The Planet P, Inc. Organization Essay - 1045 Words

I am filling in as a Software Analyst in The Planet P, Inc organization. It is a main worldwide supplier of big business arrangements and programming outsourcing organization. It essentially concentrates on high subjective, inventive and incorporated e-business arrangements, that are convenient conveyed and practical and give specially crafted business answers for worldwide clients. As a Software Analyst, I am into an IT administration of client organization, where I am included in the extensive variety of exercises like arranging, execution and process change, get ready documentation, give business arrangements, oversee spending plan, data security, and to give subjective administrations, where a large portion of my duties cover the primary objectives of my organization. My first duty was to break down all the new programming applications and submit redesigned reports for the administration. 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The Awakening Comparison Of Main Characters Biblical Women

The Awakening: Comparison Of Main Characters Verses Biblical Women Throughout history, there have been certain gender roles established for both males and females. For ages, many held the belief that women must fit a certain mold— good wife, housekeeper, caretaker, etc.,— solely based on the notion that that s what women are supposed to do. These societal standards that women are held to are prevalent in all kinds of literature, ranging from works from biblical times to the late nineteenth century. Through her novel, The Awakening, Kate Chopin shows a contrast between the characters of Mademoiselle Reisz and Adà ¨le Ratignolle versus that of Mary Magdalene and Mary the Mother of God as seen in the bible. This contrast pits the image of†¦show more content†¦Motherhood is her main priority and she exhibits saintly qualities which enhance the idea that she is a stereotypical woman during this time period. She stood watching the fair woman walk down the long line of galleries with the grace and majesty which queens are sometimes supposed to possess. Her little ones ran to meet her. Two of them clung about her white skirts, the third she took from its nurse and with a thousand endearments bore it along in her own fond, encircling arms. Though, as everybody well knew, the doctor had forbidden her to lift so much as a pin!(Chopin 12) This description of Adele by Edna Pontellier gives a deeper meaning to Adele s characterization as the perfect mother. Other women were aware of her perfection and her immense love of her children and they envied how easily it was for her to love her life and be content with just being a homemaker. Both Mademoiselle Reisz and Adà ¨le Ratignolle are extremely contrasting characters with completely different outlooks on life in the late nineteenth century. Mary Magdalene and Mary the Mother of God are both biblical women who were faced with similar societal standards even thought these time periods are hundreds of years apart. Mary Magdalene was always seen as the â€Å"rebellious† women in the bible when it turns out she really wasn t doing anything wrong. Similarly David Van Biema wrote about this topic in Time Magazine saying that Mary was first seen in the Gospel of Luke asShow MoreRelatedFigurative Language and the Canterbury Tales13472 Words   |  54 Pagesforever fled from the childless land. -Dylan Thomas, â€Å"Fern Hill† 3. allusion: A casual reference in literature to a person, place, event, or another passage of literature, often without explicit identification. Allusions can originate in mythology, biblical references, historical events, legends, geography, or earlier literary works. Authors often use allusion to establish a tone, create an implied association, contrast two objects or people, make an unusual juxtaposition of references, or bring the

Negotiation and conflict resolution

Question : Discuss about the Management ? Answer : Introduction: Any kind of transaction is based on a detailed survey and negotiations. The negotiation process is a vital part of the human life and economy as well. It determines how much a product will earn and what amount of the product will be given against that amount. Negotiation or bargaining thus requires skill set and information regarding the product which is being sold. The determination of price, which is one of the basic concepts of economics, is based on the negotiation between the suppliers or producers and consumers. The demand and supply of a product in a market depends on the negotiation between the products supply and demand. The matter can be best shown through a figure as given below. Figure 1: Demand and supply of cars in general. Source: As created by the author. As the figure above shows, the negotiation between the demand and supply curves of cars is determining the equilibrium price and quantity (units in this case) at which the cars are being sold. While buying a car the negotiation is done among multiple key players. The major players are the buyers or consumers and the sellers of the cars. Apart from these two there are other key players like the person who provide the loan to the buyer for the purpose of this transaction, the insurance company representative who insures the car, the government who gets the expenditure tax, and many more. In the views of Corvette, while the negotiation process starts, it involves all the key players at different levels of the transaction process. There are various attributes that affect a negotiation regarding a transaction of a car like the attitude of the sales person, product design, production specifications, price of substitute cars and complementary goods like price of fuel, road taxes, and others. The report focuses on all these matters which affect a negotiation regarding the transaction process of a car. It considers the Malaysian market of cars. The cars which are considered in the report are Mazda CX-5, Honda CRV, Nissan X-Trail, and Korean Marques. For this purpose several measurements are used like GRIP, BATNA, ZOPA, and ACES (Gangopadhyaya et al. 1139-1140). Goals and objectives of the negotiation: The goals and objectives of the negotiation are as follows: Understanding the underlying basics and purpose of the negotiation regarding buying a cross-over type utility car, Finding out an efficient strategy for negotiation of buying a SUV car, Planning a session for the negotiation with the car dealers and bank personnel, Proper usage of communication skills and techniques to avert the potential conflicts with the other key players, Using general negotiation techniques finding out a solution which will be Pareto efficient for all the key players. Grip: The GRIP model is incorporated here to understand four critical attributes regarding the negotiation of buying a SUV car as given below Goals: The goals in this negotiation are different for different key players in this transaction. For example, the buyers primary goal is to maximize the utility from this transaction. For this purpose the buyer can: Ask for lower price of the car, Choose a car which consumes less fuel and gives more mileage, Choose a car which is more spacious, Choose a car which requires less servicing, Choosing a car which can travel easily through all kind of roads. The lower price will help the consumer to have more consumer surplus, which the consumer can appoint in some other transaction purposes. This will increase the consumers net utility. The consumer will try to choose a car which gives high mileage. It will reduce the fuel cost for the consumer. The difference a high mileage car can make will be strongly felt in the long run, as the consumer can save more due to less fuel consumption. It will also reduce the emission of greenhouse gases by the consumer. The environmental issues will also be addressed in this process. Choosing a car which is more spacious will give the consumer more comfort. A car which requires less servicing saves the consumer a lots of resources and time. Choosing a car which can travel through all kind of roads will ensure the cars durability (Beenen, Gerard and Barbuto 149-155). Roles: As stated by Mayer in this negotiation process the key role players are the consumers and the sellers of the vehicles, persons who provide loan to the consumers for buying the vehicle, the insurance company representatives who make insurance policies for the cars, and the government who receives the expenditure tax, and others. The consumers have the role of being the final consumers of the products which in this case are cars. The persons who are providing the loan are usually the banking personnel. The loans play a vital role in the transaction. A high rate of interest might discourage the buyers from buying a car. On the other hand, if the interest rates are reasonable enough, it might increase the sales of the cars. The insurance policies also play a similar role in this transaction. If the premium that has to be given in order to buy the car is high, it will reduce the sales of the vehicles, and vice versa. The expenditure taxes levied by the government also plays a huge role in determining the sales of cars. If the tax rates are high, people will opt for cars with lower prices and look less for luxury cars (Goldstein and Arnold 159). Interpersonal relationships: According to the ideas of DeMarr and De Janasz (654), the relationships between the key role players in the negotiation process revolve around the surplus that can be gathered by the buyer from buying the car and the seller from selling it. In the negotiation process, all the relationships revolve around the buyer (Beenen, Gerard and Barbuto 149-155). The situation can be depicted in the