Thursday, March 12, 2020
Second Battle of El Alamein in World War II The Second Battle of El Alamein was fought from October 23, 1942 to November 5, 1942 during World War II (1939-1945) and was the turning point of the campaign in the Western Desert. Having been driven east by Axis forces in 1942, the British had established a strong defensive line at El Alamein, Egypt. Recovering and reinforcing, new leadership on the British side commenced planning an offensive to regain the initiative. Launched in October, the Second Battle of El Alamein saw British forces grind through the enemy defenses before shattering the Italo-German lines. Short on supplies and fuel, Axis forces were compelled to retreat back into Libya. The victory ended the threat to the Suez Canal and provided a significant boost to Allied morale. Background In the wake of its victory at the Battle of Gazala (May-June, 1942), Field Marshal Erwin Rommels Panzer Army Africa pressed British forces back across North Africa. Retreating to within 50 miles of Alexandria, General Claude Auchinleck was able to stop the Italo-German offensive at El Alamein in July. A strong position, the El Alamein line ran 40 miles from the coast to the impassable Quattara Depression. While both sides paused to rebuild their forces, Prime Minister Winston Churchill arrived in Cairo and decided to make command changes. New Leadership Auchinleck was replaced as Commander-in-Chief Middle East by General Sir Harold Alexander, while the 8th Army was given to Lieutenant General William Gott. Before he could take command, Gott was killed when the Luftwaffe shot down his transport. As a result, command of the 8th Army was assigned to Lieutenant General Bernard Montgomery. Moving forward, Rommel attacked Montgomerys lines at the Battle of Alam Halfa (August 30-September 5) but was repulsed. Choosing to take a defensive stance, Rommel fortified his position and placed over 500,000 mines, many of which were anti-tank types. Field Marshal Harold Alexander. Armies Commanders British Commonwealth General Sir Harold AlexanderLieutenant General Bernard Montgomery220,00 men1,029 tanks750 aircraft900 field guns1,401 anti-tank guns Axis Powers Field Marshal Erwin RommelLieutenant General Georg Stumme116,000 men547 tanks675 aircraft496 anti-tank guns Monty's Plan Due to the depth of Rommels defenses, Montgomery carefully planned his assault. The new offensive called for infantry to advance across the minefields (Operation Lightfoot) which would allow engineers to open two routes through for the armor. After clearing the mines, the armor would reform while the infantry defeated the initial Axis defenses. Across the lines, Rommels men were suffering from a severe lack of supplies and fuel. With the bulk of German war materials going to the Eastern Front, Rommel was forced to rely on captured Allied supplies. His health failing, Rommel took leave to Germany in September. General Erwin Rommel in North Africa, 1941. Photograph Courtesy of the National Archives Records Administration A Slow Start On the night of October 23, 1942, Montgomery began a heavy 5-hour bombardment of the Axis lines. Behind this, 4 infantry divisions from XXX Corps advanced over the mines (the men did not weigh enough to trip the anti-tank mines) with the engineers working behind them. By 2:00 AM the armored advance began, however progress was slow and traffic jams developed. The assault was supported by diversionary attacks to the south. As dawn approached, the German defense was hampered by the loss of Rommels temporary replacement, Lieutenant General Georg Stumme, who died of a heart attack. German Counterattacks Taking control of the situation, Major-General Ritter von Thoma coordinated counterattacks against the advancing British infantry. Though their advance was bogged down, the British defeated these assaults and the first major tank engagement of the battle was fought. Having opened a six mile wide and five mile deep inroad into Rommels position, Montgomery began shifting forces north to inject life into the offensive. Over the next week, the bulk of the fighting occurred in the north near a kidney-shaped depression and Tel el Eisa. Returning, Rommel found his army stretched with only three days of fuel remaining. Axis Fuel Shortages Moving divisions up from the south, Rommel quickly found that they lacked the fuel to withdraw, leaving them exposed in the open. On October 26, this situation worsened when Allied aircraft sank a German tanker near Tobruk. Despite Rommels hardships, Montgomery continued to have difficulty