...QNP 5000 | Submitted to: | | Submitted by: | | | | | | | Date of Submission Title of Assignment: Case 5.3 “Boise Cascade Corporation CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this paper and that any assistance I received in its preparation is fully acknowledged and disclosed in the paper. I have also cited any sources from which I used data, ideas or words, either quoted directly or paraphrased. I also certify that this paper was prepared by me specifically for this course. Student's Signature: ______________________________ ***************************************************************** Instructor's Grade on Assignment: Instructor's Comments: Introduction: A mill manager from the Boise Cascade Corporation would like to calculate the number of scaling stations that should be in operation at any given time. The manager wants to minimize the time a truck has to wait, at the same the manager doesn’t want to have scales open unnecessarily, wasting workers time and the company money. Having to many scales open without enough trucks will result in needlessly high cost and wasteful spending, while not having enough scales open will result in trucks having to wait. The manager has to decide the optimal number of scales to open so that the Boise Cascade Corporation runs effectively and efficiently. Boise Cascade Corporation receives lumber mill logs, scales them, and puts them in a log pond. Each scale can operate at a capacity of 6...
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...Boise Cascade Corporation, Case 5.3 The mill manager of Boise Cascade Corporation seeks to understand how many scaling stations should be open to minimize the wait times for arriving trucks and the ineffectual time of the scalers. The number of trucks arriving during any given hour needs to be determined and the Poisson Probability Distribution has been applied. Having two open scale stations that cover 57.60% of the data would be the best option. Still, having four open scale stations there is a 99.93% chance that zero trucks would have to wait, but there would be a 3.74% chance that a truck will even need the extra station and you would likely be paying scalers for complete downtime. Boise Cascade Corporation | | | | | | | | | | | | | | | | Mean | 12 | | | | | | | | # of Trucks | | | | | | | | | 0 | 0.000006 | 0.000006 | | | | | | | 1 | 0.000074 | 0.000080 | | | | | | | 2 | 0.000442 | 0.000522 | | Time Window | Minutes | | | | 3 | 0.001770 | 0.002292 | | 7am-8am | 6 | 0.04582 | 4.58% | | 4 | 0.005309 | 0.007600 | | 8am-9am | 12 | 0.57597 | 57.60% | | 5 | 0.012741 | 0.020341 | | 9am-10am | 18 | 0.96258 | 96.26% | 3.74% | 6 | 0.025481 | 0.045822 | | 10am-11am | 24 | 0.99931 | 99.93% | | 7 | 0.043682 | 0.089504 | | 11am-12pm | 30 | 1.00000 | | | 8 | 0.065523 | 0.155028 | | 12pm-1pm | 36 | 1.00000 | | | 9 | 0.087364 | 0.242392 | | 1pm-2pm | 42 | 1.00000 | | | 10 | 0.104837 | 0.347229...
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...The financial outcome for OfficeMax in 2010 was 7.2 million dollars for the year. The 10K report provides information regarding all the financial aspect for the company. OfficeMax reached there goal for the year. Their budget was set and they maintained to keep within their financial means. Below is information obtained form OfficeMax’s 2010 10K report. INDEXED RETURNS Years Ending | | | The following table sets forth our selected financial data for the years indicated and should be read in conjunction with the disclosures in “Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations” and “Item 8. Financial Statements and Supplementary Data” of this Form 10-K. | | | | | |Asse| | | |ts: | | | | |• | |$11.2 million charge for impairment of fixed assets associated with certain of our Retail stores in the U.S. | | |• | |$5.6 million charge for costs related to Retail store closures in the U.S. ...
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...THE CROOKS in your company have never been so tempted. The spread of technology that makes office work easier can make white-collar crimes almost laughably simple. Laser printers can forge documents with breathtaking fidelity, and color copiers can reproduce them. Imagine a dishonest executive boarding a plane and carrying a laptop computer with a modem. Using the on- board telephone, he hooks up to the mainframe at headquarters and transfers $50 million to his Swiss bank account -- as he jets toward Rio. Such new opportunities, plus the spirit of an age that encourages rather than represses the natural lust for wealth, are greatly intensifying the allure of ripping off one's employer. The amounts being stolen from companies appear to be growing dramatically. In the past several weeks a former General Electric Capital manager, allegedly in cahoots with a bank vice president, was charged with taking $30,000 in kickbacks as part of a scheme that resulted in $4.5 million of fraudulent loans. A Continental Illinois vice president went on trial charged with approving $1 billion of bad loans in exchange for $585,000 in kickbacks, loans that allegedly cost the Chicago bank $800 million and helped trigger its 1984 collapse. FDIC investigators say internal fraud was the major cause of one-third of all bank failures over the past two years. To some extent the victims have themselves to blame. A company with shoddy financial controls or badly trained internal auditors practically begs employees...