figure below: Figure 2: Interpersonal relationship and flow of product and resources. Source: As created by the author. As the figure above shows, all the key players have a direct relationship with the buyer, which is not in the case of the other key role players. At the end of the chain is the seller, who provides the product to the consumer in exchange of resources, which in this case is money. The resources reach the seller through various key role players. Process: As stated by Moffitt and Schneider (300-320), in this part of the model, the negotiation between the buyers and the other key role players take place. The system of the negotiation determines how the conflicts between the key role players will get resolved. In this negotiation process the buyer sticks to his or her goals (Gangopadhyaya et al. 1139-1140). The process will felicitate the buyer and help the person in acquiring the most possible utility from the transaction. The car that has been chosen by the consumer, from the given options of Mazda CX-5, Honda CRV, Nissan X-Trail, and Korean Marques will be purchased by the consumer by the end of this process. The consumer will negotiate with each of the key role players one by one and simultaneously, as given in the figure above. Batnas of the parties involved: Following the ideas of Ramsbotham, Woodhouse and Miall (165), in this negotiation process, the Best Alternative to a Negotiated Agreement will come when the consumer will find a better option than the negotiated agreement. The consumer can use the BATNA as a point of leverage. In this case, the consumer already owns an Audi 4, which is otherwise in good condition and fully functional. It will work as the consumers safety net if the negotiated option seems to the consumer as not desirable. Following the views of Gates, the utility the consumer can still derive from using the Audi 4 will be his opportunity cost in this case and also the BATNA for him. On the other hand, the seller of the Mazda CX-5, or the sellers of the Honda CRV, Nissan X-Trail, and Korean Marques have the BATNA of not selling their cars to the consumer if the price they are getting from the customer is not desirable to them. The situation can be depicted in the figure as given below. Figure 3: BATNAs of the involved parties in the negotiation. Source: As created by the author. In the views of Celllich and Jain (160), to achieve the desired BATNAs attractive alternatives are required for both the sellers and the consumer. To accomplish this, the parties need to think about a list of actions in case no agreement is reached between the sellers and the buyer. The sellers can lower the prices of the cars or give more attractive deals to the buyer. The buyer can go back to using his Audi 4 if the offered deals do not attract him. As per the ideas of Hicks and Tutu (150-160), if no proper alternative is found, the parties can look for partial solutions. The buyer can be given a offer where he can sell his old car to the seller and get a much more reduced and affordable price for the new car. Exploration of the zopas: The Zone of Possible Agreement or ZOPA in this case will be the intersecting point of the two parties arguments. It will represent a win-win situation. This will work as an equilibrium which will be affordable by both the parties. The situation can be Figure 4: Derivation of ZOPA from the BATNAs. Source: As created by the author. Following the ideas of Dietmeyer and Bazerman (100), to understand whether there can be a ZOPA, both the parties have to understand first the bottom line or the worst case price of the SUV car. If the price offered by the sellers and the price which the consumer is ready to pay does not intersect at any point, there will be no ZOPA, and the negotiation will fail to deliver a positive result. Both of the parties can overcome this situation by reducing the negative bargain zone. A negative bargain Zone will occur if the price of the SUV car offered and the price the buyer are ready to pay does not match at any point (Goldstein and Arnold 159). The situation is shown in the figure below. Figure 5: The negative bargain or mismatch between the two parties. Source: As created by the author. In the figure above the red zone shows the difference between the two parties offering limits. It represents the negative bargain of the buyer and the seller. To overcome this negative bargain both the parties have to follow integrative negotiation." The common interests of these two have to be considered here to find a solution (Baber, William and Ojala 6). The common interest of the parties is to achieve a utility from the transaction of the car. Determination of substantive and relationship reaching considerations: For the purpose of determining a substantive and relationship reaching considerations, the basics of the negotiations has to be understood. The negotiation is triggered by the degree of desire of buy or selling a car, which comes from the subconscious mind of the person. To understand this traits the following analyses are done. Jungian analysis: As per the ideas of Korda (200), the Jungian analysis gives an in-depth view of the unconscious mind of the parties involved in the negotiation. In this case, the purpose of the negotiation is to make a successful transaction of a car. In the subconscious mind the buyer has the desire of buying a new car. In order to make that desire a reality the buyer can sell his old car an Audi 4. He can also exchange it for a new car. As the buyers deep desire is to buy a SUV car, it is most likely that he will go to his extreme limits to buy the car. This is will drive him during the negotiation process On the other hand the seller has the target of selling cars (Christiansen et al. 243-247). He will try to make as much profit as he can, but he will not lose the chance of selling a car while doing so. Thus, he will reduce the price of the car keeping in the mind several issues which will determine the transaction (Clenney et al. 100). Price of the other SUV cars plays a crucial role in this neg otiation process. The subconscious mind of the seller will drive for making a sale. Thus the subconscious minds of both the parties have to be considered as they play the deterministic role in the negotiation process. Pre-preparations for negotiations: In the views of Folger, Poole and Stutman (350), the pre-preparation for the negotiation incorporates all the information gathering events which the buyer and the seller go through. These information helps the decision making process for the buyers, as well as the sellers. It incorporates gathering information regarding the car and the similar cars. In this case, the 2016 face-lifted Mazda CX-5 has a price range which varies from RM 142,375.50 to RM 142,775.50. The other comparable models incorporate Honda CRV with price RM 137,913 and Nissan X Trail with price RM 136,976.95. The Korean marques also have a considerable market in the country. Recently the price of these cars is falling rapidly, making it easy for the consumers to have substitutes. As per the thoughts of Waldman (110-130), for pre-preparations the buyer has to identify the key players in the negotiation and follow the information that has been gathered from the BATNAs and the ZOPA. These will help both the seller and the buyer to determine a substantive and relationship reaching considerations (Dygert, Claire and Elizabeth 105-110). Value creation: Following the views of Cloke and Goldsmith (550), the value creation process is typically connected to the sellers. Adding value to the product will increase its price and utility as well. The value creation process can get disrupted due to some internal as well as external factors. The internal factors of value creation process incorporate creation of an integrative negotiation. It will involve both financial and non-financial terms with the buyers (Dygert, Claire and Elizabeth 105-110). Both the parties require cooperating to achieve the maximum benefit possible by integrating the individual interests into an agreement. In the views of Ramsbotham, Woodhouse and Miall (641-651), only this way a win-win situation can be created. It is also called a Pareto efficient situation where, one party does not have to lose anything while another party increases his or her benefits from the negotiation. The situation can be depicted in a figure as shown below. Figure 6: Win-win pie chart for the buyer and seller of the car. Source: As created by the author. Following the ideas of Bolton and Croson (220), the win-win pie will show the situation in the ZOPA area. It shows that both the buyer and the seller get their share of benefits. The internal value creation process which is incorporated in the win-win pie incorporates several attributes like the attitude of the sales person, price of the other cars, internal strategies, and others. If the attitude of the sales person is friendly, it will make the buyers comfortable, and create a positive environment regarding the transaction (Howard and Vivian 250). It has the potential of making a negotiation successful. On the other hand, if the behaviour of the sales person is rough, it will work as a barrier for the buyer from buying the car from that particular seller. The price of other cars also plays a vital role in the value creation process which is incorporated in the negotiation. The price of the 2016 face-lifted Mazda CX-5 varies from RM 142,375.50 to RM 142,775.50, which is higher than the closer substitutes in the market. It can be used in the negotiation process as price signalling. Here, a higher price ensures a better quality which will attract the buyer. It also adds value to the product. The internal strategies in the car