Importance of Political Theory

Importance of Political Theory POLITICAL THEORY Political Theory is generating an endless debate about its comprehensive definition; there are several views by theorists in understanding the nature of the discipline. There is need to clarify the meaning of key political ideas such as freedom, equality, justice etc. in a systematic manner. There is need to examine the arguments put forward by various political think-tanks in the justification of these concepts. In examining arguments, there is also need to reflect upon our modern political experiences and spot out trends and expectation for the future. Political Theory â€Å"is the combination of two words, ‘politics’ and ‘theory’. The word ‘Politics’, here stands for an identification of that which is to be â€Å"theorized† or â€Å" understood,† while ‘Theory’ comes from a Greek word called â€Å"theorema† which means what emerges from â€Å"theorizing.† ‘Theoros’ which means an intelligent observer, one who looks at what is going on, asking questions about it and tries to understand it. (LSE 1/1/54. Autograph).† John Plamenatz described political theory as the ‘systematic thinking about the purposes of government’ (Plamenatz, 1960: 37) and I think this definition is just as apt today as it was then. Political theory is, however, usually regarded as a distinctive approach to the subject, even though, particularly in the USA, it is seen as a subfield of political science involves the analytical study of ideas and doctri nes that have been central to political thought (Heywood, A. 2004). Political theory According to Farrell C. (2004), Political theory is thus a normative discipline; it is primarily concerned with how things ought to be as opposed to how things actually are. Leftwitch (1994), points out that one of the main contribution of political philosophy to our understanding of politics, is the potential for developing consistency and clarity of thought and judgment and that this process of clarification is not about analytical or explanatory activity: it is also about listening. According to Leftwitch politics is about conflict and its resolution, and resolving conflicts of interest occurs in all societies at all levels. Philosophical questions such as the nature of truth, will, determinism, etc. play a crucial role in argumentation, but we prefer the term â€Å"theory† because it seems less daunting and abstract; however we don’t see any substantive difference between theory and philosophy (Hoffman, etal, 2009). Political theory is not a question of whether political animals follow theory, but a question of which theory or concept is supported when they present policies and undertake actions (Hoffman, etal, 2009). Theory and concept are tools used interchangeably for political analysis with which we think, criticize, argue, explain and analyze to guide and inform political action. To argue that something is true is not to cast out all doubt, if something is true this does not also mean that it is not also false. It simply means that on balance one proposition is truer or less false than the other. To argue otherwise is to assume that a phenomenon has to be one thing or another; philoso phers call this dualistic approach (Hoffman, etal, 2009)†. Theorists are not only important to politicians: our notions of common sense and human nature are heavily infused with the views of thinkers we may never have heard of, for instance, Ben Barber tells us in his website that he was an informal advisor to President Bill Clinton between 1994 and 1999 because of his ability to bridge the â€Å"world of theory and practice.† I can contest as to whether the political leaders, acts according to the right political concepts, but it is irrefutable that their dealings are connected to theory. In relationship to what Hoffman says, to point out that â€Å"democracy† is good is both true or false, because even the true democrats would acknowledge some shortcomings of democracy and even the aggressive critics would agree that it has some positive component. According to Friedman, this vital freedom is found only in free market capitalist economies, in which ‘freedom’ in effect means the absence of government interference’. According to Mills (1859), â€Å"if all of mankind minus one, were of one opinion, and only one other person were of the contrary opinion, mankind would no more be justified in silencing that person, than he, if he had the power, would be justified in silencing mankind.† Thomas Hobbes for instance, described freedom as the ‘silence of the laws’. John Locke suggested that law does not restrict liberty as much as defend or enlarge it. Therefore I can argue that while I agree that individuals should be forced to be free on the other hand unconstrained freedom or liberty could amount to the infringement of other people’s rights. For example, people should be forced or encouraged to express their freedom of expression or movement or demonstration while taking into consideratio n the rights of others without infringing their rights. The idea of equality is perhaps the defining feature of modern political thought (Heywood, A. 2004). The most noticeable, and perhaps most imperative, manifestation of formal equality is the principle of legal equality, or ‘equality before the law’. In constructing his theory of ‘justice as fairness,’ Rawls appeals to the idea of the social contract. Cohen, portrayed legal equality as ‘market’ or ‘bourgeois’ equality, and argued that it operates as little more than a facade, serving to disguise the reality of exploitation and economic inequality. In constructing his theory of ‘justice as fairness,’ Rawls appeals to the idea of the social contract. A liberalist view, every person is blessed with reason or will, which hinges on individual rights, beliefs of rationality and self-interested. In true sense, however, equality does not mean the same treatment in as much as there can be no likeness of treatment as long as peopl e differ in want, capacity and need etc. As Walzer argued, different principles of justice may therefore be appropriate in different spheres of life. Rawls’s theory of the difference principle does permit inequality it does so only when such inequalities benefit everyone, especially the least advantaged. Dworkin’s principle, (2000) of equal concern requires us to compensate those who have handicaps and little native (or non-marketable) talents, there is a difference between someone who is less advantaged as a result of circumstances beyond their control (for example, being born with a severe handicap) and someone who is less advantaged as a result of their own choice (for example, choosing to live off welfare payments instead of working). For instance, when the government distributes fertilizer-subsidy or food items to the disadvantaged- I slightly agree with Rawls difference principle on one hand I do not agree on the other, especially the identification of the least advantaged. It is a little bit tricky for someone to qualify as a genuine needy person because it could encourage laziness to those who pretend to be the poorest. It is better for anybody to sweat in order to get something rather than getting anything on silver tray. History is evidently important, as part of exploration into modern challenges. My view, ‘political theory,’ is the ability to inquire into the political activity by using analytical tools such as concept, model and theory to dissect by believing the answers to the questions examined to have an important impact of what goes on in the real world. It is important for political academics to develop the critical skills necessary to explore new experience and new knowledge through the analysis of political ideas and their relationship to political practice. This experience in-turn informs the future. I can argue that academic political theory should ascertain to enhance the quality of public political debate. BIBLIOGRAPHY Farrelly C. (2004). Introduction to Contemporary Political Theory. Heywood, A. (2004). Political Theory: An Introduction, 4th edn. Basingstoke: Palgrave Macmillan. Hoffman J and Graham P. (2009). Introduction to Political Theory. Leftwitch A. (1994). What is Politics?

