels (Email, Internal Social) regarding upcoming events, announcement, and other communications.
Background
Grandfather Air force
Parents- Army
Myself- Army
Spouse Army
Skills
Knowledgeable
Passionate
Qualified
Education
-Associates Accounting
-Bachelor’s in business and HR
-MRA w/ HR concentration
1 – Paragraph for each question (Professional answers)
Question 1- What is your visions of MILNET?
Question 2-How would your selection impact the Leadership Team?
.
midtermAnswer all question with proper number atleast 1 and half.docxjessiehampson
midterm
Answer all question with proper number atleast 1 and half page
APA FORMAT SIZE 12
1. Why is culture important to political scientists?
2. How is political science an interdisciplinary major?
3. How can politics be treated as a science?
4. Describe how modern liberalism differs from classical liberalism and explain how modern conservatism related to classical liberalism?
5. Explain how nationalism can be dangerous to a nation. Use both theoretical ideas and concrete examples to support your claims
6.
Evaluate the "end of ideology" argument by considering the facts that fit and contradict this view on today's world
7. What are the means by which power is institutionalized? What makes for good institutions? Provide examples from the United States and one other country
8. Identify the purposes of constitutions and explain why they are necessary
9. Describe how the principle of separation of powers is manifested in the U.S. Constitution and explain how this principle has evolved over time in the United States.
10. Bonus Question: What are the 10 Bill of Rights
.
Midterm QuestionIs the movement towards human security a true .docxjessiehampson
Midterm Question
Is the movement towards human security a true paradigm shift? In answering this question make sure to consider which of the authors whom you have read in Weeks one to four of the course support your view and which do not. *The sole use of attached readings is required for the midterm*
Midterm Assignment – Instructions (Read Carefully)
In university courses, assignments (or assessments) are meant to give students the opportunity to demonstrate what they have been learning in the course – and give instructors evidence that such learning is occurring within the classroom. Because of these objectives, it is imperative to incorporate the specifics of what you’ve been studying in the course into your writing assignments. You accomplish this by answering the Midterm question in the assessment via the course objectives and readings from the course. The midterm will cover the following objectives:
1. Describe the role of rapid globalization in changing perceptions of security
2. Identify key threats to human security (food security, personal security, environmental security)
3. Apply the concepts of human security
4. Compare and contrast traditional international relations approaches to security with the doctrine of human security.
Additional Instructions
To answer the Midterm question you will write an analytical essay. The analytical essay is a practical approach to solving a problem. So think of this essay question as you would an assignment from your boss: “I need you to take a look at this problem and solve it for me using things from your IR toolkit (what you have learned, or know). Present a well-written, concise answer to me in four pages. I need it by tomorrow morning.” This is how it happens in the real world, and this is what we want to prepare you to do. To achieve this structure of the essay please keep the following tips in mind:
1. Remember that the analytical essay is highly-structured. Each paragraph should look like the others in terms of style and substance. Writing to the limit of four pages is an art and something you need to learn to do. So, don’t write fewer than four pages and don’t write more. You may need to write over just a little and then edit away the extra parts of the essay to reach the concise four pages.
2. Review your submission and make sure that you have covered the requirements of the assignment using only material from the lessons and readings.
Format for the Essay:
1. Do not use a cover page. Instead, create a header with your name, assignment name, and date. To do this in Word, go to “insert” and then “header.” Do the same thing to insert a ‘footer’ and include page numbers. If you need help, use the ‘help’ function to learn more within Word.
2. Your submission should be four pages (no more, no less) and look like this:
a. Introduction: Introduce your topic & include a thesis. To help you set up your analytical essay include three reasons why you agree or disagree with the midterm quest.
MGT/526 v1
Wk 2 – Apply: Organizational Analysis
MGT/526 v1
Page 2 of 2
Wk 2 – Apply: Organizational AnalysisInstructions
Complete the worksheet based on your chosen organization. Use Business Source Complete and your selected company’s website, annual report, and other available sources. Part 1: Organization Information
Organization
Define your chosen company and its industry.
Mission and Vision
Identify the mission and vision of the organization.
Mission
Vision
Organizational Initiatives
Outline 1-2 major initiative for this organization. What are they currently doing to support these initiatives?
Organizational Plans
Describe the plans employed by the organization. Determine which types of managers create each type of plan.
Type of Plan
Description
Type of Manager
SWOT Analysis
There are various factors within the external environment of an organization that impacts its strategy.
Analyze the organization’s SWOT analysis. Identify the internal and external factors. Include a link to the SWOT analysis in the Reference section of this worksheet.
Internal Factors
External Factors
Part 2: Evaluation
Evaluate if the mission, vision, planning process, and SWOT analysis meets the current needs of the organization. Include the following in your evaluation:
· Describe the unmet need, (not limited to product or service, can be new demographic, new mode of delivery, etc.).
· Analyze your competitive advantages.
· Based upon the SWOT analysis, is there another business that is doing something similar that can be referred to? Provide examples.
· If there is not another business, describe how what you’re doing is a unique product or service offering.
· Propose a competitive business initiative to address the unmet need.
· Create a high-level timeline and operational steps necessary to implement your solution. References
Include a link to theSWOT analysis.
Copyright 2020 by University of Phoenix. All rights reserved.
Copyright 2020 by University of Phoenix. All rights reserved.
COUN 6785: Social Change in Action:
Prevention, Consultation, and Advocacy
Social Change Portfolio
M. Negrón
Contents
Introduction
Scope and Consequences
Social-ecological Model
Theories of Prevention
Diversity and Ethical Considerations
Advocacy
INTRODUCTIONAdressing Teen Pregnancy in Pittsburg, California
In more recent years, there has been an effort in my community to address teen pregnancy due to its growing rates. Over the years teen pregnancy rates have continued to rise in Contra Costa County as well as surrounding counties. Unfortanately, the town I come from is a small town within Contra Costa County so resources are limited. In order to address teen pregnancy there needs to be easier access to resources to prevent teen pregnancy from occurring. Teen pregnancy can lead to a number of different problems such as low socioeconomic status, greater chance of contracting a sexually transmitted infec.