selling company are created in such a way that it adds to the value of the car. As stated by Whatling (332), there are various external factors regarding the value creation process like the rate of interest for the loan given by the bank to buy the car, price war by a similar company, the amount of premium, and many others. If the rate of interest is high, it will discourage the buyer from buying the SUV car, as the monthly instalments will be high for the consumers budget. On the other hand, if the rate of interest is low, the buyer will reconsider buying the car. And due to the low rate of interest the buyer may consider buying a high priced model, as he has to pay less amount of interest. The car has to be insured as it is a safer option , and the buyers are rational. If the premium of the insurance is high, the buyers may not afford it. Hence, even having a desire for buying the car, the consumer will back off from the transaction. However, if the premium is reasonable for the buyer, the deal will be done smoothly. The similar car sellers in the market can go for a price war in order to capture the better share of the market. This will reduce the value of the products in general. To compete with the other sellers, the seller of Mazda CX-5 will also have to slash its price. It might affect the quality of the product negatively. On the other hand, if the prices in the market remain stable, the research and development processes of each company will add value to the products consistently (Howard and Vivian 250). Recommendations: The seller of the cars can make a deal with the banks in order to provide a lower interest rate to the consumer. The seller of the Mazda CX-5 can make a deal with the insurance company to charge less amount of premium for insuring the car. Pressure the government to create a price floor for this type of cars in order to maintain the quality of the products. Explanation: If the car selling company can make a deal with a bank which will provide loans for buying the car at a lower interest rate, it will increase the number of sales for the company. It will also increase the transactions in the bank and thus benefit the bank. Similarly, the car insurance company which will make deal with the car selling company will also benefit from the deal. These two deals will make it easier for the consumers to buy the car. This is how the external value creation process will work. The government interference is needed in case of a price war breaks in. The government creating a price floor under which no seller can sell the cars will ensure that the quality of product remains intact. As stated by Mantel (240-250), following these procedures will not change the shares in the win-win pie chart, but it will enlarge as it will incorporate more values. Positive pitching ACES to close the deal: Following the views of Vindel and Harris (250-290), before pitching the ACES the environmental issues have to be addressed in the negotiation. The environmental issues mainly incorporate the emission of toxic gases from the cars. A car emits carbon monoxide and nitrogen oxides which affect the environment like green house gases affect. To reduce the emission rate, the buyer can focus on buying a car which gives better mileage. This will ensure less oil consumption and less emission. The buyer also can choose a car with more environment friendly engine system. These issues are must in any ethical negotiation process (Lee and Seung 320). Power play: Following the views and ideas of Hames (500), power play is a vital tool when it comes to negotiation. The negotiation results will be in the favour of that negotiator who possesses more power in the table. Using power play technique the seller can get the maximum amount the consumer is ready to pay. Similarly, the buyer can reduce the price to the minimum that the seller can possibly offer. Hence, the power play in this negotiation process has to be assessed from both the players point of view (Trajkovi?, Svetlana and Milos 220). To get the maximum amount the buyer can pay the seller can present the information in a biased way. The seller has to show the buyer that the car is the best in its category in the market and there are no other cars which will give the buyer the same level of satisfaction from using the car. The seller also has to show the buyer how much demand it is for the car in the market due to its positive traits. The advantages of using that car have to be highlighte d by the seller (Alexandris, et al 299-317). As per the ideas written in Harvard Business Review, the buyer, on the other hand, can use power play technique by showing reluctance in buying the car, as he already owns a car with good condition. He can demand for better specifications in the new car than his Audi 4. He can also use proper timing for buying the car. During the end of the year, the car sellers concentrate more on increasing the sales number. The buyer can take advantage of this fact (Schneider and Andrea 13). Due to the rising competition in the market it will be easier to persuade the seller for the buyer. The buyer can even urge the seller to bring in a reasonable interest rate from the bank and get a reasonable premium from the insurance company. It will save the buyer a huge amount of time and resources (Melzer, Philipp and Mareike 1-22). The buyer can replace the old car for the new car as the old cars market value is more than the new car. It will give the buyer an edge over the seller of the Mazda SUV. Product design: Product design is done by the sellers in order to make a sale. In this case, the cars that are being sold are created which, while designing, the producers focus on two facts as follows: How to make the design of the car attractive to the customer? How to make the product more environmental friendly? To achieve the perfect user and environment friendly the research and development department of the car producing companies are engaged. The cars chosen by the consumer here are Mazda CX-5, Honda CRV, Nissan X-Trail, and Korean Marques. The seller of the cars has the information that the consumer already owns an Audi 4. Hence, it will be tough for the seller to convince the buyer to go for a certain design as he already possesses a car which has high design value. To understand the requirements of the buyer, the seller has to use the BATNAs (Saarni and Carolyn 175-180). It will help the seller in determining how to approach the buyer regarding the designs of the cars. The buyers first choice is the Mazda CX - 5. It is comfortable and stylish at the same time. Along with these traits the car is spacious and serves as a utility car. This is the most required attributes of the buyer. The research and development of the cars producing company has used the KODO Soul of Motion design for Mazda CX 5, which gives the car a masculine beauty with a dynamic shape. The design philosophy used for this car by the producer follows the 5 point grille, defined body lines, which is accompanied by a powerful stance. The design matches with the type of the race cars. The first alternative that has been chosen by the buyer is Honda CRV. The car has one of the best designs produced by the Honda Company so far. It is also an utility car like Mazda CX - -5. The car designers have made it environment friendly with the help of the recent research and development departments findings. The car has a export quality which has been appreciated all over world. It increased the demand of the car. According to the Honda Motor Companys president Takahiro Hachigo the model, due to high production and demand carried some faults which were not captured at first test runs. It raised some quality issues. The company is taking care of the problem by focusing more on electrified cars for rebooting the automaker. According to the spokesperson of the company, the model needs to through some updates and changes, which will help the car reach to the standards it was expected to at first. The second alternative that has been chosen by the buyer is Nissan X-Trail. This model was created while focusing on the cross country boom in the economy. During the process the car remained rough around the edges. The design of the car is suitable for urban roads and simple. The past consumers have complained that the model has lost its usability over time. Being a utility car, the Nissan X Trail has lost its reputation due to this. To overcome the problems the company has used second and third generation technologies for enriching the cars utility. The company has adopted a detailed approach for updating the car to the standard it was expected by the consumers to be (Saarni and Carolyn 175-180). Product specification: To understand which car will be apt for the buyer detailed information is needed. According to Trappey et al. (650-670), the product specifications have to be considered in this case to compare between the options and choosing a suitable car. The following table consists of the overall product specifications for Mazda CX-5, Honda CRV, and Nissan X-Trail, which will help the buyer in determining the similarity and differences between the three cars. Specifications Honda CRV Mazda CX 5 Nissan X trail Type of vehicle SUV SUV SUV Type of fuel Petrol Petrol Petrol Engine 2354 cc 2488 cc 2488 cc Power 187 hp 185 hp 169 hp Mileage kmpl kmpl kmpl Torque 222 Nm 250 Nm 233 Nm Seating capacity 5 5 7 Side airbag for safety Yes Yes No On board computer Yes Yes No Fuel supply system PGM-FI Direct Injection MPFI Table 1: Product specifications of Mazda CX-5, Honda CRV, and Nissan X-Trail. Source: A created by the author. The above table will be required by the buyer to decide which car should be a suitable utility SUV Conclusion: As found here, the negotiation process will determine whether a car will be bought by the consumer. The buyer had three specific cars, Mazda CX-5, Honda CRV, and Nissan X-Trail in mind along with the Korean Marques. The buyer also owns an Audi 4. The buyer has the option of buying a SUV car from the given list above. He can also not buy any car at all. It will depend on the level of utility he thinks he will achieve from buying the car. If he thinks the Audi 4 will give him more utility than the SUVs, he will not buy any car. It the product designs and specification of the other cars attract him he will prepare his mind to buy a new car. For this, he will prepare for a negotiation. The negotiation process will then decide whether he will buy a car or not. If the negotiation process presents a win-win situation, the transaction and the purpose of the negotiation will be successful. To get there, the buyer and seller can use the concepts of power play. As the buyer already owns a car it will be easier for him to present strong negotiation points. All the cars in option pass the marks of being environment friendly and having attractive design. Hence, the buyer can choose any of the three cars. He can also not buy a car if he does not get an affordable bank loan interest rate and insurance premium. Hence the negotiation process holds the key of the final outcome. References: Alexandris, Kostas, et al. "The use of negotiation strategies among recreational participants with different involvement levels: The case of recreational swimmers." Leisure Studies 32.3 (2013): 299-317. Baber, William W., and Arto Ojala. "Cognitive Negotiation Schemata in the IT Industries of Japan and Finland." Journal of International Technology and Information Management 24.3 (2015): 6. Beenen, Gerard, and John E. Barbuto Jr. "Let's Make a Deal: A Dynamic Exercise for Practicing Negotiation Skills." Journal of Education for Business 89.3 (2014): 149-155. Bolton, G.E. Croson, R.T.A., 2012. The Oxford Handbook of Economic Conflict Resolution. Oxford University Press, USA. Celllich, C. Jain, S., 2011. Global Business Negotiations Across Borders (International Business Collection). Business Expert Press. Christiansen, Angela, Trish Prescott, and Judith Ball. "Learning in action: Developing safety improvement capabilities through action learning." Nurse education today 34.2 (2014): 243-247. Clenney, Elizabeth Foster, Todd J. Maurer, and Edward W. Miles. "Becoming a Negotiator: A Proposed Negotiation Skill Development Complexity Model." Academy of Management Proceedings. Vol. 2013. No. 1. Academy of Management, 2013. Cloke, K. Goldsmith, J., 2011. Resolving Conflicts at Work: Ten Strategies for Everyone on the Job. 3rd ed. Jossey-Bass. Corvette, B.A.B., 2014. Conflict Management: A Practical Guide to Developing Negotiation Strategies. Upper Saddle River, NJ: Pearson Prentice Hall. DeMarr, B. De Janasz, S., 2012. Negotiation and Dispute Resolution. 1st ed. Prentice Hall. Dietmeyer, B. Bazerman, M., 2011. Strategic Negotiation. Original ed. Kaplan Publishing. Dygert, Claire T., and Elizabeth Parang. "Honing Your Negotiation Skills." The Serials Librarian 64.1-4 (2013): 105-110. Folger, J.P., Poole, M.S. Stutman, R.K., 2012. Working through Conflict: Strategies for Relationships, Groups, and Organizations. 7th ed. Prentice Hall. Gangopadhyaya, Ananya, et al. "Assessing residents interprofessional conflict negotiation skills." Medical education 47.11 (2013): 1139-1140. Gates, S., 2011. The Negotiation Book: Your Definitive Guide To Successful Negotiating. 1st ed. Wiley. Goldstein, Arnold P. "Social skill training." In response to aggression: Methods of control and prosocial alternatives 98 (2013): 159. Hames, D.S., 2011. Negotiation: Closing Deals, Settling Disputes, and Making Team Decisions. Sage Publications, Inc. Harvard Business Review. 2011. Harvard Business Review on Winning Negotiations (Harvard Business Review Paperback Series). 1st ed. Harvard Business Review Press. Hicks, D. Ph.D Tutu, D., 2011. Dignity: The Essential Role It Plays in Resolving Conflict. Yale University Press. Howard, Vivian. "The Librarian's Guide to Negotiation: Winning Strategies for the Digital Age by Beth Ashmore, Jill E. Grogg, Jeff Weddle (review)." Canadian Journal of Information and Library Science 37.1 (2013): R2-R3. Korda, P., 2011. The Five Golden Rules of Negotiation (The Human Resource Management and Organizational Behavior Collection). Business Expert Press. Lee, Seung Hwan Mark. "Learning beyond Negotiation Tactics: The Sales Marketplace." Journal for Advancement of Marketing Education 24.1 (2016). Mantel Jr., S.J., Meredith, J.R., Shafer, S.M., Sutton, M.M., 2011. Project Management in Practice. 4th ed. John Wiley Sons, Inc. Mayer, B., 2012. The Dynamics of Conflict: A Guide to Engagement and Intervention. 2nd ed. Jossey-Bass. Melzer, Philipp, and Mareike Schoop. "The Effects of Personalised Negotiation Training on Learning and Performance in Electronic Negotiations." Group Decision and Negotiation (2016): 1-22. Moffitt, M.L. Schneider, A.K., 2011. Examples Explanations: Dispute Resolution. 2nd ed. Aspen Publishers. Ramsbotham, O., Woodhouse, T. Miall, H., 2011. Contemporary Conflict Resolution. 3rd ed. Polity. Ramsbotham, O., Woodhouse, T. and Miall, H., 2011. Contemporary Conflict Resolution: The Prevention, Management and Transformation of Deadly Conflicts. 3rd ed. Malden, MA: Polity Press. Saarni, Carolyn. "Improving Negotiation Effectiveness with Skills of Emotional Competence." Handbook of International Negotiation. Springer International Publishing, 2015. 175-180. Schneider, Andrea Kupfer. "Teaching a new negotiation skills paradigm." Wash. UJL Pol'y 39 (2012): 13. Trajkovi?, PhD Svetlana, and Milos Nikolic. "Business negotiation in management." www. japmnt. com (2014). Trappey, Amy JC, Charles V. Trappey, and Wei-Chun Ni. "A multi-agent collaborative maintenance platform applying game theory negotiation strategies." Journal of Intelligent Manufacturing 24.3 (2013): 613-623. Vindel, V. Harris, S., 2012. Reflexive Mediation: with a Sustainable Perspective. Reprint edition. Djoef Publishing. Waldman, E., 2011. Mediation Ethics: Cases and Commentaries. 1st ed. Jossey-Bass. Wha tling, T., 2012. Mediation Skills and Strategies: A Practical Guide. 1st ed. Jessica Kingsley Pub.

Samuel Langhorne Clemens, whom readers know as Mar Essays - Fiction

Samuel Langhorne Clemens, whom readers know as Mark Twain, has written many novels including The Adventures of Tom Sawyer in 1876; The Prince and the Pauper in 1882; Puddin' Head Wilson in 1883; and Twain's masterpiece The Adventures of Huckleberry Finn which was completed in 1883. Throughout Mark Twain's writings, Twain had written about the lifestyle in the South the way it was in truth and detail. Mark Twain was not predjudice in his writings, instead he stripped away the veneers of class, position, religion, institutions, and the norms of society through his use of setting, language, and characters. Samuel Langhorne Clemens was born on November 30, 1835 and died on April 21, 1910. He was raised in the South on a Missouri Frontier and when he was only four year of age he moved to Hannibal, a large Southern town on the banks of the Mississippi River.Raised in the slave state of Missouri, Mark Twain grew up with slaves. His father owned slaves and his uncle actually owned twenty slaves. He saw the way slaves were treated on the everyday bases especially when he went to his uncle's farm for the summer. At a young age Mark Twain witnessed a slave being killed just because he did one thing wrong. These things in his childhood lead me to believe that Mark Twain felt bad for African Americans and feels that they should be free. American should start to realize that African Americans are our equals. The Mississippi River is a key element in his two novels The Adventures of Tom Sawyer and The Adventures of Huckleberry Finn. Both the characters Tom and Huck are similar to Twain in their spirit of adventure. Throughout his writings Twain wrote about the oppression of the rich and poor, the strong and weak, and the proud and humble. In his autobiography he wrote "All negroes were friends of ours and those of our own age were inface comrades." Mark Twain could not find the realistic acceptance of friendships, loyalty, and courage in the adulthood of societies, and because of this he would always use a boyhood view of the world to contrast the adult hypocrisies. Mark Twain was honest and knew that he could only write from a realistic perspective and could not accept these hypocrisies of society . Mark Twain had paid much attention to detail in his descriptions of the South. In 1876 he had been placed at the head of the best seller lists for his release of The Adventures of Huckleberry Finn. The time period of the book exists just prior to the civil war, although it was written just after the war. In this book the reader is asked to see and judge the ante-bellum world through Huck's perception of it. It is written in a first person narrative form told by a teenage boy by the name of Huck Finn. He is living with Miss Watson and Widow Douglas who have adopted him. He decides that civil life is not for him and that he is going to run away. At the beginning of his adventure he runs into Miss Watson's runaway slave Jim. Instead of turning Jim in, Huck goes against society and makes a decision to help Jim break free from slavery. As they travel together, Huck learns more and more about Jim and starts to understand that the common stereotype of black people is wrong. Huck see s there is no different than anyone else. He starts to see that Jim is a loving caring person just like anyone else. My argument is that Mark Twain portrayed Jim in this way because that is how he really felt about slavery. He felt that African Americans are our equals and that the act of slavery should not be allowed. Twain depicts many of the white people in this story as thieves, murders, or all around bad people. He never once says anything bad about Jim even though he would normally be stereotyped as the person that would do all these things merely by the color of his skin. Mark Twain portrays his feelings through this story. Race is the underlining theme in this story. If you read