How the PisoNet Became Successful Essay

Piso Net has been making quite a buzz in the metro since early 2010, but it’s not only until recently that the enterprise got the attention of business-minded folks. So what is Piso Net and how are things from a business standpoint? Is it really a viable source of extra income? Piso Net is basically a merge of PC rental and Arcade rental services wherein customers can pay the services by inserting coins to the machine. The rate is typically 4mins/peso which also amounts to the typical Internet Cafe at of Php15/hr. This rate can be tweaked higher or lower either to be more competitive and entice customers or gain more income by decreasing the minutes/peso So if there’s not much difference in pricing, what is the advantage of Piso Net over traditional Internet Cafes? Well some internet cafes have a fixed rates and minimum minutes of usage, this makes for not-so ideal scenario for budget-conscious Pinoys. And although the rate is the same, Piso Net offers a much flexible alternative that most internet cafes done, and that is to have more control on how much time and money a customer is willing to spend at a given time. The setup is rather simple with the bare PC parts are inside a wooden box similar to that of an Arcade machine or Videoke machine. Much like the Arcade machine, it is activated by inserting coin/s which triggers the machine. Once the time is consumed, the machine cuts off the display and will resume when a coin is inserted. The bottom wooden part inside the machine has a carved hole to collect the coins. What are the advantages compare to traditional inter cafà ©? There are also other providers who offer the same configuration for a cheaper price. Depending on your market, which is most of the time your neighbors, you can choose a configuration that suits your market’s needs (internet, gaming and/or document editing). Needless to say that gauging your market and choosing the right configuration is crucial to the success of the business and the amount of time to spend to return the investment. We did some research on how things are going on a revenue standpoint. We interviewed a housewife married to an OFW who runs a 3 Piso Net units business for little over six months now. She got it for Php20,000 apiece and placed it in small space inside their house. According to her the monthly revenue averages at Php17,000/mo. If we break down on a per week and per day, the revenues averages at Php4,265 and Php610 respectively. So a Piso Net unit generates more or less Php5,600/month, Php1,410/week and Php200 a day. This revenue is based on 16Ãâ€"7 operation on a not-so developed are In terms of cost of operation, she said that the 3 unitsà ¢Ã¢â€š ¬Ã¢â€ž ¢ electricity consumption amounts to Php2,700/month and Php1,000 for the internet service. Since she’s not paying for the location, the total cost of operation only sums to Php3,700/month. So if we deduct the TCO from the monthly average revenue (17,000 à ¢Ã¢â€š ¬Ã¢â‚¬Å" 3,700), youà ¢Ã¢â€š ¬Ã¢â€ž ¢d have an average net revenue of Php13,300/month. At this pace, the turnaround for the return of investment is only 5 months. Another benefit of Piso Net is that it requires less effort to maintain unlike with Internet Cafes. All the personnel need to do is to make sure that he/she has more than enough stock of 1 peso coins and units are pretty much on auto-pilot. I only wish that the future iteration of the machine supports coin amounts bigger than a Peso because it can be a pain in the neck to drop a coin every now and then.

Mcdonalds India Supply Chain Management

Supply Chain Management SUPPLY CHAIN ASSIGNMENT ON SUBMITTED TO- MS HARLEEN SAHNI SUBMTTED BY- ANKKIT RAJ McDonald's Corporation is the world's largest chain of  hamburger  fast food restaurants, serving around 68 million customers daily in 119 countries. Headquartered in the United States, the company began in 1940 as a barbecue restaurant operated by  Richard and Maurice McDonald and in 1948 they reorganized their business as a hamburger stand using  production line  principles. Businessman  Ray Kroc  joined the company as a franchise agent in 1955.He subsequently purchased the chain from the McDonald brothers and oversaw its worldwide growth. A McDonald's restaurant is operated by either a  franchisee, an  affiliate, or the corporation itself. The corporation's revenues come from the rent, royalties and fees paid by the franchisees, as well as sales in company-operated restaurants. McDonald's revenues grew 27 percent over the three years ending in 2007 to $22. 8 billion, and 9 percent growth in operating income to $3. 9 billion. Most standalone McDonald's restaurants offer both  counter service  and  drive-through  service, with indoor and sometimes outdoor seating.Drive-Thru, Auto-Mac, Pay and Drive, or â€Å"McDrive† as it is known in many countries, often has separate stations for placing, paying for, and picking up orders, though the latter two steps are frequently combined; it was first introduced in Arizona in 1975, following the lead of other fast-food chains. The first such restaurant in Britain opened at  Fallowfield,  Manchester  in 1986. McDonald's Corporation earns revenue as an investor in properties, a franchiser of restaurants, and an operator of restaurants.Approximately 15% of McDonald's restaurants are owned and operated by McDonald's Corporation directly. The remainder is operated by others through a variety of franchise agreements and joint ventures. The McDonald's Corporation's  business model   is slightly different from that of most other fast-food chains. In addition to ordinary  franchise  fees and marketing fees, which are calculated as a percentage of sales, McDonald's may also collect  rent, which may also be calculated on the basis of sales.As a condition of many franchise agreements, which vary by contract, age, country, and location, the Corporation may own or lease the properties on which McDonald's franchises are located. In most, if not all cases, the franchisee does not own the location of its restaurants. The United Kingdom and Ireland business model is different than the U. S, in that fewer than 30% of restaurants are franchised, with the majority under the ownership of the company. McDonald's trains its franchisees and others at  Hamburger University  in  Oak Brook,  Illinois.In other countries, McDonald's restaurants are operated by joint ventures of McDonald's Corporation and other, local entities or governments. As a matter of policy, McDon ald's does not make direct sales of food or materials to franchisees, instead organizing the supply of food and materials to restaurants through approved third party logistics operators. McDonald's restaurants are found in 119 countries  and territories around the world and serve 58 million customers each day. McDonald's operates over 31,000 restaurants worldwide, employing more than 1. million people. The company also operates other restaurant  brands, such