Microsoft Word Editing Version 1.0Software Requirement Speci.docxjessiehampson
This document provides a software requirements specification for Microsoft Word 2016. It includes an introduction, purpose, scope, definitions, and overview. Use cases are defined for signing in, opening, creating new files, saving, saving as, exporting, printing, and changing fonts. Requirements cover performance, usability, supportability, configurability, and recoverability. The 8 use cases are then described in more detail with normal and alternate flows and screenshots.
Microsoft Windows implements access controls by allowing organiz.docxjessiehampson
Microsoft Windows implements access controls by allowing organizations to define users, groups, and object DACLs that support their environment. Organizations define the rules, and Windows enables those rules to be enforced.
Answer the following question(s):
Do you think access controls are implemented differently in a government agency versus a typical information technology company? Why or why not?
2. Do you think access controls differ among private industries, such as retail, banking, and manufacturing? Why or why not?
.
MGT520
Critical Thinking Writing Rubric - Module 10
Exceeds
Expectation
Meets Expectation Below Expectation Limited Evidence
Content, Research, and Analysis
21-25 Points 16-20 Points 11-15 Points 6-10 Points
Requirements Exceeds
Expectation -
Includes all of the
required
components as
specified in the
assignment.
Meets Expectation-
Includes most of
the required
components as
specified in the
assignment.
Below Expectation-
Includes some of
the required
components as
specified in the
assignment.
Limited Evidence -
Includes few of the
required
components as
specified in the
assignment.
21-25 Points 16-20 Points 11-15 Points 6-10 Points
Content Exceeds
Expectation -
Demonstrates
substantial and
extensive
knowledge of the
materials, with no
errors or major
omissions.
Meets Expectation-
Demonstrates
adequate
knowledge of the
materials; may
include some
minor errors or
omissions.
Below Expectation-
Demonstrates fair
knowledge of the
materials and/or
includes some
major errors or
omissions.
Limited Evidence -
Fails to
demonstrate
knowledge of the
materials and/or
includes many
major errors or
omissions.
25-30 Points 19-24 Points 13-18 Points 7-12 Points
Analysis Exceeds
Expectation -
Provides strong
thought, insight,
and analysis of
performance
management
system, concepts
and applications.
Meets Expectation-
Provides adequate
thought, insight,
and analysis of
performance
management
system, concepts
and applications.
Below Expectation-
Provides poor
thought, insight,
and analysis of
performance
management
system, concepts
and applications.
Limited Evidence -
Provides little or no
thought, insight,
and analysis of
performance
management
system, concepts
and applications.
13-15 Points 10-12 Points 7-9 Points 4-6 Points
Sources Exceeds
Expectation -
Sources go above
and beyond
required criteria,
and are well
chosen to provide
effective
substance and
perspectives on
the issue under
examination.
Meets Expectation-
Sources meet
required criteria
and are adequately
chosen to provide
substance and
perspectives on the
issue under
examination.
Below Expectation-
Sources meet
required criteria,
but are poorly
chosen to provide
substance and
perspectives on the
issue under
examination.
Limited Evidence -
Source selection
and integration of
knowledge from
the course is
clearly deficient.
Mechanics and Writing
5 Points 4 Points 3 Points 1-2 Points
Demonstrates Exceeds Meets Expectation- Below Expectation- Limited Evidence -
MGT520
Critical Thinking Writing Rubric - Module 10
college-level
proficiency in
organization,
grammar and
style.
Expectation -
Project is clearly
organized, well
written, and in
proper format as
outlined in the
assignment. Strong
sentence and
paragraph
structure; contains
no errors in
grammar, spelling,
APA style, or APA
citations and
references..
Midterm PaperThe Midterm Paper is worth 100 points. It will .docxjessiehampson
Midterm Paper
The Midterm Paper is worth 100 points. It will consist of a 500 word written description and analysis of a work of art using terminology from Chapters 2-5.
For this assignment, you are to discuss the form, content, and subject matter of a work of art chosen from the list provided. This is an exercise in recognizing visual elements and principles of design in works of art and demonstrating an understanding of how they relate to each other to create meaning. This paper is about looking and seeing. This is not a research paper; you will not need to do additional research. Please follow the outline provided below.
First: Select a work of art
Select one of the following listed works of art:
Circle of Diego Quispe Tito.
The Virgin of Carmel Saving Souls in Purgatory
. Late 17th century. Fig. 1.22, pg. 17.
Henri Matisse.
Large Reclining Nude
. 1935. Fig. 4.24, pg. 85.
Faith Ringgold.
Tar Beach
. 1988. Fig. 13.18, pg. 219.
Henry Ossawa Tanner.
The Banjo Lesson
. 1893. Fig. 21.15, pg. 373
Andy Warhol.
Marilyn Diptych
. 1962. Fig. 24.23, pg. 447.
Format
Describe the use of each visual element and principle of design in the order they are listed in the outline. You can simply list each term and address how it is used in the painting. If you write in paragraph form be sure to identify each term clearly. Any term not addressed will receive 0 points. Provide specific examples. For example, don’t just say “there are lines,” give specific examples of how line is used in the piece you’ve selected.
Papers should be 500 words minimum (not including images), double-spaced, 10 or 12 point, with 1" margins. The preferred format is Microsoft Word (.doc or .docx). If these formats are not available, other acceptable formats are ASCII (.txt), rich text format (.rtf), Open Office (.odt), and PDF. Make sure you proofread your papers for incorrect grammar, spelling, punctuation, and other errors.
The Midterm Paper is due at 11:59 pm CT Sunday of Week 4.
Midterm Paper Outline
Introduction (First Paragraph)
In the first paragraph, called the introduction, you will include:
An identification of the work of art you selected: The name of the artist, title (which is underlined or italicized every time you use the title in your paper), date, and medium.
Your initial interpretation of the subject based on your initial observations.
Description
Describe how each of the following is used in the piece you selected.
Visual Elements
:
Line: what types of lines do you see in the piece? Provide examples.
Shape: what types of shapes do you see? Provide examples.
Mass: How is mass implied?
Space: How is the illusion of space created in the piece?
Time and Motion: Are time and motion evident in tis piece? How so?
Light: How is light used here?
Color: How does the artist use color?
