The Mill on the Floss :: essays research papers

The Mill on the Floss is a book written by George Eliot, whose real name is Mary Anne (later Marian) Evans. There is a great deal of autobiography in this book. The facts of Mary Anne's life do not match Maggie Tulliver, but there is an obvious reflection of her own life. Book One: Chapter1-13 The novel opens up with a description of the countryside around the town of St. Ogg's and the river Floss. In the second chapter Maggie, Mr. Tulliver, Mrs. Tulliver, and Mr. Riley are introduced. Mr. Tulliver states his intention to send Tom to a different school. In the third chapter Mr. Riley gives his advice about a school for Tom. In the forth chapter Mr. Tulliver goes after Tom, while Mr. Tulliver is gone you learn about that Maggie's mother is concerned mainly with what her family thinks. In the fifth chapter Tom is home and you learn that he cares for his sister Maggie deeply, and that Tom's opinion is very important to Maggie. In the sixth chapter the Tulliver's are getting ready for the aunts and uncles to arrive. In the seventh chapter the family arrives and you are introduced to Mrs. Glegg, Mrs. Pullet, Mrs. Deane and Maggie's cousin Lucy. Mr. Tulliver states his intention to send Tom to school and it is met with opposition. In the eighth chapter he goes to his brother-in-laws house to demand the money that he owes him so that he can pay his wife's sister Mrs. Glegg. In chapter nine you read about the Tullivers going to visit the Pullets. In the tenth chapter Maggie pushed Lucy in the mud because she is receiving most of Tom's attention. When Tom goes to tell on her she runs off and can't be found. In the eleventh chapter Maggie decides to run away to the gypsies, but after learning how poor they were and how little of food they had she decides to go back home. In the twelfth chapter you read that St. Ogg is named for it's patron saint who showed pity on a woman and child. St. Ogg is the town where the Gleggs live. In the thirteenth chapter Mr. Tulliver borrows money from a client of his old enemy Wakem. Book One: Chapter 1-7 In the first chapter of this book Tom is at school, and he is Stelling's only student. Maggie goes to visit him in October. In the second chapter Tom gets to come home for Christmas. Mr. Tulliver has a lawsuit against Mr. Pivart , his next door neighbor. It has also become known that Wakem's son will be sent to school with The Mill on the Floss :: essays research papers The Mill on the Floss is a book written by George Eliot, whose real name is Mary Anne (later Marian) Evans. There is a great deal of autobiography in this book. The facts of Mary Anne's life do not match Maggie Tulliver, but there is an obvious reflection of her own life. Book One: Chapter1-13 The novel opens up with a description of the countryside around the town of St. Ogg's and the river Floss. In the second chapter Maggie, Mr. Tulliver, Mrs. Tulliver, and Mr. Riley are introduced. Mr. Tulliver states his intention to send Tom to a different school. In the third chapter Mr. Riley gives his advice about a school for Tom. In the forth chapter Mr. Tulliver goes after Tom, while Mr. Tulliver is gone you learn about that Maggie's mother is concerned mainly with what her family thinks. In the fifth chapter Tom is home and you learn that he cares for his sister Maggie deeply, and that Tom's opinion is very important to Maggie. In the sixth chapter the Tulliver's are getting ready for the aunts and uncles to arrive. In the seventh chapter the family arrives and you are introduced to Mrs. Glegg, Mrs. Pullet, Mrs. Deane and Maggie's cousin Lucy. Mr. Tulliver states his intention to send Tom to school and it is met with opposition. In the eighth chapter he goes to his brother-in-laws house to demand the money that he owes him so that he can pay his wife's sister Mrs. Glegg. In chapter nine you read about the Tullivers going to visit the Pullets. In the tenth chapter Maggie pushed Lucy in the mud because she is receiving most of Tom's attention. When Tom goes to tell on her she runs off and can't be found. In the eleventh chapter Maggie decides to run away to the gypsies, but after learning how poor they were and how little of food they had she decides to go back home. In the twelfth chapter you read that St. Ogg is named for it's patron saint who showed pity on a woman and child. St. Ogg is the town where the Gleggs live. In the thirteenth chapter Mr. Tulliver borrows money from a client of his old enemy Wakem. Book One: Chapter 1-7 In the first chapter of this book Tom is at school, and he is Stelling's only student. Maggie goes to visit him in October. In the second chapter Tom gets to come home for Christmas. Mr. Tulliver has a lawsuit against Mr. Pivart , his next door neighbor. It has also become known that Wakem's son will be sent to school with

The Social and Economic Benefits of an Immigration Reform

Race and Ethnicity in the United States Dr. Carl Paris John Jay College of Criminal Justice Immigration reform has been a cornerstone on the last three presidential campaigns, on Bush's second term and on both of Obama's. It has the power to turn around an election because it would automatically grant the Hispanic vote to the candidate that commits to the best plan.At this moment, an immigration reform would bring great improvement in the economic status of the United States bringing a bigger workforce nd an increase in population that would mean bigger revenue for the government. Along with the economical capacity that approving an immigration reform, it also brings a wave a culture that would enrich the basis of the foundation of the United States, diversity. An immigration reform can open the doors for many professionals that could refresh the ideas of the United States and provide with a different perspective of the solutions out there for the problem we face.An immigrant is defi ned as a person who leaves his home nation and goes to a foreign one, usually ermanently, in search for an improvement. There are a lot of push and pull factors that encourage someone to leave their homeland. Economic difficulties, religious or ethnic persecution and political unrest are some factors that push immigrants from their nations, for example, some immigrants from Syria can flee their country in fear of a civil war pushing them to another country.The perceptions of a better life ahead or a desire to Join their family abroad are factors that pull immigrants to other nations, for example, a Mexican immigrant that leaves her country to reunite with her usband in the united states now that he has established himself better . The economic status in the United States is a shaky one at this moment. The government has had to force itself into shutdowns because they cannot come to an agreement on how to invest tax money more efficiently.This in turn affects the vast population of t he country, which is composed of the middle and lower classes. Budget cuts have been made that affect public assistance programs, schools and national agencies and security. The unemployment rate continues to be above 7% without any signs of going below that and it ncreases to 1 % tor people between the ages ot 1 There are over 40 million immigrants according to the Census in 2010, plus an estimate of 12 million undocumented immigrants that reside in the United States without proper documents.Each fall down on one of these three categories: naturalized citizens, foreign-born people who went through a congress mandated process to become a citizen of the united states; travel/working visa holders, foreign- born who undergo a process predetermined by their nations to be able to travel outside of their country; an undocumented immigrant; people who gain access not hrough the proper measures of the law, like crossing the border without papers or overstaying their visas, and are, therefor e, breaking it. All of the people above have one goal in mind and is to provide a better life for themselves and the people they care about.This aspect of life, immigration, has been the cornerstone for many civilizations in the past and it still remains as such. Such a high rate of immigration has been due to the great chain immigration. The