as Piles Cafe. Focusing on its core brand, McDonald's began  divesting  itself of other chains it had acquired during the 1990s. The company owned a majority stake in Chipotle Mexican Grill  until October 2006, when McDonald's fully divested from Chipotle through a stock exchange. Until December 2003, it also owned  Donatos Pizza. On August 27, 2007, McDonald's sold  Boston Market  to  Sun Capital Partners. MCDONALDS INDIA INDIA AS A MARKETIn 1996, McDonald's opened in  India  for the first time, a country where the majority of the population was Hindu and vegetarian, and the cow was sacred. Many saw it as just another example of the relentless spread of Western corporations into every nation, creating a global system in which wealth was drained out of local economies into the hands of a very few, very rich elite. McDonald's opened its doors in  India  in October 1996, demonstrating what the McDonald's experience was all about. McDonald's in  India  was a 50-50 joint venture partnership between McDonald's Corporation (U.S. A. ) and two Indian businessmen. Amit Jatia's company, Hardcastle Restaurants Pvt. Ltd. , owned and operated McDonald's restaurants in Western  India, while Connaught Plaza Restaurants Pvt. Ltd. , headed by Vikram Bakshi, owned and operated the North Indian operationsi. These companies signed their joint-venture agreements with McDonald's in April 1995 and along with their Indian management team trained in McDonald's restaurants in Indonesia and the U. S. A. before opening the first McDonald's restaurant in  India. The entry of McDonald's in  India  was perfectly timed.The market had begun to open up. The economy of the country was growing stronger. The customer markets were eager to acquire newer products and use newer forms of services. Foreign brands were valued and perceived to be superior in quality. According to a report of AC Neilson, among the world's consumers, Latin Americans and Asians were the biggest supporters of globalisation and the value that it added to the various aspects of their livesii. It was a favourable situation for McDonald's because at the time when they entered,  India, the Asian Tiger was awakening to the global call.The Indian customer was enthusiastic about the market situation which provided them with numerous choices to choose and pick. In a way McDonald's revolutionized the food retailing business in  India. It introduced the Indian customers to service standards which were available in th e western world for years. These service standards were visible and noteworthy and hence triggered quick acceptance within the customers. McDonald's positioning in  India  as a family restaurant further fuelled its success. DIVERSITY IN THE INDIAN MARKET India  as a market was a unique example of diversity.Divided into 28 states and 7 union territories, the vegetation, climate, religion, language, clothing, and food varied from one state to another. With the combination of spices in a unique way, food of these states reflected their traditions and culture. Hence the biggest challenge to any food business in  India  definitely was about balancing the diversity and the product offerings. McDonald's got clearance from Foreign Investment Promotion Board (FIPB) of  India  in 1991. But it was only after five years of preparation, that the first restaurant became operational in 1996.It worked on developing local relationships with local partners to facilitate the raw material . Indian companies for their operational convenience had divided the Indian subcontinent into four zones, the progressive West, the powerful North, the traditional and culturally rich, South and East. McDonald's opened their first restaurant in the capital of  India  which is Delhi. The second restaurant was opened in the financial capital of  India, Mumbai. McDonald initially concentrated in the West and North regions.Later the company exhibited ambitious plans for expansion in Eastern and Southern regions. McDonald's real influence had been in establishing organizational systems of complete control at every stage from raw product to factory, from worker to consumer – backed by incessant media hype. McDonald's had been a successful global food corporation at refining, co-coordinating, standardizing and developing such processes into a total system. It had set up these practices in every country it had moved into, and many other companies followed their suit.What Ford M otor Company did for cars, travel and the urban environment; McDonald's had done for food and eating habits. McDonald's expansion was criticized and resisted by trade unionists, local residents, nutritionists and many others in almost every town and country where they planned a new store – despite their highly developed and expensive marketing effort about being a benefit for the community. They were resisted for what they represented, and remained a focus of controversy. CHALLENGES FACED BY MCDONALDS IN INDIA Vegetarianism: The major issue was beef.Cow being sacred and worshipped, beef could not be served. Muslims did not eat pork. The challenge was to change the form of the worldwide popular Hamburger to make an entry into  India. With 25-30% of the population being lacto vegetarian and a large majority eating meat, an alternative to beef and pork was necessary. Competition from Local Food Retailers: The competition from the local food retailers was intense. The food reta ilers had been doing business for years. Their familiarity with the market and the understanding of the local taste gave them a competitive edge.There were numerous eating joints which offered snacks and meals with affordable price tags. Target Marketing: Operation Excellence Food Innovation Value propositions had to be directed to the right target market to establish a new product. An interesting question was who would eat at McDonald's? In order to develop the marketing strategy, it was important for any company to understand the consumer market. The more one knew and understood about consumers, the more effectively one could communicate and market to them Brand Trust Pricing MCDONALDS SUPPLY CHAINAn effective supply chain is an intricate network of suppliers, distributors and customers who share carefully managed information about demand, decision and performance, and who recognize that success for one part of supply chain means success for all. McDonald’s is the single la rgest food chain  service retailer in the world. It serves around 45 Million customers everyday in 121 countries. It has 29,000 restaurants worldwide. It is also the single largest real estate owner. In India, McDonald’s  Ã‚  made its presence felt in the year 1996.It has 30 restaurants in 5 different cities In India. 