25 Weird, Witty, and Wonderful Language-Related Terms

25 Weird, Witty, and Wonderful Language-Related Terms Grammar nerds everywhere will appreciate these weird, witty, and wonderful terms used to describe language. Use them to amuse and perplex your friends and teachers.   Allegro speech: the deliberate misspelling, respelling, or non-standard alternative spelling of words (as in the Chick-fil-A slogan Eat Mor Chikin)Bicapitalization  (also known as  CamelCase, embedded caps, InterCaps,  and  midcaps): the use of a capital letter in the middle of a word or name- as in iMac or eBayClitic:   a word or part of a word thats structurally dependent on a neighboring word and cant stand on its own (such as the contracted nt in  cant)Diazeugma:  a sentence construction in which a single subject is accompanied by multiple verbs (as in the sentence Reality lives, loves, laughs, cries, shouts, gets angry, bleeds, and dies, sometimes all in the same instant)Dirimens copulatio:  a statement (or a series of statements) that balances one idea with a contrasting idea (as in Ben Franklins counsel not only to say the right thing in the right place, but far more difficult still, to leave unsaid the wrong thing at the tempting moment)Feghoot: an anecdote or short story that concludes with an elaborate pun Grawlix:  the series of typographical symbols (*!#*!) used in cartoons and comic strips to represent swear wordsHaplology:  a sound change involving the loss of a syllable when its next to a phonetically identical (or similar) syllable (such as the pronunciation of  probably  as probly)Hidden verb:  a noun-verb combination used in place of a single, more forceful verb (for example,  Ã¢â‚¬â€¹make an improvement  in place of  improve)  Malaphor:  a blend of two aphorisms, idioms, or clichà ©s (as in Thats the way the cookie bounces)Metanoia:  the act of self-correction in speech or writing (or to put that a better way, self-editing)Miranym:  a word thats midway in meaning between two opposite extremes (like the word translucent, which falls between transparent and opaque)Moses illusion:  the phenomenon whereby readers or listeners fail to recognize an inaccuracy in a textMountweazel:  a bogus entry deliberately inserted in a reference work as a safeguard ag ainst copyright infringementNegative-positive restatement:  a method of achieving emphasis by stating an idea twice, first in negative terms and then in positive terms (as when John Cleese said, Its not pining, its passed on. This parrot is no more!) Paralepsis:  the rhetorical strategy of emphasizing a point by  seeming  to pass over it (as when Dr. House remarked, I dont want to say anything bad about another doctor, especially one whos a useless drunk)Paraprosdokian:  an unexpected shift in meaning (often for comic effect) at the end of a sentence, stanza, or short passagePhrop:  a phrase (such as I dont like to boast . . .) that often means the opposite of what it saysPoliteness strategies:  speech acts that express concern for others and minimize threats to self-esteem in particular social contexts (for instance, Would you mind stepping aside?)Pseudoword:  a fake word- that is, a string of letters that resembles a real word (such as  cigbet  or  snepd) but doesnt actually exist in the language  RAS syndrome:  the redundant use of a word thats already included in an acronym or initialism (for example, PIN number)Restaurantese:   the specialized language (or jargon) used by restaurant employees and on menus (such as any item described as farm-fresh, succulent, or artisanal) Rhyming compound:  a compound word that contains rhyming elements, like fuddy duddy, pooper-scooper, and  voodooSluicing:  a type of ellipsis in which an interrogative element is understood as a complete question (as in My folks were fighting last week, but  I dont know what about)Word word:  a word or name thats repeated to distinguish it from a seemingly  identical word or name (Oh, youre talking about  grass  grass)

20 Analytical Essay Topics Top Ideas from Cost #038; Management Accounting Reporting System Niche

20 Analytical Essay Topics Top Ideas from Cost #038; Management Accounting Reporting System Niche If you are looking for some example topics to write your analytical essay on cost and management accounting reporting systems, consider these twenty great topics below: The Layout of Primary Accounting Statements Including Balance Sheet and Profit and Loss Sheets: Why They Are Necessary The Link between Primary Statements and Trial Balance Reasons Why Adjustments Are Made Including Bad Debt, Depreciation, Accruals, and Prepayments The Difference between Partnership Businesses, Sole Traders, and Limited Companies The Need for Accounting Principles Which Allow for Reliability, Comparability, Relevance, and Understanding in Accounting Details How Various Accounting Concepts Relate to Aspects of Accounting Management The Lifecycle for Fixed Assets from Their Acquisition to Their Disposal, as well as the Depreciation therein Treatment for Revenue and Capital Expenditure as well ws the Differences between Them The Advantages and Disadvantages of Share and Loan Capital The Components to Share Capital and How to Make Accounting Entries for Returns on Capital How to Dissect Financial Statements and Reach Conclusions about the Financial Situation of an Individual Organization How Accounting Ratios React to Different Transactions Why Business Relies upon Accounting Budgets How to Prepare Cash Budgets While Appreciating Business Benefits and Limitations within the Company Forecast Why Rising Finance is Imperative to Business Success and How Businesses Raise Finance How to Recalculate Goodwill for the Retirement and Admission of