...Table of Content Page Introduction......................................................................................... 3 Literature review................................................................................. 4-6 Background of Nippon Express........................................................ 7 Description of logistics operation...................................................... 8-11 Challenges of Nippon Express........................................................... 12-13 Recommendations............................................................................... 14 Personal Reflection.............................................................................. 15 Conclusion............................................................................................ 16 Reference.............................................................................................. 17-18 Introduction Logistics is the art and science of management, engineering and technical activities concerned with requirements, design and supplying, maintaining resources to support objectives, plans and operation. [Society of logistics engineers (SOLE) 1974] INBOUND LOGISTICS Inbound side of logistics includes procurement or purchasing inventory management activities. It is important to note that the inbound and...
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...as have the traditional criteria for determining death, namely, cessation of heartbeat and respiration. An individual's death should be a personal and private matter as well as a familial, communal, and social matter. It has been regarded as such for many thousands of years in our Japanese society and culture. It is well understood that our traditional socio-cultural understanding of human life positively admits the natural process of death as the final event of life. The ideas expressed in Zen-Buddhist phrases such as "accept death as it is" and "life-death as one phenomenon" have been key motifs totally integrated into our traditional understanding of life (Tomomatsu 1939). However, the traditional perception of death as an acceptable process has been vanishing as the Japanese have applied modern biomedical technologies more frequently in well-equipped hospital settings. Although the involvement of family members in the process of dying and particularly in the death event continues in a variety of ways, the care of dying patients in Japan is becoming much more similar to that delivered in advanced hospital settings in many countries of the world, than it is different. Now, in Japan, a majority of people end their lives in the hospital, surrounded by high-technology machine. Yet, in a survey by the Yomiuri Shimbun of 15 June 1991, half of the respondents said they would prefer to die at home. In addition, there has been a tradition of not explaining to terminally ill people...
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...Name Injury Team Pos Note Dragic, Goran PHO G My First Pick Lin, Jeremy Day to Day - Probable HOU G Gordon, Eric Injured - knee - out indefinitely NOR G Don't draft ealier than 4th round Ginobili, Manu Day to Day - Questionable SAS G Don't draft before round 4 Garnett, Kevin BOS C Nowitzki, Dirk Injured - Back late Nov DAL F Ilyasova, Ersan MIL F Hilario, Nene Day to Day - Questionable WAS F/C Don't draft Thornton, Marcus SAC G Stoudemire, Amare Injured - knee surgery - out through mid-December NYK F/C Don't draft ealier than 4th round Pekovic, Nikola Day to Day - Probable MIN C Wallace, Gerald BKN F Williams, Mo UTA G Bogut, Andrew Day to Day - Questionable GSW C Don't draft Granger, Danny Injured - left knee soreness, out indef IND F Lillard, Damian POR G Brian's guy, don't draft Matthews, Wesley POR G/F Chandler, Tyson Day to Day - Probable NYK C Duncan, Tim SAS F Faried, Kenneth DEN F Kaman, Chris Day to Day - Questionable DAL F/C Stuckey, Rodney DET G Thomas, Isaiah Day to Day - Probable SAC G Nelson, Jameer ORL G Brand, Elton DAL F Hayward, Gordon UTA G/F Evans, Tyreke SAC G/F Beasley, Michael PHO F West, David IND F Martin, Kevin OKC G Crawford, Jamal LAC G Humphries, Kris BKN F Smith, JR Day to Day - Questionable NYK G Hill, George Day to Day - Probable IND G Kirilenko, Andrei MIN F Don't draft Felton, Raymond NYK G Vasquez, Greivis NOR G I like Greivis Williams, Lou ATL G Deng...
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...Miguel Gonzalez MGMT4430_900 Purchasing & Supply Mgmt. Article Review #2 After reading this article in the New York Times, immediately came to my mind the good topic we discuss on chapter 7 about “Process and Technological Capability” concept, which in the business world consist of the technological, design, methods, and equipment used to manufacture a product or deliver a service. This article describes how important process and technological capability had made Boeing a global aviation leader and the world’s second largest military contractor, but at the same time talks about a technological problem that is affecting Boeing losing millions of dollars as well as current and future contractors. Founded in 1916 by William E. Boeing, the company has grown through decades of innovative designs and the acquisition of venerable names in aviation like McDonnell Douglas and Rockwell International. In 2000, the company moved its headquarters from Seattle to Chicago. As we all know now days for most of businesses keep growing or at least maintain their economical business competition they should all introduce innovation and Boeing is not the exception. By doing this Boeing have created recognition on the aviation industry, but also by doing this and experimenting with new technology and new process some of their products have reveled many technical problems, which in this case had happened to Boeing’s much-anticipated “Dreamliner”. In December 2012, a United Airlines 787 flying...