95% of the ingredients/products used by them are sourced locally. McDonald’s restaurants in the south and west of India function under Hardcastle Restaurants Private Limited which is a Development Licensee. Amit Jatia is the Vice-Chairman of the company. For the north and east of India, McDonald’s has formed a joint venture with Connaught Plaza Restaurants Private Limited of which Vikram Bakshi is the Managing Director. These two companies monitor, scrutinize and judicially promote the brand of McDonald’s in the country.The main business comes from Delhi, Mumbai, Jaipur, Pune and Mathura. McDonalds had been working on its supply chain ev en before it opened its first joint in the country. McDonalds, an international brand which was trying to make inroads into the country, developed its Indian partners in such a manner that they stayed with the company from the beginning. McDonald’s spent around 6 years in setting up its supply chain in India. The philosophy of its supply chain is nothing but partnering with its suppliers, so that a win-win situation can be achieved and both can earn evenue, the total logistics and other cost can be lowered, expertise of the supplier will give an advantage etc. The main factors to focus here are supplier partnering elements – shared information, expectations, risks and payback, long term commitment, periodic reviews, compatible culture and the most important mutual understanding. The success of McDonalds India was achieved by sourcing all its required products from within the country. To ensure this, McDonalds developed local businesses, which can supply it highest qual ity products.Today, McDonalds India works with 38 different suppliers on a long term basis and several other stand alone restaurants for its various other requirements. McDonald’s distribution centres in India came in the following order: Noida and Kalamboli (Mumbai) in 1996, Bangalore in 2004, and the latest one in Kolkata (2007). McDonald’s entered its first distribution partnership agreement with Radha Krishna Foodland, a part of the Radha Krishna Group engaged in food-related service businesses. The association goes back to July 1993, when it studied the nuances of McDonald’s operations and requirements for the Indian market.As distribution centres, the company was responsible for procurement, the quality inspection programme, storage, inventory management, deliveries to the restaurants and data collection, recording and reporting. Value-added services like shredding of lettuce, re-packing of promotional items continued since then at the centres playing a vi tal role in maintaining the integrity of the products throughout the entire ‘cold chain’. While the supply chain of McDonald’s at first glance appears simple, its diverse components are both critical and multi-layered. Food ingredients are supplied by two categories, Tier-I and Tier-2 suppliers.Tier-2 suppliers comprise growers and processors who include importantly, lettuce and potato growers, poultry farms and companies which manufacture coating systems that coat the vegetable and chicken patties. The ingredients are supplied to Tier-I suppliers who process them, for instance, into vegetable and chicken patties — this is done by Vista Processed Foods Pvt. Ltd. or potato products like French fries, potato wedges and hashbrowns which are expertly churned out by McCain Foods India Pvt. Ltd. The products are then transported in a dedicated fleet of refrigerated trucks to the company’s Distribution Centers.Multi-temperature and single temperature truck s then transport the fast food swiftly to the 217 McDonald’s restaurants across the country. The supply-chain of McDonald’s has also been expertly devised to include the significant aspect of return logistics. They have a large component of return logistics. The buns are packed in plastic crates to ensure their quality. These crates have to go back to the logistics facility, that’s where return logistics comes in. From there they are sent to the bakeries. Supply of Ingredients Special vegetarian sauce Quaker, Cremica, Phillaur, PunjabSesame seeds Ghaziabad, UP Iceberg Lettuce Ferrocoa Farms, Dehradun Buns Shah & Sons,Khopoli,MH & Cremica Industries, Noida Vegetable Patty Kiltran Foods, Taloja, Maharashtra Batter & Breading Cremica Industries, Ludhiana, Punjab Ingredients from across the country DISTRIBUTION CENTRES The fast food chain has four Distribution Centers across the country to serve its 217 restaurants. The DCs have segued seamlessly with the vision of the company which has embarked on a period of roller coaster growth, with one McDonald’s outlet being launched every ten days in the country!The company owns DCs in Noida and Mumbai which are primary Distribution Centers. The other two Distribution Centers are in Bengaluru and Kolkata and are housed in leased properties. The supply-chain of the fast food chain is in effect a hub-and-spoke model because the DCs act as hubs. The transportation of McDonald’s has been completely outsourced and since 80 percent is refrigerated truck movement, the company has a dedicated fleet which transports their goods. OUTSOURCING The success of the supply-chain model of McDonald’s can be directly attributed to its unique concept of outsourcing work.Unlike other corporate heavies, the company has a 100 percent outsourced supply chain. McDonald’s believes that they should outsource everything to a company who are experts in their subject matter and then monitor their perform ance in a proper fashion so that Key Performance Indicators (KPIs) are not affected at all. This is how McDonald’s operates not just in India, but everywhere. Underlying the suppleness of its supply-chain are three principles to which the company adheres unwaveringly, the principles of trust and collaboration between the brand, the owners or operators, and the suppliers. It’s like a three-legged stool. Each leg (principle) has to be equally strong so that there’s no collapsing foundation. McDonald’s also believes in a culture of partnership and transparency with its suppliers. They have 100 percent transparency in everything that they do which is very critical for them when they work with their suppliers. McDonald’s has 14 core suppliers who supply directly to the fast food chain and they are known as Tier-I suppliers. Examples of Tier-I suppliers are Vista Processed Foods Pvt. Ltd. , the Dynamix Group, Mrs Bectors, etc.The other suppliers forward ingredients to the Tier-I suppliers first and they are termed Tier-2 suppliers. The fast food chain has a total of 40 suppliers from whom it sources its ingredients. Most of the suppliers are local, but some are internationally famous foreign brands like McCain Foods India which set up shop in India when McDonald’s ventured into the fast food business in the country. For a McDonald’s supplier the terms of work are rigorous. A company’s stellar credentials are not enough; the supplier’s job does not end when the product leaves his premises, rather it ends only when the customer consumes it.McDonald’s expects its suppliers to personally ensure the quality of their products to skirt the risk factor. Suppliers like Coca Cola which is McDonald’s beverage partner also, for instance, take