Globalization and the Society Essay Example | Topics and Well Written Essays - 1250 words

Globalization and the Society - Essay Example (Pros and Cons of Globalization, 2012) Most of the time globalization is used to refer to a particular specific aspect- economic integration throughout the world. This essay will examine the term of globalization, how it has been achieved, what benefits and drawbacks it brings to peoples’ daily life. Based on these facts and arguments, this essay will finally consider from different points of view whether globalization is good for society or not. Globalization began along with the time of the industrial age. Industries produced goods in a mass quantity without any specific market orientation; therefore they started to sell products across the board. Export became more efficient for business, so they wanted to replace production to a place with more affordable labor and cheaper production cost. Thus, replacing production location allows businesses to produce more at a cheaper price in a market where demand is higher. Free Trade Agreement allows free moving to industries among d ifferent countries; therefore it brings welfare to all countries for several reasons. First of all, globalization provides an opportunity for finance. Before globalization, businesses were limited only to domestic sources of finance from investors. But today, countries become closer therefore limitations on finance sources fall. In a global economy, entrepreneurs have an opportunity to gain investment form any country. For example, a company based in Mexico, can easily get investments from the US, Canada, Europe or Asia. This practice is becoming more common globally. This opportunity is available not only for developed countries, but also for developing countries. For example, African countries can gain funds form countless international sources like Kiva International, an organization that provides funding to poorest, allowing them to turn ideas into businesses (Faiola, 2009). Economic integration with foreign countries makes economic growth more constant and faster than those cou ntries that try to dissociate itself from all. China is a great illustration of international integration. To become a globally active nation, China has broken traditional principles of being individual and ignoring other countries. As a result, it could not be unnoticed that China is the fastest growing nation in the world nowadays. According to statistics, an open economy has a rate of growth of 2.5% higher than in a closed economy due to the process of globalization (Dreher, 2006). An open economy in this case has been achievable due to the globalization process that has taken place around the world allowing for different countries to financially interact with one another for mutual benefit. Business across the borders has proven to be a sustainable practice that allows the countries that practice to access markets that would have previously been inaccessible due to their location (Vujakovic, 2010). The open market has served to increase the financial wealth of a country as it ha s provided more opportunities to conduct business besides the local industries that are available. Globalization has enhanced the relationships that exist between countries thanks to their interaction with one another that has allowed them to get along and in the process reducing the prospect of war between countries (Scholte, 2005). Globalization has enhanced the bonds that exist between countries as they work together to enhance their financial and political strength meaning that there is little opportunity for them to come up with reasons for disagreements as they are in the process of working together for the common good of both of their nations. Improved relationships

None Essay Example | Topics and Well Written Essays - 250 words

None - Essay Example The Church, normally respected by the Americans, considers that when imitating evil spirits, people take over demonic disposition and destroy their appearance that was given to them by God. Such behavior contradicts Christian foundations; however the Americans never cease being true believers. Also there are usually acts of â€Å"petty vandalism† which the Church also does not approve of – children break glasses, burn trees, etc. Though in the 1920s the scouts called to introduce the practice of â€Å"trick or treat† instead, sometimes people still like to commit something they would not usually do in their normal life. Respectable businessmen are likely to turn over garbage bins, stewardesses (mainly on domestic flights) dress up like a witches or fairies, teachers have no less fun than their students. It is really an unusual tradition – to wear a mask and play a role quite opposite to what one is in the society. Both children and grown-ups enjoy themselves and have fun meeting November in the costumes of witches and vampires, throwing eggs, taking part in the â€Å"best costume† competitions, and eating pumpkin dishes. It reveals the Americans being in need of throwing away from time to time their â€Å"normal† social roles and taking up something quite uncommon. It would be incorrect to state that the Americans are the only nation incorporating both pagan and Christian traditions into their culture. However, in order to answer this question it is important to have a look at how the feast of Halloween reflects the peculiarities of American mind and culture on the whole, and at what it reveals about the Americans. There is no other feast that would be as dear to each American’s heart as Halloween is. To my mind, it is based upon the national tendency to enjoy trick effects and shows. It should also be mentioned that celebrating Halloween is a part of American death-denying culture pointed out by Mitford, as it teaches –

Critical thinking Essay Example for Free

Critical thinking Essay (i) Compound argument is one claim made up by two claims with using or or and to combine the two claims in the sentence. The argument has multiplicity on at least one side of the statement. For example, apple is not orange or apple could not make an orange Juice. Although there are two claims in this sentence, but it Just can be considered as one claim only. Source: http://www. westminsterreformedchurch. org/Logic/LogicTerms/LogicTerms. compound %20argument. htm Answer (it) Concealed argument defined as the claim where uses slanter in order to convince omeone of their claim without using any argument whatsoever. Slanters are the various linguistic devices commonly used to attempt to persuade without argument. Concealed claim contain dubious claim to a loaded question, such as When did you stop beating your wife? . The answer may conceal the fact which called as concealed argument. Source: Critical Thinking Information Literacy across the curriculum, Retrieved from: http:// www. bellevuecollege. edu/lmc/ilac/Curric/kint/phi17. htm Answer (iii) In the principle of rational discussion, we have to assume several things such as the erson who is discussing with us or whose arguments we are reading. On the other hand, we must know about the subject under discussion and whether is able and winning to reason well, and also make sure it is not lying. Before involve in the discussion, we must make sure we do not bring in any bad emotion such as fear, spite or pity to avoid unfairness. So that, we will give a valid reason for the argument with rational thinking and lead to a good conclusion. Another thing we have to consider carefully, do not introduce new arguments while another argument has yet o be resolved because it will lead to confusing. Yet, we must provide the evidence for our position or arguments otherwise our argument or claim will not be valid. Source: Hooks (2011). Critical Thinking: The Rational Discussion Flowchart, Retrieved from: http://www. 606studios. com/bendisboard/showthread. php? 208669-Critical-Thinking- The-Rational-Discussion-Flowchart Answer (iv) Fallacies defined as a mistaken belief, especially one based on unsound arguments. It also can be defined as a claim that someone gives to another person is not good. It ay contain some bad emotion such as appeal to fear, pity, spite, and prejudice. One of the example of fallacies: All dogs are animals. Ginger is an animal. So, Ginger is a dog. In this sentence, Ginger may or may not be a dog. The conclusion is not true that direct conclude that Ginger is a dog, therefore the argument is fallacy since there is no prove for its position. Another example from the author, Bubbly, she said that ner triend, Joanna was spread out the rumors without evidence and concluded Bubbly is a bad person. Joanna doesnt not has any prove on her argument and it is ust came from she heard.