Three Day Road Mini Essay Example

Three Day Road Mini Essay Example Three Day Road Mini Essay Three Day Road Mini Essay War is a game of bloodshed, filled with feelings of enmity and hatred. Although this statement is involved, some people fight for their honour and love of their country aswell as pride, glory, and of course acknowledgement. The passage Three Day Road by Joseph Boyden brings us behind the eyes of a man in the battle of Vimy Ridge, World War 1.The nature of world war 1 is about using long range guns, resources, unexpected attacks, heavy artillery and of course the mood of this battle was melancholy, bitter and nerve-racking. Resources, unexpected attacks and heavy artillery all link together in a way, and these tactics deemed worthy in this battle. Both lines would have some of their forces using scopes to hit the enemy from afar. They would use objects, sheets and in the story cement statues to hide themselves while shooting at the enemy lines.The war was a game of chess, who could make the right move at the right time and perfectly forsee the enemies attack. In this story the Canadia ns charged with the Artillery Barrage and managed to get up close and personal to the Germans. The Germans, not used to the close combat when the Canadian forces ran to them reacted in the way the Canadians wanted, akwardly. For the first time, the faces of the Hun look nervous. The canadians are so close now that the rifle fire is almost useless, and the ones just ahead of me are on the German sandbags, stabbing their rifles at the men below them. (Boyden 238)The feelings melancholy, bitter and nerve-racking were expressed through the main character who was always scared of friendly artillery shooting up him, he was also always spectating his friends dying or dissapearing and generally had a negative experience with the war. When he goes to the charge he sees many of his friends die, and this sets negative tones and moods, it also courses adrenaline through the soldiers veins. Gilberto sees me too, and turns toward me offering his hand to help me up, an expression on his face as if hes finally found his long lost-friend. I reach up to take it, just as the smile on his face blooms into a red flower. (Boyden 236) So yes, the nature of world war 1 was not of flowers, or smiles but of gruesome outright bloodshed. It wasnt a organized fight where each line would stand on either side of a farmers field and shoot, it was about soldiers using advanced tactics to unexpectedly destroy the enemy in a heartbeat. This was a war of brutality.

Lead Time Management in Garment Sector Essay Example

Lead Time Management in Garment Sector Essay Example Lead Time Management in Garment Sector Essay Lead Time Management in Garment Sector Essay 2000). Lead-time typically includes two components: Information lead times (i. e. , the time it takes to process an order) and Order lead times (i. e. , the time it takes to produce and ship the item). Information lead time can be reduced by using very sophisticated and modern communication system while Order lead time can be reduced through efficient supply chain management (Simchi-Levi, David, 2000) A researcher named Marc Smith explained lead time in two ways (www. lsmar. com, 2004). First, Customer lead time, which refers to the time span between customer ordering and customer receipt. Second, Manufacturing lead time, which refers to the time span from material availability at the first processing operation to completion at the last operation. In his paper Marc Smith developed theories for the reduction of lead time in the equipment manufacturing company specially in vehicle manufacturing company. It is also applicable to the RMG sector. In the lead time reduction process, Lead Time Management in the Garment Sector of Bangladesh: An Avenues for Survival and Growth 20 identifying the beginning of the process and walking through the process is very important. In the RMG sector after order confirmation the process begins by sending information to the suppliers for raw materials (fabrics + accessories) and the process run through shipment of final product and received by the buyers. The whole of this process is comprised of the following steps order submission, scheduling sequencing, manufacturing and distribution. A manufacturer may be able to reduce lead time by taking some strategic measures in all of these four stages. From the above theory it is clear that the total lead time is customer lead time. Therefore we can write that; Customer lead time = [{Information lead time} + {Order lead time}] Total lead time = [{Information lead time} + {(manufacturing lead time) + (shipping time for import fabrics) + (Shipping time for export final product)} (Note that, Shipping time for import includes shipping time, unloading time and transport time from port to manufacturing point. Shipping time for export includes manufacturing time for final products and shipping time for export) Objective of the study The purpose of the present study is about analysing the present situation specially of the lead time management in the present business process of RMG export from Bangladesh. In view of the above purpose the specific objective of the study is to focus on reducing the lead time in relation to the business process and supply chain management. However the objectives of this study are; 1) To analyse the order lead time management process and 2) To develop a new business process to minimization of lead time Research Methodology The study is based absolutely on primary data. The primary data have been collected through free discussion and interviews with the key personnel of different company. Primary data have been collected from 50 Bangladeshi RMG units including 5 leading garment factories of Dhaka City on the basis of structured questionnaire designed in the light of the objective of the study. In this study the sample units have been selected randomly but 5 leading factories purposively. Interviews have been taken from Managing Directors, Managers and other officials of the merchandise department. Secondary data were also collected from some reports, articles, various stuffs that were provided by the companies. Collected literature, data and information have been analyzed in line with the objectives of the study. In this study conceptually developed some model, Lead time measurement equation have been used. As a real example, business process of a sample company has been discussed with the lead time measurement equation. Qualitative research method and various statistical tools like averages, percentages, growth rate etc. have been used in this study to interpret and analyze the collected data in the descriptive way. Findings and Analysis The RMG industry of Bangladesh still plays the role of tailor in the garments business. The required fabrics and limited accessories till now come from abroad. The industry is heavily dependent on imports and had to spend about 55-75 days to import fabrics from abroad (Nuruzzaman, 2007). This backdrop is the main reason for long lead time. Bangladesh garment export in volume is increasing @ 15-20 percent for the last 20 years, whereas Bangladesh RMG are depending only on Chittagong port (Nuruzzaman, 2007). The facilities of Chittagong port have not increased at the same rate. The containers kept stuck up in the port and 621 Nuruzzaman and Ahasanul Haque many containers remain jammed for 15-20 days, which is required to be released within three days. If the raw materials remain idle in the container at Chittagong port for 10-15 days, the garment industry would definitely face a serious negative impact (Kutubuddin Ahmed, 2002). According to an estimate, it takes about four days for goods to reach Chittagong from Singapore. But in a very sharp contrast, it takes about 18 to 19 days or nearly three weeks on average for the same goods to travel to the inland container depot (ICD) at Kamalapur in Dhaka. Besides the dilatory and cumbersome customs procedure and port operations also significantly delay the movement or release of goods. In Chittagong port it takes about 6 days to unload goods from a ship whereas for the same goods it takes just few hours in Singapore (M. Taheruddin,2004). About port management Mr. Anisul Haque, MD of Mohammadi group and former president of BGMEA stated,â€Å" Unfortunately we are spending 15-20 days to receive our fabrics from sea port to our factory and it is playing the main role to increase lead time†. Again to find out the probable causes of long lead time and for the empirical analysis 50 firms including 5 leading garments units have been chosen to collect primary data. They mentioned many causes behind this problem when interviews were taken but in the interview 100% i. e. f the 36 number respondents (Though 50 firms were chosen but 36 firms were interviewed successfully) put their comment on import dependency as a most important cause for increased lead time. Then 91. 66% i. e. 33 respondents on CBW, 75% i. e. 27 respondents on inefficient port management, 69. 44% i. e. 25 respondents on poor infrastructure and 41. 