water management classes in its restaurants to ensure potable quality of drinking water. Sole Distribution Partner McDonalds’ products are distributed by R adhakrishna Foodland Pvt. Ltd which is the only distribution partner of the fast food chain. RK Foodland manages the four DCs and since it has a transport division, handles the truck movement in the supply-chain right through the country.McDonald’s expects its distribution partner to meet its standards of ‘cold, clean and on-time delivery ’. RK Foodland expertly manages the mundane day-to-day activities of the fast food chain like raising purchase orders to suppliers, invoicing, keeping an astute eye on working capital management, timely delivery, payments, etc. They are like a one-stop shop for the restaurants. Anything that is required, from a bulb that needs to be changed in a restaurant to training material, is sourced directly from RK.There are only two products, buns and Cokes, which are sent directly to the restaurants. Buns have a limited shelf life, hence they are sent directly to the outlets, while Coca Cola has a well-oiled distribution system which en sures quick dispatch of its products. As with its suppliers, McDonald’s has no legally documented Service Level Agreements (SLAs) with RK Foodland. The fast food chain carefully calibrates the performance of its distribution partner, measuring it against its own KPIs to ensure its performance does not dip below its own exacting standards.The DCs are assessed on several factors like administration efficiency, the total number of cases managed per man hour, warehouse efficiency, overtime as a percentage of the total number of hours worked and in the case of transportation, the number of cases handled per trip, truck utilization, etc. McDonald’s constantly scrutinizes the performance of RK Foodland against these KPIs; if its distribution partner is unable to meet certain benchmarks, together they devise solutions which would enable them to achieve set goals. COLD CHAINA marked feature of McDonalds’ supply-chain is that the entire network consists of movement of goo ds through a cold chain. In effect, the suppliers are also a part of this cold chain and in certain cases, for instance, the lettuce growers, the cold chain begins with the Tier-2 suppliers. McDonald’s have the largest refrigerated movement of products in India. An interesting and innovative feature of this cold chain is that the same truck can carry products at different temperatures, ranging from frozen products at -18C to -25C, chilled products from 1C-4C and dry products at ambient temperatures.Apparently, McDonald’s is the only company whose supply-chain network is characterized by this successful experimentation. The inbound supply chain of McDonald’s now consists of dedicated reefer trucks supported by dedicated and trained manpower. As the store numbers and distances increased, they decided to come out with a design of multi-temperature vehicles which could carry all three temperature products. They are installed with automatic temperature controller. Tr uck containers were made with two side doors in addition to the rear door.The side doors are used to unload products without disturbing the products in the other temperature zones. The delivery window is +/-2 days. The products are of three types i. e. frozen products, chilled products and dry products. The frozen products need the temperature from -15 to -25 deg C, the chilled products from 1 to 4 deg C and the dry foods from 24 to 30 deg C. This finesse and attention to detail has helped McDonald’s achieve its own USP of ‘quality, standards of service, cleanliness and value. McDonalds’ efficiency and effectiveness are also due to the fact that it has a ‘pull-supply’ chain. The restaurant issues orders to the Distribution Center which, in turn, routes the order to the supplier and only then does the supplier produce it. The supplier thus maintains barely any extra stocks; only if there is a contingency, like the overhaul or servicing of machinery, w ill the supplier produce surplus stocks. Cold Chain was one of the unique concepts of McDonalds supply chain in India, on which it had spent more than six years to get the system into place.This system brought about a veritable revolution, immensely benefiting the farmers at one end and enabling customers at retail counters get the highest quality food products, absolutely fresh and at great value. Through its unique cold chain, McDonalds has been able to both cut down on its operational wastage, as well as maintain the freshness and nutritional value of raw and processed food products. This has involved procurement, warehousing, transportation and retailing of perishable food products, all under controlled temperatures.The following list of suppliers, who build up the major supply chain of McDonalds, reveal how this ‘Cold Chain’ works and contributes towards the efficiency of McDonalds. * Dynamix Dairy Industries (Supplier of Cheese): Dynamix has brought immense benefi ts to farmers in Baramati, Maharashtra by setting up a network of milk collection centres equipped with bulk coolers. Easy accessibility has enabled farmers augment their income by finding a new market for surplus milk.The factory has: * Fully automatic international standard processing facility * Capability to convert milk into cheese, butter/ghee, skimmed milk powder, lactose, casein & whey protein and humanized baby food. * Stringent quality control measures and continuous Research & Development From farm two degrees Celsius in 90 minutes is the first step to quality. For example, the Rs 262-crore Dynamix Dairy Industries, located in Baramati in Pune district of Maharashtra, manufactures cheese slices for McDonald’s at 10 metric tonnes per month.Dynamix has helped set up 15 bulk cooling centres throughout the district from which it purchases milk. Each cooling centre, which is equipped with modern measuring and testing equipment and a large cooling tank, is not more than a few kilometers away from local dairy farms. A farmer can deliver milk even twice a day on his bicycle and get a printed receipt on the spot, which also lists the quality of the milk supplied by him as per fat content, colour and solids content. If the milk is sub-standard or adulterated, it is rejected on the spot. A batch of milk can vary from one litre to 10 litres, or more.Each batch is mixed in one large stainless steel cooler and chilled immediately to two degrees Celsius to stop bacterial growth and preserve freshness. From this point onwards, until just before the burger is actually served in a McDonald’s restaurant hundreds of kilometers away, the temperature is never allowed to increase. When the refrigerated milk arrives at the Dynamix plant at Baramati, the milk in every single tanker is thoroughly tested and rejected if found sub-standard, adulterated or contaminated. The sophisticated testing lab can check fat content with an accuracy of 0. 