Robin Lee Essays (253 words) - Biotechnology, Preventive Medicine

Robin Lee Ms. Kayla Murphy English 9 Sept 21, 2015 Vaccinating Kid Should Be a Parental Choice Life is important and as everybody knows, preventing people from deadly illnesses is also very important. It is strange that some people don ' t believe that vaccinations are effective. Despite years of scientific research and testing, people still choose to be ignorant and hard-headed. Vaccinations should not be a topic of debate because vaccines available have been tested and proven that they are effective. If vaccines weren ' t prove, doctors weren ' t be able to use vaccines but it has been approved by government and CDC so people should have faith to the government, CDC, and to the doctors. There are many different kinds of illness threatening the lives of people. Prevention is always better than to get something unexpected without preventing. When treating illnesses, it costs a lot of money and time to treat it. Vaccinations can not only prevent from illnesses but it also takes a little time and money. I think that getting vaccinations on their children means that they love their children and don ' t want them to become sick. But, when I see people who disagree with getting vaccinations on their children, it means that they don ' t really care about suffering their child from illness when they get the illness. Some parents don ' t think about how much money, time and suffering their children would have after having an illness.

The process of european union integrated border management The WritePass Journal

The process of european union integrated border management Introduction The process of european union integrated border management Introduction1. The Concept of the Schengen2. The Integration of the Schengen Acquis into the European Union3. Towards Integrated Border ManagementConclusionRelated Introduction 1. The Concept of the Schengen For the establishment of a common market, the abolition of any obstacles on the mobility of people was deemed to be a necessary pre-condition (Carrera, 2005, p. 700). According to Gogou (2006, p. 2) there are two parallel and competing methods for achieving the free movement of persons: the intergovernmental cooperation and the community approach. Member States introduced informal regular structures for the exchange of information on internal security problems since the mid-1970s (Gogou, 2006, p. 2-3).   As a first step, the member states developed the structure of Terrorism, Radicalism, Extremism, and International Violence Group, or TREVI Group. It was set up in 1975 and comprised interior and justice ministers as well as police chiefs (Edwards Meyer, 2008, p. 8). It was initially a forum for exchanging information regarding organised crime and terrorism (Casale, 2008, p. 50). The TREVI Group lasted until 1992, when it was replaced by the provisions of the Maastricht Third Pillar involving immigration and asylum, policing, customs and legal co-operation (Casale, 2008, p. 50). On the other hand, intergovernmental co-operation between EU Member States regarding issues of external border security started in a systematic way in the second half of the 1980s within the Schengen context (Monar, 2006, p. 193). France, Germany, Belgium, Luxembourg and the Netherlands decided to create a territory without internal borders in 1985 (Haider, 2002, p. 473). The purpose of the Schengen Area was to bring people closer together in a Europe without visible internal borders. The aim was to allow for the free movement of people and goods by removing all controls at the common borders of the participating states (Batt, 2003, p. 5-6). The Schengen Agreement increased the freedom of movement of people between countries that have implemented the agreement by abolishing passport controls; in addition, visitors to the Schengen Area require only one visa that is good for all Schengen countries (Bogdanyi Lewis, 2008, p. 1). On the other hand, the EU set up a ‘three-pillar’ system of decision-making under the Maastricht treaty (1992). The first pillar contained the EU’s single market and other policy areas where the European Commission has the right to draft laws (Brady Barysch, 2007, p. 5). The Maastricht Treaty created the Common Foreign and Security Policy (CFSP), as the 2nd pillar and the inter-governmental Justice and Home Affairs (JHA), as the 3rd pillar of the EU (Bomberg Peterson Stubb, 2008, p. 2). The third pillar, for JHA, originally covered EU cooperation in four policy areas: policing, criminal justice, immigration and asylum, and border management (Brady Barysch, 2007, p. 5). The actual Schengen Convention was ratified in June 1990 and came into effect in March of 1995, by which time several other states had agreed to the EU framework including Italy, Spain, and Portugal (Michael, 2008, p. 3). The Convention contained more general provisions on police cooperation, extradition, other issues of criminal justice cooperation, on narcotic drugs, firearms and the Schengen Information System (SIS) (Gogou, 2006, p. 3). SIS was established in the Schengen Convention (Title IV). The SIS came into effect in 1995 (Michael, 2008, p. 3). The SIS was developed to enable the authorities designated by each Member State to have access by an automated search procedure to alerts on persons and property for the purpose of border checks and other police and customs checks (Carrera, 2005, p. 7). Member states supply information to the system through national networks (N-SIS) connected to a central system (C-SIS), and this IT system is supplemented by a network known as SIRENE (Supplementary Information Request at the National Entry) (Rowan, 2009, p. 237). In 2001 SIS was expanded into SIS I+ in response to the inclusion of the Denmark, Sweden, Finland, Norway and Iceland, and in 2007 SISone4all was put in place to manage the enlargement of the Schengen Area to encompass nine of the countries that acceded to the EU in 2004 (Czech republic, Estonia, Hungary, Latvia, Lithuania, Malta, Poland, Slovakia and Slovenia) (Parkin, 2009, p. 4). Second generation of the SIS II is currently under development under the responsibility of the European Commission. Its deployment is currently planned in the first quarter of 2013 (Hartmann, 2010, p. 5). Monar (2006, p. 193) points out that Schengen system was based on the idea that common standards, procedures and even certain common instruments such as the SIS. Intergovernmental cooperation had advantages for Member States. They could escape any form of political control by the European Parliament (Gogou, 2006, p. 3-4) and jurisdictional control of the European Court of Justice or other social actors (Rosonow, 2009, p. 141). 2. The Integration of the Schengen Acquis into the European Union Schengen Acquis was transferred into the European Union framework on 1 May 1999 with the Treaty of Amsterdam, the Schengen area was expanded step by step beyond the original five member states (Lavenex, 2009, p. 1). Indeed external borders policies were transferred from the Third Pillar to (First Pillar) Title IV TEC named Visas, asylum, immigration and other policies related to free movement of persons (TEC Articles 62-69). Therefore, these matters therefore do not belong to national policies and legislation at the individual level (Tanguay Therrien, 2010, p. 4). The Treaty of Lisbon of 2009 significantly amended the provisions of the articles in Title IV TEC, renamed the title to Area of Freedom, Security and Justice and introduced into EU primary law the concept of an integrated management system for external borders. Articles 77-80 TFEU replaced Articles 62-69 TEC as the legal base for any measure dealing with visas and borders (Hartmann, 2010, p. 1). Article 77 (ex Article 62 TEC) provides the absence of any controls on persons, whatever their nationality, when crossing internal borders; carrying out checks on persons and efficient monitoring of the crossing of external borders; and the gradual introduction of an integrated management system for external borders. This development was crucial. According to Gogou (2006, p. 4) the Amsterdam Treaty put an end to the competition between intergovernmental cooperation and community approach for the implementation of the Schengen rules. The integration of the Schengen into the EU framework has resulted in special arrangements for three EU member states. The UK and Ireland had specific protocols which allow them to opt out of EU common policies concerning Schengen and the area of freedom security and justice (Duff, 2008, p. 5). The reasons for opt out; that the UK, as an island, has a comparative advantage in the field of border politics. Therefore, the government maintains that based on its geographic location the UK’s immigration control is reduced to certain main ports of entry such as airport, seaports, and the Channel tunnel. Joining Schengen would mean significant changes in UK border politics (Wiener, 1999, p. 446). â€Å"British governments maintains that police-free borders would be tantamount to throwing open the door for international criminals† (BBC, 1997). However, these countries have possibility to opt-in at a later stage, adopt and implement certain or all of the Schengen clauses at any time on the basis of an enabling Council Decision (Gogou, 2006, p. 6-7). At the same time, the UK and Ireland participated in the Schengen aspects that are not related to border control, such as the SIS with the exception of alerts relating to third country nationals (Parkin, 2011, p. 4). On the other hand, Denmark is a member of Schengen, but has a special arrangement. The Protocol on the Position of Denmark grants this Member State an opt-out from Title IV TEC which is in substance and procedures very similar to the British and Irish. However, Danish case is obviously more complicated because Denmark is a member of Schengen. Denmark has six months time to decide whether it will implement any Council decision building on the Schengen Acquis into national law (Monar, 1999, p. 12-13). Gogou, (2006, p. 7) claims that the effect of this regime is clearly to bypass the jurisdictional control of the European Court of Justice, and has an impact on community law in the area of the implementation of the Danish decision to opt-in. On the other hand, candidate states were not being offered the opportunity to negotiate similarly flexible arrangements like the UK, Ireland, and Denmark (Grabbe, 2000, p. 503). Poungh (2003, p. 648) stresses that new members have to comply with Schengen Acquis in full before benefiting from the advantages in terms of abolition of internal border controls and free movement of persons (as cited in Rowan, 2009, p. 237). At present, 22 EU Member States and 3 Non-EU states are part of the Schengen Area. Belgium, France, Germany, Luxembourg, the Netherlands, Portugal and Spain implemented the Schengen agreement in 1995. They were followed by Italy and Austria in 1997, Greece in 2000, and Denmark, Sweden, Finland, Norway and