66% i. e. 15 respondents on communication system respectively. The same causes were ident ified in our analysis based on secondary data. This fact enhances the credibility of our findings. At the time of interview, the Managing Director of A. K. J. Fashions limited divided the lead time into three stages as it is illustrated in fig. -3. First stage, from P-Q (Fabrics suppliers – Sea port) the approximate lead time for the first stage is 40-55 days including the manufacturing time of fabrics, then from Q-R (Sea port Manufacturer) the approximate lead time for the second stage is 15-20 days and at last from RMG (Manufacturer Buyer) the approximate lead time for the last stage is 35-45 days. Figure 3: Basic Supply chain of Bangladeshi RMG Industries P Raw material Suppliers Source: Nuruzzaman, 2007 Q Sea Port R Manufacturers M Buyers The present estimated time from point Q to point R is unnecessary. Here the main task is unloading the container and carry it to the manufacturing point. The total procedure can be done by only 2 or 3 days through efficient management in port and good transportation system. But due to inefficiency of port management and poor transportation system it takes 15 to 20. From the above observation it is clear to us that, just for import of raw materials Bangladeshi manufacturers are forced to spend 55-75 days more. So import dependency for fabrics is the main reason of longer lead time. In the present analysis mainly the â€Å"Order lead time† (see the Lead time theory) will be considered and will be shown how can we reduce that time by an appropriate supply chain management. The manufacturers were asked a number of questions emphasizing this theme, how inefficient management in the chain can affect lead-time, and also what the consequences can be. In the interview when it was asked, all the manufacturers responded, order lead time is the main factor behind the lead time problem in the RMG sector. We can reduce maximum. 30 days by taking proper step in the supply chain. Most of the manufacturers responded that lead-time can be influenced if the buyer make contract with the raw material suppliers before giving final order to the manufacturers and if the government bodies take proper measures to increase efficiency at sea port. The Managing Director of Azmat Group stated, â€Å"We generally place order to the fabric suppliers after final contract Lead Time Management in the Garment Sector of Bangladesh: An Avenues for Survival and Growth 622 with the buyers and count 15-20 days to make fabrics. This manufacturing lead time can be reduced by the help of buyers or buying house. They can make ready their required fabrics at first and then they can make contract with us. As such we need not waste 15-20 days for the required fabrics. † Some manufacturers pointed out two main points responsible to increase lead time i. e. shipping time and unloading procedure at port. Some other manufacturers pointed out the poor infrastructure in railway and road transport to move their materials from port to manufacturers factory. They all believe that order lead-time can be reduced if government authorities take proper steps o increase the efficiency of the port and develop the rail and road transport. It seems that the respondents have different but almost same opinions on this issue. A manufacturer, K. M. Fashions Ltd. , expressed his opinion in a more logical way and stated, â€Å"To reduce lead-time effectively we have to reduce import dependency as soon as possible. Immediately we can reduce 30-40% lead time only by proper and efficient management in the supply c hain. † The largest RMG manufacturer Opex group responded, Lead time is generally 90-120 days for the woven garments. But immediately we can reduce 30% of lead time through proper management in supply chain during import of fabrics and 15% would be possible by only developing port facilities. If we develop our textile sector and procure fabrics from the local market we can reduce 60% of total lead time. For the knitwear garments we procure all raw materials from the local market so there is no lead time problem in the Knitwear garments sector. From the above discussion, it appears that the manufacturers of RMG sector mainly face order lead time problem and this problem occurred in the supply chain due to inefficient management. Time consumed in the first four steps in the supply chain is the basic reasons for increasing lead time. It is possible to reduce a major portion of order lead time by improving the other three areas namely, communication, port management and transport management in the supply chain. We can get a clear idea about lead time in the supply chain by considering the equation of lead time and put average estimated time collected from the interviews for each step. We know that; Total lead time = [{Information lead time}+ {(Order lead time)}] Or, = [{Information lead time} + {(time to manufacturing fabrics) + (time to shipment of fabrics)+(time to unloading fabrics and customs formalities at port) + (time to take fabrics from port to manufacturing point) + (time to sample approval and production of final product)+ Time to shipment or export of final products)}] Or, 120 = [{7} + {(15)+ (25)+(14)+(6) + (23)+(30)}] From the above equation, we can say that through the first four stages a manufacturer received fabrics from the suppliers after 60 days on average. Out of this the shipping time of 25 days is constant. There is no chance to reduce this shipping time but we can reduce the rest 35 days. There are two parties and various activities involved between suppliers and manufacturers in the supply chain. It can be seen in the fig. -4 broadly. The activities and time consumption area have been illustrated here through four boxes (A-D) or stages. Figure 4: Lead-time and fabrics importing process A B C D Manufacturin Suppliers Manufacturing g fabrics Shipping time (Receive order time shipment of fabrics) Unloading Manufacturer Unloading fabrics at sea s plant/ transportation time port warehouse Source: Nuruzzaman, 2007 623 Nuruzzaman and Ahasanul Haque After final contract with the buyers, manufacturers first place order to the foreign fabrics supplier (A). Then the supplier manufactures fabrics (B) and send fabrics by shipment. After a certain time the ship reaches at the port (C). Here after unloading and completing some custom formalities fabrics are sent through train or road transport to the manufacturers production-plant/warehouse (D). For this total process from A-D manufacturers need 55-75 days. At the time of import a proper management in the supply chain can reduce 30-35 days. The rest of the time of 25-35 days is needed only for shipment. It is known from the interview that most of the buyers have no regional offices in Dhaka. These are either in Bangkok or Singapore. One of the largest European garment sub-contractors based in Dhaka is Hennes Mauritaz (HM) from Sweden (Asia invest, p-11, Sector 4. ). The regional offices and the buyers resident in Dhaka can build a stock of the required quality of fabrics in advance before making final contract with the manufacturers. It will definitely reduce the manufacturing time. Again the proper and efficient management at port and good transportation system can reduce time to receive raw materials from port to manufacturing plants. But if we avoid fabric import altogether then we can reduce 55-75 days from the total lead time and we will be able to assure export of RMG products by 45-60 days regularly. Landmark group is a leading garment manufacturer in the knitwear sector of Bangladesh. It states, we do not face lead time problem for our RMG products. We generally take 45-60 days to export our product because we need not to spend any time to import raw materials. We procure all knit fabrics and accessories from the local market. Therefore in conclusion we can say that by efficient supply chain management we can reduce 29% of total lead time. But to survive in the competition we have to reduce lead time by minimum 50% and we can reduce 55-60% of total lead time by avoiding import and abolishing import dependency attitude. Analysis the lead time management of a model Company (Sharmin Group) The company’s some successful and unsuccessful business process with different buyers have been analysed here to have a clear idea about the way to minimisation of lead time. Generally, after getting final order, the company collects fabrics as per buyers direction from the foreign suppliers. After collection of fabrics they prepare sample as per design. Then after approval of the sample the company goes for mass production and shipment to the buyers. To complete the whole process the company generally takes about 90-120 days but sometimes for some buyers it takes about 110-140 days. There are also some buyers who complete the whole process by only 50-60 days. The company takes 45-50 days in all to approve the sample and finish the production following the sample approval process. We can see the sample approval flow chart in the fig. -1 of Appendix-1. Some buyers like BMB Apparels follows this sample approval flow chart, but most of the buyers even follow shorter processes. The interview was taken very closely with the Managing Director of Sharmin Group. At the time of interview he was found scared for the possible awful situation in the post MFA period. He stated, we have all but just for want of fabrics we are going to face stiff competition. What he said about the business operations of the company could be summerised as follows. After getting the final order, the company communicates with the suppliers through e-mail and over telephone. For this task the company spend few days. Mr. Hossain said that they were not worried about the information lead time. They generally take 5-7 days for this process. He