The Role of Green Supply Chain Management in Sustainable Development Dissertation

The Role of Green Supply Chain Management in Sustainable Development - Dissertation Example 26 3.5 GrSCM and CSR †¦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‚¬ ¦ 27 3.6 SCM and Environmentalism †¦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‚¬ ¦.. 28 Table of Contents (cont’n.) Chapter 4 Impact of Supply Chain on Green Logistics †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 29 4.1 Introduction †¦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‚¬ ¦. 30 4.2 Performance Standards †¦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‚¬ ¦... 31 4.3 Impact of GRSCM on Organisations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 32 4.4 Responsibilities †¦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‚¬ ¦.. 33 4.5 Strategies †¦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‚¬ ¦. 34 4.6 Barriers †¦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‚¬ ¦ 36 4.7 The Green Business †¦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‚¬ ¦ 36 4.8 Best Practice: TQM †¦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‚¬ ¦. 37 Chapter 5 Conclusion and Recommendations †¦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‚¬ ¦. 40 5.1 Conclusion †¦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‚¬ ¦.. 40 5.2 Recommendations †¦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‚¬ ¦.. 42 References †¦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‚¬ ¦. 43 List of Figures Figure 1 – Traditional Supply Chain Strategy Figure 2 – SCM material and information flow Figure 3 – Competitiveness in supply chain Figure 4 – Functions of green supply chain Figure 5 – Framework of green... Traditionally, supply chain is about profits and producing more products in the age of globalisation. But as the number of conscience-stricken businessmen grew, products are aimed for customer satisfaction taking into consideration environmental protection. Early proponents of green supply chain management formulated a set of alternatives aimed at changing the ways people deal with nature and organisational processes not harmful to the environment. It is possible that we can live in the age of globalisation and advanced technology, but not being abusive to the environment. Green supply chain management became a goal of managers including organisations aiming for a sustainable future. The methodology used in this dissertation is a mix of literature review and analysis of secondary researches. Concepts of traditional supply chain and green supply chain management were analysed and compared and conclusions and recommendations were drawn from the analysis. It can be concluded this early that green supply chain management is a phenomenon and a challenge for businesses and organisations are aiming for long-term relationships with customers and, a value-added supply chain, and above all, a sustainable future.

Windshield Survey Reflection Essay Example | Topics and Well Written Essays - 750 words

Windshield Survey Reflection - Essay Example From a study on the way of life in the state, the cost of living would be rated approximately at 85. The home worth, therefore, would stand at a higher level on a scale of comparisons. In terms of the incomes by the residents, only 10% earn below the poverty line. From a random survey conducted on the members of the village, the rates of unemployment stood at an outstanding 10%. Majority of the population comprises of males, 60% while the females are 57%. From the population numbers, at least 80% of each group are said to have acquired education, even though, up to high school. A good number in the population had ventured into higher institutions of learning for further studies. The household sizes range from 3 to 5 individuals. From this Windshield survey, points of discussion that may affect the health of this community include the likelihood of high obesity rates, diabetes, cholera and accidents in the town. The number of fast food restaurants in the town stand at over 1000, justifying to the possibility of high obesity and diabetes cases, constant complaints from the area residents on contaminated water from their taps and finally lifestyles that can afford the youth vehicles to drive-some are too reckless-thus a possibility of numerous accidents in the town. This survey will look at obesity and overweight as a health indicator. Over the years, obesity has posed a great challenge to the human race and requires constant treatment. Other illnesses come about with obesity such as high blood pressure, heart failure, stroke amongst others. In this case study, this disease may not be attributed to genetic inheritance but the lifestyle of people in the area. One nursing role that may be applied in this case is advocating for a complete lifestyle change in the lives of Kasaka individuals. The nurse may advice the patients to change their dietary habits or increase the amount of hours they dedicate to physical activities. As a result, they may be in a

Information Systems Management Pepsico Inc