1 per cent.It can eve n detect minute traces of pesticides or antibiotics administered to cows. This instant feedback and the rejection of the entire tanker-load forces farmers to follow the best practices in terms of animal husbandry, use proper feeds, cut down on the indiscriminate use of pesticides and animal medicines and completely stop even the slightest attempts at adulteration. * Trikaya Agriculture (Supplier of Iceberg Lettuce): Implementation of advanced agricultural practices has enabled Trikaya to successfully grow specialty crops like iceberg lettuce, special herbs and many oriental vegetables.Farm infrastructure features: * A specialized nursery with a team of agricultural experts. * Drip and sprinkler irrigation in raised farm beds with fertilizer mixing plant. * Pre-cooling room and a large cold room for post harvest handling. Refrigerated truck for transportation. Trikaya Agriculture, a major supplier of iceberg lettuce to McDonald’s India, is one such enterprise that is an intrin sic part of the cold chain. Exposure to better agricultural management practices and sharing of advanced agricultural technology by McDonald’s has made Trikaya Agriculture extremely conscious of delivering its products with utmost care and quality.Initially lettuce could only be grown during the winter months but with McDonald’s expertise in the area of agriculture, Trikaya Farms in Talegaon, Maharashtra, is now able to grow this crop all the year round. McDonald’s has provided assistance in the selection of high quality seeds, exposed the farms to advanced drip-irrigation technology, and helped develop a refrigerated transportation system allowing a small agri-business in Maharashtra to provide fresh, high-quality lettuce to McDonald’s urban restaurant locations thousands of kilometers away.Post harvest facilities at Trikaya include a cold chain consisting of a pre-cooling room to remove field heat, a large cold room and a refrigerated van for transporta tion where the temperature and the relative humidity of the crop is maintained between 1? C and 4? C and 95% respectively. Vegetables are moved into the pre-cooling room within half an hour of harvesting. The pre-cooling room ensures rapid vacuum cooling to 2? C within 90 minutes. The pack house, pre-cooling and cold room are located at the farms itself, ensuring no delay between harvesting, pre-cooling, packaging and cold storage.With this cold chain infrastructure in place, Trikaya Agriculture has also a plan to export this high value product to other international markets, especially to McDonald’s Middle East and Asia Pacific operations. McDonald’s expertise in packaging, handling and long-distance transportation has helped Trikaya to do trial shipments to the Gulf successfully. In addition to export, McDonald’s assistance has enabled Trikaya Agriculture to supply this crop to a number of star-rated hotels, clubs, flight kitchens and offshore catering compani es all over India. * Vista Processed Foods Pvt.Ltd. (Supplier of Chicken and Vegetable range of products including Fruit Pies) A joint venture with OSI Industries Inc. , USA, McDonald’s India Pvt. Ltd. and Vista Processed Foods Pvt. Ltd. , produces a range of frozen chicken and vegetable foods. A world class infrastructure at their plant at Taloja, Maharashtra, has: * Separate processing lines for chicken and vegetable foods. * Capability to produce frozen foods at temperature as low as -35 Degree Cel. to retain total freshness. * International standards, procedures and support services. Vista Processed Foods Pvt. Ltd. McDonald’s suppliers for the chicken and vegetable range of products, is another important player in this cold chain. Technical and financial support extended by OSI Industries Inc. , USA and McDonald’s India Private Limited have enabled Vista to set up world-class infrastructure and support services. This includes hi-tech refrigeration plants for manufacture of frozen food at temperatures as low as – 35 ° C. This is vital to ensure that the frozen food retains it freshness for a long time and the ‘cold chain’ is maintained. The frozen product is immediately moved to cold storage rooms.With continued assistance from its international partners, Vista has installed hi-tech equipment for both the chicken and vegetable processing lines, which reflect the latest food processing technology (de-boning, blending, forming, coating, frying and freezing). For the vegetable range, the latest vegetable mixers and blenders are in operation. Also, keeping cultural sensitivities in mind, both processing lines are absolutely segregated and utmost care is taken to ensure that the vegetable products do not mix with the non-vegetarian products.Now, at Vista, a very wide range of frozen and nutritious chicken and vegetable products is available. Ongoing R&D, both locally and in the parent companies, work towards innovation in taste, nutritional value and convenience. These products, besides being supplied to McDonald’s, are also offered to institutions like star-rated hotels, hospitals, project sites, caterers, corporate canteens, schools and colleges, restaurants, food service establishments and coffee shops. Today, production of better quality frozen foods that are both nutritious and fresh has made Vista Processed Foods Pvt.Ltd. a name to reckon within the industry. * Radhakrishna Foodland (Distribution Centres for Delhi and Mumbai) An integral part of the Radhakrishna Group, Foodland specializes in handling large volumes, providing the entire range of services including procurement, quality inspection, storage, inventory management, deliveries, data collection, recording and reporting. Salient strengths are: * A one-stop shop for all distribution management services. * Dry and cold storage facility to store and transport perishable products at temperatures upto -22 Degree Celius. Effective process control for minimum distribution cost. McDonald’s local supply networks through Radhakrishna Foodland, which operates distribution centres (DCs) for McDonald’s restaurants in Mumbai and Delhi. The DCs have focused all their resources to meet McDonald’s expectation of ‘Cold, Clean, and On-Time Delivery’ and plays a very vital role in maintaining the integrity of the products throughout the entire ‘cold chain’. Ranging from liquid products coming from Punjab to lettuce from Pune, the DC receives items from different parts of the country.These items are stored in rooms with different temperature zones and are finally dispatched to the McDonald’s restaurants on the basis of their requirements. The company has both cold and dry storage facilities with capability to store products up to -22? C as well as delivery trucks to transport products at temperatures ranging from room temperature to frozen state. * Amrit Food (Supplier o f long life UHT Milk and Milk Products for Frozen Desserts) Amrit Food, an ISO 9000 company, manufactures widely popular brands – Gagan Milk and Nandan Ghee at its factory at