Factors for the Development of Trigger Points

Factors for the Development of Trigger Points Introduction The primary mean of locomotion which enables human and other animals to move on their foot is running. There are some regular points the gait cycle during which both the feet are not on the ground in running. Running has aflightphase during which neither limb is in ground contact. Running gait can be divided into two phases in context to the lower extremity which is  absorption, propulsion, initial swing and terminal swing. As per electromyographic data suggests: as speed increases, ilio-psoas, gluteus maximus, gluteus medius, hamstring and rectus femoris all developed larger peak forces throughout the stride cycle. The peak force exerted by gastrocnemius increases as speed increased from 3.5 to 7m/sec but showed no significant changes thereafter. The peak force exerted by soleus also increased from 3.5 to7m/sec, but furthermore t decreases till 9m/sec. soleus, gastrocnemius and vastus provides approximately 75% of the total vertical support impulse needs to accelerate where soleus alone contributes 50% of all. The vertical ground reaction force increases for speeds up to 7 m/sec is almost entirely of soleus whereas vastus to the vertical ground reaction force does not affect with increase in running speed. The rate of ankle plantar flexors shortening increases with the running speed and solus and gastrocnemius contracts at37% and 23% of their maximum shortening velocities respectively.as a result, onl y 30 and 40% of their peak potentially developed by soleus and gastrocnemius respectively during sprinting.inspite of producing significant and large amount of forces whetreas they did not contribute in knee-hip joint accelerations during swing phase. if we compare sprinters with non sprinters;the previous one has greater thickness with longer fascicles of their gastrocnemius and vastus lateralis muscles on ultrasound imaging,than later one.(abe et al.,2001) The plantar flexion moment arms were 25% smaller of sprinters than those of non-sprinters and this difference was highly significant. garth and miller examined 17 athletes who presented for treatment of incapacitating pain and soreness located posteromedially along the middle two thirds of the Symptoms were aggravated by repetitive wt.bearing which was referred to as shin splints. Due to excessively pronation caused by hyper mobile midfoot flexible pes valgus, muscular imbalance etc, the flexor digitorumlongus and flexor hallucislongus can become overloaded and vulnerable to develop trigger points in these muscles. The lateral compartment syndrome is likely to develop in runners with excessive pronation and abnormally mobile subtalar joints can also be overloaded in high arched supinated foot with triceps surae weakness as well as can be suggestive of peroneus longus and brevis trigger points. Myofascial trigger points:-Travell and Simons defined it as a hyperirritable contraction knot usually present within muscles or its fascia which produces pain on compression and can give rise to specific referred pain ,motor dysfunction ,and autonomic phenomena in a specified referred zone which rarely coincides entirely with dermatomal segment. Trigger points are manually palpated with following characteristics including local twitch response, jump in sign, referred pain zones and autonomic phenomenal changes. As suggested by Travell and simons in 1999 in their trigger point manual book,the etiology of trigger points involves all three factors that includes biomechanical,CNS,and local myofascial tissues. As per microscopic and biopsy studies, which has been done of local myofascial tissue where there is presence of trigger points revealed and explained these contraction knots as round,large and,darkly staining fibers.presence of these knots causes significant increases in average diameter of muscles. spontaneous electrical activity (SEA) in TrPs have also seen and studied through electromyographic studies while adjacent muscle tissues were electrically silent which suggested and implicated neuromuscular junction and motor end plates interchangeable, nevertheless the motor end plates describes structure and the neuromuscular junction reflects function. Gunn and Milbrandt in 1977 was first explicated and find correlation between motor end plates and trigger points also known as myalgic spots . As stated by Travell and Simons in context to motor end plate dysfunction that due to  excessively release of Ach from presynaptic nerve terminal leads to rapid activation of the  nicotinic Ach receptors on the post synaptic terminal which results in muscle action potential and muscle contraction. Since this hypothesis of travell and simons was one way to interpret EMG results but EMG for post synaptic fibers ,there is increase in SEA in trigger points that could be a characteristics to the result of presynaptic,synaptic or post synaptic dysfunction and can be inherited or acquired. As a general rule, factors for the development of trigger points includes muscle overuse or direct/ indirect trauma which may be the results of sustained low level or repetitive muscle contractions,eccentric/concentric,submaximal/maximal muscle contractions. Although muscular damage is not necessary all the time for development of trigger points there may be injuries at the microlevel which includes damage of cell membrane ,sarcoplasmic reticulum with release of high amounts of ca2+ ions,and disruption of proteins like desmin,titin or dystrophin. Mechanical muscle contractions exceeding respective muscles capacity is defined as overuse.as we know that arterial capillary beds blood pressures approx 35mm hg at the beginning and venous capillary beds pressure at the end is 15mm Hg which used to be obstructed during muscle contractions and recovers with relaxation;known as muscular pump. However,Muscular metabolism is maintained by oxygen and glucose which faces crisis during sustained muscle contractions.Even contractions performed at only 10 % and 25 % of maximum voluntary contraction (MVC) may alter and produce impairment in blood circulation of muscles, As per Otten ;pain and trigger points may be developed by increased or alterations in the pressure gradients during low level exertions(personal communications 2005). During submaximal concentric contractions, ATP is utilized for 4-6 seconds initially from muscle’s storage and subsequentally it shifts to direct phosphorylation of ADP through creatinine phosphate. Stored ATP and CP provides enough energy and power for approx 14-16 sec but thereafter physiologically a short span of rest is needed to replenish the exhausted reserves of intracellular ATP and CP. As a general rule if ATP demands are within the capacity of the aerobic pathway muscles  can continue its activities for hours but as demand exceeds;anaerobic glycolysis will start contributing of the total generated ATP. This further leads to crisis of ATP and sustained sarcomere contractions starts the progression of trigger points. The Eccentric contractions are commonly used to control the rate of movement in our body. although there is no solid correlations between eccentric loading and development of trigger points. Itoh et al found in their study in which middle finger extensor muscle was being eccentrically loaded. After 3 sets of exercise ,one day and two days after exercises ,findings were similar encapsulating tender taut bands which were painful on compression;suggests that eccentric  loading may be correlated with development of trigger points. There are biopsy studies also who confirms and suggest the role of eccentric contractions in disruption of cytoskeletal structures especially desmin , and titin (largest in our body);a protein which interconnects the adjacent myofibrils and connects myosin filaments to the z-bands with a linkage to actin filaments ;respectively. Prolonged ecentric exercises enlarge the muscle fibers microscopically and all these enlarged fibers are exclusively fast glycolytic type(typeII) which considered as highly fatiguable and unable to regenerate ATP in early exercise period It results a high stiffness state of fibers which on stretch disrupts leading to cytoskeletal and myofibrillar damage. Apart from this in eccentric exercised muscles there is increase concentration of calcium due to sarcoplasmic