Information Systems Management Pepsico Inc There are hardly a few people in the world who are unfamiliar with the word Pepsi. Words such as cola or soda have almost become synonymous with it. Pepsi is arguably the most famous soft-drink consumed by billions all over the world. And the company responsible behind this success is one of the world market giants; PEPSICO, Inc. According to Andreas Penzkofer (2007), the company came into existence in 1965, when the Pepsi-cola company acquired the snack food company called Frito-Lay. The company has started to expand itself overseas since the nineties. Pepsico Incorporated is a Fortune 500 American multinational corporation. Its headquarters are based in Purchase, New York. It is a company which has marketing and manufacturing interests in a wide variety of products ranging from carbonated and non-carbonated beverages, salty, sweet and cereal based snacks, juices etcetera. Some of the major brands owned by the company are   Quaker Oats,  Gatorade,  Frito-Lay,  Tropicana,  Copella,  Mountain Dew, and  7 Up. According to Lawrence Dietz (1973), the perspective of the company is to increase the value of the share-holders investment. The company plans to do this by achieving growth in sales, controlling the costs and intelligent investment of resources. The company believes that their commercial success is dependent upon offering good quality and value to their consumers and customers, making available products that are safe, wholesome, and economically efficient while providing fair returns on investments to their investors by maintaining high levels of integrity. ORGANISATIONAL STRUCTURE AND CULTURE Pepsico operates in all the six major continents of the world namely Asia, Africa, Australia, North America, South America and Europe. Their operations are further broken down amongst countries in these continents. The inter-organisation structure of the company has many sub-divisions. Their products are produced and bottled at the manufacturing plant, delivered to the suppliers by the distributors, the suppliers sell it to the retailers and finally to the consumers. These supply-chains in different countries are controlled by one main headquarter. According to Andreas Penzkofer (2007), the aim of the company is to manage supply ingredients and maintain purified water supply to ensure quality and availability to produce the products. Ensure availability of the best technology and quick storage and inventory processes to maintain freshness and quality. Determine the demand by past sales and future marketing. Also ensure proper packaging, maintain quick local distribution and meet any new demands or competition with products and consumer needs. Andreas Penzkofer (2007), also states that the companys mission is to become the worlds best consumer products company. Its aim is to improve on the financial returns to the investors as it provides opportunities of growth and development to its employees. It is also concerned about preserving the environment and has designed a separate set of goals especially in its favour. This can be observed from the replacement of can holders with plastic ring connectors which snap when the cans are removed; thereby reducing the risk of entanglement for wildlife. Pepsico also aims at diversifying its workforce so as to have a better understanding of different cultures. This has led the company to win many awards as well as being ranked at the 9th position by the fortune magazine as being the best company for minorities. MARKET SHARE According to Lawrence Dietz (1973), Pepsico, Inc. is one of the leading consumer product companies in the world having many of the worlds most important and valuable trademarks. It is the second largest soft-drink business having a 21 percent share of the carbonated soft-drink market in the world and 29 percent in the United States. Three of its major soft-drink brands Pepsi-cola, Mountain Dew and Diet Pepsi are amongst the top-ten soft-drinks in the U.S. market. The company has also spread itself substantially in the world snacks market by introducing a company division known as Frito-Lay. It has a 40 percent world market share in salty snacks and 56 percent in the United States. It is nine times the size of its closest competitor in the U.S. and sells nine of the top-ten snack chip brands in the supermarket channel some of which include lays, Doritos, ruffles and Chee-tos. Frito-Lay is responsible for generating more than 60 percent of Pepsicos net-sales and more than two-thirds of the parent companys operating profits. The company also has a third division called Tropicana Products, Inc., which is the world leader in juice sales and occupies a strong 41 percent of the U.S. chilled orange juice market. On a global scale, Pepsico owns 16 brands that generate more than 500 million dollars in sales each year, ten of which are responsible for generating more than 1 billion dollars annually. Pepsico acquires around 35 percent of its retail sales outside the United States, with Pepsi-cola brands marketed in about 160 countries, Frito-Lay brands marketed in more