Texture: How does the artist create the illusion of texture, or incorporate actual texture
Principles of Design
Unity and Variety: In what way is this pi.
Miami Florida is considered ground zero for climate change, in parti.docxjessiehampson
Miami Florida is considered ground zero for climate change, in particular rising seas will not only drown coastal sections of the city but will disrupt our local supply of drinking water.
Based on what you have learned so far from this class, discuss the following:
Explain where the drinking water from South Florida primarily comes from and why would rising sea levels disrupt this supply?
What efforts can be made and are being made to mitigate the effects of rising seas on our drinking water?
If you were a local politician, what advice would you give to state and federal officials on the best way to ensure residents in South Florida had a steady supply of drinking water for many years to come?
.
MGT230 v6Nordstrom Case Study AnalysisMGT230 v6Page 2 of 2.docxjessiehampson
MGT/230 v6
Nordstrom Case Study Analysis
MGT/230 v6
Page 2 of 2
Nordstrom Case Study Analysis
Nordstrom—“High Touch” with “High Tech”
How does Nordstrom stay profitable despite dips in consumer spending, changing fashion trends, and intense competition among retailers? One answer: Acute attention to detail and well-laid plans.
All in the Family
The fourth generation of family members that runs Nordstrom has brought the store’s time-honored and successful retail practices into a new era. “Nordstrom, it seems, is that rarity in American business: an enterprise run by a founding family that hasn’t wrecked it,” says one business writer. The company provides a quality customer experience via personalized service, a compelling merchandise offering, a pleasant shopping environment, and increasingly better management of its inventory.
Secret of Success
The secret of this company’s success lies in its strategic planning efforts and the ability of its management team to set broad, comprehensive, and longer-term action directions, all of which are focused on the customer experience. The current generation of Nordstrom family members was quick to spearhead an ultramodern multimillion-dollar, Web-based inventory management system. This upgrade helped the company meet two key goals: (1) correlate purchasing with demand to keep inventory as lean as possible, and (2) give customers and sales associates a comprehensive view of Nordstrom’s entire inventory, including every store and warehouse.
Demand Planning
Instead of relying on one-day sales, coupon blitzes, or marking down entire lines of product, Nordstrom discounts only certain items. “Markdown optimization” software assists in planning more profitable sale prices. According to retail analyst, Patricia Edwards, this helps Nordstrom calculate what will sell better at different discounts and forecast which single items should be marked down. If a style is no longer in demand, the company can ship it off to its Nordstrom Rack outlet stores. It’s all part of Nordstrom’s long-term investment in efficiency. “If we can identify what is not performing and move it out to bring in fresh merchandise,” says Pete Nordstrom, “that’s a decision we want to make.”
Inventory Planning
Although inventory naturally fluctuates, Nordstrom associates can easily locate any item in another store or verify when it will return to stock. Customers on their smart phones and associates behind sales counters see the same thing—the entire inventory of Nordstrom’s stores is presented as one selection, which the company refers to as perpetual inventory. “Customer service is not just a friendly, helpful, knowledgeable salesperson helping you buy something,” says Robert Spector, retail expert and author of The Nordstrom Way. “Part of customer service is having the right item at the right size at the right price at the right time. And that’s something perpetual inventory will help with.”
The upgraded inventory management system was an .
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Film vocab for eal 3 students: Australia the movie
Version April 26, 2000Sunil Chopra is the IBM Distinguish.docx
1. Version: April 26, 2000
Sunil Chopra is the IBM Distinguished Professor of Operations
Management and Jan Van Mieghem is an Associate
Professor of Operations Management; both are at the Kellogg
Graduate School of Management at Northwestern University.
Both are co-authors of "Managing Business Process Flows"
(Prentice Hall 1999). Professor Chopra also is the co-author
of the new textbook "Designing and Managing Supply Chain
Flows," (to be published by Prentice Hall), which inspired this
article.
Copyri
[email protected]
1
WHICH E-BUSINESS IS RIGHT FOR YOUR SUPPLY CHAIN?
by Sunil Chopra and Jan A. Van Mieghem
(Forthcoming in Supply Chain Management Review)
The Internet is revolutionizing the way companies
conduct business. Or is it? We argue that the value of
the Internet for a firm is strongly dependent on the firm’s
industry and on the strategy it pursues. A survey of firms
with an online presence displays wide disparities in
performance. While Dell has successfully used the
Internet to boost revenues and earnings, Amazon lost
$585 million on revenues of $1.6 billion in 1999. Firms
that fully exploit the revenue enhancements and cost
reduction opportunities offered by the Internet and
optimally integrate e-business with existing channels are
likely to be the big winners in the Internet age.
2. The Role of E-business in a Supply Chain
E-business involves the execution of business
transactions over the Internet. Companies conducting e-
business perform some or all of the following activities
over the Internet across the supply chain:
• Providing product and other information
• Negotiating prices and contracts
• Placing and receiving orders
• Tracking orders
• Filling and delivering orders
• Paying and receiving payment.
All these activities have been conducted in the past using
existing "channels" such as retail stores, sales people, and
catalogs. For example, companies like Lands End and
W.W. Grainger have used catalogs to provide product
information to customers.
Companies have used the Internet in a variety of
ways to enhance supply chain performance. Dell uses the
Internet to display all its product options to customers.
Companies like Solectron and Ford have used the
Internet to increase collaboration in product design. UPS
and Federal Express have used the Internet to allow
customers to track their packages.
Our goal is to characterize how different firms can
best use the strengths of the Internet to enhance the
performance of their supply chains. We argue that the
answer is industry and strategy specific and propose a
simple framework that managers can use make this
decision.
3. A Strategic Framework to Evaluate Supply Chain
Opportunities from E-business
The framework starts from the premise that supply chain
decisions must be evaluated in a strategic context based
on the answers to the following three questions:
1. What is your firm's desired strategic position?
2. Given your the firm's strategic position, what supply
chain capabilities are needed to support the strategy?
3. Given the desired supply chain capabilities, how
should the supply chain be structured?
The goal is to create fit between the desired strategic
position of the firm and the capabilities of supply chain
processes used to satisfy customer needs (Porter 1996).