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...Japan LCC overview THE COMPETITIVE ENVIRONMENT IN JAPAN, THE WORLD'S THIRD LARGEST AVIATION MARKET, has witnessed some notable changes in recent months with some fascinating dynamics at play. Japan’s most exciting growth area is the flurry of LCC activity and new entries in the high-potential sector. ANA and JAL have jumped on the LCC bandwagon with ANA to have not one but two LCC subsidiary offerings in the form of Peach Aviation and AirAsia Japan by the end of the year and JAL establishing Jetstar Japan with oneworld partner Qantas’ subsidiary Jetstar. These start-ups promise radical change, even if their initial projected fleet sizes are modest. As a majority shareholder in both AirAsia Japan and Peach, ANA is taking the lead role in the LCC ventures, with ANA’s president and CEO Shinichiro Ito believing the time is now ripe to launch a series of new products into the market. “Japan’s aviation industry is now entering a period of rapid change. For some time, ANA has been considering carefully what action needs to be taken at this stage. One of our responses has been to invest in Peach and to establish AirAsia Japan,” he has said. However, signs are already emerging that the LCCs will have a direct impact on their parents’ operations. There are a number of factors driving the sudden entry of LCC subsidiaries in the Japanese market, most of which reflect the changing attitude of the Government as it seeks to stimulate the domestic air travel market by rectifying some of...
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...DEVRY Development of Boeing 787 Dreamliner Course Project II Prepared for: Professor James Hiegel Project Risk Management Course PM595 Prepared by: Muzammil Qurashi February 19, 2012 [Type the abstract of the document here. The abstract is typically a short summary of the contents of the document. Type the abstract of the document here. The abstract is typically a short summary of the contents of the document.] Table of Contents Introduction Page 3 Sources of Construction Project Risk Page 4 Systems to Address Construction Project Risk Page 6 Catastrophic Failure Fault Tree Page 8 Discussion of Fault Tree Page 8 Fault Tree One Page 10 Discussion of Fault Tree One Page 10 Fault Tree Two Page 11 Discussion of Fault Tree Two Page 11 Conclusions Page 14 Works Cited Page 15 Introduction Boeing Commercial Airplanes' launched the 787 Dreamliner, a super-efficient airplane in order to meet the growing needs and preferences of an international audience across the globe. An international team of top aerospace companies is building the airplane, led by Boeing at its Everett, Wash. facility near Seattle (Boeing.com), According to Boeing’s statement, t\he 787-8 Dreamliner will carry 210 - 250 passengers on routes of 7,650 to 8,200 nautical miles (14,200 to 15,200 kilometers), while the 787-9 Dreamliner will carry 250 - 290 passengers on routes of 8,000 to 8,500 nautical miles (14,800 to 15,750 kilometers)....
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...Individual assignment - Boeing DQ7. In April 2004, Boeing launched the new 787 Dreamliner with 50 firm orders from All Nippon Airways of Japan. Boeing aimed to secure 200 firm orders by December. However, by December 2004, Boeing had only 52 orders. Then Airbus introduced the A350, a derivative of the existing A330, enhanced with a new wing, more fuel efficient engines, and other new technologies. Airbus's Chief Commercial Officer, John Leahy, predicted that the A350 would draw Boeing customers and so “put a hole in Boeing's Christmas stocking”. (Source: “350: Airbus's counter-attack”, Flight International, January 25, 2005.) a) Draw a timeline to mark when a manufacturer incurs the costs of development and production. As you can see in the image value obtained from an another Commercial aircraft manufacturer, the development process takes about 6 years before the first aircraft its delivered. Development and production costs are incurred long before the delivery and test of the aircraft. Ex: of developing b) How would the costs of developing the 787 Dreamliner vary with the total quantity manufactured? The production of the 787 have both fix a variable cost, where fix cost doesn’t depend on the quantity produced. For example the non-recurrent cost of development or R&D is fixed or sunk cost independent from the quantity produced. Since average cost is the result of dividing the total cost by the quantity produced, as much unit of 787 are produced as cheaper will...