said, â€Å"In the garment business suppliers are not permanent, we had to communicate with one or more suppliers for fabrics in time after getting final order. A good numbers of accessories are procured from the local market. So e-mail and telephonic communication are sufficient for the RMG companies. At the time of interview it was gathered that the company was facing problem mainly in the supply chain i. e. order lead time for importing fabrics. The company, Sharmin group also faces problem in the sample approval process. In the supply chain the company had to spend 45 days on an Lead Time Management in the Garment Sector of Bangladesh: An Avenues for Survival and Growth 624 average which is not negligible . Again, the sample approval process is also cumbersome. It takes enough time and thus contributes to increase lead time problem. Mr. Hossain expressed that the company could reduce a certain portion of lead time by taking some appropriate measures but 60% of lead time can be reduced by avoiding import dependency and by considering alternative source of fabrics supply. In Fig. -2 of appendix-1 the estimated time can be seen at different stages of the manufacturing process of Sharmin group. The estimated time was shown according to the information delivered by the Managing Director of Sharmin Group. Most of the buyers follow in this process to purchase garments from this company. At the time of our discussion on the present situation of the RMG business, Managing Director of this company told us that he was afraid for the post MFA period. The company was certainly going to lose its business due to long lead time in the post MFA period. He urged that immediately we should take some proper measures to reduce lead time. At the time of interview it has been informed that the company was doing business successfully with a European company where lead time was in between 45 to 60 days. It is the competitive lead time in the RMG sector of Bangladesh. In the figure-2 of Appendix-1 total business process of Sharmin group has been visualised through A-F stages. From this figure we can get clear information about the estimated time in six different stages like, A-B, B-C, C-D, D-E, E-F and from F to Buyers. The total lead time in this process for Sharmin group is 120-140. There is a buyer named BMB Apparels doing business with Sharmin. It strictly follows 100% of the sample approval flow chart the RMG business process like the figure-12 (see appendix-1). Therefore its average lead time is 130 days. But the other buyers like JC Penny, American Eagle do not maintain the sample approval flow chart of fig. -1(Appendix-1). They approve sample in a normal procedure and spend 5-10 days for approval. In this case they take help from local office or local agent. Therefore their average lead time is in between 90-120 days. At present the company is doing business successfully with Corona maintaining a minimum lead time. In this regard Mr. Hossain urged, â€Å"we have to consider this success story with the buyer like Corona and find ways and means to deliver garments product to the buyer by 45-60 days†. When asked for the reasons for the success in the business to the Managing Director, opined his success is mainly due to the procurement of fabrics from the local market. The buyer Corona at first makes their fabrics ready then contact with the manufacturer for order placement. The buyer takes just one or two days for sample approval. As a result the company is able to cut down the lead time by about 60-70 days. According to the figure-2 (Appendix-1), the average information lead time is 6 days and the average order lead time is 129 days for the Sharmin group. So reduction of order lead time is the crux of lead time problem. Out of 129 days, in the supply chain, total average lead time is 52 days. By taking some proper measures like making fabrics available in advance, developing inland transportation system, improving management efficiency at port etc. , it is possible to reduce about 23 days in B, C, D and E stages of supply chain. In the supply chain the rest of the time is for shipment. The company can cut down this time only by avoiding import. It is also possible to reduce 30 days in sample approval process by adopting normal sample approval process performed by other buyers or by encouraging the buyers to open a local office in Bangladesh. Considering the equation of lead time and putting value in that equation three types of buyer of this company can be analysed. First time we are considering BMB apparels from UK. We know that; Total lead time = [{Information lead time}+ {(Order lead time)}] Or, = [{Information lead time} + {(fabrics manufacturing time) + (fabrics shipment time)+ (unloading and transportation time) + (sample approval and production time of garments product)+ (shipment time for export of final products)}] = [{6}+ {(11) + (24) +(12)+(35+12)+(30)}] So, total average lead time = 130 days In this study for the BMB buyer, manufacturers order lead time is 124 days. In the supply chain the company spends totally (11+24+12) = 47 days for import of fabrics where 20 days can be saved. 625 Nuruzzaman and Ahasanul Haque Time for the last two stages is common for all manufacturers. Here manufacturer spends (47+30) = 67 days where maximum time is consumed by sample approval. The company spends about 35 days for sample approval process for this buyer. It is unusual. So here sample approval process is the main reason for increasing lead time. Secondly, the buyer JC Penny from USA has been considered. For this buyer, Total lead time = [{Information lead time}+ {(Order lead time)}] Or, = [{Information lead time} + {(time to manufacturing fabrics) + (time to shipment of fabrics)+(time to unloading fabrics and customs formalities at port) + (time to take fabrics from port to manufacturing point) + (time to sample approval and production of final product)+ shipment time to export of final products)}] = [{6} + {(12)+ (25)+(14)+(6) + (23)+(30)}] So, total average lead time = 116 days Now form the above calculation it is clear that doing business with the buyer JC Penny, USA, manufacturers order lead time is 110 days. In the supply chain the company spends totally (12+25+14+6) = 56 days for importing fabrics where about 24 days can be reduced. Times for the last two stages are common to all manufacturers. Here manufacturer spends (23+30) = 53 days. Where maximum 10 days is spent for sample approval. It is a normal process. So in the above calculations it has been observed that the four values as underlined above are the principal reasons for the increase of lead time. Thirdly has been considered the buyer of ‘Corona’ from Italy. For this buyer, Total lead time = [{Information lead time}+ {(Order lead time)}] Or, = [{Information lead time} + {(time to sample approval and production of final product)+ (shipment time to export of final products)}] = [{1}+ (17)+(30)}] So, total average lead time = 48 days. Here in this case the manufacturer does not have to import fabrics for Corona. The buyer himself supplies fabrics from their own textile mill located in Bangladesh. For this reason the order lead time is only 47 days. After getting order the company spends totally 48 days in the supply chain to export final products to the buyer. In this case as there is no need to import of fabrics the RMG company does not face any manufacturing lead time, transportation related problem and unloading related problem at port. Therefore the manufacturer does not have any problem in the supply chain. We know time required for the last two stages are common to all manufacturers. So there is no scope to reduce this time. Here buyer (Corona) communicates with the prospective manufacturer over telephone and takes the sample to the manufacturer physically and approves the sample within two/three days. For that reason information lead time and sample approval time are very minimal in the total lead time. From the above discussion and analysis of some buyer’s success and other failure in reducing lead time, one can draw a conclusion that if Sharmin group could avoid import and collect fabrics from the local market, the lead time would be between 45-60 days. It will be more competitive if the buyer would open a local office in Dhaka. This will minimise sample approval process. While integrating all the findings from the survey and the case study we can draw a conclusion that in the current RMG business manufacturers are facing lead time problem due to import dependency i. e. import of fabrics from foreign market. This problem is exacerbated due to inefficiency in the supply chain management. Lead time could be further reduced by taking some appropriate measures in manufacturing, unloading and transportation system but it does not help the manufacturer to be more competitive. If the manufacturers could find some alternative source of supply in the local market and collect fabrics locally. That will be more logical, appropriate and helpful in the direction of lead time reduction. Considering all the above analyses a new model of RMG business process has been proposed in fig. -7, which is expected to be helpful in reducing lead time. Lead Time Management in the Garment Sector of Bangladesh: An Avenues for Survival and Growth Figure 7: Proposed business process for RMG Industries in Bangladesh Buying house/ Buyers agent 626 Foreign buyers Local market Garments company (Manufacturer) Backward linkage industries Buyers own textile mills Order flow Collect raw materials Final product supply flow Information flow Conclusion The RMG sector of Bangladesh has entered in the quota free market after 2005. From that time this sector is in a very disadvantageous situation due