first people who immigrate pave the roads for those who follow, usually family members. They in turn tell the next group who come and so on. The current immigrant population is composed of Latinos from South America and the Caribbean and Asia along with traces of Europe and the Middle East. Illegal immigration poses a problem to United States and its people.Millions of illegal immigrants are â€Å"taking† the Jobs where an American could have thrived and are getting paid less for it and therefore are desirable to business owners. Also, being that these immigrants are undocumented they are evading tax collection, which hinders the country . Something must be done to prevent this. There is a list of measures being taken right now. Most are highly inefficient and costly; hey may even be on of the reason why our economy is dwindling. One of them is that federal officials trying to track the nearly 12 million undocumented immigrants and the approximately 5 millions who overstayed their visas.This in turn is an impossible task with a highly expensive bill; expensive is not favored by the major public. The search and deportation could cost over a whopping $200 billion, not included the man power of law enforcement that would be used for such a task force diverting them from more important duties. A study by the Bipartisan Policy Center that an immigration reform could carry a 4. percent increase in the United States' economy and reduce the countrys deficit by $1. 2 trillion in a period of 20 years . Opening the doors for immigrants could help the United States attract individuals with proper skills.These incoming people, h ard-working as they are, would not be taking Jobs from the non-immigrant American as common speculation suggest. Instead, they would man the positions that no one else wants like cleaning toilets in a hotel or picking fruits in the agricultural field. Immigrants do not compete against the native-born American for Jobs instead they complement each other because mmigrants take the low-paying Jobs that American would reject or not apply to. An increase in population would mean a larger contribution to government revenue, which can be used to fund programs for better education and protect our nation more efficiently.An increase in government revenue can also alleviate the tax percentage that an individual pays back to the IRS. Immigrants that come from with enough resources can establish small businesses and create Jobs. By the increase of diversity, there will be an increase in consumer market. The bigger the population means the higher the demand. Higher demands mean higher production ot itterent goods and services allowing the way for businesses, big and small, to grow and thrive. Immigration is one of the aspects that have greatly shaped the United States for over 400 years.

Kudler Fine Foods & Cardiff Seaside Market Analysis Essay

In this paper I will talk about Kudler Fine Foods and Cardiff Seaside Market and since both the businesses are direct competitors of one another, I would compare and contrast the two businesses in order to analyze the areas where one falls short from the other.   Kudler Fine Foods is a gourmet grocery store that targets the upscale customers for whom time constraint is a big issue as the store enables the customers to buy their desired products at one go. It is based on Southern California and it operates in three locations in San Diego in La Jolla, Del Mar and Encinitas. Kudler Fine Foods was founded by Kathy Kudler in 1998 who felt that traveling all the way out of the town only for the purpose of purchasing grocery items and ingredients used in cooking is tiring and to crater to this problem, she came up with the initiative of one stop shopping. The five main departments that Kudler Fine Foods is divided into are mentioned below. Fresh bakery and pastries Fresh produce Fresh meat and seafood Condiments and packaged foods Cheeses and specialty dairy products One thing that has to be noted about Kudler Fine Foods is that they do not just sell the ingredients that are used by people while cooking meals but they sell home cooked meals as well and this eases the cooking efforts. (University of Phoenix, 2007). Cardiff Seaside Market is one of the biggest competitors of Kudler Fine Foods and it was formed in 1985. It does not just offer top-notch quality products to the customers but it also provides them with excellent services. It is a family owned and operated business and the management promises to create excellence in every department. Cardiff Seaside Market has a chain of stores that offers a variety of items that includes food items and they also sell other things such as floral items and gifts. The items and services that Cardiff Seaside Market offers to its customers are mentioned below. (Cardiff Seaside Market, n.d.). 1.  Ã‚  Ã‚  Ã‚  Ã‚   Catering 2.  Ã‚  Ã‚  Ã‚  Ã‚   Cheese 3.  Ã‚  Ã‚  Ã‚  Ã‚   Cuisine and bakery 4.  Ã‚  Ã‚  Ã‚  Ã‚   Floral and gifts 5.  Ã‚  Ã‚  Ã‚  Ã‚   Meat and sea food 6.  Ã‚  Ã‚  Ã‚  Ã‚   Produce 7.  Ã‚  Ã‚  Ã‚  Ã‚   Wine 8.  Ã‚  Ã‚  Ã‚  Ã‚   Gluten free products When we compare the home pages of the websites of both the businesses, it is much evident that the offerings of Cardiff Seaside Market outnumber that of Kudler Fine Foods. Both the businesses offer the customers to buy cheese and dairy products, cuisine and bakery items, meat and sea food, wine and produce. However, Cardiff Seaside Market also offers catering services and gluten free products and free healthy recipes. Cardiff Seaside Market is a family oriented business while Kudler Fine Foods was founded by a lady named Kathy Kudler who realized that travelling to the town to buy kitchen items was tiring. Further talking about the home page, I would say that since Kudler Fine Foods is owned by a lady, not much innovations and new strategies are being used to improve the business operations but Cardiff Seaside Market offers special food items on daily basis and they have also given their weekly special. Besides this, the reward card of Cardiff Seaside Market offers the customers the opportunity to earn rewards up to 3%. Complimentary Healthy Grocery Store Tours are also offered by Cardiff Seaside Market where the customers get to know about all kinds of information related to nutrition. Since the expert has studied dietary theories and clinical aspects of health and nutrition, the customers can get to know about their queries and about the way they can live healthier lives. Moreover, since the programs offered by them are uniquely tailored according to the preferences of the customers, all the health concerns of the individuals are well taken care of. (The Whole Journey, n.d.). Further talking about the sub sections of the websites of both the businesses, they are divided into different parts according to their offerings in which the details of the offerings are mentioned. (Hisrich, Peters &Shepherd, 2006). The website of Kudler Fine Foods is not available for access to every individual and when you search for it on Google; we are not able to get any such link. However, people can have access to the website through University of Phoenix but they need a username and password for that. Therefore, access to the website of Kudler Fine Foods is not easy as it is not public but the website access of Cardiff Seaside Market is very easy and convenient as it can be easily found while browsing on the Internet. As I already mentioned about the website access, I would say that the search ability of Cardiff Seaside Market is very easy but in the case of Kudler Fine Foods, everyone cannot have access to the website. Further talking about the layout of the websites, Kudler Fine Foods has a very simple website and everything mentioned on the website can be easily found and is easy to read and understand. Same is the case with Cardiff Seaside Market is but they have added some more things other than the basics i.e. their offerings. These new additions that Cardiff Seaside Market has made include the weekly specials, soups of the day and recipes. The graphics of both the websites are fine but the pictures used by Cardiff Seaside Market are not too catchy and so they must be replaced with more