Iceland in 2001(Norway and Iceland are not in the EU). Nine more EU countries joined in 2007, after the EUs eastward enlargement in 2004. They are: the Czech Republic, Estonia, Hungary, Lithuania, Latvia, Malta, Poland, Slovakia and Slovenia. Switzerland, which is not in the EU, implemented the agreement in December 2008 (BBC, 2011a). There is no date yet for Cyprus, which joined the EU in 2004, or for Bulgaria and Romania, which joined in 2007. Bulgaria and Romania have to fulfil a series of requirements. Andorra, and San Marino are not part of Schengen, but they no longer have checks at their borders (BBC, 2011a). Liechtenstein signed a protocol on the accession to the implementation of the Schengen Acquis on 28 February, 2008. The official Schengen incorporation is expected in the second half of 2011 (Liechtenstein, 2011). Schengen Area consists of 25 European countries, covering a population of over 400 million people and an area of 4,312,099 km ² with 10,000 km ² of land borders, 50,000 km ² of sea borders and 1,792 official border-crossing points (Hartmann, 2010, p. 6). 3. Towards Integrated Border Management Member States expressed the political will to reinforce their policy in particular for the management of external borders. The Laeken European Council of 14-15 December 2001already recognised that ‘better management of the Union’s external border controls will help in the fight against terrorism, illegal immigration networks and the traffic in human beings (Hobbing, 2006b, p. 169). The Eurpean Council asked the Council and the European Commission to work out ‘arrangements for co-operation between services responsible for external border control and to examine the conditions in which a mechanism or common services to control external borders could be created’ (Council of the European Union 2001, Conclusion No. 42 of the Laeken Council.). This represented a revolution, a first breakthrough, in EU-history, of Member States’ monopoly in implementing and enforcing EU legislation at the borders. (Hobbing, 2006b, p. 169). Commission called for a more â€Å"coherent strategy† on European border management and identified as a core element of the latter the creation of a European border guard. (Carrera, 2010, p.2). The conclusion of the European Council initiated a discussion on a new topic called ‘integrated border management. (Hobbing, 2006, p.1). On the basis of the Council conclusions and in order to respond to the new challenge of the enlargement, a ‘Catalogue of recommendations for the correct application of the Schengen acquis and best practices for external border controls, removal and readmission’ was elaborated by the Council on February 2002. It is a practical instrument listing a series of measures for the correct implementation of the Schengen rules and dressing up a non exhaustive set of working methods for its optimal application. (Gogou, 2006, p. 11). The Commission built upon the Council’s request and released a communication entitled â€Å"Towards integrated border management of the external borders of the member states of the European Union† on 7 May 2002. (Communication to the Council and the European Parliament, Brussels, 7 May 2002, COM (2002) 233 final, 28p). , this Communication proposed a gradual move towards an ‘integrated management’ of external borders, which would start with a consolidation and codification of common rules and standards for external border controls. (Monar, 2006, p. 195).It would continue, inter alia, with the creation of an ‘External borders practitioners’ common unit’ and various other co-operation mechanisms, leading then to financial burden-sharing mechanisms, and, finally, to a ‘European Corps of Border Guards’. (Monar, 2006, p. 196). In a similar fashion, in June 2002 the Seville European Council on 21–22 June 2002 Council adopted the action plan for the (Carrera, 2010, p. 3). management of the external borders of the member states of the European Union,17 where for the first time it confirmed its political willingness to seriously consider the European Border Guard proposal. (Carrera, 2010, p. 4). In the action plan, the Council also stressed that this common corps would not be destined to replace national services but only to support them. (Carrera, 2010, p. 4). European Border Guard was also presented as a key institutional tool to foster the principle of solidarity and a fair sharing of responsibility between the old and new EU member states. The initiative, however, was received with cold reactions by countries such as Poland and Slovenia, which expressed concern in relation to its potential impact over their national sovereignty and constitutional prerogatives. (Hobbing, 2006, p. 163).   