breaking through as Axis anti-tank guns mounted a stubborn defense. Two days later, Australian troops advanced northwest of Tel el Eisa towards Thompsons Post in an attempt to break through near the coast road. On the night of October 30, they succeeded in reaching road and repelled numerous enemy counterattacks. British infantry attack at El Alamein, October 24, 1942. Public Domain Rommel Retreats: After assaulting the Australians again with no success on November 1, Rommel began to concede that the battle was lost and began planning a retreat 50 miles west to Fuka. At 1:00 AM on November 2, Montgomery launched Operation Supercharge with the goal of forcing the battle into the open and reaching Tel el Aqqaqir. Attacking behind an intense artillery barrage, the 2nd New Zealand Division and the 1st Armored Division met stiff resistance, but forced Rommel to commit his armored reserves. In the resulting tank battle, the Axis lost over 100 tanks. His situation hopeless, Rommel contacted Hitler and asked for permission to withdraw. This was promptly denied and Rommel informed von Thoma that they were to stand fast. In assessing his armored divisions, Rommel found that fewer than 50 tanks remained. These were soon destroyed by British attacks. As Montgomery continued to attack, entire Axis units were overrun and destroyed opening a 12-mile hole in Rommels line. Left with no choice, Rommel ordered his remaining men to begin retreating west. On November 4, Montgomery launched his final assaults with the 1st, 7th, and 10th Armored Divisions clearing the Axis lines and reaching open desert. Lacking sufficient transportation, Rommel was forced to abandon many of his Italian infantry divisions. As a result, four Italian divisions effectively ceased to exist. Aftermath The Second Battle of El Alamein cost Rommel around 2,349 killed, 5,486 wounded, and 30,121 captured. In addition, his armored units effectively ceased to exist as a fighting force. For Montgomery, the fighting resulted in 2,350 killed, 8,950 wounded, and 2,260 missing, as well as around 200 tanks permanently lost. A grinding battle that was similar to many fought during World War I, the Second Battle of El Alamein turned the tide in North Africa in favor of the Allies. Pushing west, Montgomery drove Rommel back to El Agheila in Libya. Pausing to rest and rebuild his supply lines, he continued to attack in mid-December and pressed the German commander into retreating again. Joined in North Africa by American troops, who had landed in Algeria and Morocco, Allied forces succeeded in evicting the Axis from North Africa on May 13, 1943 (Map).
Monday, February 24, 2020
Museum paper- art history - Essay Example These types of images were giving way to more humanist styles in forms of expression as images were depicted in a more optical style. These changes can be seen when comparing pottery currently on display at the Boston Museum of Fine Arts, such as the Panathenaic prize vase and the Amphora Depicting Oedipus and the Sphinx of Thebes. There are numerous similarities between these two objects, but with approximately 100 years between manufacture, stylistic differences are also evident. Both objects are classified as amphora, which was a type of two-handled urn that was often used to carry wine or water. These types of vessels were often decorated with scenes from heroic stories and mythology as in the image of Oedipus talking with the Sphinx in the later example (Skaar, 2006). This ceramic amphora was made in the red figure style in the city of Athens sometime between 450-440 BC by the Achilles painter. It stands approximately 13 inches high and is approximately 6 Ã ½ inches in diameter at its widest point near the center (Bostom Museum). Despite the tradition, though, the earlier example seems to be more of a commemorative piece as it depicts five stylized runners and is marked with the words Ã¢â¬Å"of the prizes from AthensÃ¢â¬ (Boston Museum). This amphora is also ceramic and created in Athens, but is made in what is called the black figure style approximately 100 years earlier between 530-520 BC by the Euphiletos Painter. It stands approximately 24 inches tall and measures approximately 16 inches around at its widest point near the top (Boston Museum). Both vases have some damage as a result of time. The Prize vase shows some signs of damage and attempts at restoration while some of the pigment for the Oedipus amphora has worn away leaving some of the story of the vase up to science and history. The museumÃ¢â¬â¢s assessment of these pieces seems largely correct.