than 40 and Tropicana brands in around 50 countries. BUSINESS MODEL According to Richard Goodman (2009), Pepsico has managed to device a successful business model which stresses importance on three key factors. Structural and operational advantages, successfully pilot the company through uncertain times and making strategic investments for future growth. Pepsico aims at meeting challenges and investing for the future by providing value to customers and consumers, having an excellent market strategy, investing in research and development and innovation. By achieving these factors, the company will be able to retain customers. The company also aims at effectively managing price gaps, bringing in global advances in beverage pack sizes, activating the consumer by holding contests, working out capital benefits for the customers as well as the consumers, control prices of products around the world market, appealing to local tastes, adapting to local customs thereby achieving healthy and consistent performance. GLOBAL VISIBILITY The global visibility of Pepsico can be observed from the sheer number of countries its products are consumed in. From the market share section above, it can be seen that Pepsi-cola brands are marketed in 160 countries, Frito-Lay brands marketed in more than 40 and Tropicana brands in around 50 countries. Although Pepsico is an American Multinational corporation, India and Europe are of two of its biggest markets outside of the United States. BUSINESS ALLIANCES Pepsico has formed partnerships with many products it does not own but in order to distribute and market them with its own products. Some of these products include, Starbucks iced coffee, Lipton original iced tea, Ben and Jerrys milkshake etcetera. Also some of Pepsicos business alliances include Pepsico Quaker Chewy teaming up with Afterschool Alliance and Miranda Cosgrove to Call Attention to the Importance of Afterschool Programs, Pepsi-Cola North America Beverages and Ocean Spray Strategic Alliance to Include Additional Juice and Juice Drinks, Oxford Health  Alliance  and PepsiCo Foundation implemented Community Interventions etcetera. (Source: www.pepsico.com, date taken: 08/08/2010) COMPETITIOR ANALYSIS DIRECT COMPETITIORS The Coca-Cola Company As we all know, Coca-cola or Coke as it is popularly known, and Pepsi have been competing with each other since the longest possible times. Even as kids, we used to have advertisements on television showing us to choose one over the other. As the years pass by and as the companies seem to expand themselves more and more, their rivalry to attain market dominance seems to grow further more. According to Pat Watters (1978), the Coca-Cola Company is basically a non-alcoholic beverage producing company. It is also responsible for manufacturing, marketing and distributing concentrates and syrups which are used to produce these beverages. The Coca-Cola Company has their beverages sold in more than 200 countries worldwide. Their headquarters is in Atlanta, Georgia. The company owns more than 500 brands of non-alcoholic beverages which primarily include sparkling beverages. But they also manufacture still beverages like enhanced waters, juices and juice drinks, ready-to-drink teas and coffees, and energy and sports drinks. Royal Crown Company, Inc The Royal-Crown Company, Inc is a 50 billion dollar company which manufactures and sells concentrates that are used in the production of soft-drinks. These soft-drinks are then sold locally and internationally to independent licensed bottlers. RC cola is the companys leading brand and is ranked as the third largest cola brands after Pepsi and Coke. Some of the other brands which the company owns are Diet RC Cola, Diet Rite Cola, Lockjaw, Upper 10 and kick. (Source: www.rccola.com, Date accessed: 09/08/2010) COMPETITIVE ANALYSIS GRID SWOT Analysis for PepsiCo: SWOT Analysis signifies the evaluation of the strengths, weaknesses, opportunities and threats possessed and faced by a particular company, organization or institution. According to Pahl, Richter (2009), SWOT Analysis is beneficial and a crucial tool for decision-making and figuring dependencies between a company and its environment since subjective opinions are replaced by proactive and constructive thinking. The SWOT Analysis for PepsiCo is as follows: 3.1. Strengths: PepsiCo has a strong brand reputation in the global market due to its presence of over 120 years. It has had a significantly increasing market share over the years due to the launch of new products like Pepsi Max and other ideas. (Bachmeier, 2009) Its place has been determined and positioned strongly with regard to profits, sales and customer loyalty due to its creativity and effectiveness. PepsiCo boasts of a strong product line with a variety and diverse range of products. It faces no cash deficit and hence has huge advertising budgets to strengthen its market position. 