On the basis of the 2002 Action Plan significant progress has been made towards the ‘integrated management’ of external borders through enhanced operational cooperation and coordination between national border guard forces, institutionalisation of the cooperation process regarding external borders, and burden-sharing in the domain of external border controls. (Monar, 2006, p. 200). According to Monar (2006, p. 196) there are different possible models for a European Border Guard, which are ultimately based on different political concepts on how far ‘integration’ should go in the area of external border controls. These models can be summarised as follows: (Monar, 2006, p. 196). The first model which may be called the ‘integrated force model’ would involve the creation, surely only in a longer-term perspective, of an integrated border guard force under the authority of the Council. It would have a common command structure and common training and equipment standards, financed through the EU budget. It would also be vested with full law enforcement powers at external borders, partially or (eventually) totally replacing national border police forces. (Monar, 2006, p. 196-7). The second model which may be called the ‘network model’ would mean the creation of a European Border Guard as a network of national border guard units. According to this model units would continue to exist as separate national forces, but they would be subject to common instructions issued by a Council body and based on common training and equipment standards. Certain parts of the national border guards could be trained and equipped to constitute a contingency reserve (or ‘rapid response force’) consisting of national units able to merge into joint units, and capable of being deployed at particular ‘hot spots’ at external borders upon request and approval by the Council body. (Monar, 2006, p. 197). It appears that the first model would be the most easy and efficient. However, it is believed that would be the most difficult to implement. According to Monar (2006, p.197) there are political obstacle. Most Member States are reluctant to create any supranational body in the law enforcement field, and to confer law enforcement powers within their area on officials from other Member States. Also the new Central and Eastern European Member States got back their full national sovereignty only at the end of the Cold War, most of these new Member States are wary of the creation of further supranational structures at the EU level restricting their sovereignty. The integrated force model would require considerable changes to national legislation, and constitution. An integrated force would need to be created through the merger of national forces, which up to now are marked by major differences in terms of tasks, structures, training and equipment. Integrated border guard force will cause the language problems. The UK House of Lords report (2003) highlighted the â€Å"danger of misunderstanding as a result of languages and other differences†. (Carrera, 2010, p. 5). On the other hand, the second ‘network’ model would clearly be easier to implement. Under the network model (Monar, 2006, p. 198). However, according to Monar (2006, p.198) there are number of specific problems with the network model of a European Border Guard. Under this model, national forces would continue to exist. Therefore the effectiveness of the network would heavily depend on all of these separate forces implementing external border control standards and procedures as uniformly as possible in line with the common guidelines issued by the Council body. Also Member States are most likely to resist any major changes to their national services in charge of border controls, especially if these are perceived to be costly and contrary to well established national traditions. (Monar, 2006, p. 198). However, this model would require a major effort in training, language learning and standardisation of equipment. The Greek Presidency at the European Council in Thessaloniki in June 2003, the Member States agreed, on 16 October 2004, on the establishment of an Agency for the Management of Operational Cooperation at the External Borders (Treaty Establishing a Constitution for Europe 2004). (Monar, 2006, p. 204). FRONTEX Agency was set up in order to promote integrated border management. (Jorry, 2007, p.8). The EU acquis on external borders, and its IBM, are now part of the main legal, institutional and financial foundations. Since 2005, Frontex has been in charge of coordinating operational cooperation among the border services of the EU member states.42 (Carrera, 2010, p.8) One year later Frontex’s activities were complemented by the adoption of the Community Code on the rules governing the movement of persons across the borders (the SBC),43 which offers a more transparent and common set of harmonised rules and procedures for crossing the external borders of the EU.44 This has been accompanied by the adoption of the external borders fund in 2007,45 which has been politically presented as a key component of the principle of solidarity on (Carrera, 2010, p. 8) border controls in an enlarged EU by financing border-crossing infrastructure, equipment and projects as well as the exchange and training of staff. (Carrera, 2010, p. 9). The SBC has also codified a common European understanding of the ways in which border controls should be carried out across the Union, which has had deep repercussions regarding ‘who’ is to be considered a border guard and the kinds of activities and tasks falling under the scope of external border controls in Europe. (Carrera, 2010, p. 9). Conclusion Consequently, IBM rules cannot easily be located within just one framework; they are spread across a number of legal and administrative instruments. They represent a multi-layered compilation of provisions, with only the basic ones found in formal legal texts such as the Treaty on the European Community or the Schengen instruments of 1985-90, while much of the rest has been adopted through informal arrangements, e.g. the Common Manual on external borders adopted by the Schengen Executive Committee (Council of the European Union, 2002a) and the Catalogue of Best Practices drawn up by the Working Party on Schengen Evaluation.17 (Hobbing, 2006, p.165).