Saturday, February 8, 2020
Ethics Concern in Criminal Justice - Term Paper Example This fact has led to a lot of misunderstanding between students and the disciplinary faculties of institutions. These cases have become common since some of the academic ethics tend to contradict the students' rights, thus, resulting in some form of a dilemma (Hendrick 2000). These situations always make students find it difficult to differentiate between what is right and wrong. For instance, one of the academic ethics states that students should not cheat during any exam or test. Cheating here includes things like plagiarism among others. It is notable that a student might have done his personal research on the Internet and got the right answers. But it may be because he never cited his work properly the instructor might declare his work plagiarized. This action taken by the instructor might go against the studentÃ¢â¬â¢s right to fair treatment due to the fact that the student got the question right, but the instructor degraded him because of improper citations. The other aspect might also come as a fact that the student was a slow learner and never got the concept of citation during the class time, yet the instructor assumed that every student understood the concept. Ethics Applied to Social Behavior Different people from various kinds of walks do have different behaviors. It is also notable that some behavior might affect other people negatively. This negative effect might then force the need of coming up with a solution for the affected ones. However, as much as there will be a need for coming up with a measure to control this behavior, the right of an individual to have a fond behavior should also not be violated (Bergman-Rosaman & Phythian 2011). A perfect example is that of smokers. It is clear that the law allows them to smoke, yet not everyone is ok with the smell of the cigarette smoke. This will then imply that as much as the law allows them to smoke cigarettes, they will need to ethically behave when smoking by isolating themselves in the smoking zones. Consequently, the act of isolating themselves when smoking tends to deny their right to free movement implying that the act is unfair to them (Sutch, 2001). Ethical Injustices that Might Arise When an Individual Is on I nternship Individuals are often subjected to more ethical dilemmas when they change places of work or when they join a new institution or organization. This is mainly because they might be unaware of the cultures and routines of these new environments. The main reason for this is always because some ethical behavior that they might have been used to in their initial institutions or organization might be immoral to the new organization, thus, making them face a dilemma (Bergman-Rosaman & Phythian 2011). Eventually they might forget that they are in a new environment and behave in accordance with their previous institutionÃ¢â¬â¢s ethics which might be immoral to the new institution. This might then force the institution to subject them to harsh consequences just because of their ignorance or forgetful human nature. This can tend to be unfair to them. For instance, an individual who is used to a casual outfit might find it difficult to adapt to
Wednesday, January 29, 2020
Public health research paper outline Essay I. Evidence of spanking as corporal punishment. a.Population: Children at school age (Forehand McMahon, 1981). The book successfully outlines the theoretical foundations of middle childhood and adolescence, in particular, the developmental tasks children are supposed to accomplish at certain age stage. The scholar also describes the distinctive features of boysÃ¢â¬â¢ and girlsÃ¢â¬â¢ behavior and both implicitly and implicitly argues that mistakes and rule-breaking are critical in the process of obtaining autonomy in the middle childhood and early adolescence. b.Prevalence: About 55% adults reported they were physically punished in the childhood and teen years (Hyman, 1995). The article provides a detailed description of incidence and prevalence of spanking: for instance, it is stated that boys are punished more frequently than girls, parents with higher education and higher social class are less likely to spank; female parents use this disciplinary method more often than male. Moreover, the paper addresses the most common reasons minors are slapped for and the most widespread threats, associated with spanking (parental aggression, transition from punishment to revenge) . c. Significance: This is a debate that has been going on for decades. Some people believe it helps, others think it hinders a childÃ¢â¬â¢s social and behavioral development (Strauss and Donnelly, 