Ghaziabad, Uttar Pradesh.The factory has: * State-of-the-art fully automatic machinery requiring no human contact with product, for total hygiene. * Installed capacity of 6000 ltrs/hr for producing homogenized UHT (Ultra High Temperature) processed milk and milk products. * Strict quality control supported by a fully equipped quality control laboratory. All suppliers adhere to Indian government regulations on food, health and hygiene while continuously maintaining McDonald’s recognized standards.As the ingredients move from farms to processing plants to the restaurant, McDonald’s Quality Inspection Programme (QIP) carries out quality checks at over 20 different points in the Cold Chain system. Setting up of the Cold Chain has also enabled it to cut down on operational wastage Hazard Analysi s Critical Control Point (HACCP) is a systematic approach to food safety that emphasizes prevention within its suppliers’ facility and restaurants rather than detection through inspection of illness or presence of microbiological data.Based on HACCP guidelines, control points and critical control points for all McDonald’s major food processing plants and restaurants in India have been identified. The limits have been established for those followed by monitoring, recording and correcting any deviations. The HACCP verification is done at least twice in a year and certified. The relationship between McDonald’s and its Indian suppliers is mutually beneficial. As McDonald’s expands in India, the supplier gets the opportunity to expand his business, have access to the latest in food technology, exposure to advanced agricultural practices and the ability to grow or to export.There are many cases of local suppliers operating out of small towns who have benefited from their association with McDonald’s India. Pictorial Description McDonalds India sources its ingredients from local suppliers who are an integral part of the cold chain. Refrigerated trucks with multi temperature facility divided into 3 zones –freezer, chiller and ambient to ferry product demanding varying temperature from supplier’s location to the distribution centre.Distribution centre is also divided into multi-temperature zones like trucks with freezer at 0 degree F to 33 degree F. Restaurants have in-built cold storage units subdivided into same aforesaid zones- freezer, chiller and ambient. IN A NUTSHELL Forecasting Demand Equally impressive is the accuracy of the demand forecasts. The restaurants give a three-day to one-week forecast to the Distribution Center. The DC, in turn, has a three-month rolling forecast with the suppliers which enable them to plan their production schedules meticulously.For extensive long-term planning, McDonald’s has devised the 31Q system—3 stands for the three years that the fast food chain will keep checking its plans, 1 represents the detailed forecast of the next year and Q symbolizes the quarterly monitoring of these forecasts. While preparing the annual budget, they include their suppliers in the budgeting process, briefing them on the new products and restaurants to be launched. Using this information, the suppliers roll out their production schedules. The schedule for the next year is carefully fixed and then stringently monitored.Once the forecasts are closed and the budgets fixed, the plan schedules and performances are monitored every quarter, also to ensure that there is no dip in performance. With 217 restaurants scattered across the country, lead times for delivery assume critical importance. But McDonalds’ supply-chain network is everything it is supposed to be to ensure spot on distribution. Every restaurant manager knows the exact time of arrival of each product w hich enables the supply chain team to work backwards to ensure timely distribution. They have fixed locations of suppliers and restaurants and their own fleet of dedicated trucks and cleaners.They can predict the amount of time it takes for a product to reach from an X location to a Y location. If a truck takes four or five days to travel between a supplier’s premises in Taloja, Maharashtra, to Noida in the National Capital Region, dedicated McDonalds’ trucks will accomplish it in two days due to non-stop running of the fleet. This ensures that the lead times for their trucks and deliveries are pretty much predictable. With a maximum inventory of ten days in its system, McDonald’s maintains an efficient inventory turn ratio of 36.Tech Prowess The supply-chain network of McDonald’s, which appears to work effortlessly, is powered by various IT systems which enhance its effectiveness. Vista Processed Foods Pvt. Ltd use SAP, Tier-1 supplier of the chain. Dist ribution Centers of RK Foodland are on RAMCO Marshall ERP with Cobra software. These systems are used to directly upload store orders. At the restaurant level, the fast food chain has in-house developed technologies which track day-to-day sales, enables restaurants to schedule staff and send forecast orders to DCs.

Oxidation and Reduction Reaction Example Problem

In an oxidation-reduction or redox reaction, it is often confusing to identify which molecule is oxidized in the reaction and which molecule is reduced. This example problem shows how to correctly identify which atoms undergo oxidation or reduction and their corresponding redox agents. Problem For the reaction:2 AgCl(s) H2(g) → 2 H(aq) 2 Ag(s) 2 Cl-Identify the atoms that undergo oxidation or reduction and list the oxidizing and reducing agents. Solution The first step is to assign oxidation states to each atom in the reaction. AgCl:Ag has a 1 oxidation stateCl has a -1 oxidation stateH2 has an oxidation state of zeroH has a 1 oxidation stateAg has an oxidation state of zero.Cl- has a -1 oxidation state. The next step is to check what happened to each element in the reaction. Ag went from 1 in AgCl(s) to 0 in Ag(s). The silver atom gained an electron.H went from 0 in H2(g) to 1 in H(aq). The hydrogen atom lost an electron.Cl kept its oxidation state constant at -1 throughout the reaction. Oxidation involves the loss of electrons and reduction involves the gain of electrons.Silver gained an electron. This means the silver was reduced. Its oxidation state was reduced by one. To identify the reduction agent, we must identify the source of the electron. The electron was supplied by either the chlorine atom or the hydrogen gas. Chlorines oxidation state was unchanged throughout the reaction and hydrogen lost an electron. The electron came from the H2 gas, making it the reduction agent. Hydrogen lost an electron. This means the hydrogen gas was oxidized. Its oxidation state was increased by one.The oxidation agent is found by finding where the electron went in the reaction. Weve already seen how hydrogen gave an electron to silver, so the oxidation agent is the silver chloride. Answer For this reaction, hydrogen gas was oxidized with the oxidizing agent being silver chloride. Silver was reduced with the reducing agent being H2 gas.