lively pictures while Kudler Fine Foods must add some more pictures to keep the interest of the customers. The navigation of the websites is fine and one is easily able to browse the entire website. Although the product display at Cardiff Seaside Market is fine but they should add some more pictures to make them stand out but in the case of Kudler Fine Foods, the website has very less pictures because of which it is a bit boring. The site administration of Kudler Fine Foods is done by Apollo Group and it is being done apart from the other changes that have to be made. On the website of Kudler Fine Foods, there is no option for the customers to pay online but Cardiff Seaside market offers a payment solution to the customers and the customers can order online and they can either pick up their delivery or they can get their orders delivered to their desired address. Once the customers select their desired option, they can choose their pick up date and they also have the facility of ordering seven days before they actually need to collect the order or to get the order delivered. Lastly, the customers can also choose the time at which they find it feasible for them to pick the order or to get it delivered. Reference Cardiff Seaside Market. (n.d.). How May We Serve You? May 12th, 2010.   Retrieved from:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   http://seasidemarket.com/ Hisrich, R., Peters, M. &Shepherd, D. (2006). Entrepreneurship. 7th Edn. McGraw-Hill/Irwin. The Whole Journey. (n.d.). Holistic nutrition and wellness. May 12th, 2010.   Retrieved from:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   http://www.thewholejourney.com/ University of Phoenix. (2007). Kudler Fine Foods.   May 12th, 2010.   Retrieved from:  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Business/Kudler/Internet/Index.htm

The Benefits of Group work in Learning

Group work is an effectual manner of acquisition and cooperation with others, and the purpose is to larn through group cooperation and promote all pupils to take part in the acquisition procedure. This attack is defined in the schoolroom as a group ( Normally 2-6 people ) . The members obtain utile information from each other to widen their cognition and abilities through the cooperation. Besides this method can be helped by reassigning inexplicit cognition to explicit cognition, and derive some satisfaction by ego betterment and competency through the sharing. This essay is traveling to explicate some benefits held from the group work experience, and besides introduce two of import tips of being successful in group work.Benefits:†¢ Group work requires pupils to inquire inquiries and explicate their points of position to others. This non merely assists pupils to increase the chances to use their cognition, but besides enhances their involvement and ability of larning. Furthermor e, it enables them to accept different sentiments, extends their penetrations, and promotes the sustainability and development of thought. †¢ Group work helps to better larning efficiency. That would mention to every member of the group to actively take part in the acquisition procedure and activities, each member should hold great enthusiasm, and learn from undertakings shared by everyone. Besides, it is encouraged that each member should brainstorm, and to show their point of positions. Everyone is besides encouraged to portion their attempts and make their best with the energy created, so the job can be solved. †¢ Group work can heighten the concerted feelings among pupils, and develop pupils ‘ interpersonal accomplishments. Group work is a procedure of interchanging information and cognition between pupils, which refers to the advancement of directing the emotion and senses by pass oning and assisting others, and particularly understanding the civilization differences which refers to different backgrounds. It should be learned that to take attention and assist each other by acknowledging their virtues and besides be tolerant of their defects. Furthermore, it is encouraged to listen with an unfastened head to larn from others and listen to their points of position. This will let each member to incorporate themselves into a corporate squad, and heighten their corporate consciousness. †¢ Group work assists pupils to develop their self-learning ability. Group work involves pupils to take part instead than be bystanders. It encourages the pupil who has mastered a certain cognition and accomplishments to reassign and learn others who do non hold themselves. Students who seek for an outstanding public presentation in group work must carefully larn the category stuff, and read through the text book analyzing its content. Some contents may non be available in current text books, so it encourages pupils to happen information by seeking on the cyberspace, and besides makes some notes. These enterprises improve pupil acquisition, so that it promotes their self-learning abilities. †¢ Group work broadens the learning infinite for pupils. It is a procedure that transfers the single competition to a collaborative group attempt.Tips:†¢ The Panel discussed the content of concerted acquisition, it is non under all status that the group work ever be the best and effectual. For illustration, sometime we can see this sort of state of affairs occurs: when the pupils in the group during concerted acquisition or coverage exchanges, they either say nil or have no consensus understanding but merely organize their subjective points of position. The chief ground this state of affairs occurs is that pupils either do non analyze in-depth and understand the category stuff exhaustively, or have no instance readying. Therefore, pupils should analyze in progress and understand the importance and high spots from the class. In add-on, group work should hold some interesting content, feasibleness, and unfastened enquiry by finding the input of content and clip demands for co ncerted group acquisition. †¢ Do non disregard and avoid the single answerability to believe independently in the concerted group larning. In general, group work in the schoolroom is based on the procedure of this construction, that is 1 ) . Tasks lead the manner, 2 ) .the single independent acquisition, 3 ) .group acquisition, 4 ) .group exchanges, 5 ) .collective rating. In other words, for new cognition, new information, pupils should believe independently, so the deepness of thought, quality and originality can be developed. Through, group acquisition, single sentiments can be released, so everyone in the group has a opportunity to portion the thoughts and result of the treatment ; so the group will sum up each of the information and contents, and study to the whole category by taking a group representative. Finally, the group result can be viewed under rating of the category and by the instructor.Decision:Group work is a concerted acquisition among pupils through exchange in order to accomplish the c omplementary strengths to advance cognition of building, to the full arouse the pupil ‘s subjective consciousness, explore their topic of individualized acquisition, and developing pupils ‘ creativeness and invention. Besides, it makes pupils larn in an unfastened ambiance, and carry out active exchanges of information and cognition ; therefore heightening assurance, advancing for the best pattern of chances. In add-on to developing pupils ‘ sense of competition, the corporate values and spirit of cooperation, so that establishes a corresponding development for different pupils. Wordss count: 805

A Raisin in the Sun – 5