The desired strategic position may be articulated in terms
of a clear priority ranking on the needs of the customer
segments that are targeted by the firm. Typical
dimensions of customer needs that may be targeted by a
supply chain include timeliness, accessibility,
availability, customizability, quality of service, and price.
There is a tradeoff between the level at which a set of
customer needs is targeted and the cost incurred by the
supply chain in meeting these needs.
The efficient frontier represents the lowest cost
of delivering a given level of a customer need using the
best available supply chain processes. Each point on the
frontier corresponds to a particular supply chain
structure, employing the best available technologies,
managerial policies, and inputs to deliver the desired
level of a customer need at lowest cost. As such, the
efficient frontier constitutes the state of best practices at a
4. given point in time (Porter 1996). It also shows the
inherent trade-offs that a firm must consider when
selecting its strategic position given limitations in
process technology and policies.
With the Internet come new associated
technologies and managerial policies that shift the
frontier outward. An outward shift represents either a
decrease in cost for a given level of performance along a
customer need or a higher level of performance at a given
cost. The shift in the efficient frontier on adding the
Internet to available channels will vary by industry. In
e-business and the supply chain
2
some instances, the Internet may shift the frontier by
significantly decreasing the cost for existing levels of
performance. For example, at industrial supplier W.W.
Grainger, e-business does not change any of the
underlying processes but makes them cheaper to execute.
This would mean that the main advantage from e-
business would be to increase efficiency by automating
previous activities (i.e., substituting labor for capital). In
other instances, such as the online grocer Peapod.com,
the Internet primarily enhances convenience without
significantly reducing costs. (Later on we will argue that
costs may actually increase.) In that case, the main
advantage of the e-business would be to offer higher
value along a given customer need. Sometimes, e-
business may shift the frontier out along both dimensions
simultaneously, as is the case for Dell Computers that is
able to deliver both higher customer value in terms of
5. customization and responsiveness, and lower process
cost.
High Low
High
Low
Use Internet to
increase efficiency
Use Internet to
enhance value
Process cost
P
ro
d
u
ct
v
a
lu
e
to
c
u
st
6. o
m
er
Figure 1: The Impact of the Internet on the Efficient
Frontier
We are interested in characterizing the conditions under
which e-business is most likely to increase cost efficiency
or to enhance value in terms of some non-price factors
like responsiveness, variety or quality. Firms can use
such a characterization to decide how e-business can best
be positioned to support the strategic position.
The Impact of E-business on Supply Chain
Performance
Setting up an e-business affects both revenues and costs
for a firm. Next we will elaborate on both aspects.
Revenue Impact of E-business
E-business allows firms to enhance revenues by direct
sales to customers. Manufacturers and other members of
the supply chain that do not have direct contact with
customers in traditional retail channels can use the
Internet to shrink the supply chain by bypassing retailers
and selling direct to customers. For example, Dell
Computers sells PCs online direct to customers. As a
result, Dell can enjoy higher margins than traditional PC
manufacturers that must share some margin with retailers.
Clearly, retailers are in a weaker position to exploit this
opportunity from e-business than other members of the
supply chain. For example, going online would benefit
7. an airline more than a travel agent.
Providing on-line product and other
information across the supply chain allows flexibility on
price, product portfolio and promotions. The Internet
makes information located at a central source (the seller’s
web server) available to anyone with Internet access, so
that a change in price, product portfolio or promotions
only requires one database entry. A traditional mail order
company would need to mail new catalogs to all
customers to change prices or products. Using its e-
business, however, L.L. Bean only needs to update the
price on its website. This allows dynamic "revenue
management" where prices reflect actual demand and
inventory positions, very much like airline yield
management. For example, Dell uses the Internet to
change prices and delivery times for different PC
configurations regularly, based on demand and
component availability.
On-line product information allows a much
faster time to market as a product can be "introduced" as
soon as a first unit is available. This is particularly
valuable in industries with short product life cycles,
where e-business provides an advantage over a "physical"
product information model. A new product introduction
in a traditional model requires a substantial volume of
new product to be manufactured and transported to fill
the physical channels. This is evident again in the
computer industry where Dell often introduces new
products earlier than its competitors.
The Internet allows information aggregation and offering
a wider product portfolio from many sources to enhance
revenues. For example, Yahoo! Shopping provides
product information from a large number of retailers and
enhances revenues for all by attracting customers because
8. they are likely to find the product they are seeking.
Physical retail store chains could aggregate product
availability information across all stores on the Internet to
satisfy customers by directing them to the appropriate
location. In contrast to direct sales and ‘eliminating the
middle man,’ it has become popular to create “hubs” or
“portals” to link customers to other companies and their
products. This improves shopping and fulfillment
through “one-stop” and the hosting firm can receive
revenues through commission fees and advertising.
Recently, Amazon announced that it was renting some of
its web-site to other e-tailers for $606.5 million in cash.
Negotiating prices and contracts with
customers and suppliers on-line allows price and service
customization. By accommodating individual requests,
the product/service may be customized and priced
accordingly. Keeping customer profiles and having them
"log-in" facilitates such price and service discrimination
by allowing subsequent class or customer specific
routing. Individualizing the purchasing experience for
each customer is difficult in a physical store where the
store layout cannot be changed for each individual
customer. After logging in at Schwab, clients with a
substantial investment portfolio have access to additional
“Signature Services.” Aside from such service
discrimination, an e-business could price discriminate
and alter prices based on the buying power of individual
e-business and the supply chain
3
customers to enhance revenues. Auctions sites like eBay
9. and exchanges like Commerce One allow people to bid
for goods and services with different people potentially
paying different prices. Other e-businesses offer
customers a menu of services at different prices, allowing
them to select the desired level of service. For example,
Amazon.com provides a customer ordering multiple
books with shipping times for each book. Some titles
may be available for next day shipping while others
involve a weeklong lead-time. Customers can choose to
receive one order after a week at a lower price, or
separate shipments in order of availability at a higher
price.
Global access at any time from any place in
terms of order placement allows an e-business to enhance
revenues by attracting customers who may not be able to
place orders during regular business hours. For example,
customers can place orders at industrial supplier
Grainger.com, even when the Grainger stores where they
will pick up their orders are closed. Grainer has observed
a surge in online orders after their stores close. (Similar
access convenience may be important in Europe, where
many supermarkets are closed in the evenings, exactly the
time when many customers that work could place their
orders.) An e-business also allows a small specialty store
with one location near Chicago to reach customers
worldwide.