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...Fight At The Investment Club It started with a fight over Big Macs. The members of the Golden Years Investment Club rarely disagreed with each other about where to put their money. In fact, most times they left the final decision to Lenn Width, the septuagenarian leader of the group, whose 34-year track record with Golden Years had led Business Week to call him "a dazzling role model" for individual investors in a cover story last May. But on this crisp October evening in 1992, one of the newest members -- David Korn, a young architect who had joined the 26-member club a year earlier -- decided it was time to dump one of the group's longtime holdings. "We should sell McDonald's," Korn announced. "It's a stagnant company." Width was taken aback. He'd been a loyal McDonald's shareholder for years, and had no intention of bailing out now. "It's a growth company," he countered angrily. "Brinker International and Buffets -- those are growth companies," Korn shot back in a voice that now carried an unmistakable tone of condescension. "They're growing at 20, 30 percent a year." The other members sat in shocked silence; no one ever talked to Width this way. "They're too speculative," Width said, his voice rising. Finally, Korn couldn't take it any longer. "I despise McDonald's," he practically shouted. "The bathrooms are filthy, and the food isn't that great." This is not the sort of exchange that you normally read about in the press coverage of investment...
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...Professor Stinson Mgt 525: Arauco Case Study (This case analysis was completed by Lily and Roger) 1. Background Arauco was formed through a merger between Industrias Arauco and Celulosa Constitución in 1979. After that, the company began its expansion like purchasing land and plantations and installing new technology, purchasing the company Alto Paraná in Argentina in 1996, purchasing its third mill in Chile in 2000, and building new plant which called Valdivia mill in late 2001 and the plant had opened in January 2004. With these expansions, Arauco had become one of the world’s premier forestry enterprises in terms of plantation areas and yields by 2004. The company had three main product segments which include pulp products like bleached and unbleached Kraft pulp; forestry products like pulpwood; and wood products like lumber and remanufactured wood products. In 2004, the company wanted to invest more to get more development. The company was facing alternatives: one was forward integration moving into paper manufacturing; the other one was horizontal expansion investing US $1 billion to construct a new state-of-the-art chemical pulp plant. 2. Situation According to the case, we can see that the competition in the pulp industry is strong. First, the competition of existing competitors in market pulp was strong. From the case we can get that most of the large companies were involved in backward integration to produce the pulp for their paper themselves. Most...
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...Fordham Law Review Volume 55 | Issue 6 Article 5 1-1-1987 Constructive Discharge Under the ADEA: An Argument for the Intent Standard Ira M. Saxe Recommended Citation Ira M. Saxe, Constructive Discharge Under the ADEA: An Argument for the Intent Standard, 55 Fordham L. Rev. 963 (1987), http://ir.lawnet.fordham.edu/flr/vol55/iss6/5 This Article is brought to you for free and open access by The Fordham Law School Institutional Repository. It has been accepted for inclusion in Fordham Law Review by an authorized administrator of The Fordham Law School Institutional Repository. For more information, please contact melnick@law.fordham.edu. CONSTRUCTIVE DISCHARGE UNDER THE ADEA: AN ARGUMENT FOR THE INTENT STANDARD INTRODUCTION The Age Discrimination in Employment Act of 1967, as amended 1 (ADEA), prohibits employers2 from discriminating on the basis of age against individuals forty years of age or older.' An employer may not trine of constructive discharge,7 which occurs when the employer creates discharge4 an employee within the protected group based on his age, 5 except as provided by law. 6 In addition, the ADEA recognizes the docworking conditions so intolerable that a reasonable employee would be 1. Age Discrimination in Employment Act of 1967, Pub. L. No. 90-202, 81 Stat. 602 (1967) (codified as amended at 29 U.S.C. §§ 621-34 (1982 & Supp. III 1985)), as amended by Age Discrimination in Employment Amendments of 1986, Pub. L No. 99592, 100 Stat. 3342...