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...lot of demand by customer in increasing international flight, Garuda Indonesia add more flight to Japan and Saudi Arabia. This off course a really good change made by Garuda Indonesia, because increasing demand means more profit for them. Not only for international flight, Garuda Indonesia also getting a lot of demand for Citilink domestic flight. In 2015 there will be more option for domestic flight from Citilink. 3. Increasing Globalization By add more international flight to Japan and Saudi Arabia, Garuda Indonesia also make some contract with local company in order to press the cost of add a new flight. Right now 50% of Indonesia – Japan flight is occupied by Garuda Indonesia, and Garuda is targeting 20% more by associating with All Nippon Airways. And in the end of 2015 their target is 65% of the flight, and 70% in the 2016. If there is a change, there will be an impact also. The impact in Garuda Indonesia decision in opening Citilink is making airline price in Indonesia become more Competitive. A lot of discount and promos from other airline will be a common thing....
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...TC2Gr1 Strategy Contents Introduction ..................................................................................... 2 Key factors about strategy ............................................................... 3 o Rare........................................................................................ 3 o Long ....................................................................................... 3 o Comprehensive ...................................................................... 4 o Ill structured ........................................................................... 4 Unvarying issues............................................................................... 5 o Competition ........................................................................... 5 o Constraints .............................................................................6 o Unpredictability ..................................................................... 6 Conclusion........................................................................................ 7 Sources............................................................................................. 8 1 TC2Gr1 Strategy The Boeing 787 (or DreamLiner) is a long range haul developed by Boeing Commercial Airplanes. It was called firstly 7E7 “E” for efficiency) but it was changed to 787 in January 2005. Actually there are...
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...Drugs Lauren English 1101 Heather Ostrow September 17, 2009 Drugs Can Really Change a Person When I was young, my brother and I grew up with everything. My parents made sure we had everything and grew up living a happy healthy life. My brother, David, being two years older than me, was my idol. I always looked up to him and wanted to be just like him. Little did I think, he would leave me wanting to have nothing to do with him. My family was all born in Houston, Texas, where David and I attended local public schools. He was always a straight A student with honors. He played baseball and was developing what everyone thought would be his career. David surrounded himself around many friends and loved going places with them. I always wanted to go with them but my brother always told me I was too young. David loved baseball; he was the star pitcher and short stop for the high school team, when he was still in the eighth grade. He had the dreams of becoming a baseball player for the Atlanta Braves. He had every opportunity to have success in achieving his goal. His coaches, teachers, and family were so proud of the way he accomplished everything. Every move he made, I felt as if everyone was applauding him. Then everything took a turn. My mother came home from work one day and we could all see something was wrong. I’ll never forget those words that came out of her mouth, “We have to move, I’m being transferred.” She explained that we...
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...Outsourcing of the Boeing 787 | | | | | | |David Mahmoodi | |01/31/2009 | |How much of a service can be outsourced before the benefits stop outweighing the costs? For the first time in the history of the company, Boeing is| |outsourcing more than 70% of the production of its new aircraft the 787 Dreamliner. This is not just the production or assembly of the plane, but | |also the specifics of engineering the individual parts. With so many parts being designed and assembled in other countries there have been | |communication issues, lengthy delays and increased costs. This paper will explore the benefits and costs of outsourcing such a big public project. | |It will discuss how Boeing or similar companies can better mange outsourced projects or more efficient alternatives to outsourcing them all | |together. ...
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...Global Issues in Business Professor Lui Hebron 2/15/15 Case Analysis: Chapter 14 Closing Case on pages 490–491, questions 1, 2 and 3. Summary Founded in July 1916, in Seattle, WA, Boeing is one of the top bestselling aircraft company in the world. For a long time, the company has been able to keep up with its competition, and generate a steady revenue every year. The efficiency in their work, satisfying their customers’ expectation, and meeting delivery deadlines has for a long time made the company reliable among one of its biggest competitor, Airbus. For years, they provided the world with innovation, by introducing countless aircraft models. From the Boeing 707 to the 757, the company has been able to execute efficiency and on time delivery to its long time partners. But few years later, things changed, when Boeing first introduced their newest aircraft, the Boeing 787 Dreamliner, which was considered the most innovated aircraft of its time. Until late 2007, the strategy seemed to be working remarkably well. Boeing had booked orders for more than 770 aircraft, worth more than $100 billion, making the 787 the most successful aircraft launch in the history of commercial aviation. (Page 491, Chapter14). Things seemed to be doing very well, but behind closed doors, it was a different story. The company was not able to meet delivery deadlines, and ended up losing a lot of money in penalties and other fees related to production. ------------------------------------------------- ...