3.2. Weaknesses: PepsiCo depends largely on the US market for its revenues. According to Plunkett (2009), around 29% of PepsiCos total net revenue is derived only from PepsiCo Beverages North America and its total market revenue dependent on US alone exceeds 50%. This may prove to be detrimental in the constantly changing economic conditions. Some of the PepsiCo products lack uniformity in their brand names. Experts have cited health hazards in the consumption of PepsiCo products due to high fat and sugar contents. The image of PepsiCo has been at stake due to incidents like the exploding of Pepsi cans in 2007 followed by salmonella contamination in Pepsicos product Aunt Jemima pancake and waffle mix. (Clark, 2008) 3.3. Opportunities: PepsiCo has been working to broaden its product base substantially. In 2005, it bought General Mills stake of the largest European snack food firm Snack Ventures Europe. In addition, PepsiCo acquired the German juice maker Punica Getraenke. (Penzkofer, 2007) PepsiCo operates through its four subsidiaries PepsiCo Beverages North America (PBNA), PepsiCo International (PI), Quaker Foods North America (QFNA) and Frito-Lay North America (FLNA) in almost 200 countries. (Penzkofer, 2007) With 153,000 employees, the company had total net revenue of $ 29,261 million in 2005 and was ranked at place 62 of the Fortune 500 Ranking of the largest companies in the United States. (Norton, Porter, 2010) PepsiCo has gradually been developing noncarbonated drinks and healthy products, attracting more customers. 3.4. Threats: PepsiCo faces considerable threats due to strong competitors like The Coca-Cola Company, Nestle, Dr. Pepper Snapple Group etcetera. Incidents like those of contaminations and pesticide residues found in PepsiCo products have caused substantial brand damage to the company, especially in large emerging markets like India. PepsiCo has been in a vulnerable position in the recent past due to labour problems. To illustrate, there was a month long strike at Frito-Lay India, a part of PepsiCo India Holdings Limited, beginning in August 2008 due to a dispute between the workers union and the company management. (Source: http://www.expressindia.com/latest-news/strike-at-pepsis-channo-plant-ends/363190/ , Date accessed: 12.08.2010) Stagnancy acts as a threat for the company since the food and beverages industry has reached its maturity and there are hardly any avenues that remain unexplored. PROPOSED BUSINESS, INFORMATION SYSTEMS AND INFORMATION TECHNOLOGY STRATEGIES FOR THE FUTURE Business Strategy For future growth opportunities and profits, PepsiCo should try to carry out their business by introducing healthier products in the market. The company can achieve this by Reducing the calories in the food products so that the consumption can be a healthy one. The company can manipulate the market to control what people are eating and drinking. Healthy options should be made available to all The company should undergo a change from inside and transform their reputation as a manufacturer of healthy products which essentially gives nutritional value. In the years to come, the company should engage its business in providing fruits, vegetables and grains. The company as a whole should respond to the changing consumer needs. Using the latest science and encouraging positive nutrition is the need of the hour as the masses become health conscious day by day. The company needs to be reformulating itself and become innovative by making use of the next generation technology. The company can further merge itself with healthier brands of products. (Source: www.Pepsico.com, Date accessed: 10/08/2010) Information Systems and Information Technology Strategy Buckingham et al. (1987), defines an information system to be a system that can assemble, store, process and deliver information relevant to an organisation. This is done in a way that the information is available and useful to anyone who wants to use it, including managers, staff, clients and citizens. An information system is a human activity system which may or may not involve the use of computer systems. A good information system strategy according to Guy Fitzgerald (2002), for a huge consumer food products and beverages company like PepsiCo to carry out its business for future growth and profits would be: To precisely document the requirements necessary for a good information system: Here, the users should be able to specify their system requirements or the system developers should be able to investigate and analyse user requirements so that the information system will meet the needs of the users. Efficiently monitor the progress by providing an orderly method of development: For a huge company like PepsiCo, controlling its large-scale projects is not easy. If the projects fail to meet the deadline, they can have serious cost and other repercussions for the company. Providing check-points and specific stages should make sure that the project planning procedures are applied effectively. Provision for the companys information system should have a suitable time limit and an acceptable cost. The documentation of the system should be properly preserved and also the system should be easy to maintain: This is extremely important as in a company like Pepsico, modifications to the