2002). The writing is instrumental in its clear description of both parties of the spanking confrontation; importantly, the emphasis is placed upon the disputes between health care specialists and psychologists. The book also draws a distinction between spanking and physical abuse. II. Behavioral Dimensions. a. The impact of spanking on school behavior: Corporal punishment of children actually interferes with the process of learning and with their optimal development as socially responsible adults (Larzelere, 2005). The author provides a detailed review of existing studies, dedicated to the relationship between spanking and challenges in cognitive and emotional development. The article also illustrates the closed circle of physical punishment, which causes the fear of making a mistake and depresses concentration, critical thinking and initiative in behavior. b. Spanking and aggressive or violent behavior: Researchers have also found that children who are spanked show higher rates of aggression and delinquency in childhood than those who were not spanked (Polaha, Larzelere, Shapiro Pettit, 2004). The article points out the distinctive features and effects of spanking depending on ethnic group and shows that child maltreatment, or excessive use of physical measures, is an artificial means of disciplining minors, which does not allow them to develop self-discipline. In fact, when a child is battered at early age, they develop the convictions in the permissibility of misbehavior if it is not noticed by adults. Similarly, at older age, the person begins to believe that punishment will not follow a crime if the transgression is not revealed. III. Psycho-Social Dimensions. a. Impact of physical punishment on family atmosphere: When trust between children and their closest caretakers is damaged, the minorÃ¢â¬â¢s ability to form trusting relationships with others is also damaged, and the effect may be lifelong (Benjet Kazdin, 2003). The article addresses the numerous long-term intrafamilial difficulties, resulting from spanking adolescents, including the disappearance of respect and trust. b. Corporal punishment and antisocial behavior. Children show antisocial behaviors when corporal punishment is enforced: the probability of school dropout and minor crime increases.Ã (Grogan-Kaylor, 2005). The Ã research involved almost 2000 participants and was aimed at investigating the ways spanking impairs social life of male and female adolescents, their motivation to participate in community activities and social position in general. V. Prevention of Spanking. a. Strategies for strengthening mutual understanding between caregiver and minor: it is highly important that caregiver be aware of the causes of the childÃ¢â¬â¢s undesirable actions and the balancing options available (Strauss and Donnelly, 2002). The book also analyzes the relationship between parenting styles, family conflicts, socioeconomic background, parental values and child behavior, habits and conviction. b. Discipline strategies, involving no use of physical power. There are compliance-gaining strategies that work with children most of the time: harmless and non-stopping dialogue, interest in teenagerÃ¢â¬â¢s life and emotional support by necessity (Larzelere Kuhn, 2005). The paper provides a very specific comparison of spanking and its Ã¢â¬Å"non-violenceÃ¢â¬ alternatives and suggests that frequent spanking is much less helpful in the process of upbringing, except for the finding that it diminishes alcohol and substance abuse. VI. Legal Frameworks and Policy Interventions. a. Legal and policy aspects of spanking: there are no state laws against spanking, although 27 states have policies against the practice and this year Pennsylvania is debating becoming the 28th. Spanking in schools is currently allowed in 23 states although in many districts parents who object can withhold permission for school personnel to spank their kids (Durrant, 2004). The article draws parallels between children rights, declared in national and global legislation, and the state legal and policy foundations, regulating the treatment of minors. b. Health care and policy efforts: traditionally, moderate spanking is non-injurious, so health care associations and factions are neutrally disposed to such disciplinary measure, as opposed to civil society groups and religious organizations which seek to cultivate new upbringing patterns and incorporate them into public policies (Larzelere, 2005). The book contains useful information about the undertakings of child protection groups and agencies of the similar profile as well as community efforts, directed to parenting skills training and parent education in general.