reticulum disruption that keep actin and myosin molecules together an activates several mechanisms which may further damage cell membrane and cytoskeletal disruption and again the same results that is development of trigger points. Jump in sign is an response to pressure applied on a trigger point which may leads to wincing, crying, or withdrawing by patients. Local twitch response is a fleeting response or contraction of tense muscle fibers or group that traverse a trigger point on response to stimulation via snapping palpation or needling of trigger point or its surrounding area. Referred autonomic phenomena: vasoconstriction (blanching), coldness sweating, pilomotor response, ptosis, and/or, hyper secretion that occur in a same region or area where trigger points refers pain and its sensations. Referred pain zones: an area of pain which is entirely remote from its source. Generally  in case of trigger points ,specifically activated and central trigger points and sporadically  infrequently,conjoin entirely with the peripheral nerve distribution or dermatomal segments. The lower extremity functional scale (LEFS) is a functional status questionnaire that aims to investigate the degree of difficulty a patient experiences in performing everyday tasks, due to disorders of his/her lower extremity.The LEFS consists of twenty items, each of which is scored on a 5-point scale (0 to 4) (appendix 1). Beck depression inventory-ii is a depression measurement scale or an instrument to measure the emotional, motivational,somatic and cognitive symptoms observed in patients.this scale consist of 21 questions which is symptom related to quantify degree of depression in subjects usually it covers adolescents and adults and given in appendix 2. VAS is a psychometric response scale and a measurement instrument for subjective characteristics or attitudes that cannot be directly measured. Respondents specify their  level of agreement to a statement by indicating a position along a continuous line between  two end-points. Pressure algometer is force gauze with a rubber disk of 1 cm surface which is very helpful in clinical setup for diagnosing trigger points ,fibrositis,myalgic spots as well as it helps in quantification of pressure pain threshold and Pressure pain threshold for measurement of  normal and abnormal surfaces are given in appendix 3.

Evironmental Law: Enforcement Measures And Effectiveness Essay

Evironmental Law: Enforcement Measures and Effectiveness Pollution, why is it still running rampant in our environment today ? Are there no laws to control or stop it ? In regards to these questions, Canada has a great many laws to stop and regulate pollution. But despite this, why is it still happening. What are Canada's so called enforcement measures and are they effective ? We have the Environmental Bill of Rights and the Canadian Environmental Protection Act, just to name a few. Sure some polluters break these laws and get caught, but all they get is a slap on the wrist; why is that ? Some even have the gual to pollute again. Acid rain and hazardous wastes are just two of the many problems plaguing our environment today, but nothing is really being done about them; why ? Finally what is the polluters point of view in all of this ? To begin with, in some areas there are both federal and provincial legislation to ensure that companies and individuals respect the environment. Federally the central piece of legislation in Canada is the Canadian Environmental Protection Act (CEPA). "CEPA is the consolidation of five statutes: The Environmental Contaminants Act, the Air Quality Act, the Canada Water Act, the Ocean Dumping Act, and the Department of the Environment Act." ( Muldon, 1995, p. 23) The CEPA contains important penalties and sanctions; provisions for the collection of information and for evaluation; provisions for the control of importation and exportation of toxic substances; and provisions for the reduction of wastes, the cleanup of coastal zones, the protection of the ozone layer; the reduction of acid rain and urban smog; and provisions for the development of regulations. All provinces and territories have enacted their own legislation, establishing general environmental rights and responsibilities; but the level of environmental protection established is not equal all across Canada. Generally, it can be said that each province and territory regulates the discharge of contaminants into the environment by requiring licenses and permits and by invoking penalties. The regulated matters include environmental impact assessment, waste management, drinkable water standards, and land conservation. (Morrison, 1991, p24) Also, provinces and territories deal with several other matters i... ...5, November 17). Spend more to protect environment residents say. Toronto Star, p. A3. Monchuk, J. (1994, November 4). Pollution control must be voluntary, Alberta says. The Montreal Gazette, p. B8. Morrison, H. (1991) Federal Pollution Legislation. Canada: Minister of Supply and Service. Muldon, P. (1995). The Environmental Bill of Rights: A practical guide. Toronto: Edond Montgomery Publications Limited. Parker, P. (1992, March/April). Crime and Punishment. The Environmental Journal, pp.35-39. Poch, H. (1989). Corporate and Municipal Environmental Law. Toronto: Carswell. Rovet, E. (1988). The Canadian Business Guide to Environmental Law. Vancouver:Intself Counsel Press Ltd. Small, P. (1993, June 18). NDP reports jump in polluter's fines. Toronto Star, p. A10. Sterling, H. (1995, September 22). Backward steps for different reasons, on both sides of the border, the fight against pollution is under attack. The Montreal Gazette, p. B3. (

Essay on the Language of A Clockwork Orange -- Clockwork Orange Essays

The Language of A Clockwork Orange  Ã‚      â€Å"Gooly into a world where by nochy prestoopniks rule and oobivat and by day all is well.† This is the nature of A Clockwork Orange, a novel by Anthony Burgess, where one enters the world of a fifteen-year-old named Alex who speaks a vernacular language and does what he likes. This molody nadsat, or young teen, leads a life where crime is real horrorshow as he dodges millicents, or policemen, in order to live a life he wants in the merzky, grazzy city where he resides. Alex and his shaika oobivat too many lewdies, though, and the millicents loveted him. He then becomes a plenny in the StaJa, away from his moloko, snoutie or beloved classical music. As a plenny, he undergoes tests by viddying sinnies, making him horn in pain at the messel of krovvy or guttiwuts. After the tests, Alex returns to the streets as a real horrorshow new malchick, unable to pony or prod crime. Eventually, he meets a ded whose zheena he oobivated before, and is tricked into almost ending his jeezny by thinking of the sinnies and being forced to gooly out of an okno and falling many raskazzes. Alex lives, though, and returns to a jeezny of crime and keeps the city spoogy of him. The previous paragraph gives an example what much of A Clockwork Orange’s language is like throughout the progression of the novel and is partially the reason why it has developed such a cult following since its release in 1963. What Burgess has done is taken English as a base language, and through the use of slang from English, Russian, Arabic and Gypsy, formed a language all its own which actually manages to accurately depict both the mindset of Alex but also the brutality of the world in which he lives. Some of his wo... ...restrictions in the forms of laws or minor regulations. So too does Alex express this interest. Although among today’s youth it is not common to be rioting or embarking on a homicide spree, Alex feels this is his way of living a carefree life. However, as a result of his liberty being â€Å"denied,† he attempts to vent his anger by committing suicide. Again, today’s teens do not generally veer towards those extremes. The parallel reaction in today’s youth to Alex’s reaction would be the excessive usage of innuendo, free use of the vernacular, indulgence in pleasure of any and all kinds, and the exhibition of mock violence to alleviate angst. It is interesting that there is such a shocking similarity between our world and that of the novel because the novel was written in 1963, at which time there were certainly many differences between teens’ views then and those of today.