â€Å" The whole course of human history may depend on a change of heart in one solitary and even humble individual- for it is in the solitary mind and soul of the individual that the battle between good and evil is waged and ultimately won or lost. † This quote speaks of changes in heart. I believe someone who has a change in anyway, whether it’s in heart o anything else, for good has grown and become dynamic. Dynamic is characterized as a constant change in activity or progress. Perhaps the most dynamic character in Hansberry’s A Raisin in the Sun is Beneatha because of her change in identity, career, and love.The first reason why I believe she is the most dynamic character is because of her change in identity. During the beginning of the play Beneatha had straight hair, along with everyone else in her family that was a female. She enjoyed and did not mind her straight hair; until Asagai pointed out that she was conforming to society. He was speaking of the act of imitating the behavior of some situation or some process by means of something suitably analogous, or a simulation. He makes the argument that she should straighten her hair because she should keep her original routes.He begins to speak of being assimilated or, people of different backgrounds come to see themselves as part of a larger national family. Another thing that Beneatha to change her identity was listen to different types of music. She did this in the hopes to prove to her family she did not want to conform. She wanted to prove that she could stay true to her heritage. The next thing that led me to believe that Beneatha is the most dynamic character is her change in career. Although Beneatha has chosen a career path, she is not sure what she would like to do in her spare time.She speaks to mama about learning how to play the guitar. Mama says, â€Å"Why you got to flit so from one thing to another, baby? † (Hansberry 47) Beneatha replies, â€Å"I just want to le arn to play the guitar. Is there anything wrong with that? † (Hansberry 47) â€Å"Ain’t nobody trying to stop you. I just wonders sometimes why you has to flit so from one thing to another all the time. You ain’t never done nothing with all that camera equipment you brought home-â€Å", Mama says (Hansberry 47). She has pursued several different options, but she is like a kid in a candy store and has an extremely difficult time staying, or sticking to one thing.But the thing about her career that changes isn’t what she wants to do, but why she wants to do it. In the beginning of the play she talks about how she wanted to be a doctor because of a tragic accident she witnessed as a child. Her friends face split open before her eyes, and she thought, â€Å"Well that’s the end of him. † But, one day he returned with just a simply scar on his face, and since then she wanted to be that person to help a child live on. But, in the middle of the pla y, she loses faith and finds all dreams pointless, she loses sight of everything that she once stood for.Asagai brings her back to reality, and helps her realize that she can make a difference and change the world, one person at a time. At the end of the play it now becomes clear that she wants to help kids in Africa along side of Asigai. The structure of why is changed because love gets mixed within her dreams. My last reason why I believe that Beneatha is a dynamic character is because of her in heart. George Murchison offers the best opportunities for Beneatha and her family. However, Beneatha comes to a startling discovery after spending an evening with George.He says to her, â€Å"I don’t go out with you to discuss the nature of ‘quiet desperation’ or to hear all about your thoughts – because the world will go on thinking what it thinks regardless – â€Å"(Hansberry 97). After George’s departure, Beneatha is speaking to Mama. She says, â€Å"Mama, George is a fool – honest† (Hansberry 97). Even though George is a wealthy, good-looking man, his shallowness becomes his bitter downfall. Beneatha realizes that she can do much better than him, and that she deserves better than him. George is completely oblivious to her revelation and thinks that his opinion is neither ignorant nor cruel.The irony in George’s statement is that Beneatha can make a difference simply by voicing her opinions and letting her presence made known. Even before George made his brutal comments to Beneatha, she was rethinking her choice of companion. This is when she begins to look further into the enigma that is Asagai. Joseph Asagai, an intellectual from Nigeria. Asagai says that Beneatha seeks out those who understand her hardships, her lack of a definite identity, and her need for an intellectual relationship. As is true with almost any young woman, what she thinks she needs and what she actually needs are two strikingly different things.With two men vying for her heart, Beneatha must make a decision regarding who is best for her. She then, at the end the play, realizes this is the man the she wants and should be with. In conclusion, As Beneatha’s interests change, so does who she is. Her ever-changing identity helps to define her as a diverse individual. This is shown through her change in identity, career, and love. Maybe who we are as a person isn't so much about what we do, but rather what we're capable of when we least expect it. Never doubt oneself and don’t worry about what others think, because sometimes change can be a good thing, and sometimes change is needed.

PepsiCo Supply Chain Management Essay

Introduction Supply Chain Management is the process of planning, implementing, and controlling the operations of supply chain with the purpose to satisfy customer requirements as efficiently as possible. Supply chain management spans all movement and storage of raw materials, work-in-process inventory, and finished goods from point-of-origin to point-of-consumption. It is a cross functional approach to managing the movement of raw materials into an organization and the movement of finished goods out of the organization toward the end consumer. Supply Chain management is also the combination of art and science of improving the way company finds the raw components it needs to make a product or service and deliver it to customers. It seeks to enhance competitive performance by closely integrating the internal functions within a company and effectively linking them with external operations of suppliers and channel members. Moreover, this has been a prominent concern for both large and small companies as they strive for better quality and higher customer satisfaction. In a supply chain, a company links to its supplier upstream and to its distributors downstream in order to serve its customer. The goal of supply chain management is to provide maximum customer service at the lowest possible costs. Companies now are competing supply chain-to-supply chain rather than enterprise-to-enterprise requiring for more intimately connected relationships. Customer markets and supply chains are no longer limited by physical proximity, and businesses are sourcing from and managing a greater number of far-flung partners and channels. Success of a company now depends on effective global supply chain management, its ability to deliver the right product to the right market at the right time. The complexity involved in managing supply chains that span continents and dominate markets demands strategies and systems that are adaptable. Managing Supply Chain for Global Competitiveness takes a strategic look at all of the core functions of global supply chain management wh ich includes product design, planning and forecasting, sourcing, outsourcing, manufacturing, logistics, distribution, and fulfilment. An example to illustrate this theory on the supply chain  management is the PepsiCo, Inc. Pepsi Co History PepsiCo, a Fortune 500, American Multinational Corporation is under the food consumer product industry and is the world leader in convenient foods and beverages. The Pepsi brand and other Pepsi-Cola products account for nearly one-third of the total soft drink sales in the United States. In order for the company to make sure that their products reach the customers, the company needs a efficient supply chain solutions. It was founded in 1965 through the merger of Pepsi-Cola and Frito-Lay. Tropicana was acquired in 1998 and PepsiCo merged with The Quaker Oats Company, including the Gatorade in 2001. PepsiCo offers product choices to meet a broad variety of needs and preference — from fun-for-you items to product choices that contribute to healthier lifestyles. PepsiCo owns some of the world’s most popular brands, including Pepsi-Cola, Mountain Dew, Diet Pepsi, Lay’s, Doritos, Tropicana, Gatorade, and Quaker. Coca-Cola Company in market value for the first time in 112 years since both companies began to compete. Other brands