to long lead time which has negative impact on export growth. Through analysis of empirical data it has been found that import dependency is the major bottleneck and it is the main factor for greater lead time. Just due to import of fabrics manufacturers are to count shipment time, unloading time, customs clearance time and transportation time from port to ICD( Inland container depot ) at Kamalapur, Dhaka. Import dependency arises out of the absence of sufficient backward linkage industry and for this reason a total additional 55-75 days are spent in the import process of fabrics by RMG sector of Bangladesh. As a result this sector is facing long lead time which is 90 to 130 days on the average. From the analysis it is clear that the impact of information lead time is very negligible on total lead time. It contributes only 6%. However, order lead-time has a great role to increase the lead time. By the analysis it was found that fabrics manufacturing time, shipping time, unloading time and transportation time are included in the order lead time. In conclusion considering the above analysis it has been found that import dependency is contributing 50% or more in the problem of long lead time and it is the main factor for the problem of long lead time in the RMG sector. Sample approval is another factor contributing for long lead time. The buyer from Italy for ‘Corona’ brand taking 48 days to complete all the process. It is the standard lead time to compete with the other manufacturer and exporter of the world. It becomes possible only for avoiding import of fabrics. For the buyer of Corona, manufacturer collects fabrics from the local market from their own textile. So, reduction of lead time is possible when the RMG sector ensure the availability of fabrics from the local market by developing backward linkage industry specially in the oven sector and by establishing textile mills by the buyer for their own consumption. 27 Nuruzzaman and Ahasanul Haque Azad, R. (2004), Readymade Garment Industry in Bangladesh: Competitiveness and sustainability, unpublished Ph. D. thesis, Dept. of Marketing, R. U. , Bangladesh. BGMEA research cell, BGMEA, BTMC Bhaban, 7-9, Kawranbazar, Dhaka. Charles J. Murgiano, CPIM, Short lead time=Tall profit, Wellesley: Waterloo Manufacturing Software, Advanced Planning and Sched uling Technology Paper, waterloosoftware. com/leadtime. html, Retrieve; December 10,2007. Cooke and Morgan (1998), The Association Economy, England; Oxford University Press. Gothenburg University website (2005), http://elsmar. com/Lead_Time/tsld006. htm, Retrieved on September, 2005. Khan, Shahiduzzaman (2007), â€Å"Apparel Industry faces daunting tasks ahead†, Editorial report, Financial Express, September 9, 2007. Kutubuddin Ahmed (2002), Impact of MFA phase out on the apparel industry of Bangladesh and remedial measures fir its survival, Bangladesh Apparel and Textile Exposition souvenir, Dhaka, Bangladesh. Li, J. Q. , Shaw, M. J. and Tan, G. W. , (2000) Evaluating Information Sharing in Two-level supply chain, management science, 1999. M. Taheruddin (2004), Problems and prospects of Garment Industry, The Daily Ittefaq, Wednesday, 23rd June, Dhaka, Bangladesh, P- 10 Munir Quddus, Salim Rashid (2000), Entrepreneurs and Economic development- The Remarkable Story of Garment Exports from Bangladesh, The University Press Limited, Dhaka, Bangladesh, P (23-80). Nuruzzaman, Md. (2008), â€Å"Lead time reduction and the application of Process Management- A study on selected RMG units in Bangladesh†, Journal of Business Research, Vol. 10, June 2008, P-63 Nuruzzaman Md. (2007), Developing Export of RMG products in Bangladesh: Analysing the lead time†, Management Trends, Vol. , No. 1, P- 1 Nuruzzaman, Md. (2005), â€Å" Development of Readymade Garment Business (RMG) in the process of Lead Time reduction- A study on Bangladeshi Readymade Garment Sector†, Draft Master Thesis, GBS, Gothenburg University, Sweden Schary, Philip B. (2000), Managing the global supply chain, Indian edition, Viva books private limited, Delhi. Simchi-Levi, David, Kaminsky, Philip. and Simchi-Levi, Edith (2000), Designing and Managing the supply chain, McGraw-Hill international edition, Singapore. References [1] [2] [3] [4] [5] [6] [7] [8] [9] [10] [11] 12] [13] [14] [15] Lead Time Management in the Garment Sector of Bangladesh: An Avenues for Survival and Growth Internet source: http://elsmar. com/Lead_Time/tsld006. htm Retrieved on July 2004. 628 Appendix-1 Figure 1: Sample Approval Flow Chart Proto type Sample Green Seal Sample This should be made in the correct weight of material or knit. Requested by the QA/ Buying Office when an order is placed. The quality assurance team will make comments regarding fit and size. Also 1 meter of the intended bulk base fabric must be submitted for UK fibre content testing. Along with the completed test report request from stating the tests proposed for the style. Please note green seals will not be approved without the completed test request form Red Seal Sample A full size set in the correct base quality fabric and trims, in any available colour are requested in accordance to the critical path,(with enough time for a second remake to be made if necessary) before production commences. No samples are to be sent in substitute base fabrics. A full size set is required for all styles, but not all colours. Photo Samples and Presentation Samples The above samples must be a good representation of production in bulk fabric with correct details and trims( including labels). We require 2 samples per colour/style. Sizes to be confirmed by buyer. Press Samples Press samples will be required for ceretain styles and must be a good representation of production in bulk fabric, with correct details and trims(including labels). Sizes to be confirmed by buyer. Gold Seal Samples One sample of each colour in each size must be sent to the quality assurance team for the attention of the relevant technilogist. A minimum of 3 working days must be allowed for approval prior to shipment/despatch from factory. i. e. If 6 sizes and 5 colours, one samples of each size in each colour, and two sizes in the same colour. These need to be correct for style, size specification, fabric colour, trimming qualities and colours. Made to the correct manufacturing standards on the correct machinery. Mock Shop Samples Four samples per colourway, correctly packaged will be required with the gold seal samples for mock shop purposes, the buyer will confirm these. No shipment can be made without a signed certificate of relese from both the inspection team and buyers quality assurance department Repeats There is no requirements to obtain green red sealing samples for repeat purchases. However gold seals are required. Contract Placed Green Seal Sample Test request form to be completed Red Seal Sample Photo Press Sample Presentation Sample Gold Seal Samples original test reports. Approved certificate of release to be obtained Mock Shop Samples if required Inspection Shipping Source: constructed for this study based on interview 29 Figure: 2 Nuruzzaman and Ahasanul Haque A Manufacturer communicates with the suppliers Information time, 5-7 days Suppliers (Receive order of fabrics) Manufacturing time, 10-12 days Manufacturing fabrics shipment Shipment time, 2225 days Unloading fabrics at sea port transport to the Manufacturing point Unloading transportation time, 10-14 days Sample making, approval production Sample approval production time, 45-50 days B C D E F Shipment to the buyers Shipment time, 28-32 days Final destination Source: Constructed for this study Based on Interview

Source Essay analysis and interpretation Example | Topics and Well Written Essays - 1250 words

Source analysis and interpretation - Essay Example and at different points of time, but in the end they give us a clear picture of the life in the city as well as some of the transformation it went through. Dickens in his article, â€Å"A Dickensian View of New York† begins by giving a dismal view of the city, painting a busy, filthy but beautiful and full of life. Dickens focuses upon the struggles, the darkness and the tough survival of the city. He talks of the beautiful metropolis of America on one hand and the other aspect comprising of â€Å"confused heaps of buildings,†¦.city’s hum and buzz† on the otheri. He compares it to Boston saying that in contrast to the same, New York was not a clean one and did not have clean well maintained houses. This is a little unlike Mrs. Trollope’s view in â€Å"Mrs. Trollope Visits New York City† where she clearly mentions that the rich lived in exotic houses well maintained and decorated, comparable with those of Paris and also London. Dickens calls the ferryboats â€Å"restless Insects† and the ships in contrast to these were majestic. Mrs. Trollope approaches the city’s description with a calmness, which captures the beauty of the New York City in early nineteenth century. She calls the sea liquid gold and says, â€Å"we darted past the green isles which rise from its bosom, like guardian sentinels of the fair city, the setting sun stretched his horizontal beams farther and farther at each moment, as if to point out to us some new glory in the landscape†ii. Thus while she brings out the peace of the scenic beauty, Dickens mainly talks of the hustle- bustle of city life. If we recall some of his novels one might however find his style of creating a contrast between the riches and poverty. Even in this article he adopts the style especially when compares New York to Boston and the ferry boats to the ships. This shows that Dickens was looking into the livelihood of the economically backward or the middle and lower classes of the society, rather the working class. However