New Partners How Tools Can Be Used by Accounting Management to Identify Missing Figures How to Prepare Balance Sheets and Trading Profit and Loss Based on Incomplete Business Records How Accounts for Partnerships Differ between Sole Traders, Partnerships, and Limited Companies How to Remove Partners and Add New Partners to Accounts Analytical Essay Sample: The Layout of Primary Accounting Statements Including Balance Sheet and Profit and Loss Sheets: Why They Are Necessary Financial statements are the key to business. Every business entity has to deal with financial reports which are the core area to notice. Annual accounts are the most common ones. However, meeting of shareholders takes place quarterly, which decides about the financial statements. Management has to set themselves a pattern according to which they should prepare financial statements. Yearly accounts are suited to most of the companies. However, this is not a set rule. There is an option of preparing quarterly of semi-annually accounts as well. A company has to have a formula which they should apply regarding preparation of financial accounts. Accounting standards are without a doubt a key to look into. SECP has provided many guidelines that must be adhered to. Certain laws and provisions must also be provided for while preparing financial reports. Some of the key financial statements covered include the balance sheet, the income statement, the statement of retained earnings and the statement of cash flows. There are two types of layout for a balance sheet. A vertical as well as horizontal layout can be considered. Both approaches to the layout are acceptable, and a company can go for one according to their conventional mode of work. The income statement shows the income generated in the period plus the expenses that were paid for. It gives an exact view of the income present with the company or the entity at the end of the period. Accrual basis of accounting has to be applied in which income is to be recognized in income statement when it is received, and expenses are accounted for when they are incurred, not when they are actually paid for. This way a comprehensive income and expenditure statement are prepared.   Net profit or loss is shown at the end. If income were greater than expenses, then there would be a net profit, and if expenses were bigger, then there would be a net loss to be recognized in the income statement. There are two methods of preparation of income statement being used alternatively.  Single-step and multi-step income statements are the two options. You can follow any one of the mentioned approaches for the preparation of the income statement. Income statement relates to a certain period of activity. Retained earnings are affected by profits with the company. Any payments from the profits such as dividends would decrease the balance of retained earnings, and vice versa. Net loss of the company will have a negative impact on retained earnings and profits and will add to the account of retained earnings. At the end, the final figure is calculated by means of addition and deletion of amounts. The statement of retained earnings provide for changes in the retained earnings from period to period. Consolidated financial statements are also prepared which depicts the events that are to occur over a period of time in the future. The statement of shareholder’s equity is another name for the statement of retained earnings. This statement helps the investors and creditors to conclude about the financial position of the entity. A balance sheet as previously discussed also revolves around the accounting equation. Assets are always equal to liabilities+ owner’s equity. The recognition of the asset or a liability in the financial statements is vital. Fair value recognition is the best method to present a true and fair view of the financial transactions. The statement of cash flows provides an insight about the inflows and outflows of the business. Such inflow or outflow is in monetary value and you can have an idea of what amount of cash has gone out of business, and how much cash business has received for a given period. There are three sections of the statements of cash flows, and you must prepare a statement of cash flow accordingly. 1) operating activities, 2) investing activities and 3) financing activities. The order should be the same as mentioned. You can come across net cash received or paid out on operating, investing and financing activities. At the end, you can sum up all three activities to come up with total cash paid in or out for the given period. Non-cash items are accounted for to come to a genuine and realistic amount of cash in or out for a given period. For example, dividends are cash paid out, but these are not expenses to the business. Such accounting is done in case of the statement of cash flows to come acro ss real cash in or out for the period. References Atkinson, Anthony A.  Management Accounting. Upper Saddle River, N.J.: Prentice Hall, 1997. Print. Atrill, Peter, and E. J McLaney.  Financial Accounting For Decision Makers. Harlow, England: Pearson Education, 2013. Print. Atrill, Peter, E. J McLaney, and Peter Atrill.  Management Accounting For Decision Makers. New York: Prentice Hall/Financial Times, 2005. Print. Datar, S. M., Rajan, M. V., Horngren, C. T. (2013).  Managerial Accounting: Decision Making and Motivating Performance. Pearson Higher Ed. Drury, Colin.  Management And Cost Accounting. London: Chapman Hall, 1992. Print. Hansen, Don R, and Maryanne M Mowen.  Cost Management. Mason, Ohio: Thomson/South-Western, 2003. Print. Horngren, Charles T.  Management And Cost Accounting. London: Prentice Hall Europe, 1999. Print.