include Caffeine-Free Pepsi, Diet Pepsi/Pepsi Light, Caffeine-Free Diet Pepsi, Caffeine-Free Pepsi Light, Wild Cherry Pepsi, Pepsi Lime, Pepsi Max, Pepsi Twist and Pepsi ONE,7 Up ,Aquafina (Flavour Splash, Alive, and Twist/Burst),Propel Fitness Water, SoBe, Quaker Milk Chillers. The Frito-Lay brands are : Cheetos,Fritos,Go Snacks, James’ Grandma’s Cookies, Hamka’s, Lay’s, Miss Vickie’s, Munchies, Sandora, Santitas, The Smith’s Snackfood Company, Sun Chips, Kurkure, Tostitos and some of the Quaker Oats brands include Aunt Jemima, Capone Crunch, Chewy Granola bars, Coqueiro, Crisp’ums, Cruesli, FrescAvena, King Vitaman, Life, Oatso Simple, Quake, Quisp, Rice-A-Roni, and Spudz PepsiCo’s Mission PepsiCo’s overall mission is to increase the value of shareholder’s investment. They do this through sales growth, cost controls and wise investment of resources. They believe their commercial success depends upon offering quality and value to their consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to their investors while adhering to the highest standards of integrity. A customer while purchasing a bottle of Pepsi will consider product quality, price and availability of the product. Thus, Pepsi focuses its competitive strategy as to producing sufficient variety, reasonable prices, and the availability of the product. Pepsi Ceo Indra Krishnamurthy Nooyi has been the chief executive of PepsiCo since 2006. During her time, healthier snacks have been marketed and the company is striving for a net-zero impact on the environment. This focus on healthier foods and lifestyles is part of Nooyi’s â€Å"Performance with Purpose† philosophy. In 2007, Nooyi spent $1.3 billion on healthier-alternative brands like Naked Juice, a California maker of soy drinks and organic juice. Today, beverage distribution and bottling is undertaken primarily by associated companies such as The Pepsi Bottling Group and Pepsi Americas. PepsiCo is a SIC 2080 (beverage) company. PepsiCo has also recently acquired a 50% stake in U.S.-based Sabra Dipping Company. PepsiCo also has formed partnerships with several brands it does not own, in order to distribute these or market them with its own brands. Competitive and Supply Chain Strategies In its business, diversity and inclusion provide a competitive advantage that drives business results. Its brands appeal to an extraordinarily diverse array of customers and they are sold by an equally diverse group of retailers. It understands the needs of our consumers and customers Uses diversity in our supplier base and in everything we do. Commitment to purchase from a supplier base representative of our employees, consumers, retail customers and communities. Developing partnerships with minority-owned and women-owned suppliers helps us build the world-class supplier base we need. Creates mutually beneficial relationships that expand PepsiCo’s sphere of activity. It helps build community infrastructure by providing employment, training, role models, buying from other minority and women-owned business and supporting community organizations Figure Thus the major sustainable advantages that give PepsiCo a competitive edge as they operate in the global marketplace: 1. Big, muscular brands, 2. Proven ability to innovate and create differentiated products and 3. Powerful go-to-market systems. PepsiCo’s Supply Chain Management Difficulties without Just-in-Time When an operation of the company was not just-in-time based, the demand or production planner strived to optimize production-oriented goals and objectives such as equipment utilization, labour efficiency, throughput and uptime. Optimizing these goals often leads to run large batch sizes that are dependent on the availability of raw materials. This optimizes the equipment and labour utilization but the production planners and managers had not been looking at the expense of the bigger picture. The sourcing or purchasing managers strived towards reducing company’s spending overall. This manager consolidated suppliers offering products or materials at the lowest per unit costs through buying in volume. They even got the shipping and freight costs included in the purchase price, which led to the increase in the price of the commodity. Purchasing managers focused on getting the best price, not putting into consideration the supplier performance and reliability. The logistics/transportation manager was tacked with getting raw materials in and the finished goods out of the production process and seek to optimize the transportation and distributing network. This manager focused on the lowest cost and reliability of the logistics or transportation solutions. But lowest cost could only be attained if the purchasing team negotiates a delivered cost package deal with the supplier and the supplier is responsible of the reliability and performance of the carriers or transporters. Improvement with using Just-In-Time (JIT) When it comes to delivering high cost and perishable products to manufacturing sites, just-in-time (JIT) remains one of the most cost-effective supply chain solutions. In JIT process, on time delivery is an absolute necessity. Just-in-Time (JIT) is a philosophy that defines the manner in which a manufacturing system should be managed. It enhances customer satisfaction in terms of availability of options, assurance ofquality, prompt delivery times, and value of money. The Pepsi brand and other Pepsi-Cola products accounted for nearly one-third of the total soft drink sales in the United States. In order to ensure that PepsiCo’s concentrates reaches bottlers as needed during the production had to reach them JIT, they partnered with 3PL provider Penske Logistics to manage its transportation. Penske also provides warehouse management for two Pepsi distribution centers in North America. I2 Transportation I2 Transportation is a part of end to end solution for planning, execution, and management of the entire transportation cycle. It is designed to enable an organization to utilize and manage an entire transportation network, as well as reduce cost while improving transport performance. I2 transportation is designed to employ sophisticated optimization and data techniques to define and evaluate alternative transportation strategies. It is also designed to provide comprehensive data management, analytics, and reporting of key transportation cost and service trade-offs. Implementation PepsiCo set two objectives for transportation management. One was to achieve an on-time delivery rate at 99.1% and another was to reduce transportation costs.It empowered with optimized processes and technology that enable the team to perform at the highest possible level. With the application of new technology that provides greater supply chain visibility, better organized data, and access to higher level of real time or near real time information, even the best team can improve their performance. In 2000, Penske converted Pepsi’s transportation management technology from propriety software to i2 transportation optimization solution. i2 transportation platform was enhanced with the addition of interface between the two companies. In addition, Penske’s partnership with Business objects provided comprehensive supply chain data from its data warehouse, analysis and management applications. Penske’s with use of i2 transportation could track performance at every stag e in the process which increased flexibility and provided greater control over the transportation operation. This increase in visibility made it easier to keep track of shipments, revise routes and schedules to accommodate unforeseen changes and implement alternative plans to counter delays. By Penske’s putting a solution in place to track and  measure every shipment, Pepsi has been able to provide an on-time delivery performance of well over 99 percent. Pepsi’s transportation is consolidated to a central location to reduce costs. Penske also provided a nationwide carrier rate re-negotiation and service assessment which improved cost structure and achieve on-time delivery goal. With this centralization, allows negotiation in a large scale to secure the best rates and services. Furthermore, Pepsi’s orders are received electronically