Customer Service Essay examples - 1384 Words

Companies are misguided nowadays by the notion that customers depend on them, when the truth of the matter is that companies are dependent on those customers. Customer satisfaction and customer loyalty is now essential for a business or company to survive. So what is the difference between customer satisfaction and customer loyalty and how to companies and or business achieve this? Also when you have difficult customers how do you achieve customer satisfaction? It’s essential that companies or businesses today listen to their customers. No company or business today can afford to disregard the importance of customer satisfaction and loyalty. Aren’t they the same thing? No, they are absolutely not and they are enormously†¦show more content†¦Customer loyalty is much harder to obtain that customer service satisfaction. The most important first step is to satisfy the customer by meeting their expectations. Customers only give a company one chance and if they aren’t satisfied they will not do business with that company again, as well as tell others of their experience. The next step would be to exceed the customer’s expectations. If a business goes above and beyond to assist the customer they begin to build loyalty. The next step is to truly surprise the customer. In order to dominate the marketplace the company must find a way to make them selves stand out with their product or service, accompanied with phenomenal customer service. Once this has been done customer satisfaction and loyalty will be gained. â€Å"Acquiring a new customer can cost four or five times more than keeping a current customer† (Bestmark, 2013). So it’s essential to keep the current customer’s happy and coming back for more. Some of the ways that businesses can build loyalty would be by offering loyalty programs, Interacting with customers, surveys, creating institutional ties, and personalized marketing. Another way to build loyalty is to treat your employees so well that they treat your customers well. If you have happy employees they will treat your customers happy. â€Å"The link between satisfaction and loyalty however is not proportional† (Kotler, Keller, 2009, p71), so businesses mustShow MoreRelatedCustomer Service2488 Words   |  10 PagesCustomer Service Research Paper Before I get into further analysis of my own personal experience, I am going to explain about different characteristics that are involved in customer service. Most businesses will tell you that quality customer service is the keystone to success. An essential component of outstanding customer service is the possession of a great staff. Larger companies may be weighed down by employee handbooks that specify the customer service guidelines. 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The Mid-life Crisis Essay examples - 2258 Words

Mid-life Crisis 1 Mid-life transition can be seen as a difficult process because it is the point of our lives where we start to accept the end of our youth and begin the process of aging. For those who do not have a smooth emotional transition can suffer from a mid-life crisis. What is mid-life crisis? Someone who would be going through a â€Å"Mid-life crisis† is that of the age between 40 and 60(Development in midlife, 2004). It is the point during our lives where we go through periods of self-doubt, this is a natural and normal process (Development in midlife, 2004). A mid-life crisis can be triggered by different experiences, for instance, children leaving the home, death of a parent or someone close, mid-life transition to†¦show more content†¦What are some external factors that cause mid-life crisis? Although mid-life crisis can be triggered by difference experience, it can also be triggered by external factors. Those who have a difficult time transitioning into mid-life and suffer from a mid-life crisis is due to external factors (Development in midlife, 2004). The transition can be more difficult because the person may be experiencing stress in their or they may have childhood issues that was never dealt with before that have come to the surface during the transition (Development in midlife, 2004). Some examples of external factors that can make transition into mid-life difficult are debt because most people are living above their means and accumulated credit card debt (Development in midlife, 2004). This can be problematic for someone in their middle age because they are in debt and facing retirement which causes more stress to an already stressful time. 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Safety and Environmental Management Recognizing

Question: Discuss about the Safety and Environmental Management for Recognizing. Answer: Introduction: An individual can assess the risk by recognizing the hazards of the system, evaluate or analyze the risk that is connected with the hazard and determining the ways to remove or manage the hazard. Practically the term risk assessment is related to the supervision of the workplace to find the flaws in the system or process that can be harmful to the surroundings and the environment. After the identification of the risk evaluation of the risk can be made by judging its severity and decision can be taken to prevent the risk and control it from happening (New England Chapter of the System Safety Society, 2002). The evaluation of the risk should be done by a group of persons who have a sound knowledge in risk assessment, and the staffs of the working place should guide the team as they are more familiar with the surroundings (Clements Pfitzer, 2006). The risk assessment should follow some rules and guidelines to identify the hazards of the system like. 1. Hazard identification 2. Evaluating the possibility of damage or sickness, and its importance 3. Ordinary operational conditions and additionally unusual occasions, e.g., power blackouts, shutdowns, crisis and so on. 4. Survey every accessible health and security data regarding the risk, for example, MSDSs, makers writing, data from respectable associations, aftereffects of the test, etc. 5. Reorganization of important activities to remove and manage the risk 6. Control the risk by monitoring and estimating the risk. 7. Keeping of relevant documentation and records, this includes the procedure of the survey of risk, layout of the assessment, enumeration of the conclusion. Module 10 Provide a supported (literature and experience) critique of OSHA's recordkeeping standard and its associated forms.Numerous businesses with more than ten representatives or employees are required to keep a record of official business related wounds and sicknesses. According to these registers, the OSHA assesses the safety of the workplace environment; this also helps in finding the hazards caused by the industry. Thus after the findings, it can implement some protections for the workers to reduce the hazards and to prevent the workers from further injuries and illness at the workplace. According to OSHA, the employers must maintain the records for five years (Wurzelbacher Jin, 2011). The injury and illness report of the previous year must be declared by the individuals. The employees can request for the copy of the records to the OSHA; there are many functions and use of the injuries and illness occurred in the workplace. The employer can get the details of the employees and the ill ness occurring at the working place of the company and act accordingly. The records of injury and illness also help the employers to manage and improve the companys safety and health related activities (Rebbitt, 2014). Moreover, the employers can be tracked whose employees get ill in the business environment. Representatives who have data about the related wounds and diseases happening in their work environment are additionally better educated about the perils they confront. They are in this way more inclined to take after safe work rehearses and to report work environment risks to their bosses (Wurzelbacher Jin, 2011). At the point when representatives know about workplace dangers and take an interest in the different proof and control of those risks, the general level of health and safety in the workplace makes strides. References Clements, P. and Pfitzer, T. (2006). Risk Assessment Control: Is your system safety program wasting resources? Professional Safety, 51(1), pp. 41-44. New England Chapter of the System Safety Society (2002). System Safety: A Science and Technology Primer. Rebbitt, D. (2014). Pyramid Power: A New View of the Great Safety Pyramid.Professional Safety,59(09), 30-34. Wurzelbacher, S., Jin, Y. (2011). A framework for evaluating OSH program effectiveness using leading and trailing metrics.Journal of safety research,42(3), 199-207.