How do employment relationships impact on the overall success of an Essay

How do employment relationships impact on the overall success of an organisation - Essay Example Although it might be argued that the employer is the source of all the funds which makes the firm operational, the firm is still, by and large, operated by the employee. The increase in international competition and the rapid technological advances are favoring organizations which are more efficient, innovative and productive. These external factors are forcing firms to alter their administrative and management structures. The intensified pressures have generated major challenges in managing employment relationship (Noer, 1993; Herriot, Manning and Kidd, 1997). The basic principle behind the concern for this field is the ‘friendlier’ and ‘more responsive’ the employee governance system is, the greater will be the probability of employees being actively engaged in their work. The idea stems from the notion that, as you build trust and friendship with and among the employees, the employee will reciprocate the effort thru his work. In this paper, we will be exploring whether there is truth in this claim. Employees joining an organization are usually characterized by enthusiasm, commitment and advocacy for their new employer partly because of the thought of receiving a salary and partly due to the pride of belonging to an organization and doing something productive. Suffice it to say, at the start of employment, they are highly engaged. When we say highly engaged, we mean that they are actively participating in the organization. 2. Not-engaged employees are those who have essentially become disinterested with their work. They spend time but not energy and passion into their work. They are not necessarily negative or positive about their company but they take a wait-and-see attitude toward their job, their employer, and their co-workers. The commitment is simply not there anymore. Many empirical studies have demonstrated a relationship between

Novartis Environmental Analysis Case Study Example | Topics and Well Written Essays - 1000 words

Novartis Environmental Analysis - Case Study Example In order for Novartis to achieve excellence in its international markets, it has employed technology to foster innovation in drug manufacturing and promotion. As a result, the company has been able to adapt effectively to the technological environment for excellence and effectiveness in achieving its goals and objectives in the market. International Factors Since Novartis’ pharmaceutical business is internationalized, global or international factors have a significant impact on its operations (Pharmawatch 15). This includes the forces of globalization which has made international companies to comply with the changes in international markets. In this regard, it is reflective that the developments and changes in the pharmaceutical businesses across the world have an influence on the operations of the company. As a result of the international factors, Novartis has been able to form mergers with international companies (Novartis AG 154). In addition, the international forces in th e labor market have an impact on the recruitment and employee retention practices of the company. Political Factor Political risk is related to all forms of international business. This is due to the political forces which are likely to have an impact on the operations of a company in its international market. For example, changes in governments would have a negative or positive impact on the business activities and success in a specific market and economy. Because of the inevitable political forces, Novartis has engaged in political risk assessment in the international markets and economies in which it intends to venture into (Global Pharmaceuticals 129). The assessment of political risk is aimed at allowing the company to be able to determine the possible changes in the political environment which are likely to lead to negative implications on its business activities (Andreas 1). Through this assessment, accurate and informed strategic decisions are made in the company’s in ternationalization program for its pharmaceutical business (PR Newswire 1). Social Factors The social environments which comprise of the culture, religion, beliefs and practices of a society significantly affect the success of an international company within a specific market (Fair Disclosure Wire 1). The pharmaceutical business in characterized by inevitable implication from the social environment which includes the beliefs of a society on the use of conventional drugs as opposed to the religious traditional approaches to healing (Novartis AG SWOT Analysis 7). It is in this sense that it is evident that the success of Novartis in various drug markets across the world depends on the social factors. It is therefore reflective that Novartis employs socially, culturally and religiously acceptable forms and strategies of marketing communication for its drugs so that it would conform to the values and beliefs of the society within which it operates its business (Datamonitor 5). Ecologica l Factors There are ecological risks which internationalized pharmaceutical companies face in their operations. These include possible eco-toxicity and degradation of forests in the extraction of raw materials for the production of the environment (Franchini 6). Novartis has therefore employed chemical analysis processes to ensure that its products are not harmful to the environment in which it operat

Airline Industry Dissertation Example | Topics and Well Written Essays - 3000 words