and optimized to ensure lowest transportation cost. Advanced technology is deployed to select the lowest cost carrier, find the best routes and consolidate shipments. Optimal load configuration ensures maximization of each truckload (2003). In summary, PepsiCo used the JIT process to its supply chain management. To make this possible, Pepsi partners with Penske that has provide them with i2 transportation optimization solutions which has satisfies their consumer with the on-time delivery and with the benefit to the company for it has also reduce transportation cost. I2 Supply Chain Visibility With shorter lifecycles and lead times—to customers demanding faster results and more responsive service. Globalization and outsourcing have added to the complexity, resulting in more diversified supply chains. The number of supply chain partners, as well as the amount of geographic dispersion, has increased dramatically as a result. To ensure that their order-to-delivery performance is not impacted, companies need to have greater coordination and visibility into the material flow across the supply chain. Increase Global Visibility With Companies have access to global visibility into all of their critical supply chain activities and partnerships. It allows organizations to respond more quickly and effectively to a wide range of unplanned and potentially disruptive supply and demand events. Supply-related events can include production bottlenecks, fulfillment delays such as port strikes and customs delays, and supplier shortages. Demand-side events might include customer orders that are greater than forecasts or changes to orders that have already been placed. I2 Supply Chain Visibility is designed to manage these events, assess their impact, and orchestrate a rapid and practical resolution while providing a unified view of the supply chain. The solution  can also incorporate packaged business process packs for replenishment, fulfilment, and manufacturing, and these packages can be configured to meet customer-specific requirements. i2 Supply Chain Visibility also enables companies to close the loop between tra ditional planning and execution processes. It enables better understanding of orders, inventory, and logistics data. Powerful Functionality This solution incorporates pre-built workflows that integrate data across order management, warehouse management, logistics, and inventory applications for the flow of both domestic and international goods. A series of predefined, extensible events and exceptions support each workflow and a visual â€Å"studio† allows workflows and events to be extended, configured, and customized to meet specific enterprise requirements. i2 Supply Chain Visibility delivers a robust technology that is scalable and extensible, and that operates smoothly in a distributed computing environment. Extensive Capabilities Inbound and outbound tracking of order, inventory, and logistics flows Domestic and international flows that track multi-leg and multi-modal shipments Visibility into exceptions and events across orders, inventory, and shipments Role-based views for buyers, suppliers, analysts, and 3PL vendors High degree of permissibility and privacy controls Track-and-trace inventory across multiple locations Configurable event detection mechanism and customizable event management workflows Event chaining such as linking of related events, audit trails, context-based problem prioritization and extensive notification options including e-mail, e-mail digest, pagers, and cell phones Calendars, internationalization (i18n), and multi-time zone support enabled Integration to underlying applications for intelligent resolution and to prevent event recurrence Root-cause, event trend, and performance analysis capabilities event library with over 100+ out-of-box events supported Fast, web-based supplier enablement and transaction support Benefits Exception-based management End-to-end supply chain visibility and event management tools Customer-specific solutions for replenishment, fulfillment, and manufacturing The ability to forecast and respond to supply/demand events The option to move from calendar-based to event-driven planning and re-planning. Increased employee productivity Reduced process, personnel, and expediting costs Improved customer, supplier, and partner communications. Real-time decision support E-solution by Hewlett Packard (HP) PepsiCo signed a deal with Hewlett Packard in 2006 to help improve its supply chain management and increase overall efficiency. The seven year deal involved the overhaul of current IT solutions with PepsiCo and focused on updating server environments as well as ensuring a new infrastructure which benefitted operations and increased overall cost-saving. In particular, HP introduced a number of new solutions which helped to encourage stronger customer relationship management and supply chain management. PepsiCo had also opted for BT as its network provider to ensure the e-solution is fully implemented. The supply chain management solution reduced costs as well as enhanced current service provision online and via its communications networking system. By standardizing and optimizing its server environment, PepsiCo International is better flex to meet its changing business needs and in turn provide better service to customers anywhere in the world. Pepsi Bottling Pepsi Bottling Group is the world’s largest manufacturer, seller and distributor of Pepsi-Cola beverages. With annual sales of nearly $11 billion, the company’s fastest growing segment is non-carbonated beverages, including the number one brand of bottled water in the U.S., Aquafina, as well as Tropicana juice drinks and Lipton Ice Tea. As part of a 24/7 production operation, the company’s Detroit plant ships about 27 million cases per year. Production at the plant begins as empty bottles are unloaded from trucks via conveyor and transported to a depalletizer. From there, they  are, rinsed, dried and sent to a filling machine (filler speeds at the plant vary based on bottle size, ranging from 350 to 1,000 bottles per minute). The bottles leave the fillers and make their way to a packaging machine, and then to a palletizer. Each pallet is wrapped for distribution and moved to the warehouse for shipping. The challenge The plant uses a variety of sensors to monitor bottles as they travel through the sequence of steps and to manage the flow to the individual stations. Line sensors match the speed of the conveyor. The company’s inventory of sensors swelled over the years to include more than 120 different varieties. Many of these included multiple styles of the same product stocked under different brands. A similar problem was developing with its drives inventory, which had grown to over 50 different part numbers. The wide variety of sensors made it progressively more complex and time-consuming to replace a faulty device. Despite its fast, high-performance machinery, the increasingly lengthy and more frequent downtime was beginning to impact the company’s ability to meet its productivity goals. In addition, operating costs were on the rise due to the excess spares inventory. Because of the extensive number of sensors they had in inventory, including multiple styles and brands, simply finding the right replacement resulted in an hour of downtime. A more strategic approach to maintenance was necessary, as even the smallest of delays could cost the plant thousands of dollars in lost production and overtime. Knowing that effective parts management and fast, reliable equipment repair lies at the heart of efficient manufacturing, the company explored ways to get its inventory and maintenance processes under tighter control. That’s when it decided to turn to Rockwell Automation for help. The Pepsi Bottling Group’s Detriot plant reduced its number of sensors from 180 to 46, a decrease of 66 percent, by standardizing it sensors inventory to Allen-Bradley products. This reduced downtime and inventory costs. The solution The first task undertaken by Rockwell Automation was to conduct an Installed Base Evaluation – a plant-wide inventory assessment to determine the exact  number of sensors and drives the plant currently had in