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...Keller Graduate School of Management PM 595: Project Risk Management Development of the Boeing 787 Dreamliner Table of Contents I. Introduction II. Fault Tree One III. Discussion of Fault Tree One IV. Fault Tree Two V. Discussion of Fault Tree Two VI. Conclusions VII. Works cited I. Introduction I am the Project Manager developing the Boeing 787 Dreamliner. The development of this state-of-the-art airplane will include an international team of aerospace companies led by Boeing. The advances in this airplane will reduce the use of fuel by 20%, increase cargo capacity, increase nautical miles in a mid-range airplane, and improve passenger comfort. Boeing expects sales of 3,500 units over the next 20 years. (Norris & Wagner, 2009) To really understand the impact of multiple providers, along with the logistics to coordinate assembly, I will illustrate, discuss, and provide a conclusion using two decision tree analyses. The first fault tree will detail the delivery system and identify the failure that could result in delivery failure. The second fault tree details the lack of labor to assemble the airplane. Both pose results that have the potential to financially impact the project. The fault tree diagram will provide a visual representation of the risk and help analyze the cause by looking backwards to identify the root cause. II. Fault Tree One III. Discussion of Fault Tree One There are over 40 Companies/Business...
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...Executive summary Boeing was founded in 1916 in Seattle, Washington and became one of the World’s largest and leading manufacturers in making commercial and military aircrafts. The company has been involved in acquiring international firms and making strategic alliances with many aerospace pioneers in the past. Some of the big acquired and merged aerospace companies are Hughes Space and Communications, North American Aviation, McDonnell Douglas, Rockwell International and Jappesen (Boeing, 2012). The purpose of this report is twofold and accordingly the report is divided into two parts. The first part consists of a critical evaluation of the internal and external business environments of Boeing to find out to at what extent Boeing is strategically fit with its current business environment. In the second part, an improvement strategy will be recommended to the company to effectively manage its supply chain practices after critically reviewing the feasibility, acceptability and suitability of the strategy. Contents Executive summary 1 Introduction to Boeing 787 Dreamliner 3 (PART A) 4 S.W.O.T analysis of Boeing 787 Dreamliner 4 Strengths: 4 Weaknesses: 5 Opportunities: 6 Threats: 6 Boeing 787 Dreamliner competitiveness 7 Business model of Boeing Dreamliner 787 9 B787 SYSTEMS AND EQUIPMENT: 9 MANUFACTURING/QUALITY: 9 Design and features of Boeing 787 Dreamliner: 10 Strategic alliance of Boeing 787 Dreamliner 12 Challenges posed by the business...
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...ANNUAL REPORT 2013 1. HigHligHts Fourth Quarter Full Year $ Change 55 88 (34) 54 54 54 8 0.1 pp 3.0 pp (6) 76 (0.4) pp 2.4 pp 346 (255) 214 3.1 pp $0.20 $0.03 % Change 2.5 3.5 (0.9) pp (0.6) (1.7) (1.6) (1.8) (2.3) 0.2 0.3 (0.2) (1.8) 1.1 0.3 0.2 3.0 The financial and operating highlights for Air Canada for the periods indicated are as follows. (Canadian dollars in millions, except where indicated) Financial Performance Metrics Operating revenues Operating income Non-operating expense (1) Income (loss) before income taxes and discontinued operations Net income (loss) from continuing operations Net loss from discontinued operations – Aveos Net income (loss) Adjusted net income (loss) (2) Operating margin, excluding the impact of benefit plan amendments % (3) Operating margin % EBITDAR, excluding the impact of benefit plan amendments (3) (4) EBITDAR (4) EBITDAR margin, excluding the impact of benefit plan amendments % (3) (4) EBITDAR margin % (4) Unrestricted liquidity (5) Free cash flow (6) Adjusted net debt (7) Return on invested capital ("ROIC") %(8) Diluted earnings (loss) per share Adjusted net income (loss) per share – diluted (2) Operating Statistics (9) Revenue passenger miles (millions) ("RPM") Available seat miles (millions) ("ASM") Passenger load factor % Passenger revenue per RPM (“Yield”) (cents) Passenger revenue per ASM (“RASM”) (cents) Operating revenue per ASM (cents) Operating expense per ASM (“CASM”) excluding the impact of benefit plan amendments...
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