information systems is inevitable due to the amount of changes taking place in the company and its environment. The system should be able to make the best use of the techniques and tools that are already available. The system should be liked by the people who are affected with the system such as the company stakeholders. The stake holders of the company may include clients, managers, auditors and users. If the system is liked by them, it is most likely to be used and bring success to the company. A successful information system should also make effective use of information technology by using the available tools and techniques. An effective use of information technology would involve: All staff having standard desktop tools. They should have access to email, Internet and Intranet. IT infrastructure should be continuously upgraded as allowed by the companys resources and budget. Systems and networks at the companys head-quarters and in the field should be standardised and centrally managed. A centralised team should provide IT assistance to staff and a wide range of IT training. The company should make use ERP systems at the head-quarters. For information and knowledge management, the company should implement document management system. Making use of such business, information system and information technology strategies would help the company stay competitive in the market in the future. CONCLUSION

Medical Advances Essay -- Essays Papers

Medical Advances Besides the computer revolution, medical advances have caused tension between faith and reason. The medical advances of the Twentieth Century have many beneficial effects for humanity. Diseases that used to be dangerous or life threatening, like mumps, measles, and whooping cough, are no longer worries in todays medical world. Tetanus, typhoid, and the bubonic plaque can now be treated with antibiotics or other medicines. Vaccines, especially the polio vaccine, freed many people from the effects of a disease. Advances in heart surgery and organ transplants have saved many lives. Anesthetics and painkillers have been made to reduce or eliminate pain during surgery or a painful disease. Advances in cancer and AIDS have also been made, although many of the details of these diseases are yet to be learned. Another area of medical advancement is genetic engineering. Genetic engineering will detect and possibly stop diseases before birth. Many diseases are associated with specific genes that can be checked for disease and replaced if dysfunctional. Genetic testing has already revealed genetic mutations that cause hypertension, heart disease, diabetes, osteoporosis, colon cancer, polycystic kidney disease, Alzheimers disease, and others. (5) Replacing missing, altered, inactive, or dysfunctional genes will prevent diseases or even death. Also, progression of a disease can be monitored, and proactive measures against recurrence and relapse of the disease can be made. Molecular medicine in genetics will also improve the design and testing of new drugs. Cloning is another new medical advance that allows for many great possibilites. Exact organ matches for organ transplants could be made through cloning. Animal... ...e" specific traits in people could lead to the "creating" of a specific person, also known as cloning. Although the ability to create people could mean Mother Teresa could be re-created or cloned, this ability also means Hitler could be re-created or cloned. The effects of this power depend upon whose hands the power is in. So, who has the power to play God? This question needs to be answered to decide if many of the latest medical advances are justifiable. Obviously, only God can have the power to be God. Only He truly understands peopleà ­s purpose on earth since He put them there. Court cases and congressional actions are taking place to decide how the United States stands on the ethics of medical procedures. Humans have been working hard to find medical techniques to save life and now all this progress is being reverted, especially through abortions and euthanasia.

Instructional Design Theory According to M. David Merrill

There are many ways by which an educator can look at learning and the teaching process. M. David Merrill, Patricia Smith and Dr. Tillman J. Ragan are three educators who believe that instruction may be done more effectively with given the proper approach and pacing that students may be able to follow. Merrill sought to change the way instruction is done following theories of cognitive learning by integrating consideration for the learner's background and requirements. Smith and Ragan on the other hand, favor an approach to instruction that is more audience centered and based on real-life experiences of their students. Instructional Design Theory According to M. David Merrill, Patricia Smith and Tillman Ragan. An educational psychologist, M. David Merrill has written numerous books and articles on the field of instructional technology and has taken part in the development of various educational materials including instructional computer products.   