Direct Mail and Email Advertising Research Paper - 1

Direct Mail and Email Advertising - Research Paper Example The report examines direct marketing as a method of sending advertising messages to potential and existing customers through direct mail. It highlights the major advantages and disadvantages of this method as a traditional method of advertisement. This method is costly and customers may not read the intended ad message. Email advertising involves the conveyance of advertisement messages through email. With the rise of internet technology, emails are becoming easy and fast methods of sending emails. It is less costly and generates more customer response than direct mail advertising. Email marketing is considered as the most suitable method of advertisement because it is less costly, easy, fast and effective. It generates more customer responses than direct mail and earns more returns on investment. However, the retailer should avoid sending email messages too often and send only relevant information targeted at specific individual customers who demonstrate an interest in the companyâ €™s products. Working as a marketing consultant in Big Consultant Company, my aim is to advise a retail marketer in the High Street who has approached our company for consultancy services. The client wants to choose the best method to advertise his retail products to target customers. He is faced with a rhetoric situation in which he has to choose between direct mail and email advertising to advertise his products. The retailer sells electronic devices including computers, mobile phones and tablets to customers on order. He already has a large number of customers within his neighborhood, but he wants to expand to other neighborhoods. He has already generated a large database of potential customers including university and college students. He is now wondering which method he should use to communicate with them. Direct mail and email advertising are his most preferable methods.

Effect of war on the African Essay Example | Topics and Well Written Essays - 500 words

Effect of war on the African - Essay Example The negative effect of war is less on Sudan than on other countries - The country of Sudan was inhabited by the Muslim about fifty percent in the north and forty percent by the Christians in the South of the Sudan and a little part was indigenous tribal groups. They were forced to accept the religion of Islamic and when they resisted it they were harassed and food was used as weapon in doing so.The Arabic people staying in the north Sudan are defining terms and conditions for national identity on the basis of Islamic culture and norms. The non-Muslims or the African tribals who are converted into Christianity were not given posts in the constitution. And thus the civil war that broke out during the formation of the government is still continuing till now. Many Christians, as many as five million migrated to Chad and other countries of Africa to escape the forced Islamic culture and those who didn't migrate were made slaves, raped, killed and their houses were burnt by the Muslim terr orist militia.The statistics say about half a million were killed which is less when compared to other war affected countries like Uganda, Somalia and Ethiopia. These terrorists come on the horses with weapons and raid the centers, throw bombs in public areas, devastating and disastrous civil war of the world. But whatever loss has occured, it occured only to Christians and Muslims were safe in the northern Sudan.Also it was found that south Sudan has huge resources of oil reserves for which there was great demand and that can be the main reason for which the area was not destroyed and instead people were made to ran away and leave the country for those who desired those oil reserves.