Tuesday, January 21, 2020
It is amazing that nearly all critics of Lewis Carroll's Alice in Wonderland focused solely on the character and adventures of the female protagonist/hero. A somewhat right-wing and didactic critique at Decent Films writes, Ã¢â¬Å"Alice embodies the gender feminist narrative of vibrant young girls losing their mojo as they come of age in patriarchal society.Ã¢â¬ The womanÃ¢â¬â¢s magazine, Jezebel, while praising the movie as Ã¢â¬Å"refreshingly feministÃ¢â¬ seemed to notice only that the hero who fights against the forces of evil is a woman. Jezebel mentions other characters, but does not take the time to catalogue their relationship to feminism. In an Associated Content piece by Adriana Tanese-Nogueria which does, commendably, explore the feminist theme much more richly than many other reviews, still, the main focus is on AliceÃ¢â¬â¢s journey of feminist liberation. But Lewis Carroll also takes a look at the men in this story. Men during the Victorian era were kn own to have the control over the household and have a job. Their lives were around getting the perfect wife and making a lot of money. So when one reads some of the characters in Alice in Wonderland, one can see some difference in how he portrays some of the characters. When thinking about male characters, one would have to also include the male animal characters. During the time Carroll wrote this book, some would say that he bace the character on real people. The animals that portray different men that Lewis Carroll knew in the Victorian era. One could not talk about the men without including every male character . So first letÃ¢â¬â¢s start talking about the one character that leads Alice down the rabbit hole in the first place. The white rabbit is the one who gets Alice interested in... ...: Ã¢â¬ËRefreshingly Feminist,Ã¢â¬â¢ Lacks HeartÃ¢â¬ . (The Jezebel review also provided a list of other sources for reviews. It was very helpful in preparing this piece.) http://jezebel.com/5486801/alice-in-wonderland-refreshingly-feminist-lacks-heart National Catholic Register. Reprinted at Decent Films. Ã¢â¬Å"Alice in Wonderland (2010)Ã¢â¬ . Steven D. Greydanus. http://www.decentfilms.com/reviews/aliceinwonderland2010 Sigler, Carolyn. "Authorizing Alice: Professional Authority, the Literary Marketplace, and Victorian Women's Re-Visions of the Alice Books." The Lion and the Unicorn 22.3 (1998): 351-63. ProQuest. Web. 7 May 2014. Spilka, Mark. "Victorian Childhoods." Michigan Quarterly Review 39.2 (2000): 411-21. ProQuest. Web. 7 May 2014. Woolf, Jenny. Ã¢â¬Å"Lewis Carroll's Shifting Reputation.Ã¢â¬ Smithsonian.com. Smithsonian Institution Scholarly Press. April 2010. Web. 6 May 2014.
Monday, January 13, 2020
LaFleur Trading Company is an international food supplier located in Vancouver, British Columbia. They handle a large amount of different food and wine products and ship to consumers around the world. Their trading partners are listed to be in 38 different countries and they are based in Canada (which makes 39). LaFleurÃ¢â¬â¢s website lists the company mission as Ã¢â¬Å"We will provide our customers with the highest quality foods at a reasonable price.Ã¢â¬ (LaFleur, 2009) The list of products includes seafood, cheeses, wines, and fruits. Most of the customers for LTC come through the internet. The only real interaction that the company generally has with clients is through emails and phone calls. The desired reputation of the company is that of a high standard for product quality. The website says that the company Ã¢â¬Å"will act fairly and justly in the conduct of our businessÃ¢â¬ and also acknowledges that customers get their perceptions of the company from the interactions with employees. LTC goes on to assure customers that their buyers Ã¢â¬Å"only deal with reputable producers and exportersÃ¢â¬ (LaFleur, 2009). With such an avid focus by consumers on labels, it is critical that LTC uphold their claim to maintain Canadian organic standards for all their organic products and to be able to regularly inspect products from each different country to ensure it all meets the same strict standards. Reasonable prices and high quality are the two promises that the company makes throughout their website. Certainly the ability to keep their promises will be determined solely by the dedication of the employees to do their jobs to the best of their ability. LTC employs individuals that are responsible for customer service, shipping, business to business relations, and quality assurance. Salesmen in the customer department as well as representatives responsible for securing purveyors can be eligible for commission bonuses. Quality assurance team members can be offered rewards for continuing to keep the standards set by the trading company rather than letting certain products slide. The organic label is one that must be more rigorously inspected, as the standards in this area are constantly being improved as environmental standards worldwide become stricter. The