E-business can enhance revenues by speeding
up collection of funds. An example of speeding up
collection comes from the 2000 presidential campaign of
John McCain. Within 48 hours of his primary victory in
New Hampshire, Mr. McCain’s campaign collected $1
million over his website. Receiving $1 million in checks
would require much more time and effort to process and
collect them!
10. Cost Impact of E-business
In Designing and Managing Supply Chain Flows, it is
argued that the impact of e-business on supply chain
costs is better understood by considering the four drivers
of supply chain performance.
Facility costs include both site and processing costs.
E-businesses are able to centralize facilities because
online sales allow the separation of order placement and
order fulfillment. Site costs may decrease as direct
customer-manufacturer contact and geographical
centralization eliminates or reduces retail sites. For
example, Amazon supplies its customers from a few
warehouses, while Borders and Barnes and Noble must
incur facility costs for all their retail stores. In addition,
bookstores have a higher space cost per square foot and
lower asset utilization compared to warehouses.
An e-business can decrease processing cost if they
can increase the amount of customer participation. For
example, customers purchasing online from L.L. Bean
do all the work of selecting the product, placing and
order, and paying. This is in contrast to a call center
where an employee is involved in the order process. In
some instances, e-businesses may face higher processing
costs because they have to perform tasks currently
performed by the customer at a retail store. By
separating fulfillment from order placement, an e-
business can smooth the order fulfillment rate. This
reduces the peak load for order fulfillment and thus
resource requirements and costs. Finally, a direct-sales
manufacturer can reduce handling costs because fewer
supply chain stages are involved in the product flow to
11. the customer.
Inventory costs: Many e-businesses can centralize
inventories because they do not have to carry inventory
close to the customer. This geographical centralization
reduces required inventory levels because of increased
economies of scale in the supply and reduced aggregated
variability in the demand. In some instances, given the
time lag between when an online order is placed and
filled, e-businesses can reduce inventories by postponing
product differentiation until after the customer order has
been placed. Postponing assembly or product
differentiation allows a firm to "assemble to order"
customized products from common components.
Conceptually, postponement decreases the supply
processes that are operated in "push" mode (i.e., in
anticipation of a customer order, as shown in Figure 2)
while it increases the processes that operate in "pull"
mode (i.e., after a particular customer order arrives). A
major advantage of e-business is that, by separating
ordering from fulfillment, increased flexibility in
operations is gained to implement postponement. (It is
somehow ironic that by "going on Internet time," supply
chains may actually buy themselves time compared to
traditional brick-and-mortar retailing where ordering and
fulfillment tend to coincide.)
Procurement cycle
Customer Order and
Manufacturing Cycle
Customer order arrives
PUSH Processes
time
12. PULL Processes
Customer order filled
Figure 2: Push and Pull Processes
Transportation costs. One should differentiate
inbound from outbound transportation: a firm incurs
inbound transportation costs to bring a replenishment
order in from a supplier while it incurs outbound
transportation costs to deliver the product to the
customer. Typically, replenishment orders enjoy lower
unit transportation costs than customer orders because of
scale economies. Physical centralization increases the
distance traveled by a customer order, while decreasing
the distance traveled by a replenishment order. Thus,
compared to a business with several physical outlets, an
e-business will tend to have higher transportation costs
per unit. Clearly, transportation costs are eliminated for
downloadable information goods.
Information sharing improves supply chain
coordination. An e-business can easily share demand
and other information (such as inventory positions)
across the supply chain to dampen the bullwhip effect
e-business and the supply chain
4
and improve coordination. Sharing planning and
forecasting information further improves coordination
and reduces overall supply chain costs while better
13. matching demand with supply. Information processing
costs also tend to be lower for an e-business if it has
successfully integrated systems across the supply chain.
A scorecard for e-business evaluation in the supply
chain
The different factors influenced by e-business are
summarized in a scorecard, as shown in Figure 3. By
evaluating the impact on the various factors, one gains
insight in how e-business impacts a particular supply
chain and whether this value can most easily be captured
by existing players or by new entrants. For example, if
opportunities mostly accrue on the revenue side of the
scorecard, the e-channel may be best positioned as a
value enhancement of the product offering. If, on the
other hand, the e-channel mostly improves cost, a focus
on efficiency may be more appropriate.
At the danger of over simplification, the scorecard does
suggest some key conditions for the supply chain to
exploit the maximum benefit of going on-line:
• The supply chain is able to exploit all potential
revenue enhancing opportunities of e-business
• Centralization significantly reduces facility costs.
• Going on-line reduces processing costs.
• Centralization yields significant inventory benefits.
This is most likely if there are considerable
economies of scale, or for new products or low-
volume high-variety products, which have high
demand uncertainty and benefit most from statistical
aggregation.
• The supply chain can move processes to after a
14. customer has placed an online order.
• The supply chain can postpone product
differentiation.
• Outbound transportation to the customer is a small
fraction of total product cost.
Notice that all these conditions are satisfied by
downloadable information goods: Facility costs are
minimal as physical storage and personnel (handling &
management) requirements are minimal. Inventory
requirements vanish as one copy of the file on the server
is sufficient. With a sufficient, non-depletable inventory
position of one, pull and postponement have no
incremental value and become irrelevant. Finally,
outbound transportation costs are minimal over the
Internet. For example, it is much faster and less costly to
let customers download the prospectus of a mutual fund
than to mail or fax it. In addition, downloadable
products also can exploit all the revenue opportunities.
Thus, downloadable information goods are the perfect fit
to the e-business channel. For them, the Internet moves
the frontier out along both dimensions, increasing
simultaneously efficiency and value. This, however, is
the exception to the "rule:" for non-downloadable
products, most supply chains should make a clear choice
on the positioning of the e-channel. We illustrate this
with four examples: two of which are supply chains
catering the consumer (business-to-consumer, or B2C),
while the other two are business-to-business (B2B)
supply chains.