The Hidden Key to E-Commerce Success

Order Fulfillment: The Hidden Key to e-Commerce Success By Fred R. Ricker and Ravi Kalakota n July 1995, a young Wall Street computer whiz named Jeff Bezos opened a bookstore offering more than one million titles yet virtually no inventory. His brainchild—Amazon. com—has grown since then from four employees operating out of a 400 square-foot garage in Seattle into an online company with a stock valuation greater than most Fortune 500 companies.His initial concept—a virtual bookstore designed to do business exclusively on The Internet offers a wealth of the Internet—was new business opportunities for obviously brilliant start-ups and established compaand well executed, nies alike. Yet while everyone as evidenced by wants a piece of the e-Commerce action, not everyone has laid the Amazon. com’s sucnecessary groundwork for success in gaining and cess. One of the most often overkeeping customer looked prerequisites is order fulfillattention and genermen t and distribution. Succeeding ating orders. n the e-Commerce age is every Yet the company’s bit as much about designing and success to date is executing these â€Å"blocking and dwarfed by the tackling† functions as it is about potential of its the latest technology. apparent ambition— to build the world’s most efficient consumer-direct orderFred R. Ricker is director of health-care supfulfillment system. ply chain strategy for Manhattan Associates Amazon. com enviInc. Ravi Kalakota is the director of the sions a â€Å"killer† supCenter for Digital Commerce and GCATT ply chain that can chair professor of electronic commerce at deliver virtually any Georgia State University.He is also the product—not just founder and CEO of e-Business Strategies. 60 Supply Chain Management Review I books— directly to customers better than its competitors. In fact, it took Amazon. com only one quarter after adding music to its offerings to become the N et’s leading music seller. The company currently is targeting the $150 billion pharmaceuticals market with a 40-percent stake in Drugstore. com. Today, the emphasis among more mature Web retailers like Amazon. com is shifting from marketing to fulfillment logistics—what happens after the rder is placed. Good fulfillment—taking the right product, putting it in the right box, shipping it, and gaining the customer’s approval on arrival—is a demanding task. We believe it is here—in the down-and-dirty details of consumer direct order fulfillment—that the epic battles for domination of the e-Commerce marketplace will ultimately be won or lost. The emergence of the e-Supply chain, a group of strategically aligned companies focused on delivering differentiable value, signals a shift in the nature of online competition.It involves rethinking traditional supplier relationships and the role of informationdriven fulfillment logistics. In the new network economy, establishing a sustainable e-Commerce position is as much about using the right fulfillment strategies to get your products or services to buyers as it is about having the right product at the right price. The key to success is being able to give customers what they want, Fall 1999 Illustration by Roger Roth when they want it, and how they want it—all at the lowest cost. That requires â€Å"real-time fulfillment† solutions.These rising demands have driven a three-phase evolution. First the e-Corporation, which focuses on creating and maximizing the potential of internal supply chains, evolves into e-Business communities, where distributors, suppliers, customers, and others are linked but not fully integrated. These communities then become the e-Supply chain, which requires business-process and technology synchronization across the entire chain. (Exhibit 1 depicts this progression. ) Unfortunately, much of the start-up planning for e-Commerce ventures a pplies old models to new enterprises.It assumes, for example, the existence of a brick-and-mortar support infrastructure for the fulfillment or the spontaneous development of that infrastructure. Like it or not, most e-Commerce retailers place their initial emphasis on the â€Å"exciting† areas: Web product development, traffic generation, dynamic or customized Web pages, transactions, and so on. Often, e-Commerce retailers give little thought to order fulfillment and distribution—a capability critical to the success or failure of Web commerce. Our research shows that the lack of an Fall 1999 ntegrated supply chain infrastructure or weaknesses in integrating multiparty logistics components can undermine the benefits of e-Commerce and hinder innovative responses to the competition. The e-Fulfillment Opportunity The Internet offers a rich new opportunity for direct consumer access, but it also raises new challenges. Web retailers find product fulfillment—picking a nd packing in very small quantities and shipping via parcel carriers—a particularly difficult activity. It often requires relying on third-party fulfillment vendors (a concept discussed later in this article) to do the job.But collaboration in fulfillment chains is no longer confined to conventional two-company alliances, such as between shipper and a logistics services provider. Today, groups of enterprises are banding together for a common purpose—to satisfy customer demand. A new form of competition is emerging: e-Supply chain vs. e-Supply chain. In the Internet book retailing war, for example, the competition is not only between Amazon. com and Barnes & Noble but also among groups of companies that make up the e-Supply chain anchored by each company. An e-Supply chain is, in effect, a virtual organizaSupply Chain Management Review 61ORDER FULFILLMENT process. ) Vendors could work within specified routing guidelines and still tender for trucks online in conjunction with other geographically close vendors to get full-truckload rates. Internet start-ups have the luxury of starting from scratch and defining their fulfillment infrastructure Business Process and Technology specifically for the products Integration being offered online. This is not the case for established Phase 3 E-Supply Chain companies like catalog companies or store-based retailers such as Wal-Mart, Borders, and JCPenney.These companies already have fulfillment and distribution networks designed to ship a variety of products in bulk quantities to hundreds of stores. They realize that they cannot layer home delivery on the existing infrastructure. The established companies must decide whether to extend their existing facilities for consumer-direct eCommerce or build a new set of fulfillment facilities tailored to low volumes and high-variety product mixes. The enlightened ones realize that they need to invent a new customer-driven fulfillment model that can extract enough costs o ut of the current model to justify home delivery costs.That new model, we believe, is an intercompany order-fulfillment and replenishment model. It utilizes business process synchronization to eliminate redundant processes among supply chain trading companies and to improve information sharing— doing away with excess labor, inventory, and holding costs. The design and implementation of such a coordinated and synchronized fulfillment infrastructure poses a major managerial problem. To shed light on this problem and provide a prescriptive roadmap, we address the following questions: What is the impact of current customer-direct business models on fulfillment strategies?What is the definition of consumer-direct fulfillment logistics? Why is having a consumer-direct model so important? What types of fulfillment strategies are currently employed in e-Commerce? What strategic business-process reengineering and synchronization steps can managers take when designing a consumer-direct fulfillment logistics strategy? Fall 1999 EXHIBIT 1 Evolution of the Network Economy Distributors Suppliers Internal Supply Chain Reengineering External Linkages Customers Phase 1 E-Corporation Logistics Providers Phase 2 E-Business Communities