Airline Industry - Dissertation Example Cost of ASK (Available Seat Kilometres) An available seat kilometre in airlines is calculated by multiplying the total number of seats offered by an airline and the total distance flown by an airline (British Airways-a, 2010). The Available seat kilometres for British Airways was found to be 141178 in 2010 which represents a decline from its previous year figures of 148504 in 2009 (British Airways, 2010, p.128). The statistics for its competitors Emirates airlines states the corresponding figures at 161756 which represent a rise from its figures last year that was quoted at 134180 (Emirates Airlines, 2010, p.4). The low value of ASK for British Airways can be largely held accountable to the financial downturn which put a pressure on the profit and revenue margins of the firm. Emirates airlines owning to better fleet management and route optimisation generated a much better performance than its competitor British Airways. Revenue per RPK (Revenue Passenger Kilometres) Revenue passenge r kilometres (RPK) is calculated by multiplying the total number of revenue based passengers and the total air miles flown by the airline (British Airways-a, 2010). A good value of this statistic represents a healthy operational and financial aspect of the organization. The value of RPK for British Airways in 2010 was calculated at 110851 which represent a decline from its figures in the last year which was stated at 114346 in 2009 (British Airways, 2010, p.128). The slump in figures can be attributed to decline in the revenues per passenger as well as reduction in the total air miles flown due to route optimisation owning to pressures from the economic recession. The figures for Emirates airlines however show a distinct and definite opposite trend which is pegged at 126273 representing an improvement from its previous year’s figures of 101762 (Emirates Airlines, 2010, p.123). BELF (Break Even Load Factor) Break Even Load Factor or BELF is a value term expressed in percentage that represents a scenario in which revenues and operating costs become equal. This factor has different values for different flights and includes aspects like seasonal fluctuations and is largely based on the dynamics of demand and supply in the market (Radnoti, 2002, p.99). The Break Even Load Factor for British Airways was found to be 78.5 percent which represents a rise by about 1.5 percent from its figures in the last year. This was mainly reported due to a reduction in revenue from passengers by about 10.9 percent from the previous year (British Airways, 2010, p.16). The Break Even Load Factor for its competitor Emirates Airlines was found to be 64.4 percent which again represents a rise by about 0.3 percent from its corresponding figure quoted last year (Emirates Airlines, 2010, p.123). The major reason for this trend is accountable to the large scale dip in demand for air travel by business as well as individual passengers which was due to the reduction of disposable income and decline in profit margins of the other business travellers. The advent of low cost airlines has also led to a reduction in the

The Presence of Horror and Fear in ‘the Monkey’s Paw’ Story Essay Example for Free

The Presence of Horror and Fear in ‘the Monkey’s Paw’ Story Essay This essay is an analysis of ‘The Monkey’s Paw’, a horror short story by William Wymark Jacobs. This story is about a talisman that shapes like monkey’s paw which has magical powers. It grants three wishes to its owner. It’s given to one family, husband, wife, and their son. They wish for some money, and that wish also become true, they get the money, the exact amount they wished for. But actually that money was the compensation for the death of their son that caused by the accident. Torturing by the sadness of the dead of her only son, the wife wishes for her son back to life again. When knocking is heard at the door, the husband feels scared about what will happened. And before the wife can opened the door, the husband used the last wish. The knocking stop and when the wife opened the door, no one is there. The essay will be focused on how the speaker brings the horror and fear in this story. There are many ways how the horror and fear is delivered in this story, but this essay will only take and explain three of them. The first thing that brings horror and fear is the background of the Sergeant-Major Morris as the previous owner of the talisman, how he could get that talisman. The reader can feels that the talisman has a mysterious background from how the Sergeant-Major feels uncomfortable when telling about the talisman. â€Å"The soldier regarded him the way that middle age is wont to regard presumptious youth. †I have,† he said quietly, and his blotchy face whitened. † It can be seen that the Major seems too quiet and too afraid for the man that wants to tell the story about the talisman that can granted wishes. Second, the horror and fear come up to the climax through the action or response the husband and wife after the death of their son. The fight between the husband and the wife about the wish to revive their only son also bring the reader feels the horror and fear. â€Å"The old man turned and regarded her, and his voice shook. â€Å"He has been dead ten days, and besides he – I would not tell you else, but – I could only recognize him by his clothing. If he was terrible for you to see then, how now? †Ã¢â‚¬  it brings the readers get the imagination how scary in looks if the son come back to life. The last thing that is, how the narration also supports to create a horror and fear atmosphere in the story. The best example can be seen from the last event. But her husband was on his hand s and knees groping wildly on the floor in search of the paw. If only he could find it before the thing outside got in. A perfect fusillade of knocks reverberated through the house, and he heard the scraping of a chair as his wife put it down in the passage against the door. He heard the creaking of the bolt as it came slowly back, and at the same moment he found the monkey’s paw, and frantically breathed his third and last wish. † The narrations which explain about the setting, the situation and condition also take an important role to raise the tension of fear in this short story. In sum, there are many ways of how the speaker is delivered the horror and fear of this short story. Three of them are: The background of the Sergeant-Major Morris as the previous owner of the talisman, The action or response from the husband and wife about the wish to revive their son, How the narration explain the setting, situation, and condition in this story with a ‘spooky’ ways. There are still many others ways how the speaker brings the horror and fear in this story that make this story become a good horror story.