B2C in the Computer Industry: Dell Computer on-line
The success story of how Michael Dell started selling
15. computers directly to the consumer in 1984 has become a
classic introduction to the direct business model, as it is
called. Recently, the Internet has become a logical
extension of Dell's direct model. This becomes apparent
by analyzing the scorecard of e-business in Dell's supply
chain, as summarized in Figure 4.
On the revenue side, the e-business channel
continues Dell’s direct sales model with increased
margins compared to a traditional computer manufacturer
with resellers. The ability to change prices and delivery
Revenue Opportunities Cost Opportunities
• Direct sales
! Increased margin from eliminating intermediaries
• Product information:
! Flexibility on price and promotions
! Wider product portfolio offering
! Faster time to market
• Negotiating prices and contract terms:
! Price and service customization
! Downward price pressure due to increase competition
• Order placement and tracking:
! Access at anytime from any place
• Fulfillment:
! Increased availability by aggregating information
! Shorter response time
! Increased choice of delivery options
• Payment:
! Efficient funds transfer may improve cash flow
16. • Facility costs:
! Site costs: eliminate intermediaries or retail and
distribution sites
! Processing costs: customer participation, smoothed
capacity requirements
• Inventory costs:
! Reduce cycle stock (geographic centralization)
! Reduce safety stock (statistical aggregation)
! Postponing product differentiation to after order
placement
• Transportation costs:
! Inbound
! Outbound
• Information sharing improves supply chain coordination:
! Reduce bullwhip effect
! Shared planning and forecasting
Figure 3: A (example) scorecard for e-business in the supply
chain
e-business and the supply chain
5
times on the fly has been used effectively by Dell to
manage demand based on component availability.
Related, the faster time to market for new product
17. introductions is a considerable benefit when product life
cycles are measured in months. Having direct customer
contact allows Dell to provide customization and large
selection on their customer-specific Premier web pages.
It may allow customer-dependent service, such as pre-
installed software images and priority routing, with
accompanied customer-negotiated pricing. Moreover,
through continuously updated "recommended
configurations," Dell can steer customers towards
products that are in ample supply. Similarly, by sharing
dynamic inventory information with suppliers, Dell can
work both on the input and output ends of the supply
chain to match demand with supply. Customers have the
convenience of ordering anytime and anywhere, while
Dell may track all corporate-wide purchases. As such, it
becomes a virtual IT department in addition to just being
a corporation's PC vendor. Finally, by tracking and
managing cash flow very tightly, a negative cash-
conversion cycle of a few weeks is gained: Dell gets paid
before it pays its supplier, exploiting direct payment with
postponed delivery. Increased response time is perhaps
the only negative revenue potential that Dell has
compared to traditional brick-and-mortar retailers.
On the cost side, the direct model eliminates
intermediaries. In addition, long-term relationship with
high-reliability suppliers such as Sony allow Dell to ship
monitors directly from the supplier to the customer,
eliminating costly warehousing costs and the delays in
additional inventories. Not only are warehousing
decreased, ordering personnel costs are transferred onto
the customer!
The greatest inventory benefits accrue from a
fast, well-coordinated supply chain that enables the
separation of procurement cycle from customer order and
18. manufacturing cycle. While procurement is initiated in
anticipation of demand, manufacturing and fulfillment is
only started when an order arrives. This is possible by
adopting common platforms and components for various
products. While finished goods inventory is eliminated
(or already paid for), the input inventory is greatly
reduced by exploiting economies of scale and statistical
aggregation over the common components.
Similarly, high volumes of a relatively limited
set of common inputs may reduce inbound transportation
costs, or even eliminate them if the supplier is co-located.
Perhaps the only negative cost impact of the e-channel is
the increased outbound transportation costs to customers.
Those, however, are relatively small when focusing on
higher-end computers and on high-volume corporate
accounts.
Thus, the opportunities of the e-business are
significant in the computer industry. To exploit them
well, the supply chain must move product customization
to the pull phase and hold inventories as common
components during the push phase. The opportunities
are most significant for new, hard to forecast products,
where aggregation offers the greatest benefit in terms of
inventory reduction. Nevertheless, self-reliant ordering
assumes a somewhat experienced customer who requires
less handholding. As such, the e-channel may
complement the strength of existing retail channels with
focus on service and educating consumers to choose low
cost computers.
Suppliers
Peapod
19. Fulfillment Center
Customer
Peapod Supply Chain
Suppliers
Warehouse (?)
Supermarket
Customer
Supermarket Supply Chain
PullPull
Figure 5: Peapod and a typical supermarket supply chain
B2C in the Grocery Industry: Peapod.com
Peapod.com is one of the oldest online grocers. The
company started in Chicago in a collaborative
arrangement with the supermarket chain Jewel where
Revenue Opportunities Cost Opportunities
• Direct sales
$$ Increased margin from eliminating intermediaries
• Product information:
$$ Flexibility on price and promotions
$$ Wider product portfolio offering
$$ Faster time to market
20. • Negotiating prices and contract terms:
$ Price and service customization
-$ Downward price pressure due to increase competition
• Order placement and tracking:
$$ Access at anytime from any place
• Fulfillment:
0 Increased availability by aggregating information
-$ Shorter response time
0 Increased choice of delivery options
• Payment:
$ Efficient funds transfer may improve cash flow
• Facility costs:
$$ Site costs: eliminate intermediaries or retail and
distribution warehouses
$$ Processing costs: customer participation, smoothed
capacity requirements
• Inventory costs:
$ Reduce cycle stock (geographic centralization)
$$ Reduce safety stock (statistical aggregation)
$$ Postponing product differentiation to after order
placement
• Transportation costs:
0 Inbound
-$ Outbound
• Information sharing improves supply chain coordination:
$ Reduce bullwhip effect
$ Shared planning and forecasting
Scale: -$$, -$, 0, $, $$ is from very negative impact, marginal
21. to very positive.
Figure 4: The scorecard for e-business in Dell's supply chain.
e-business and the supply chain
6
Peapod’s pickers would fill an order before delivering it.
Peapod has now moved to supplying orders from
centralized fulfillment centers in areas that the company
serves. Each fulfillment center is much larger than a
supermarket and is comparable to a warehouse. The
Peapod and supermarket supply chains are comparable
except that some supermarket products are supplied
directly from suppliers (Fig. 5).