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...American Holidays The following are holidays that we celebrate in the United States: New Years Eve and New Years Day New Years Day is the first day of the year, January 1st. it is a celebration of the old year and the new one to come. People make New Years Resolutions each New Years and promise themselves that they will keep this resolution until next year. New Years Eve is a major social event. Clubs everywhere are packed with party-goers who stay out all night and go nuts at midnight. At midnight it is a tradition to make lots of noise. The traditional New Years Ball is dropped every year in Times Square in New York City at 12 o’clock. This event can be seen all over the world on television. Valentine’s Day Saint Valentine’s Day is a day that is set aside to promote the idea of “love”. It is celebrated on February 14th. People send greeting cards or gifts to loved one and friends to shoe them that they care. Easter Easter is a major Christian holiday that commemorates the resurrection of Jesus Christ. It is celebrated on Sunday between March 22 and April 25. The 40 days leading up to Easter are observed as Lent. Besides the religious aspects of Easter, people also celebrate spring or the sign of the new life. Flowers are seen everywhere. There are often Easter Parades such as the one in New York City where people dress up in their new spring clothes. Children receive Easter baskets filled with candy Easter eggs, chocolate bunnies and jelly beans! The dying...
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...Preface Let me begin this preface with a confession of a few of my own biases. First, I believe that theory and the models that flow from it should provide the tools to understand, analyze, and solve problems. The test of a model or theory then should not be based on its elegance but on its usefulness in problem solving. Second, there is little in corporate financial theory that is new and revolutionary. The core principles of corporate finance are common sense and have changed little over time. That should not be surprising. Corporate finance is only a few decades old, and people have been running businesses for thousands of years; it would be exceedingly presumptuous of us to believe that they were in the dark until corporate finance theorists came along and told them what to do. To be fair, it is true that corporate financial theory has made advances in taking commonsense principles and providing structure, but these advances have been primarily on the details. The story line in corporate finance has remained remarkably consistent over time. Talking about story lines allows me to set the first theme of this book. This book tells a story, which essentially summarizes the corporate finance view of the world. It classifies all decisions made by any business into three groups—decisions on where to invest the resources or funds that the business has raised, either internally or externally (the investment decision), decisions on where and how to raise funds to finance...
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...THIRD EDITI ----- --·-- --·-- - - -- - O N -- SU PP LY CH AI N MA NA GE ME NT Stra tegy , Plan ning , and Ope ratio n Sunil Chopra Kellogg Schoo l of Manag ement Northwestern University Peter Meindl Stanfo rd University --------Prentice I-I all Uppe r Saddl e River , New Jersey ·--· PEAR SON -- · - · - - - "ibrary of Congress Cataloging-in-Publication Data :::hopra, Sunil Supply chain management: strategy, planning, and operation I Sunil Chopra, >eter Meind!.-3rd ed. p. em. Includes bibliographical references and index. ISBN: 0-13-208608-5 1. Marketing channels-Managemen t. 2. Delivery of goods-Management. i. Physical distribution of goods-Management. 4. Customer servicesvfanagement. 5. Industrial procurement. 6. Materials management. I. vfeindl, Peter II. Title. HF5415.13.C533 2007 658.7-dc22 2006004948 \VP/Executive Editor: Mark Pfaltzgraff ii:ditorial Director: Jeff Shelstad ;enior Project Manager: Alana Bradley E:ditorial Assistant: Barbara Witmer Vledia Product Development Manager: Nancy Welcher \VP/Executive Marketing Manager: Debbie Clare Vlarketing Assistant: Joanna Sabella ;enior Managing Editor (Production): Cynthia Regan flroduction Editor: Melissa Feimer flermissions Supervisor: Charles Morris Vlanufacturing Buyer: Michelle Klein Vlanager, Print Production: Christy Mahon Composition/Full-Service Project Management: Karen Ettinger, TechBooks, Inc. flrinter/Binder: Hamilton Printing Company Inc. fypeface: 10/12 Times Ten Roman :::redits...
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...THIRD EDITI ----- --·-- --·-- - - -- - O N -- SU PP LY CH AI N MA NA GE ME NT Stra tegy , Plan ning , and Ope ratio n Sunil Chopra Kellogg Schoo l of Manag ement Northwestern University Peter Meindl Stanfo rd University PEAR SON --------Prentice I-I all Uppe r Saddl e River , New Jersey ·--· -- · - · - - - "ibrary of Congress Cataloging-in-Publication Data :::hopra, Sunil Supply chain management: strategy, planning, and operation I Sunil Chopra, >eter Meind!.-3rd ed. p. em. Includes bibliographical references and index. ISBN: 0-13-208608-5 1. Marketing channels-Managemen t. 2. Delivery of goods-Management. i. Physical distribution of goods-Management. 4. Customer servicesvfanagement. 5. Industrial procurement. 6. Materials management. I. vfeindl, Peter II. Title. HF5415.13.C533 2007 658.7-dc22 2006004948 \VP/Executive Editor: Mark Pfaltzgraff ii:ditorial Director: Jeff Shelstad ;enior Project Manager: Alana Bradley E:ditorial Assistant: Barbara Witmer Vledia Product Development Manager: Nancy Welcher \VP/Executive Marketing Manager: Debbie Clare Vlarketing Assistant: Joanna Sabella ;enior Managing Editor (Production): Cynthia Regan flroduction Editor: Melissa Feimer flermissions Supervisor: Charles Morris Vlanufacturing Buyer: Michelle Klein Vlanager, Print Production: Christy Mahon Composition/Full-Service Project Management: Karen Ettinger, TechBooks, Inc. flrinter/Binder: Hamilton Printing Company Inc. fypeface:...