ion that encompasses a group of trading companies, all working together to slash costs and share profits. By optimizing not only their internal processes but also their mutual interactions, they realize the benefits of a truly integrated supply chain. This concept—business-process and supply chain synchronization—lays the basis for the next revolution in supply chain management. It takes supply chain integration to a new level of efficiency by requiring companies to focus on synchronizing business processes around standard interface points and upgrading these points as the industry evolves.Synchronization of these â€Å"touch points† eliminates costs associated with inefficient movement of goods, redundant processes, and excess inventory. In doing so, it promotes a dedicated collaboration of all supply chain trading partners—suppliers, manufacturers, distributors, wholesalers, thirdparty providers, transportation companies, and retailers. Through e-Commerce, redundant processes among trading partners (such as multiple accuracy audits, receiving-dock appointments, and inventory planning activities) can be eliminated.The immediacy and availability of the Internet, once security and data cleansing issues are worked out, fulfills the promise of true synchronization. To take just a few examples, if vendors can gain access to a publicly available schedule on the Internet and book their own receiving appointments, they no longer need to send requests for appointments and wait for responses. Retailers would not need to research late payments if their customers could download payment status directly from the retailer’s Web site. (At least two major retailers have already begun this 62 Supply C hain Management ReviewThe Logistics of Consumer-Direct Fulfillment Three forces are converging to create an explosion in consumer-direct business models: technology forces are making it possible, market forces are making it viable, and social forces are making it inevitable. Keep in mind, though, that consumers demand more than an interactive experience. They want delivery convenience and lower fulfillment costs. They need to be assured of fast and reliable delivery. The value the consumer places on timely delivery can affect the logistics network design significantly. Time is money,† and digital consumers of the 21st century don’t have the same tolerance levels as their analog-world ancestors. Today’s consumers are yearning for instant gratification as never before. Partners in the supply chain must improve their efficiencies—from order capture to fulfillment— to provide that gratification. The goal of consumer-direct business models is to let cust omers select and configure products and services interactively, get a price quote, and receive a committed delivery date online.Companies serious about satisfying customers online must substantially change their process to make consumer-direct retailing and manufacturing attractive to the consumer. Companies must re-evaluate the complete fulfillment business model—promotions, merchandising, product selection, pricing, supplier relations, technical management, distribution, returns, and post-sale service. Each of these areas demands new processes, skills, and approaches. To satisfy a consumer-driven marketplace, companies must move beyond the singular mentality of intracompany optimization.Instead, they must focus on how intercompany business process synchronization can transform consumer demands into consumer satisfaction. As with a single company, core competencies of each component of the virtual organization must be evaluated objectively to eliminate inefficiencies. Manage rs of that virtual organization will continue to reengineer best practices, while at the same time: Building replenishment programs based on consumers â€Å"pulling† the product through the supply chain from the manufacturer. Employing new forecasting methods that reflect total pipeline visibility.Investing collectively in technology and equipment to capitalize on market opportunities. The success of consumer direct fulfillment logistics models depends on the successful integration of Fall 1999 four key elements: order-fulfillment planning, product execution, distribution management, and crossapplication integration. 1. Order-Fulfillment Planning. Rising customer expectations and short fulfillment deadlines call for effective planning that breaks artificial boundaries and bridges the gaps between the consumer and the other players in the supply chain.Fulfillment planning must consider the entire planning process— from manufacturing, through distribution and transportat ion—within a single integrated model. Fulfillment planning involves evaluation of multiple planning strategies such as: Establishing a sustainable e-Commerce position is as Profitable-to-promise: Should I take the customer order at this time? Available-to-promise: Is inventory available to fulfill the order? Capable-to-promise: Does manufacturing capacity allow order commitment?Select the plan that best meets the desired customer-service levels considering transportation and manufacturing constraints. It’s important to plan backwards from customer priorities and fulfillment deadlines. Thus, to generate a feasible plan, the fulfillment-planning process needs to consider all supply chain constraints simultaneously. These include transportation constraints such as truck capacity and weight, use of alternate modes, and availability of downstream resources such as loading docks. 1 2. Production Execution.With the advent of modular designs, more and more production functions are being performed at dedicated warehouses and distribution centers. The typical activities include light subassembly and sequencing, kitting, merging, consolidation, packaging, and labeling. Timing of the final assembly often drives the production plan for subassemblies. The process starts with the master production schedule for the finished product. An MRP (Manufacturing Resource Planning) system explodes this schedule to derive when, where, and in what quantities various subassemblies and components are required to make each product.Production also includes componentreplenishment strategies that minimize the amount of inventory in the pipeline and coordinate product Supply Chain Management Review 63 much about using the right order-fulfillment strategies as it is about having the right product at the right price. ORDER FULFILLMENT hand-offs between the various parties involved. Timely replenishment of warehouses is critical because customers will no longer tolerate out-ofstock situations. 3. Distribution Management.Distribution management encompasses the entire process of transporting goods from manufacturer to distribution centers and then to final consumption point. The process also may include packing, document preparation, customs brokerage, and inventory and warehouse management. One of the most important innovations here is the integration of distribution with transportation planning and scheduling through a comprehensive supply can address by utilizing standardized information formats and communication points between trading partners.Distribution center inventory has to be integrated effectively with the customer contact system. In high-velocity retail settings like the Web, customers quickly become unhappy if the seller is out of stock for what is advertised as in stock. Accurate distribution center inventory, updated frequently, is essential to running an effective online business. A Framework for e-Commerce Fulfillment Strategies In the face of increasing competition, absence of pricing power, and shrinking operating margins, companies will succeed or fail based on the efficiency of their fulfillment strategies.Business analysts often focus on the number of orders a company generates on the Web as an indicator of its competitive strength. But a more accurate measure may be the company’s process for rapidly and efficiently translating the orders into fill-rates that satisfy