On-line grocers allow order placement anytime
and from anywhere. They can attract customers who do
not like to go to a supermarket (who does?). They have
flexibility on pricing and promotions. They could
provide a large variety of goods, including specialty
items, such as ethnic foods, although Peapod does not
offer significantly more variety than a typical
supermarket. In addition, they can bundle menus and
recommended ingredients with specialty items, based on
tracked online shopping behavior and histories. Unlike a
supermarket store, which has no knowledge of what has
been purchased until a customer checks out or of the
substitution patterns for goods that were stocked out,
Peapod can guide online shopping behavior with real-
time suggestions. Peapod can use its data for targeted
interactive advertising and discounts. This revenue boost
is significant to the extent that most e-grocers at this
stage have lost money in the actual sale of groceries but
22. made money on the sale of consumer choice data to
suppliers. On the cost side, the virtual store reduces
facility costs by eliminating retail sites and checkout
clerks. Inventories are reduced due to centralization;
although savings would accrue primarily to slow moving,
specialty items.
E-grocers also have several disadvantages
compared to their brick-and-mortar counterparts:
increased response times and additional outbound
transportation costs to cover the last mile to the customer.
W argue that e-grocers have a negligible opportunity to
compete on cost, except perhaps for specialized low-
volume, dry items. The e-grocer incurs additional
activities in picking, packing and handling that are not
incurred by a traditional supermarket where customers do
pick and pack; and handling is done in high volume
(pallet based). The inventory savings due to
centralization are marginal because supermarkets already
achieve sufficient forecast accuracy thanks to their large
size. (If, however, online grocers focused primarily on
specialty items, as EthnicGrocer.com, inventory benefits
from aggregation would be larger.) Online grocers incur
significantly higher transportation costs than a
supermarket because of home delivery. Indeed, groceries
have a low value to weight or volume ratio. They require
a specialized delivery fleet whose cost will necessarily be
rather high as a fraction of the value. This precludes
centralization on a large national or even regional scale;
indeed, most e-grocers have warehouses in each
metropolitan area that they serve. In addition, depositing
the groceries at the customer is much less flexible than
putting a book in the mailbox: with fresh goods,
consumers need to be home to take delivery, which
creates significant peak demands early morning and after
23. 5pm. Finally, while delivery density in cities may be
sufficiently high, achieving an acceptable number of
delivery stops per hour in a spread-out suburban area will
be difficult. (Many e-grocers strive for gaining market
share to improve delivery density and may extend into
general home delivery of other goods. Yet it is
questionable that even such strategy can ever compete
with parcel companies like UPS or FedEx, who not only
deliver, but also pick up; resulting in double efficiencies.)
This scorecard analysis, summarized in Figure
6, suggests that e-grocers have negligible opportunity to
compete on cost in general grocery items, especially fresh
food. Indeed, all key conditions listed earlier to exploit
cost benefits are violated. Competition, therefore, must
be on convenience or some other form of value added.
For example, opportunities do exist for specialty or
ethnic segments. Also, convenience can be added by
automating the repeat purchasing activities that most
households go through each week. Once a weekly basket
is set up on the web, repetitive ordering is greatly sped
up. In addition, the supply chain may exploit recurrent
patterns by smoothing and leveling the load provided a
solution is found for the delivery so that customer
presence is not needed. (Competitor Streamline.com
allows unattended delivery by installing fridge and
Revenue Opportunities Cost Opportunities
• Direct sales
0 Increased margin from eliminating intermediaries
• Product information:
$ Flexibility on price and promotions
$ Wider product portfolio offering
0 Faster time to market
24. • Negotiating prices and contract terms:
$ Price and service discrimination
-$ Downward price pressure due to increase competition
• Order placement and tracking:
$$ Anytime and anywhere
• Fulfillment:
0 Increased availability by aggregating information
-$ Shorter response time
0 Increased choice of delivery options
• Payment:
0 Efficient funds transfer may improve cash flow
• Facility costs:
$ Site costs: eliminate intermediaries or retail and
distribution warehouses
-$$ Processing costs: customer participation, smoothed
capacity requirements
• Inventory costs:
0 Reduce cycle stock (geographic centralization)
0 Reduce safety stock (statistical aggregation)
0 Postponing product differentiation to after order
placement
• Transportation costs:
0 Inbound
-$$ Outbound
• Information sharing improves supply chain coordination:
0 Reduce bullwhip effect
0 Shared planning and forecasting
25. Scale: -$$, -$, 0, $, $$: from very negative impact (-$$), over
marginal (0), to very positive (+$$).
Figure 6: The scorecard for on-line grocer Peapod.com.
e-business and the supply chain
7
storage boxes with keypad access system at their
customers.)
The greatest opportunity of an e-channel,
however, may be for incumbent supermarket chains,
which already own the regional distribution centers.
They can set up the additional e-channel as a focused
"plant-within-a-plant" to expand the value offering. In
addition to picking themselves, customers could choose
to have supermarket personnel pick the order from the
shelf but the customer provides outbound transport, or,
the supermarket could provide home delivery at the
highest price. Among supermarket chains, Albertson’s
has taken the lead at combining e-business with
traditional supermarkets. Part of the store is a fulfillment
center for online orders, while the other part is a
supermarket. This allows the firm economies of scale on
inbound transport while keeping delivery distances to
customers short on outbound. Our analysis would
suggest that such dual-pronged approach is the most
effective positioning of e-business in mass-market
groceries where pure online grocers are likely to be less
effective.
B2B in the Parts Supply Industry: W.W. Grainger
26. W.W. Grainger is a business-to-business distributor of
maintenance, repairs and operating (MRO) supplies,
ranging from consumables like machine lubricants to
hardware items like nuts and bolts for repairs. Grainger
is famous for their 4-inch thick catalogs with thousands
of parts that customers could order over the phone or buy
at one of the 380 branches in the U.S., which are similar
to a large retail store. In 1995, it set up Grainger.com,
allowing customers to place orders on its website that
offers over 200,000 products.