stock. Next it needed to figure out what products were actually needed and which ones could be eliminated. To streamline its operation, Rockwell Automation recommended that Pepsi standardize its entire sensors inventory on Allen-Bradley products. The local distributor, McNaughton-McKay Electric Company (Mc&Mc), helped design a migration plan to help ease the cost of this inventory conversion. Although all the drives employed at the plant were Allen-Bradley brand, many were older models representing a multitude of drive families. To simplify its drives inventory and upgrade its technology at the same time, Pepsi converted all of its drives to the Allen-Bradley PowerFlex family of AC drives. A detailed cross-reference chart developed by Rockwell Automation now provides te chnicians with a quick and easy way to identify failed and replacement parts, as well as installation instructions. To ensure reliable availability to spare parts, Pepsi set-up a Rockwell Automation Services Agreement that included parts management. With the agreement, Pepsi pays a fixed monthly cost for their spare parts, which are owned and managed by Rockwell Automation but stocked on-site. The agreement allows Pepsi to reduce its upfront expenses, have immediate access to spares, reduce carrying costs, and update its control technology cost-effectively. The agreement also includes an in-service warranty, so the parts don’t go out of warranty until they are actually used for the warranty period. To help the company better utilize its internal resources and reduce costly troubleshooting delays, the Rockwell Automation Services Agreement included TechConnect Support. This remote support service provides the plant with 24/7 access to Rockwell Automation technical specialists. When a problem occurs, Pepsi technicians can call for immediate troubleshooting assistance to resolve it as quickly as possible. To help facilitate problem resolution, Rockwell Automation technical specialists can also perform remote system diagnosti cs through an Allen-Bradley modem installed at the Pepsi facility. This helped Pepsi minimize risk and reducing long term costs. The results Leveraging Rockwell Automation Services & Support has proved to be a smart decision for Pepsi Bottling Group. The improved inventory and parts management capabilities helped reduce downtime and inventory costs, and  standardizing on Allen-Bradley products eased training requirements and minimized the technology learning curve. These benefits have ultimately enhanced productivity by 8 percent and reduced the overtime required to fill orders. In addition, the plant was able to reduce the number of sensors it uses from 180 to 46, a decrease of 66 percent. Likewise, it was able to reduce the number of drive styles from several hundred to 14. Packaging as a tool for Supply chain management GS – 1 standards (bar codes) RFID tags for real-time stock replenishments Commercial Security offerings Counterfeit & pilferage Online supply chain visibility across the chain Pack safety for the consumer Pepsi-Cola Saved $44 million by switching from corrugated to reusable plastic shipping containers for one litre and 20-ounce bottles, conserving 196million pounds of corrugated material. Palletization – cost vs. value creator Key supply chain cost optimizer through an Integrated supply chain approach †¢ Drive standards – pallets/trucks †¢ Pallet pooling services Palletization Roadmap PepsiCo’s Frito Lay Supply chain Frito-Lay is the snack food division of PepsiCo and the largest supplier of potato and corn chips in the world, currently holding 40% of the market share globally, and selling its products in 120 countries. Strength Frito-Lay is succeeding against a multitude of competitors in a fierce, yet slow-growth industry, selling approximately 4.5 billion packages of snacks per year. In order to achieve this, the company has learned how to masterfully create, innovate and manage all aspects of its supply chain  using high-tech IT systems that allow it greater control over its production processes and distribution network. Supply chain in USA: Supplier Base: Frito-Lay’s supplier network for potato chip production has fewer than 100 individual suppliers. Strategy Used: Several years ago, Frito-Lay approached its potato suppliers to seek those farmers willing to concentrate on cultivating a limited number of potato varieties, with a focus on producing the most appealing taste and quality potato chip for the consumer. Frito-Lay then offered these farmers long-term contracts, which made it easier for the farmers to get financing and for Frito-Lay to achieve more efficient, profitable economies of scale in other areas of the value chain. It is noteworthy to mention that steps like these that insure a stable supply of raw material are important to a company who purchases 2.3 billion pounds of potatoes and 775 million pounds of corn annually. From supplier to retailer Frito-Lay traditionally relied upon its in-house fleet of trucks to transport products from its plants to its 1,900 warehouses or 200 distribution centers. However, as the company expanded, operations managers realized that it was not economical to produce every product at every plant, and thus began specializing at particular locations. On the other hand, logistics became increasingly difficult and distances grew longer, and thus, Frito-Lay learned to exploit the benefits of truck carrier services, employing Menlo Logistics to handle route planning. Menlo was able to reduce the carrier base by 50% and negotiate nation-wide discounts with other carriers. Retailers The last stop involved is the 400,000 stores across the nation that carries Frito-Lay’s snack food products. The company utilizes their own technological systems to show stores how reallocating shelf space, for example, can produce larger profits. Retailers are also provided with Frito-Lay’s â€Å"Profit-Vision Program†, which allows retailers to analyze their sales and compare it to national performance statistics. At the same time, Frito-Lay benefits from the program because it convinces retailers to allocate more shelf-space to their products. Strengths of IT corporation Tracks the logistical movement of products throughout the supply chain, from acquiring the raw materials to final delivery, by utilizing its 848 tractors, 2,251 trailers, and a fleet of thousands of local computer-equipped delivery trucks. Empowers its regional managers with access to vast amounts of information on their databases that can be used to effectively guide them in their distribution decisions. It is able to correctly assess demands across all of its products due to the availability of point-of-sale data and an impeccable IT system, giving planners the ability to discern consumer trends and appropriately prepare production plans. Its managers can be proficient in determining levels of inbound supplies, raw materials, the allocation of the company’s production capacity, and logistical details for truck routing. The company’s ability to target local demand patterns with effective promotion and delivery systems results in continuously optimizing profit margins a nd reducing inventory and unneeded costs. Competitive advantages The company tries to captivate its customers by developing extensive databases that record who their customers are and exactly what they want. They focus on being the most reliable, quality-driven suppliers who provide services through the retail channel by means of collecting as much information along the way and utilizing it to address their weaknesses and capitalize on their strengths. Despite only delivering potato and corn chips, relies on its ability to add unparalleled value in its distribution channel. Its customers know that when they do business with Frito-Lays, they aren’t simply buying a product to shelve in their stores, but incorporating an advanced information system with hopes of increasing sales and profits. Supply chain in India Horticulture produce in India is largely marketed through traditional channels. A typical marketing chain for horticultural produce consists of several players as shown in Figure PepsiCo is one of the pioneers of contract farming in India since 2001 