Merrill has been cited as being among the most productive Educational Psychologists (Gordon, 1984), among the most frequently cited authors in the computer-based instruction literature (Wedman, 1987), and ranked among the most influential people in the field of Instructional Technology (Moore & Braden, 1988). A co-author of the leading book â€Å"Instructional Design,† Patricia Smith is an assistant professor at Cy-Fair College in the North Harris Montgomery Community College District. She holds a doctoral degree in Curriculum and Instruction from the Louisiana State University. Smith’s co-author is Tillman J. Ragan, Ph.D. a Professor Emeritus on Instructional Psychology and Technology from the University of Oklahoma. Basic Beliefs Merrill is a proponent of the Component Display Theory or CDT.   Under CDT, learning is classified by two dimensions: content and performance.   Merrill lists four types of information that falls under â€Å"Content:† 1. Facts which consist of statements and information 2. Concepts that establish relationships between symbols and objects to form a single unit 3. Procedures or ordered/chronological steps required in problem solving 4. Principles that deal with causal relationships Performance on the other hand refers to the way content is used by the learner.   Applications is demonstrated through remembering (information recall), using (practical application) and generalities (finding or development of new abstract concept from given information). CDT presents data in four major forms: rules, examples, recall and practice. Information is further qualified by secondary forms such as are prerequisites, objectives, help, mnemonics and feedback. Merrill believes that based on CDT, effective instruction is achieved when it contains all necessary primary and secondary forms that a learner may use as standards. (Merrill, 1983) The pace of learning is dictated by the accomplishment of the objectives of each task. Evaluation is limited to determining whether the criterion for that particular task is met. What makes CDT different from other cognitive learning theories is that it takes into consideration the capabilities of the learner.   The presentation of information as well as the graduation to the next level/step is determined by what the learner has already accomplished. Also central to the concept of CDT is the empowerment of the learner wherein learners select by themselves their own instructional strategies.   Merrill believes that instructional material becomes highly individualized when done along the CDT guidelines. While Merrill places huge emphasis on course structures rather than the lesson itself, Smith and Ragan believe that creating instructional material starts in determining the needs, experience and capabilities of its intended users. â€Å"As you design instruction, it is critical that you have a particular audience in mind, rather than centering the design around the content and then searching for an audience that is appropriate† (Smith & Regan, 1999). They believed that if an instructor knew about the learning background of their students as well as their capability of assimilating new information, he or she would be better equipped to speak or instruct the students in a way that they can understand. In their book Smith and Ragan summarized thousands of studies in the hope of identifying which steps to take and instructional techniques to use to achieve each type of learning objective. Smith and Ragan also presented the ideas of authentic learning and case based learning. â€Å"Authentic learning refers to the idea that learners should be presented problems from realistic situations and found in everyday applications of knowledge while case-based learning is based on using case studies to present learners with a realistic situation and require them to respond as the person who must solve a problem.† (Smith & Ragan, 1999). Merrill for his part has presented a newer version of the CDT wherein advisor strategies have taken the place of learner control strategies.   Merrill also subscribes to a more macro view which gives more emphasis on course structures and instructional transactions rather than presentation forms. (Merrill, 1994) Cognitive vs. Constructivist Learning Merrill belongs to the theorists who based their ideas on cognitive learning. He believed a systematic and structural approach to learning by using repetition and consistency makes the instruction method more effective. The weakness in cognitive learning lies in its perceived inflexibility in adapting to new situations or methods or accomplishing things. Merrill sought to address this by proposing structured instruction tailored to the requirements and situation of the learner. Smith and Ragan takes a more constructivist or individualistic approach where learning is based on interaction with real-life situations. Adjustment to new situations would be easier and the learner is capable of interpreting multiple realities and individual choice of method in solving a problem or accomplishing a task. The flaw in this design however is that there are situations wherein a degree of conformity is expected and â€Å"individual approaches† will not be acceptable. References Gordon, et al.   (1984, Aug/Sep). Educational Researcher. American Educational Research Association. Merrill, M.D. (1983). Component Display Theory. In C. Reigeluth (ed.), Instructional Design Theories and Models.   Hillsdale, NJ: Erlbaum Associates. Merrill, M.D. (1994). Instructional Design Theory. Englewood Cliffs, NJ: Educational Technology Publications. Moore, D. M., & Braden, R. A. (1988, March).Prestige and influence in the field of educational technology. Performance & Instruction 21(2): 15-23. Smith & Ragan. (1999). Instructional Design (2nd ed.). New York: John Wiley & Sons, Inc.Young, M. Wedman, J.M., Wedman, J.F., & Heller, M.O. (1987). A computer-prompted system for objective-driven instructional planning. Journal of Computer-Based Instruction, 14 (1), 31-34.      

Bw/Ip International, Inc Case

Valuation of Corporate Finance BUFN 750 BW/IP International, Inc 1? BW/IP is a good candidate for the leverage buyout. * Steady cash flow (around 30 million per year). * Strong management team. * Positive NPV (about 61. 5 million) The NPV of BW/IP is 61. 5million(301-239. 5). Thus, we are quite optimistic about this BW/IP’s project. Calculating the NPV. Method: APV: VL=VU+PV (ITS). We can get the interest paid schedule from the BW/IP’s projected operating performance, which means there is a pre-determined interest paid to debt holders.Assumption: Tax rate: 38%. From 1991 to 1993, the tax rate remains to be constant, which is 38%. And we assume that the tax rate will continue to be 38%. Exhibit 1 shows the process of calculating tax rate: Growth rate:We assume the project will last for infinity, and grow in perpetuity after year 1992. And we use the average annually growth rate from 1990 to 1993 as our perpetuity growth rate, which is 2. 3%. Change in NWC:We subtract cas h from NWC provided in the case and we get the adjusted change in NWC.The calculation is presented in Exhibit 2. Discount rate:Typically, the investment horizon of a common leverage buyout range from 5 to 10 years, so we use the ten years treasury yields, ending at 1987 as the risk free rate, which is 8. 79%. For the market return, we use the S&P 500 index in 1980s, which is 12. 79%. Thus, we can easily get the risk premium. Exhibit 3 shows the process of calculating discount rate. Tax shields:Giving the interest paid schedule, we can figure out the tax shield each year from 1988 to 1993 at the tax rate of 38%.Discount rate: with a pre-determined debt and interest paid, we should use the cost of debt to get the present value of interest tax shield, because the risk of tax shield is moving together with the risk of the loan (debt), instead of the total assets. We assume the corporate borrowing rate is the same with BBB long-term bond, which is the cost of debt, 10. 63%. Thus the pres ent value of tax shield from 1988 to 1993 is 31. 91. We assume perpetual debt from the year 1994, and the same growth rate, which is 2. 3%. Exhibit 4 shows the processing of calculating tax shields.The FCF is presented in Exhibit 5. Sensitivity Analysis for BW/IP is presented in Exhibit 6 2? We favor the proposed acquisition of UCP. The primary sources of value in the transaction include: * Low capital or cash requirement UCP is a small firm, which would require additional borrowing by BW/IP of only 13 million. * Synergy and efficient gains. UCP’s product line complemented BW/IP’s extremely well because UCP’s most attractive feature was its installed base in the petroleum industry and together they would have the largest installed base in the petroleum segment. Improved management Takeover can improve management because interest and principal payments can force management to improve performance and operating efficiency. The proposed price is reasonable, because it is higher than the levered value of the project, which is 48. 17. Method: APV: VL=VU+PV (ITS). Assumption: Tax rate: Tax rate=38%, which is the same as the tax rate for BWIP. Growth rate: We use the average annually growth rate from 1991 to 1993 as ourgrowth rate,which is 6%. Discount rate: We use the ten years treasury yields, ending at 1988 as the risk free rate, which is 9. 4%. Exhibit 7 shows the calculation of Vu Exhibit 8 shows the calculation of PV(ITS) Sensitivity Analysis for UCP/IP is presented in Exhibit 6 3. How do the various features of the BW/IP buyout affect the company’sdecisions about long-horizon opportunities such as the UCP acquisition? What are the advantages and disadvantages of the 1987 buyout, viewed as afinancial program? After the buyout, BW/IP became a privately owned company which was less dependent from Borg-Warner Corporation than before in decision making.For the opportunities that the managers favored, such as the UCP acquisition, the compa ny had more chance to carry on the deal. However, for the case in which larger amount of financing is required, the company may not be competitive enough without Borg-Warner’s financial support. The buyout could generateda better and a more efficient management, by changing the corporate structure (including modifying and replacing executive and management staff, unnecessary company sectors, and excessive expenditures), BW/IP can revitalize itself and earn substantial returns.However, since the 1987 buyout is highly leveraged, the new company has a high debt-to-equity ratio, which means the company needs to achieve required return to pay the cost of debt or faced the chance of bankruptcy. Besides, the leveraged buyout is also considered to be a risky project, which may be easily affected by economics environment. The chance of success tends to be larger under steadily growing economy, while smaller in recession periods. 