Supplier Relationship Management

Supplier Relationship Management An important feature of a world class organisation is the way the organisation has been able to develop and link its suppliers with its external processes, Peter Hines, World Class Suppliers, (Pitman, 1994). Supplier relationship management can be defined as the relationship that exists between the supplier and its buyer based on long term commitments and trust with the ultimate aim to maximise the potential value of the relationship. This will include the management of different forms of supply relationships such as partnership, joint venture and vertical integration. 1.2 Importance of Supply Relationship Management The critical importance of supplier relationship types to achieve supply chain competitiveness can be viewed under the following headings: The effective use of strategic partnership Typical traditional short term relationship is characterise by irregular or one-off transactions that give rise to supply uncertainties, difficulties in choosing suppliers, and is price oriented making this type of relationship unreliable and unsupported. Organisations can move from this type of relationship towards a long term relationship known as partnership based on trust, shared goals and risks to achieve mutual benefits. Nigel Slack, Stuart Chambers and Robert Johnston, Operations Management, (Pearson, 2010), define partnership as an agreement between two firms that seek to accomplish a common objective. The Japanese, James P Womack et al, the Machine That Changed the World, (Macmillan, 1990) , used the concept of partnership and lean to gain competitive advantage because they realised their partners had the expertise, the technical knowledge and were reliable. Effective partnership with suppliers made them to compete favourably in the market because of good product quality, lo w cost and reliable delivery. Therefore, firms can use this same method to rationalise their supply base and use the lean concept to produce efficiently which will lead to reduce product lead times, reduce inventory and inventory cost. The implementation of new management tools and systems A key element of supply relationship management that gives firms competitive advantage is the implementation of the lean concept of monitoring supplier performance and continuous improvement. Monitoring performance is a post-contractual procedure in which the buyer continuously keeps an eye on the supplier by either managing the suppliers activities to make sure all commitments are met or using a measurement matrix such as key performance index (KPI) to compare supplier progress and divergence from targeted objective. The overall competitive advantage is an operation that is continuously improved in terms of quality, delivery and service. In 1989, Chrysler benching against the Japanese companies, initiated the Supplier Cost Reduction Effort (SCORE) program aimed to reduce cost, quality and monitor supplier performance; Dawei Lu et al, Supply Chain Management module notes (WMG, University of Warwick, 2011). The integration of knowledge and technology to create an all new technology Integration with supplier is all about coordination. Here, the buyer and supplier come together to align their processes thus improving communication and supply chain visibility for both parties. When firms integrate their knowledge and technology they are able to meet the needs of end customers by getting the right product at the right price and quality, giving them a competitive edge. This strategy was used by Bose Corporation 1990 that led to the extension and creation of the JIT2 concept, a logical extension of JIT that eliminates waste in the system, improves communication and reduces demand variability. Efficient consumer response (ECR) to demand variability caused by the forester effect. Firms are always seeking solutions for continuous demand variation and consumer requirements. Through effective supplier and buyer collaboration, firms will be able to achieve competitive advantage by efficiently managing their supplier relationship to meet the needs of the end consumer creating a fluid inventory flow from suppliers to the consumers reducing lead times, demand variability and uncertainty. This has led to initiatives such as Radio Frequency Identification Device (RFID), a tracking technology that provides real time information and location of goods. Tesco, UKs largest grocery retailer has exploited this technology strategy and is piloting pallet-level RFID to manage its logistics; Christos Tsinopoulos and Carlos Mena, Competing Supply Chain Strategy: Tesco, Aldi and Lidl, (ECCH, 2010). Increase competition amongst firms to secure and increase domestic and international market share. Domestic and international market pressures are just other facets that have pushed firms to collaborate and develop strategic partnership with suppliers to gain competitive edge. Using this approach, firms use both local and international suppliers to broaden their sourcing base, reduce product lead time, and stream line cost through cheaper, global and local sourcing alternatives. The benefits are quick response to demand variation and high availability of variety of products at reasonable price and quality. This in turn attracts a greater amount of customers and increase market share. This is a strategy which IKEA, a Swedish international furniture company has successfully used to provide quality products at reasonable price and secure a large market share both domestically and internationally. 1.3 Relationship Management Framework 1.3.1 Introduction A relationship defines an interaction between individuals, organisations and groups; Kenneth Lysons and Michael Gillingham, Purchasing and Supply Chain Management (Prentice Hall, 2003). There are many possible supply chain relationship types because very few companies can operate on their own. These relationships can be categorized as business-to-business (B2B), business-to-consumers (B2C), consumers-to-business (C2B) and customers-to-customers (C2C). B2B relationships are most common and have been used in many approaches and models such as IMP, SCOR, HP, GSCF, Service supply chain and IUE-SSE to help explain supplier-customer interaction. 1.3.2 Industrial Marketing and Purchasing (IMP) interaction Approach The IMP interaction approach is a dynamic model of supplier-customer relationship developed in the mid 1970s by a group of five European countries and universities; IMP Group.[online].(http://www.impgroup.org/about).