Going on-line provides considerable revenue
opportunities: 24-hour access for order placement with a
very large selection available through easy electronic
search. Product information is updated easily, allowing
price and promotion flexibility. New products can be
added to the "virtual catalog" immediately, drastically
improving time to market. Allowing industrial customers
to place order anytime is a considerable convenience for
night shifts, who no longer have to notify day purchasing
to place orders, but now can do it immediately,
drastically reducing their response time. Not only can
delivery times be estimated for each order using up-to-
date inventory status, the customer also can be alerted
automatically (through email) regarding order status. A
downside of on-line ordering is increased ease of
comparison shopping, which is expected to drive down
prices and margins. Yet Grainger realized that it is better
to cannibalize its own brick and mortar channel than to
let others do it.
Considerable cost opportunities exist compared
to the phone or mail order channel: order taking costs
reduce as the customer participates. More importantly,
errors are greatly reduced as duplication of data entry is
eliminated. Catalog-printing costs reduce significantly.
Inventory and transportation costs are marginally
27. impacted, as the fulfillment system remains largely
unchanged. By integrating the suppliers, synchronization
over the entire supply chain can be improved as customer
orders automatically trigger supply orders when
inventories need replenishment. Inventory and facility
costs at Grainger will not change significantly by going
online unless it decides to close some of its branches.
Online sales by Grainger also offer a significant
cost reduction opportunity for buyers. Ordering costs
drop significantly and buyers can allow end users to
order directly, improving response time and decreasing
errors.
The sale of MRO supplies is an example where
the Internet is ideally suited to eliminating the
weaknesses of the current system. The basic supply
chain remains unchanged but going online allows both
buyers and sellers to decrease the transaction cost of
placing and fulfilling orders and increase the product
portfolio. The use of the Internet to replace existing
channels of order placement is likely to grow at a
significant pace in the B2B arena.
B2B Auctions in Procurement: Internet Exchanges
Internet exchanges create electronic markets and
communities where firms can obtain information and buy
and sell products. Not only do they act as on-line
auctioneer, they may also inspect and 'approve' (certify)
bidders or suppliers along various non-price factors.
At first glance, the greatest benefit of an
Internet exchange is to buyers who have the ability to
search across multiple suppliers when looking to procure
28. an item. By substantially lowering barriers to entry in the
bidding process, Internet auctions drive down supply
prices. Lower prices are the cost of wider demand
markets to suppliers. This seems to imply that all buyers
of commodity products may benefit from purchasing at
auction exchanges. There are, however, considerable
downsides to this approach if it is implemented
indiscriminately. Purchase of all products using auctions
may lower the purchase price but will tend to increase the
total cost of purchase for a firm. The ability to lower
supply chain costs requires long-term relationships
within the supply chain. Indeed, the movement towards
lean operations, as exemplified by Dell, heavily depends
on a few suppliers who become "long term partners." In
the auto industry, the last two decades of the twentieth
century focused on improving supply chain relationships
so that suppliers and auto manufacturers could work
closely to improve the way products were designed,
manufactured, and delivered. Chrysler significantly
improved its performance by getting suppliers involved
in the design phase of a new product. This level of
supplier involvement is only possible given a long-term
relationship between suppliers and manufacturers.
Thus, core products that a buyer requires in
significant and steady quantities should not be handled
through a bid or auction process hosted by an
intermediary. Direct e-business between the buyer and
seller should be used in this setting to reduce transaction
costs of order placement and fulfillment and improved
information exchange during order fulfillment as well as
product design. A good example of this approach is Dell
and its use of e-business when dealing with its suppliers.
29. e-business and the supply chain
8
Dell does not use the Internet to create a marketplace
where suppliers compete against each other for orders
from Dell. Dell uses the Internet to exchange demand
and inventory information with its suppliers. This allows
suppliers to set appropriate production levels and help
the Dell supply chain to better match supply and demand.
When it comes to utilizing excess or surplus
capacity (i.e., any capacity left after utilizing base
capacity), the story is very different and on-line
auctioning may provide significant opportunities.
Exchanges provide the ability to aggregate and display all
available surplus capacity across an entire industry. As
such, a market is created to better match surplus capacity
with unmet demand. For example, a manufacturer in
need of unforeseen additional transportation may place
an emergency shipment out to bid if their regular trucking
company has no trucks available. By matching uncertain
components in demand to aggregated surplus capacity
(supply), online auction markets may improve the overall
match of demand with supply obtained from long-term
contracting. Our analysis would suggest a two-pronged
purchasing strategy: for stable, recurrent demands the
Internet focus should be on reducing transaction costs
and improving supply chain performance, while online
auctions may be used to satisfy uncertain demand where
the value of aggregation is the greatest.
Incentive problems and credibility suggest that
the auction market is best provided through an
intermediary. The key issue may be to account for the
total cost in the auction, including product,
30. transportation, and other relevant costs. For example, if a
seller is offering a stamping press currently in Northern
Italy, an offer from that region is more attractive that an
identical offer from Belgium if the seller incurs the
transportation cost. While incorporating such non-price
factors may be automated for more commodity products,
it is much harder for customized products.
Conclusions and Guidelines
The scorecard provides a tool to analyze the
impact of the e-channel on a supply chain and how it is
best positioned. It also indicates detailed areas for
potential concern, which must be considered when
setting up an e-business.
From a supply chain operations perspective, the
analysis suggests some guidelines that may help the e-
business in practice:
• Think about integrating the Internet with the
existing supply chain network, rather than setting
up a separate e-business. Integration will leverage
and improve current processes, while separate
channels may add inefficiencies to the supply
chain.
• Structure e-business logistics to accommodate
packages instead of pallets. The goal should be to
mitigate the loss of economies of scale due to
increased volume in smaller sizes. This suggests
new logistics opportunities such as order
consolidation (merge in transit, mega distributors)
and order pick-up sites.
• Devise shipping pricing strategies that reflect the
31. costs of activities. Disregarding or
underestimating transportation costs has
contributed to the losses incurred by e-grocers to
date.
• Design the supply chain to efficiently handle
returns. Because the Internet cannot match the
traditional customer experience of touching,
feeling, testing and even smelling the product
before buying it, returns in an e-business will
always exceed those of traditional store.
• Keep customers informed throughout the
fulfillment and returns cycle.
M. E. Porter, "What is Strategy?" Harvard Business Review,
Nov-Dec 1996.