Ford automobile analysing the vertical integration Essay

Ford automobile analysing the vertical integration - Essay Example Generally, it is the level at which an organization controls the main suppliers and buyers, and aims at improving marketplace supremacy (Katie, 2013). In the early 20th century, Ford Corporation built a manufacturing empire unlike any other before or after based on vertical integration. Ford had chosen to produce the components and materials for its famous Model T passenger car instead of sourcing them from independent contractors or suppliers. The company also bought glass and steel mills to produce steels and window screens for its cars. In addition, Ford acquired huge tracts of land in Asia and Brazil to grow rubber trees to meet its requirements for tyre materials. These efforts culminated in the construction of the massive Rogue plant that ensured full control of all the resources that were necessary in the production of the automobiles. The first model T cars retailed at $850 but the price fell to $440 and eventually to $290 in 1925. The approach had been able to provide better quality cars at much lower prices and thus progressively increase the company’s market share. (Lu, 2011). On the other hand, General Motors, Ford’s main business rival, adopted the multi-divisional approach later on and integrated the various independent firms that were held under the umbrella firm. This ensured that the overall financial and directional decisions were made at the corporate headquarters and the operating decisisons were left to the various divisions. The large scale vertical integration was meant to achieve various objectives. Scholars believe that this was aimed at increasing control, capturing profitability from upstream suppliers, and exerting marketing dominance. This strategy was suitable with the prevailing market environment, which seemed to have enduring demand and low prices determined the market leader. However, despite the soaring sales figures, the approach also had some weaknesses. These included rigidity in asset deployment, modification of product lines and responses to demand changes (Harrigan, 2003). Analysis The Ford Motor Corporation held the dominant position in the automobile industry during the 1910s and 1920s. It held the largest market share and even briefly went over the 50 percent mark. It also reported the highest profits due to its better manufacturing innovation and a reputable brand name. in addition, its main competitors had less superior production technologies and felt the immense pressure from Ford’s market dominance and the low prices. Henry Ford was highly motivated by the vision of producing good and low-priced motor cars for the entire public and the development of technology used to mass-manufacture the cars. His ability to provide substantially lower prices than his closest competitors gave his company the flexibility to pursue these objectives. For instance, Ford’s Model T car was retailing at US$440 while the closest competitor was a Willys-Overland vehicle that was sold fo r US$ 895 (Rosenbaum, 1998). The company had started with the construction of its Highland Park plant in the 1910s, which consisted of a huge capital investment. The multi-storey building became the largest in Michigan state. Its large and open floors provided room for machinery arrangement, and the huge windows provided ventilation and natural lighting. This made the plant a good model for design of factories. In addition, it combined a foundry, a machine shop and a power plant, which brought various stages of automobile