(Accessed 06 Feb 2011). Based on investigations of about 900 business relationships, the IMP group developed a model of an interaction process at both the firm and individual levels creating a dynamic, complex and long standing relationship rather than one based on a short term stable relationship; Bensaou M (1999), Portfolios of Buyer-Supplier Relationships, Sloan Management Review, Vol. 40, 35-45. This relationship is influenced by soft factors such as power, cooperation, closeness and expectations as well as external environmental factors such as market structures, dynamism, internationalisation and position in the market. The IMP Group approach and model provide a good overview of buyer-supplier relationships and have formed the basis of other frameworks like David T. Wilson, (1995) Integrated model of Buyer-Supplier relationships, Journal of the Academy of Marketing Science , Vol. 23, 335-345. 1.3.3 Supply Chain Frameworks Customer-supplier relationship management models and frameworks can also be viewed within the context of the different types of supply chain models that exhibit customer-supplier relationship management. This will include a variety of supply chain models which address customer-supplier relationships such as HP, SCOR, GSCF, and IUE-SSC model. These models identify customer-supplier relationships by adopting two differing views; product and service supply chain view. Product oriented models adopt a manufacturing approach that involves the physical movement of goods under uncertainties managed to satisfy customer demands and include the HP, SCOR and GSCF models. The Hewlett Packard (HP) model was developed by the Hewlett Packard Company as a result of spiral inventory and customer dissatisfaction the company was facing with its order fulfillment process. Lee, H. and C. Billington, (1995), The Evolution of Supply-Chain Management Models and Practice at Hewlett-Packard, Business Source Premiere, Vol. 25, 42-63, used this model to demonstrate how suppliers, manufacturers and customers are linked in the flow of goods with multiple warehouses providing inventory at each stage to buffer demand. The Supply Chain Operations Reference (SCOR) model is a highly structured and broad model developed by the Supply Chain Council to measure total supply chain performance; Supply Chain Council. [Online].(http://supply-chain.org/f/SCOR%2090%20Overview%20Booklet.pdf ) (Accessed 06 Feb 2011). The SCOR model adopts a process manufacturing viewpoint and identifies supplier- customer relationships by breaking down the supply chain into links, each link made up of processes representing supplier-customer relationships. These relationships are then benchmarked using Key Performance Indicators (KPI) to assess the success within the supply chain. This model, although it improves customer satisfaction through improved supplier-customer relationships, it does not attempt to describe some elements of post delivery customer support, a critical feature of supplier-customer relationship management. The Global Supply Chain Forum (GSCF) is yet another supply chain framework that adopts the process manufacturing approach and identifies supplier relationship management as one of its eight key business processes of product flow. Croxton L. Keely et al, (2001), the Supply Chain Management Processes, International Journal of Logistics Management, Vol. 12, 13-24, depicts this model as an end-to-end process where each process is linked and managed to interface with key customers and suppliers. This creates eight business processes among which is customer-supplier relationship management to allow the smooth flow of product within the supply chain. 1.3.4 Service Supply Models The above three models define supply chains purely from a traditional perspective of product flow. However, with the growing importance of services and service industry, Ellram et al, (2004), Understanding and Managing Service Supply Chain, The Journal of Supply Chain Management, Vol. 40, 17-32, adapted this manufacturing approach into a new line of service thinking that uses service capacity and delivery, instead of products to classify supply chains as the key processes. This service supply model captures customer-supplier relationship via an end-to-end supplier and customer process that include capacity and demand management, cash flows and service delivery management, and just like manufacturing supply chain, customer relationship management. This is a very good approach that identifies relationship management but limited in that services are intangible and this makes them difficult to visualise and measure. A follow up to the service supply chain viewpoint is the work of Baltacioglu et al (2007), A New Framework for Service Supply Chains, Service Industries Journal, Vol. 27, 105-124, who proposed the IUE-SSC model. IUE-SSC model represents the initials of the affiliated organisation of the authors and Service Supply Chain Model. This model identifies customer-supplier relationships by breaking down supply chain into three basic parts: the supplier, the service provider and the customer. Here, the service supplied by the supplier constitutes a core and supporting service and just like the service supply chain model by Ellram et al, this model identifies a number of activities that includes some customer-supplier relationship management essential to the service supply chain. Relationship types are diverse and could either be of business type such as B2B or consumer type such as C2C. In my thinking the popularity of B2B and the historical context of consumer-supplier behaviour pushed the above mentioned authors to focus exclusively on B2B relationships in explaining customer-supplier behaviours in the models they proposed. But the general shift in consumer behaviour and the impact of globalisation and information technology should trigger a move to contemporary models of consumer-supplier relationships in business-to-consumer, consumer-to-business or consumer-to-consumer. I therefore think that the modern business world would appreciate models build around E-commerce type relationships and a move from product or service approach models that explains consumer-supplier relationship management. 