shipping team must be responsible to compare rates as well as the delivery times andÃ package conditions upon arrival. This area can lead to many challenges since the company is involved in shipping in so many different countries. Certainly it is a huge challenge to run a company with so many different cultures represented in their partners. Learning to merge local cultural ideology with the companyÃ¢â¬â¢s ethical standards is something that must be addressed. One Boston, MA based company found a solution to this challenge when they opened their Bangkok branch. They built an entire team for such enterprises and appointed a director of worldwide culture and communications. The team, called Winning Operations Worldwide or WOW, had a purpose of building a bridge between the home office and the regional offices. The goal, according to the director was to decentralize operations so that the regional office employees would be able to successfully make their own decisions. They began providing extensive training exercises. Ã¢â¬Å"taught Team WOW members how to inject corporate valuesÃ¢â¬âteamwork, the interplay between speed and quality, risk taking, and thriving in change, and open communicationsÃ¢â¬âinto their training programsÃ¢â¬ (Dunn, 2000) LaFleur Trading Company receives most of their customer orders online through their website. Safeguarding customer information received such as credit card or bank account information from being stolen or fraudulently used is a pertinent concern. Another issue that plagues online consumers is personal information such as e-mail, phone numbers, and mailing addresses. Customers value their privacy and companies that take the initiative to honor that wish for privacy are able to build better e-commerce. Fast Track 500 companies are working diligently to disclose any uses for customer information. Ã¢â¬Å"Nearly 95 percent of FastTrack respondents said top executives at their companies consider protecting customer privacy a critical part of their e-business strategy. According to the survey, top managers with profitable e-commerce ventures are even more likely to have this issue as a top priorityÃ¢â¬ (Paul, 2000). LTC is an e-commerce company that would benefit tremendously from this type of focus. Customers want to know that their purchases and their information are protected. With partners in 39 different countries it would be virtually impossible not to have heightened security on their website and in their company policy. One potentially difficult ethical challenge to a trading company dealing in food would be the assurance that each product is free from harmful contaminants. This is anÃ issue that would start at the local level with the production of the food (or wine) and then involve the shipping process. Because of dealing with so many partners in different countries, it would take an entire team full-time attention to make sure that one set of standards is maintained throughout the product range. Customer service would be fairly inv olved at LaFleur Trading Company. Service specialists must have the ability to potentially communicate in multiple languages. Special translation software can help for online communications but phone representatives would need to include individuals who speak a variety of languages. Also, there would be cultural differences to take into consideration, such as some cultures prefer to only have men conduct business. Some cultures do not allow certain products, and most of the time customers will expect business to be conducted in the manner of their own culture rather than the manner of the parent companyÃ¢â¬â¢s culture. Sometimes it is easy to offend someone of a different culture without even realizing it. Ã¢â¬Å"When in Rome do as the RomansÃ¢â¬ is an old adage that would apply here. Another possible solution would be to hire customer service representatives in each local market and route orders through the local affiliates. Providing a quality product at a reasonable rate through ethical business practices is a good standard for any company. Organizations such as LaFleur Trading Company have a very complex task to consistently provide that same level of service in such a large international market. Focusing on quality assurance, secure transactions and cultural diplomacy are three ways that organizations can succeed in the new global market. Keeping the concept of Ã¢â¬Å"localÃ¢â¬ as part of Ã¢â¬Å"globalÃ¢â¬ will ensure long-term success as a grassroots effort spreads across countries worldwide. References Dunn, K. (Feb 2000). Values Training Spans From Boston to Bangkok. Workforce, 79, 2. p.90. Retrieved November 09, 2010, from General OneFile via Gale: http://find.galegroup.com.ezproxy.apollolibrary.com/gps/start.do?prodId=IPS&userGroupName=uphoenix LaFleur Trading Company (2009). Mission. Retrieved November 09, 2010, from https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Business/Lafleur/intranet.ht
Sunday, January 5, 2020