The Character Odysseus in Homers Odyssey :: Odyssey essays

The Character Odysseus in Odyssey "Odyssey" is an epic story that has been a significant piece of literature since it was first composed and will remain so for ages to come. One of the reasons it has been so is because of the hero, Odysseus. Odysseus is one of the first Greek mythic heroes renowned for his brain as well as his muscle. Indeed he is a man with an inquiring mind, and he is also a man with outstanding prowess and bravery" (123helpme.com/assets/3603.html). "We also must not forget that he is a top-notch athlete which only adds more to this seemingly insuperable character. It is no wonder why many scholars refer to Odysseus as a powerful mythic hero. "Odysseus often hesitates before acting, because he uses his reason and gift to evaluate things. This patience is one of his most important additional attributes"(library.thinkquest.org/19300/data/Odyssey/odysseus.html). It saved him and his men many times. "When the poem opens, it is the tenth year since the fall of Troy, and Odysseus has not yet returned to his home in the island of Ithaca, but is detained in Ogygia, an island in the west, by the nymph Calypso" (bartleby.com/22/1001.html Homer (fl. 850 B.C.). The Odyssey. The Harvard Classics. 1909-14). "In disguise as an old friend of Odysseus', Athena travels to his manor in Ithaka, now overrun with noisy, lustful suitor's intent on marrying Odysseus' wife, Penelope. Odysseus' son, Telemakhos, unhappy among the suitors, greets Athena warmly as a stranger and invites her to their feast. As the suitors devour Odysseus' oxen, Telemakhos says he believes his father - whom he does not know at all - is dead."(gradesaver.com/ClassicNotes/Titles/odyssey/summ1.html). "He is so unsure of his own identity that he refuses to affirm without qualification his relationship to Odysseus. Athena introduces herself as Odysseus' old friend Mentes and predicts that he will be home soon. Telemakhos matures from a callow, helpless youth into a stronger, more confident man" (Approaches to Teaching Homer's Iliad and Odyssey ). "Just as Odysseus' story is about returning home to his old identity, Telemakhos' is about forging a new one; as A thena tells him, "You are a child no longer"."(gradesaver.com/ClassicNotes/Titles/odyssey/summ1.html). As Telemakhos' develops from youth to man inspired by Athena, especially her favorable comparisons between him and his father; he stands up against the suitors in his assembly. "Failing in an attempt to get the Ithacans to help him to assert his rights, Telemakhos sets out for Pylus under the guidance of the goddess Athena, who is disguised as Mentes, a friendly chief.

SURPLUS STYLES

Derrick should take to solve his problem. Derrick should firstly identify the factors that this organic process would entail. He has to ensure that whatever adjustments in the supply chain strategy he will implement should drive and support the business strategy as a well designed supply chain can provide competitive advantage. In order to continue leveraging the competition and maintain the same path of gaining costs reductions and compete on a cost productivity advantage he can opt to increase sales volumes or utilize an efficient supply chain network.Efficient apply chain network can increase efficiency and improve productivity as such reduce overall cost per unit. He should research potential suppliers assess the cost of possible outsourcing also identify key tech oenology to assist with this new direction. Establishing and building new relationships through the supply chain will be paramount since the Strategy has now changed.Investigating the competition, possible merchants and associated costs of other suppliers should be an avenue to pursue as even though the focus was initially on costs the priorities have now shifted as organic and CEO friendly rodents are more expensive than regular products. Getting all aspects of the chain aligned and workable to fit the modified supply chain design should take precedence. Should Derrick ask for the required changes from the current suppliers? If they do not comply, should he solicit new suppliers?How might he do this? It is definitely k for Derrick to ask for the required changes from the current supplier. He has maintained and fostered a relationship with them over the years and this can also be viewed as part of building further relationships in the supply chain. If they are not familiar with organic CEO roundly products they could be afforded the first opportunity to continue business provided they are willing to facilitate the request. This can mean new future potential business for them as well.If they do not comply then he reserves the right to research and seek out other possible vendors. This new direction of organic products that the company has undertaken comes with great responsibility as the company's bottom line is dependent on it. The company with the help of Derrick has in the past successfully competed on cost and has used competitive bidding to select suppliers and award yearlong contracts. He should be able to procure the same with the new specifications and supply chain design. Should Derrick go through a competitive bid in the future?If so, should he do it for all purchased products or just some products? Based on the high level of competitive environment experienced in today's marketplace garnering a sustainable competitive advantage is definitely a priority for companies. Even though organic products are more expensive he should still try to minimize costs. Utilizing a competitive bid process in the future could be recommended for Derrick as this strategy has worked eff ectively in the past for the company. This can be used for obtaining the best products at cheaper costs.Continuing on the same path should assist him to maintain and align all factors such as costing, innovation, distribution, and product quality and customer service as part of the supply chain strategy. What are the differences when looking for suppliers to meet cost standards versus quality standards? The quality of a product is usually lacking if costs is the only thing a company is focused on. Most companies who compete on costs are only focused at offering the lowest price possible. This strategy requires going to the cheapest suppliers rather than focusing on gig quality components.