and exceed customer expectations. This section presents a framework of evolving fulfillment strategies. It then illustrates that framework with a wide array of examples and derives implications and guidelines for management. The framework is based on two dimensions: the structure and the operation of fulfillment strategies.On the structure dimension, the strategies are classified as either centralized or distributed. In a centralized structure, all warehousing, pickup, packing, and shipping are operated in a central site, usually a distribution or logistics center. In a distributed structure, warehousing, pickup, packing, and shipping or delivery are located at different sites. On the operation dimension, the fulfillment strategies are either self-operated if the fulfillment process is operated by the company itself or outsourced if it is done by third parties or partners.All of these strategies, discussed below, have trade-offs regarding investment, inventory costs, and operational complexity. Strategy A. Distributed Delivery Centers Fulfillment through distributed delivery centers is an acceptable approach for companies that are just getting online or for those that have a delivery funcFall 1999 â€Å"Time is money,† chain execution solution. Transportation-management software spans the life cycle of the shipment and allows customers to view all of their shipments across a network of multimodal transportation providers. Distribution anagement also means providing users with easy access to shipping, tracking, and del ivery data. Reverse logistics is another function of distribution management. Faster product obsolescence and more generous warranties have escalated the number of returns. Reverse logistics not only encompasses damaged or returned goods but also products designed for remanufacture, hazardous materials, and reusable packaging. 4. Cross-Application Integration. To be effective, companies need to seamlessly integrate the three elements of fulfillment logistics described above.At present, this rarely happens. Most Web servers only have a sporadic connection to the Enterprise Resource Planning (ERP) system like SAP’s R/3, which controls accounting, production, materials management, and distribution. Thus, when the user wants to know when a product will be delivered, the Web application often cannot tell that user what inventory is available in the ERP system or at the third-party warehouse. These are precisely the kinds of problems that business-process synchronization 64 Supply Chain Management Review nd digital consumers of the 21st century don’t have the same tolerance levels as their analog-world ancestors. tion in their stores. This approach minimizes the upfront investment and can be set up quickly. It also facilitates strategies such as â€Å"Buy Here/Pick Up There. † This strategy allows consumers to place an order by phone or online at one store location and pick up the merchandise at another. Though distributed delivery centers do have their advantages (like the obvious reduction in shipping costs), they also can experience certain difficulties.For one thing, controlling inventory for every center at an appropriate level may result in operational complexity and incur expensive inventory costs. In addition, in-store employees often are unfamiliar with warehouse picking and packing procedures. Further, high employee turnover can make picking and packing quality standards difficult to maintain. Yet another problem is scheduling. To mini mize conflict with customers who are shopping during the daytime, picking operations often are scheduled for off-peak shopping hours.Although this may appear to be an efficient use of resources, the delayed picking may force an additional day into the delivery cycle, since carrier pickups may take place before the completion of the current day’s picking and packing activities. Strategy B. Partner Fulfillment Operations Some online retailers are using the partner fulfillment model, which means they have no inventory, no shops, and no product brands. Fulfillment is performed entirely by partners. This approach has clear advantages from the standpoint of inventory-carrying costs. But there are some disadvantages as well.This has been evident in the experience of Peapod, an online grocery retailer that provides online shopping and home delivery services. Peapod discovered that its initial strategy of partnering with local supermarkets for fulfillment meant charging consumers high delivery costs of up to $16 an order. This pricing level made it virtually impossible to build a customer base. To attract more customers, the company has begun to dismantle some of its partnerships and move toward a distributed-delivery fulfillment model by establishing its own warehouses in selected markets.The introduction of a distributed-delivery model, however, has put a strain on the company’s financial growth. Peapod management estimates that each new distribution center requires a capital expenditure of roughly $1. 5 million plus operating expenses. Peapod expects a net loss at each facility during the first 12 to 18 months of operation. In the long run, however, the new centers should give the company higher overall margins as well as greater operating efficiencies. Fall 1999 Companies will succeed or fail based on the efficiency of their fulfillment strategies.Strategy C. Dedicated Fulfillment Center Today, many online retailers have established their own dedicate d fulfillment centers. These players include Amazon. com, BarnesandNoble. com, Dell Computer, Micro Warehouse, and Insight Enterprises. This approach is well suited to the book and computer industry, where the fulfillment centers can facilitate prompt delivery. The dedicated fulfillment center model reduces delivery costs for low-margin items. Using this approach, companies can measure expected delivery time in hours—not days.The tradeoffs of this approach are: Low or unpredictable sales volumes. This will result in high inventory-carrying costs. High up-front investment. Depending upon its warehouse setup and flexibility, a distribution fulfillment center can incur high costs. It may, for example, require major systems modifications, automated warehouses, and conveyors. This option, moreover, can add operational complexity to the product and information flows. Yet even though this approach increases the up-front capital investment, it can reduce long-term operating costs.Dec reased flexibility. The operation’s scalability is restricted to the existing warehouse infrastructure. This may make it difficult to meet the variability in demand inherent in some retail segments. Strategy D. Third-Party Fulfillment Centers (â€Å"Virtual Warehousing†) As companies struggle to manage unpredictable demand better, they are turning toward third-party fulfillment centers (3PFs), which can be thought of as virtual warehouses. Through this approach, companies can lease the skills and facilities needed for order fulfillment rather than owning them.Third-party fulfillment companies offer flexibility in accommodating wide swings in demand over short periods. They also help facilitate inventoryreduction initiatives such as just-in-time programs. Another advantage of 3PF is the limited changes that must be made to legacy information systems. This option provides a much more robust capability than in-store fulfillment and minimizes operational impact. It also co nverts much of fulfillment into a variable cost offset by eliminating warehouse and Supply Chain Management Review 65 ORDER FULFILLMENT store costs associated with the sale of the product.This strategy allows retailers to leverage their buying power and extend product selection into lines not currently offered in their stores. The primary drawback of 3PF is few existing national fulfillment companies can accommodate a wide range of products. Even more problematical, ceding control of this critical aspect of the business represents a major paradigm shift for retailers. Depending upon the service