1.4 Relationship Portfolio and Management Approach Conventional thinking suggests that relationships tend to vary with companies and there is no fit for all purpose relationship. A logical step after organisations are able to identify the various types of relationships is to focus on the relationship portfolio they want to build with their suppliers and to effectively manage this relationship for competitiveness. A number of methods and approaches have been adopted ranging from the various types of relationships to more analytic models such as Kraljics Purchasing/supply portfolio-analysis and the power regime. Firms have adopted different approaches to tailor the different types of relationships to fit their particular products, service or markets. These relationships tend to follow a pattern from a short term traditional arms length relationship to a new form of close and long term relationship known as partnership or vertical integration; Alan Harrison and Remko van Hoek, Logistics Management and Strategy, (Pearson, 2008). Others have viewed this trend as a continuum and included additional types such as strategic alliance and joint ventures. Depending on its strategy, a firm might adopt a range of style such as develop strategic partners by rationalising its supply base and dealing only with a few suppliers, a popular approach most firms are now adopting. It might also adopt a variety of relationships style depending on the markets and the products. The Kraljics model analyses the purchasing portfolio of a firms product into high and low supply risk and supply impact on the financial results. The end result is the segregation of products as: strategic, leverage, routine and bottlenecks as shown below; High Low Fig 1: Kraljics model Leverage products Alternate source of supply available Substitution possible Competitive bidding Strategic products Critical for products cost price Dependence on supplier Performance based partnership Routine products Large product variety High logistics complexity Labour intensive System contracting E-commerce solutions Bottleneck products Monopolistic market Large entry barriers Secure supply and search for alternatives Low Supply Risk High Source: Dawei Lu et al, Supply Chain Management module notes (WMG, University of Warwick, 2011). Using this method, management can therefore spend time and develop performance based relationships such as partnership on those suppliers whose products matter most, for example, strategic products and outsource non critical or leverage products. Bensaou M (1999), Portfolios of Buyer-Supplier Relationships, Sloan Management Review, Vol. 40, pp. 35-45 adopted a similar approach based on product and market conditions to create a supplier portfolio of our different relationship profiles; captive buyer, strategic partnership, market exchange and captive supplier. To effectively manage the relationships such as the Captive buyer and Market exchange, Bensaou suggested the use of management practices such as treating each other with respect and fair profit sharing and for strategic partners to regularly exchange information or pay frequent visit creating a social climate that is trusting and collaborative. The ABC analysis method is another commonly used technique by businesses to segment supplier relationship portfolio. Wagner S. and Johnson J. L., Configuring and Managing Strategic Supplier Portfolios, Industrial Marketing Management, Vol. 33, 717-730 adopted this approach using a wide range of factors such as volume, suppliers performance, supplier strategic importance, price and quality to segregate suppliers into category (Cat) A, B and C. Cat A suppliers where suppliers that supplied a total 80% volume, while Cat B supplied 15% and finally Cat C, 5%. Very little time is spent on managing and developing Cat C supplier because of their limited volume. In most cases they are used by the company as a way to reduce cost by either direct sourcing or via e-procurement. On the other hand, Cat A suppliers should be considered imperative by top management and a close relationship or partnership should be developed. This relationship can be monitored through regular and annual meetings with suppliers as well as creating an award for suppliers to maintain motivation. In addition, the buyer can invest on supplier development by either assisting or sponsoring supplier to improve performance. Another approach is that by Andrew Cox et al (2004), Managing Appropriately in Power Regimes: Relationship and Performance Management in 12 Supply Chain Cases, Supply Chain Management, an International Journal, vol. 9, 357 371, that correlates the findings of relationships and performance management strategies in power regimes. In a power regime, a business can decide on the appropriate relationship and relationship management style(s) depending on their power condition, as shown on the fig 3. Therefore, in a business deal where the buyer is dominant or has an interdependence power position, it will be better to choose a relationship approach based on supplier development. Conversely, in a supplier power regime relative to supplier dominance and/or interdependence then the option is for a supply chain management approach to be adopted. A change in the power structure in this technique will lead to a change in the relationship portfolio and this will lead to improve performance outco mes especially when either parties change their behaviour. 2.0 STRATEGIC OUTSOURCING A significant decision facing most businesses today and which have a long term impact on the firm is whether to produce internally (insourcing) or use an outside supplier (outsourcing); Robert Monczka, Robert Trent, and Robert Handfield, Purchasing and Supply Chain Management, (Thomson, 2005). 2.1 Outsourcing and Supply Network Design Outsourcing, sometimes referred to as make-or-buy, is a strategy by which an organisations management decides to hand over its non-core activities to a specialised third party that can efficiently provide the service; Kenneth Lysons and Michael Gillingham, Purchasing and Supply Chain Management, (Prentice Hall, 2003). Therefore, central to outsourcing is the make or buy decisions and the relationship that is formed between the purchaser and the supplier. The make or buy decision arises because organisations have come to the realisation that they cannot produce or make everything on their own and can effectively spend more time on core competence while non core competence could be outsourced. This decision to outsource or make or buy is a strategic one that will create a new supply network of suppliers and sometimes suppliers suppliers. In this new supply network, the organisation will need to adjust its operation in line with its new suppliers and, where possible, its suppliers suppliers creating a total supply network; Nigel Slack, Stuart Chambers and Robert Johnston, Operations Management, (Pearson, 2010). This strategic decision to outsource brings a whole new chapter within the organisation and will prompt a key design decision; how to configure the new network and how much of the network should be retained by the organisation. This will help management to decide on how it intends to influence and manage the overall new structure . 