4. As one of BW/IP’s bankers, would you approve t he company’s request for a waiver of covenants and financing of the UCP acquisition?Yes. A banker will not approve to finance a project unless he has confidence in the profitability of the project and in that he can get his money back. The projected NPV of the UPC deal is 48. 17 million dollars, which is far bigger than the offer 18. 5 million dollars. To analyze this qualitatively, the expected success of the UCP acquisition comes from several aspects. Undeniably, the economic and industrial forecast is against financing a risky project . However, the deal will generate positive synergies since UCP’s product line complemented BW/IP’s extremely well.BW/IP will raise its competence in both original equipment and aftermarket sector domestically as well as internationally after acquiring UPC. Besides, as mentioned in the case, the good credibility of Mr. Valli and his team and that C&D’s principals were experienced and respected in the financial community wi ll affect bankers’ attitude. Exhibit 1: Tax rate | 1987| 1988| 1989| 1990| 1991| 1992| 1993| EBT| -9. 56| -0. 001| 8. 91| 12. 95| 17. 31| 19. 49| 23. 57| Income tax| 2. 8| 0| 0| 3. 61| 6. 58| 7. 41| 8. 96| Tax rate| -29%| 0%| 0%| 28%| 38%| 38%| 38%| Exhibit 2: Change in NWC AR| 58. 68| 53. 1| 51. 69| 55. 08| 59. 11| 63. 6| 67. 91| 72. 54| INV| 58. 5| 58. 39| 60. 72| 64. 66| 69. 57| 75. 46| 80. 29| 85. 53| Other current asset| 3. 91| 3. 49| 4. 42| 4. 7| 4. 99| 5. 31| 5. 64| 5. 99| AP| 15. 78| 18. 12| 19. 73| 20. 94| 22. 32| 23. 78| 25. 19| 26. 69| Other current liabilities| 14. 92| 17. 29| 15. 19| 16. 12| 17. 1| 18. 23| 19. 36| 20. 56| NWC| 90. 39| 79. 57| 81. 91| 87. 38| 94. 25| 102. 32| 109. 29| 116. 81| Change in NWC| | -10. 82| 2. 34| 5. 47| 6. 87| 8. 07| 6. 97| 7. 52| Exhibit 3: Cost of capital Cost of capital| 17. 5%| CAPM| Rf| 8. 79%| Exhibit 7 | ?a| 1| Hint| Market return| 12. 79%| S&P 500 index in 1980s| Risk premium| 4. 00%| |Exhibit 4: Interest tax shield | 1988| 19 89| 1990| 1991| 1992| 1993| Total interest paid| 0. 63| 1. 75| 1. 66| 1. 51| 1. 4| 1. 22| ITS: tax [email  protected]%| 0. 24| 0. 67| 0. 63| 0. 57| 0. 53| 0. 46| Cost of debt 10. 63%| | PV (ITS) 1988-1993| 31. 91| PV (Terminal value)| 37. 1| Total PV (ITS)| 69. 00| Exhibit 5: Free cash flow | 1986| 1987| 1988| 1989| 1990| 1991| 1992| 1993| FCF| | 39. 37| 26. 8| 24. 62| 24. 11| 24. 57| 24. 72| 25. 8| Growth rate| 2. 3%| Terminal Value| 270| VU| 232. 89| PV (ITS)| 69| VL| 301. 89| Exhibit 6: Sensitivity analysis for BW/IP * Buyout| | * NPV| * % change of NPV| * Growth rate| * 0. 00%| * 32. | * -47. 91%| | * 2. 30%| * 62. 39| * 0. 00%| | * 4. 60%| * 109. 5| * 75. 51%| * Discount rate| * 10. 79%| * 81. 5| * 32. 52%| | * 12. 79%| * 61. 5| * 0. 00%| | * 14. 79%| * 44. 5| * -27. 64%| * Cost of debt| * 9. 63%| * 64. 5| * 4. 88%| | * 10. 63%| * 61. 5| * 0. 00%| | * 11. 63%| * 59. 5| * -3. 25%| Exhibit 7:The calculation of Vu | 1988| 1989| 1990| 1991| 1992| 1993| EBIT| -1. 15| 2. 59| 3. 29| 3. 96| 4. 34| 4. 74| Income tax @| -0. 44| 0. 98| 1. 25| 1. 50| 1. 65| 1. 80| NI| -0. 71| 1. 61| 2. 04| 2. 46| 2. 69| 2. 94| FCF| | | | | | | Depreciation| 0. 48| 0. 6| 0. 99| 0. 90| 0. 84| 0. 84| Change in NWC| | | | | | | Change in AR| 1. 13| -0. 15| -0. 22| -0. 20| -0. 13| -0. 14| Change in inventory| -0. 36| 0. 68| -0. 21| -0. 18| -0. 12| -0. 13| Change in other asset| 1. 73| 0. 00| 0. 00| 0. 00| 0. 00| 0. 00| Change in current liability| 0. 27| 0. 18| -0. 01| -0. 35| -0. 04| -0. 04| Change in NWC| 2. 23| 0. 35| -0. 42| -0. 03| -0. 21| -0. 23| Capital expenditure| 0. 18| 1. 20| 0. 40| 0. 40| 0. 40| 0. 40| FCF| -2. 64| 1. 02| 3. 05| 2. 99| 3. 34| 3. 61| Growth rate| | | | -2%| 12%| 8%| Average growth rate| 6%| | | | | | Terminal value| | | | | 53. 15| | FCF| -2. 64| 1. 02| 3. 05| 2. 99| 56. 9| | VU| 40. 28| | | | | | Exhibit 8:The calculation of PV(ITS) | 1988| 1989| 1990| 1991| 1992| 1993| Interest | 0. 63| 1. 75| 1. 66| 1. 51| 1. 40| 1. 22| ITS: tax [email  protected]%| 0. 2 4| 0. 67| 0. 63| 0. 57| 0. 53| 0. 46| Terminal value| 2. 18| | | | 10. 01| | PV (ITS)| 7. 97| | | | | | Exhibit 9: Sensitivity analysis for UCP/IP UCP| | NPV| % Change of NPV| Growth rate:| 0. 00%| 14. 35| -51. 76%| | 6. 00%| 29. 75| 0. 00%| | 12. 00%| 278. 5| 836. 13%| Discount rate:| 10. 79%| 46. 5| 57. 63%| | 12. 79%| 29. 5| 0. 00%| | 14. 79%| 20. 21| -31. 49%| cost of debt:| 9. 63%| 30. 5| 3. 39%| | 10. 63%| 29. 5| 0. 00%| | 11. 63%| 27. 5| -6. 78%|