levels required by customers, multiple fulfillment centers may be necessary to minimize delivery time—and this increases costs and required stock levels. y clear that customers don’t just buy products; instead, they buy the â€Å"service envelope. † They are looking to enter into a complex relationship with the selling company. Given the new reality, companies do not crea te value for customers by merely offering varieties of products. Rather, they must devise a logistics fulfillment strategy that envelops the product and meets customer needs such as convenience, reliability, and support. The choice of a fulfillment strategy depends on whether a company elects to compete essentially on customer responsiveness or operating excellence.In either case, the fulfillment strategy must support the overall business strategy. To ensure that this happens, a company needs to complete the following steps: (1) assess the competitive environment, (2) select the fulfillment strategy, (3) achieve business-process synchronization, and (4) design and implement the necessary cross-application integration. Importantly, the fulfillment strategy must take full advantage of new planning, warehousing, and transportation technologies that can cut order fill times dramatically.Assess the Competitive Environment The first step in fulfillment-logistics design is assessmentâ€⠀that is, identifying the opportunities, strengths, and weaknesses that will influence overall performance and viability of the fulfillment strategy. During the assessment phase, a company must gather information on the competitive environment across these strategic variables: Effectiveness. What are customers’ priorities and how are they changing? How closely does the overall design address the stated and unstated requirements of customers?Consider likely changes in buying patterns, potential competitors, long-run cost pressures, and new technologies. Value differentiation. Why do my customers buy from me? What makes my value proposition unique compared to the competition? Do customers appreciate the value in my offering and can this be leveraged into differentiated pricing strategies? The first step toward value differentiation is to map your customer’s entire experience with your product or service. Do this for each important customer segment. Capital intensity. Sh ould we choose a capitalintensive, high fixed-cost strategy?Or a less capital-intensive, flexible strategy? The e-Commerce impact on working capital outlay differs from retailer to retailer. It depends on such factors as the existing logistical infrastructure (dispersion of warehouses, existing product flow, etc. ), the Fall 1999 Effective fulfillment strategy is dynamic, using multiple channels simultaneously to reach important customers. Strategy E. Build-to-Order The customized build-to-order model is an emerging fulfillment center strategy that extends beyond the traditional framework and adopts an integrating or boundary-spanning perspective.Companies working to coordinate build-to-order fulfillment logistics strategies need to: Synchronize and manage the entire flow of materials through a complex network of resources in their supply chains as opposed to simply managing inventory in warehouses. Turn their attention to maximizing the throughput, rather than focus on controlling fixed costs. Alter the material flow upstream quickly and proactively as demand and product mix change, rather than react to changes in customer demand at the end of the process.A fundamental requirement of fulfillment logistics is the dedicated collaboration of all supply chain trading partners to eliminate the costs associated with inefficient movement of goods, redundant processes, and excess inventory. Effective collaboration not only ensures that the order flows through smoothly but also provides two crucial capabilities: the ability to adapt to increasingly frequent changes in consumer tastes and e-Commerce technology and the ability to improve processes continuously.Designing the Right Fulfillment Strategy Design of the fulfillment strategy is central to the overall corporate strategy. It is becoming increasing66 Supply Chain Management Review nature of the products carried (for example, books Select the Fulfillment Strategy The second step in the design process is to select vs. produce), and the delivery demands of the an appropriate fulfillment strategy based on the findcustomer. Channel extendibility. Can the fulfillment design ings of the competitive assessment.Each fulfillment handle possible new products and services and strategy brings its own strengths, weaknesses, and incorporate new forms of customer interaction? trade-offs. These center on such issues as investEstablished companies must remain committed to ment, effectiveness, cost efficiency, operational coma portfolio strategy of customer interaction. This plexity, channel extendibility and scalability, and is based on the belief that valuable synergies exist risks associated with the business alliances. Exhibit 2, among online, catalog, and specialty retailing.To which summarizes the key characteristics of the five cite one example, EXHIBIT 2 online order desks A Summary of Five Fulfillment Strategies with sophisticated Type of Distinctive Major Potential Management walk-up interfaces Fulf illment Characteristics Strengths Weakness Challenges Strategy can be located strategically in Distributed delivery Distributed Easy start-up; Complex inventory Establishing sophisevery store so that centers Prompt delivery; management; ticated inventoryoperation sites; Operation in control.High inventory management sysSelf operated. shoppers can costs; tem; order products Unfamiliar with JIT inventory manand serve themwarehousing proce- agement. dures. selves. With an integrated portfo- Partner fulfillment Minimized up-front Service limited by Establishing orderDistributed lio strategy, estab- operations investment; partnership; routing system; operation sites; Less operational Low overall Maintaining stratePartner operated. ished companies responsibility; efficiency; gic alliance with can gain many Flexible delivery High inventory costs partners; new online cusarrangement; and inventory-man- Ensuring service Low shipping charge agement complexity. quality and reliability. tomers f rom the to customers. retail outlets. I n f r a s t r u c t u re Dedicated Avoids the higher High up-front Converting traditionCentralized inventory costs; investment; al warehousing to operation site; scalability.Can the fulfillment centers Easy to manage; Decreased flexibility. consumer-direct fulSelf operated. design handle Fast delivery; fillment; multiple products Reduced long-term JIT inventory mancosts of operation. agement. and a high shipment volume? Physical distribu- Third-party fulfillLeast investment; Few options Selecting the third Centralized No learning curve; available; party; tion can be a ment centers (3PFs) operation site; Third party No operational com- Risks in strategic Establishing intermajor logistical operated. lexity; alliances; organizational inforand administrative Limited changes to High operational mation systems with legacy systems; charge. the 3PF. headache. Online Minimized operaretailers are findtional impacts. ing that having to Build-to-order Spa ns both Minimum inventory; Over-customization; Synchronizing entire adapt their existcentralized â€Å"Pulling† ensured; Costs and resources flow of materials vs. ing infrastructure and distributed No stock inventory; of integration. anaging inventory; to handle small operations. Controlled fulfillAltering material ment. flow upstream vs. shipments going customer demand to millions of condownstream. sumers can be time consuming, complex, and expensive. The challenge is to keep each and every fulfillment strategies, is a managerial guide for customer satisfied while protecting the bottom determining which strategy is right for a company at line from erosion resulting from waste, errors, and a given situation. inefficiencies.How