Part I, Objective 1: Supply Chain Management (SCM) and Operations Management (OM) Supply chain management is the business of overseeing the flow of materials to manufacturers, wholesalers, retailers and consumers. It is an external process that involves supply chain managers communicating with other vendors to ensure a product flows through the supply chain smoothly. Once a product reaches the consumer, it has already flowed through multiple organizations Ã¢â¬â these organizations collectively are referred to as the supply chain. Effective supply chain management should result in a relatively seamless production process while also minimizing costs on a continuing basis. Operations management, by definition, is the development, execution andÃ¢â¬ ¦show more contentÃ¢â¬ ¦I also learned about three types of forecasting: short-term (daily operations, work schedules, production schedules), intermediate (product launches, employee hiring) and long-term (building/selling of a plant, opening/closing of facilities) which can all help in forecasting, or predicting, what demand will be and how many supplies will be needed to satisfy demand. Activity diagrams can also be used in project management (activity on arrow or activity on node) to determine the critical path and the shortest amount of time required to complete the critical path activities. Part I, Objective 4: Develop and Manage Efficient Global Supply Chains On a global level, IÃ¢â¬â¢ve learned that without the proper planning and forecasting, any disruptions will affect your supply chain drastically. In order to combat this, supply chain managers must take into consideration weather patterns in other locations, language barriers, government regulations and cultural differences and how to project demand in these unique scenarios. ItÃ¢â¬â¢s also very costly to operate at a global level; calculating center-of-gravity seeks to calculate geographic conditions for a single facility that will minimize costs. Overall, IÃ¢â¬â¢ve learned itÃ¢â¬â¢s possible to minimize such risks by creating a plan, measuring performance frequently andShow MoreRelatedSupply Chain Management And Operation Management1374 Words Ã |Ã 6 Pages1) Definition of the scope Supply chain management and operation management have become integral components as far as organizational competitiveness is concerned. This paper will begin by offering a literature review about supply chain management and operations management. 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Introduction...............................................................................................Read MoreIHC distribution Center Operations Review on Supply Chain Management, Logistics, and Inventory.955 Words Ã |Ã 4 PagesOperations Review on Waste Reduction, Cost Reduction and Process This memo will discuss the efficient ways that Supply Chain Management, Inventory, and Logistics have been successfully implemented in the Intermountain Healthcare Supply Chain Center. Peggy Lee, Card Program Manager at IHC led the tour in the Supply Chain Center. The goal of IHC distribution center is reduce waste, cost and centralized the high volume supplies in one location and distribute across all their facilities. This givesRead MoreOperations Management and Supply Chain Management1248 Words Ã |Ã 5 PagesQuestion: How does Operations and Supply Chain Mgmt enhance company profitability? 1. Content 2. Charts and Graphs 3. Evidence to support your position 4. Examples that highlight your conclusion Table of Contents: I. Executive SummaryÃ¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦.2 II. Operations Management and ProfitabilityÃ¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦.3 III. Supply Chain Management and ProfitabilityÃ¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦.5 IV. Examples/Case StudiesÃ¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Ã¢â¬ ¦Read MoreSupply Chain Management: Operations Management Essay1330 Words Ã |Ã 6 PagesSupply Chain Management: Operations Management Introduction Operations Management is the term we use for the management of the resources necessary to produce and deliver the products and services required by customers. These resources include labour, materials and capital equipment. The following definition reflects the nature of Operations management: Operations management is about the way organizations produce goods and services. Everything you wear, eat, sit on, use, read or knock aboutRead MoreOperations and Supply Chain Management1804 Words Ã |Ã 8 PagesWhen marketing, engineering, and operations simultaneously develop a process (cross -functional integration), this approach is known as __________ ________________. A) sequential process B) traditional approach C) concurrent engineering D) both A and B E) none of the above Feedback: C is the correct answer. Unlike the traditional serial or sequential approach, concurrent engineering uses cross-functional integration for concurrent development of a product