Their experience in contract farming has covered many crops – potato, basmati  rice, tomato, chili, peanut, oranges and more recently sea weed. PepsiCo’s operations started in India started in the region of Punjab in collaboration with state government. PepsiCo India’s project with the Punjab Agro Industries Corporation and Punjab Agriculture University remains one of the most ambitious contracts farming projects in the country. Pepsi Tropicana Supply Chain Background Of the four principal Distribution Centres (DC) in the U.S. the Jersey City, N.J. DC is responsible for the supply of Tropicana juices in all states in the Northeast U.S., and all Canadian provinces. Jersey City houses a unit load capacity Automated Storage and Retrieval System (ASRS) that is fully integrated into an Automated Warehouse System (AWS). The center handles chilled premium orange juices, and blended juices from concentrate as well as shelf stable juice products from either Florida or local co-packers. Products vary according to package size, and juice type and style, giving rise to approximately 200 Stock Keeping Units (SKU), each facing random demand from customers. Juices arrive already palletized and variously pre-packaged, and are unloaded according to demand, and moved into the ASRS area. The Jersey City Distribution Center (DC) of Tropicana is responsible for the supply of Tropicana juices in all states in the Northeast U.S., and all Canadian provinces. Premium orange juice from Florida represents approximately 65% of the shipments, and has an approximate shelf life of 65 days. The Jersey City DC receives five Tropicana Unit trains from the production facility in Florida weekly. Each train has approximately 45 refrigerated cars. Juices arrive already palletized and pre-packaged in paperboard containers and plastic and glass bottles. Two types of unloading procedures are currently in practice: cross-docking and warehousing. Cross docking normally is used for customers receiving a single product types or transfers to a smaller distribution center in Whitestone, NY. Each train usually contains 8 to 10 railcars that can accommodate cross-dock delivery. Problems There are three major problem areas related to the current practices in Tropicana. 1. Ordering policy of the individual retailers. At the moment, Tropicana manages the inventory orders for about 10% – 20% of the retailers. This process is called CRP or continuous replenishment program. The Tropicana customer service department administers the ordering of those individual customers. From the supply chain perspective, this is mutually beneficial for both the customers and the warehouse. The advantage of the warehouse is that it is able to centralize the demand information of individual stores in its replenishment decisions of juices shipped from Florida to Jersey City. The retailers benefit from in time delivery and less stock out cost. Individual stores contribute the other 80% – 90% of the orders, which are not under Tropicana’s control. This is subject to random variation and hence uncertainties of demand on the warehouse. One approach would be to create an incentive for the customers to entrust their ordering function to Tropicana. This is th e so-called supplier-retailer coordination problem. A carefully designed coordinated system will benefit each and every player in the supply chain network. This may require the design of contracts or cost sharing agreements with the customers. 2. Central ordering of juices that are shipped to the distribution center. Currently there are five trains of juices scheduled to arrive weekly from Florida. The company never ships partially filled trains from Florida. The Jersey City distribution center sometimes builds up inventory of certain classes of juices that are close to their expiration date, and the company has to get rid of them either at a very low price with sales promotion or donate them to charity. A carefully designed and sophisticated coordination of ordering policies will reduce the chances for these problems and result in savings. At the same time it will increase the fill rate because the additional capacity gained from more reasonable ordering can be used for ordering more juices of the type that cause trucks to wait in the yard. 3. Combining marketing strategies with inventory levels and other factors. Marketing strategies such as sales incentives can influence demand. Foreseeing an inventory buildup problem, the company can use marketing (and mainly pricing) as a tool to either increase demand (when certain items build up) or reduce demand (when insufficient inventory is available). Solution 1. Tropicana, a unit of PepsiCo, implemented i2 Supply Chain Strategist to model manufacturing logistics operations to include co-packer operations. 2. The model involved over 30 manufacturing and distribution facilities and the seasonal demand of over 20 product types. 3. Tropicana used i2 Supply Chain Strategist to execute hundreds of scenarios and sensitivities, producing data that provided insights into areas where the company could rationalize system capacity at manufacturing facilities and increase efficiencies within existing distribution and logistics systems. Limitations of Pepsi Supply Chain over Coke 1. PepsiCo has duplicate distribution systems for its beverages. Coca-Cola has for the most part maintained distribution of its entire beverage line-up through its bottlers. 2. Pepsi bottling system is more fragmented than Coca-Cola’s 3. In a consolidated system negotiations involve fewer players and therefore take less time to gain agreement, which may be why the Pepsi system has lagged in system efficiency efforts. PepsiCo and its bottlers have established a purchasing cooperative to gain purchasing power in buying raw materials. 4. While PepsiCo has been pursuing international beverage acquisitions, those investments will take time to produce significant operating income 5. PepsiCo consolidation puts pressure on the independent system bottlers to more readily consider agreements for warehouse distribution.

Building an Ethical Organization Part II Essay Example | Topics and Well Written Essays - 2500 words

Building an Ethical Organization Part II - Essay Example se, Aids Prevention and Case Management, Counseling and Outreach Programs are making a positive difference in the lives of increasing number of families. We have yet not become the largest health care organization in Albuquerque, Los Lunas, Belen, and Peralta area as envisaged earlier, but we have woven an organization culture based on core ideas stated in our Mission Statement and Values Statement and adherence to ethics and keeping service before self. This has been possible only with the unflinching support and leadership of the management and dedication of the staff. Albuquerque Health Care has earned commendations from the government, the people, the patients, community and our suppliers for being organization that has never compromised on ethics, our values, commitment of purpose and quality in dispensing our services. . It is worth mention that we have not only delivered quality health care to the people of but have also earned many an honor for being an organizations committe d to ethics and integrity. However, in these two years we also encountered difficulties in our functioning, which has made us introduce changes in our policy. We will discuss these changes in the points below: All the 16 health care activities mentioned in Organizational Report 1 are being carried out in these seven departments. Each department is headed by a senior member of the staff, who directly report to the Director (Health Services) once a week. The Administrative work is looked after by a General Manager, who reports once a week to the Director (Admin and Finance). The Ethics Committee is headed by Director (Ethics) and has the General Manager as the permanent member. Three heads of the department serve in the Ethics Committee for six months on rotational basis. The Ethics Committee has formulated an Ethics Book. Every three months there is an Ethics Audit and a Compliance Report is generated, which is discussed in the specially called Board of Directors meeting on Ethics. The