well do the available distribu- Achieve Business-Process Synchronization Intercompany business-process synchronization, tion strategies help accomplish that key objective? Fall 1999 Supply Chain Management Review 67 ORDER FULFILLMENT in its purest form, gives rise to the virtual organization in which all trading companies work together as one competitive supply chain entity—the e-Supply chain. In the virtual organization, each trading company shares its information and resources, which results in better planning and more efficient product movement.In making business-process synchronization a reality, companies typically will encounter these challenges: Design and Implement Cross-Application Integration Among the key objectives of intercompany collaboration are more sophisticated distribution services, such as frequent inventory replenishments, more customized packing of goods to reduce unpacking times, more creative packaging and labeling of goods to meet merchandising strategies, and more effective exchange of trading information in compliance with EDI standards.Achievement of these objectives demands an increased use of cross-application integration. Superior application integration in a supply chain is central to achievi ng superior fulfillment productivity and speed. An effective fulfillment-management system must have the ability to integrate with: 1. Integrated enterprise applications. Included here are the ERP systems that integrate the inventory management, marketing, and financial functions. 2. Integrated interenterprise systems. These are the supply chain management systems for transportation, order management, warehouse management, and demand planning.For instance, FedEx has integrated its logistics and transportation capabilities with the SAP R/3 system. For R/3 users, the solution will simplify every related process step from order entry through shipment and tracking by tightly integrating with FedEx. For FedEx, this capability creates a competitive barrier that other carriers have to overcome. 3. Distribution center management and warehouse management systems. Included among these solutions are facility management systems. Efficient management of a distribution center operation now requir es collecting information on customer orders, inbound shipments, products vailable on-site, storage locations, product weights and sizes, and outbound shipping data (including customer-specific shipping requirements, routing data, and carrier requirements). This information must be analyzed dynamically to determine the most efficient use of the distribution center’s labor, materials-handling equipment, and shipping and receiving areas. Today’s information technology revolution does not merely support new order-fulfillment strategies, it creates them. Technology Challenge. Intercompany businessprocess synchronization requires sophisticated technology applications.It can be difficult, however, to identify those systems that truly support this initiative. The Data-Sharing Challenge. Supply chain systems not only need to communicate with one another but also to integrate their business practice knowledge into each trading company’s business logic. The companies must work quickly and painlessly to integrate their trading partners’ knowledge into their own business applications. The Adaptability Challenge. All the information in the world cannot help if trading companies don’t have the flexibility to alter business processes as consumer demands change.In this regard, all trading companies face similar challenges. For instance, when UPS issues a rate update, thousands of customers must implement these changes by a specified date and time. Companies need to implement business systems that can be upgraded easily to move with the market. The Standardization and Compliance Challenge. When one major player in the supply chain decides to upgrade to a new technology or adopt a new technical functionality, the other players are challenged to synchronize accordingly.When there are thousands of â€Å"touch points,† or interface points, the challenge can become enormously complex. In a perfect world, all trading partners would migrate i n unison to the latest technologies to realize the maximum benefit. But it is not likely that an entire supply chain can or will do this at once. Thus, it is important to focus on synchronizing business processes around these touch points and upgrading them as the market evolves. 68 Supply Chain Management Review Acting in Unison for the Consumer Order fulfillment and replenishment is a core business process. What makes onsumer-direct eCommerce compelling to customers is not just the online shopping experience but on-time delivery, fewer fulfillment errors, extra service, and convenience. These are the things that customers value. When companies fall short in responding to those values, they risk alienating or losing customers as a result. Fall 1999 ORDER FULFILLMENT Many potential e-Commerce participants have underestimated the difficulty and importance of the fulfillment side of this market arena. They see fulfillment and distribution logistics as peripheral to their competitive s trategy.Companies need to recognize that such benign neglect is risky and wastes opportunities for competitive advantage. In response to pressures from powerful market trends and technological changes, they must inspect past practices, channel commitments, and vendor relationships vigorously. Effective fulfillment strategy is dynamic, using multiple channels simultaneously to reach important customers. Today’s information technology revolution does not merely support new fulfillment strategies, it creates them. Consumers interface with technology daily, raising the bar on what is expected on the fulfillment side.Meeting these rising expectations requires a conscious shift in fulfillment strategies and a technological infrastructure that ties together every aspect of the consumer-direct â€Å"fulfillment chain. † Interenterprise business-process synchronization is a key to success in this emerging real-time marketplace. Deep information exchange among supply chain partn ers brings opportunities to develop interenterprise strategies that become new sources of competitive advantage. Information integration allows companies to monitor daily trends, market conditions, product acquisitions, and planning functions.To achieve operational integration, manufacturers, distributors, and retailers must exchange information effectively with other supply chain participants at key interface â€Å"touch points. † Importantly, this includes providing real-time information to customers so they know the status of their order at any given moment. When all trading partners—including raw-material suppliers—perform all of the key supply activities in unison, they can make inventory decisions that lead to dramatically improved results.They can then share the rewards of producing the correct amount of the product, thereby lowering the cost of overproduction. Business-process synchronization also enables partners to respond quickly and easily to unplann ed consumer demand for items or for personalized and enhanced products—the kinds of things today’s Internet shoppers desire. The companies that employ business-process synchronization in the development of their consumerdirect order-fulfillment strategy will fulfill these consumer desires and emerge as the big winners in the Internet economy.Author’s Note Used as a reference for this article was a White Paper by Alan Dabbiere of Manhattan Associates titled â€Å"Business Process and Supply Chain Synchronization: Achieving Supply Chain Excellence Through Technology. † Footnote 1 Companies providing early versions of advanced planning capability include SAP’s Advanced Planning and Optimization (APO) engine, i2Technologies, Manugistics, and Logility. More sophisticated systems that integrate production planning and transportation planning are under development. 70 Supply Chain Management Review Fall 1999