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...A Blueprint for Corporate Governance Fred R. Kaen AMACOM AMERICAN MANAGEMENT ASSOCIATION A Blueprint for Corporate Governance This Page Intentionally Left Blank A Blueprint for Corporate Governance Strategy, Accountability, and the Preservation of Shareholder Value Fred R. Kaen American Management Association New York • Atlanta • Brussels • Buenos Aires • Chicago • London • Mexico City San Francisco • Shanghai • Tokyo • Toronto • Washington, D. C. Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel.: 212-903-8316. Fax: 212-903-8083. Web site: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Kaen, Fred R. A blueprint for corporate governance : strategy, accountability, and the preservation of shareholder value / Fred R. Kaen. p. cm. Includes bibliographical references and index. ISBN 0-8144-0586-X 1. Corporate governance. 2. Corporate governance—United...
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...Unit I Foreign Policy What is Foreign Policy? Foreign policy has many exegesis as there are internationalist who attempt to define this most intriguing subject of international relations. Initially, it has been define as a “ statement of national goals limited both absolutely and relatively by national power”. The Foreign Service Institute of the Philippines prefers to allude to it as “ set of guidelines articulated by the government to a country in order to promote its national interest through the conduct of its relations with other countries” The Foreign Service Institute of the Philippines has likewise quoted a dictum ascribed to President Ferdinand E. Marcos that: The foreign policy of a nation is the articulation of its fondest needs and aspiration, and in international affairs, it is its sole weapon for the promotion of national interest. Foreign Policy is a “part of the general program of government. It is furthermore an extension of its domestic policy”. The term “system” when used in the context of an organization, implies an entity composed of a set of parts and created to accomplish certain, objectives. The aim of the system is the coordination of human efforts and material resources to produce desired results in a dynamic organization. An organization, as social system, has certain inherent characteristics: 1) it has subsystem and, is part of a suprasystem in continual interaction with one another 2) It has define objectives...
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...Mergers and Acquisitions Basics Mergers and Acquisitions Basics All You Need To Know Donald DePamphilis Amsterdam • Boston • Heidelberg • London New York • Oxford • Paris • San Diego San Francisco • Singapore • Sydney • Tokyo Academic Press is an imprint of Elsevier Academic Press is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA Elsevier, The Boulevard, Langford Lane, Kidlington, Oxford, OX5 1GB, UK Copyright © 2011 Elsevier Inc. All rights reserved No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrieval system, without permission in writing from the publisher. Details on how to seek permission, further information about the Publisher’s permissions policies and our arrangements with organizations such as the Copyright Clearance Center and the Copyright Licensing Agency, can be found at our website: www.elsevier.com/permissions. This book and the individual contributions contained in it are protected under copyright by the Publisher (other than as may be noted herein). Notices Knowledge and best practice in this field are constantly changing. As new research and experience broaden our understanding, changes in research methods, professional practices, or medical treatment may become necessary. Practitioners and researchers must always rely on their own experience and knowledge...
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...Project Financing Asset-Based Financial Engineering Second Edition JOHN D. FINNERTY, Ph.D. John Wiley & Sons, Inc. Project Financing Founded in 1807, John Wiley & Sons is the oldest independent publishing company in the United States. With offices in North America, Europe, Australia, and Asia, Wiley is globally committed to developing and marketing print and electronic products and services for our customers’ professional and personal knowledge and understanding. The Wiley Finance series contains books written specifically for finance and investment professionals as well as sophisticated individual investors and their financial advisors. Book topics range from portfolio management to e-commerce, risk management, financial engineering, valuation, and financial instrument analysis, as well as much more. For a list of available titles, visit our Web site at www.WileyFinance.com. Project Financing Asset-Based Financial Engineering Second Edition JOHN D. FINNERTY, Ph.D. John Wiley & Sons, Inc. Copyright C 2007 by John D. Finnerty. All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. Wiley Bicentennial Logo: Richard J. Pacifico No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States...
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