2.2 Outsourcing Decision Process and Influencing Factors Traditionally, the main outsourcing decision process focused on cost reduction. However, the importance of outsourcing decision to an organisation competitive position has pushed many organisations to consider a number of other factors. The decision process adopted here is one adapted from Robert Monczka, Robert Trent, and Robert Handfield, Purchasing and Supply Chain Management, (Thomson, 2005). 2.2.1 Planning phase The initial process in undertaking any outsourcing motive is to initiate a project of a cross functional team and define its scope and objectives. The team should identify activities to be outsourced and present to management for acceptance. Explore the Strategic Implications phase Strategic implications will mean aligning the outsourcing decision with three main factors: The companys long term plans and its impact on other activities and functions. This means if the activity that is being outsourced should disrupt the companys future plan or affects other functions, it is better off being insource. Furthermore, the decision should be in line with an understanding of the organisations core competence. If outsourced activity is not perceived as being core capabilities, the firm might decide to outsource. Analysis of the impact of process technological and how it compares to its competitors for competitive advantage. If analysis shows minimal competitive advantage then the organisation can decide to outsource but in cases where in house process technology provides competitive advantage, the organisation could reconsider to insource. 2.2.3 Tactical implications phase Tactical decision process will consider the following factors, and the ability to test prospective outsourcing initiative. Alternatives to outsourcing: Being tactical is crucial in outsourcing because the final decision to outsource can be very expensive for the organisation. Therefore, before making that final decision, the organisation could reconsider alternatives to outsourcing such as producing in-house, subcontracting or vertical integration. The length of contract: Outsourcing decision could mean being tied down in a long term contract which could impact on other strategic objectives. Impact of size: Also the size of the outsourcing activity can impact on the decision process as management can decide on other options if the activity to outsource is too large and can have adverse effect on core activities. Corporate culture: The impact on corporate culture is another key tactical factor that should be considered on outsourced activity to organisation. This means considering employees feelings regarding the activity to be outsourced. 2.2.4 Cost analysis phase Critical to any outsourcing decision process is its ability to be cost-effective at a quality level competitive in the marketplace. An accurate cost-effective calculation looks beyond the initial and obvious costs and is based on a marginal costing principle; a cumulative costing concept including total variable cost, total fixed cost and operating costs. Other costs will include the opportunity cost which is the potential benefits forgone if the activity being outsourced is done in house. Implementation phase The implementation process will be driven by effective service provider selection and managing post-contractual relationship. Because outsourcing usually involves a long term contract and high investment, selecting the correct service provider is imperative. The selection process will include; Market research: This involves carrying out a thorough market research to determine market price and terms of conditions, and identifying potential service providers with the right expertise, capacity and similarity in corporate culture. Develop a tender request. The tender request should provide in detail the outsourcing requirements as well as general information about the organisation including the scope and the objectives of outsourcing. This document will form a good guide to potential service providers. Conduct site visit. After tenders have been submitted, a site visit to potential service provider will aim to compare reality to what is on paper. It will be an opportunity to look at the corporate culture, its processes, the people, and how they can fit in to the outsourcing organisation. Negotiate. Negotiation will aim to find a common ground for a win-win situation. Central to this will be: quality of service and the performance level, scope for improvement and change, pricing and management style including assimilation of employees. The implementation process is not complete without any form of decision to manage post-contractual relationship which is very important to the sustainability of the whole outsourcing process. The key factor is to develop a key performance indicator (KPI) to continuously measure and monitor performance of service provider so that service quality is maintained and relationship continuously improved. In conclusion, the decision to outsource by a firm is a crucial and strategic one because it affects a greater part of the firm and it can be used as a competitive tool. Traditionally, this decision was based simply on cost and benefits but as discussed above, the decision process is now influenced by many factors and departments. Therefore, for an outsourcing decision process to be effective and efficient, a cross functional team should be selected to be part of the whole process. Implementation Problems Shawn McCray (2008). [Online].(http://www.tpi.net/pdf/papers/Top_10_Problems-with_Outsourcing.pdf).(Accessed 23 February 2011), identifies poor change management and governance as key issues in implementing outsourcing. Some of the problems related to implementation are: Post-contract processes poorly written: This occurs because both parties after signing the contract do not want to work together. The root problem being mutual misunderstanding of contract and the scope of outsourced activities resulting to services not performed and increase frustration amongst staff. Cultural clash: Cultural clash, corporate or international, can tend to produce tension, distrust and misunderstanding. This is problematic especially in a situation of offshoring where communication is limited to email or phones. This will be further compounded in difference in work ethics which if not streamlined will create added tension. Quality of service: A main reason management decides to outsource is to improve the quality of service. Where service provider is unable to achieve this, the whole outsourcing process becomes questionable and creates problems surrounding contractual performance and implementation. Lack of Coordination: Coordination and the lack of a coordinating team present an implementation problem. This is because as soon as the contract is signed, the client quickly shifts all responsibilities to the service provider who is still trying to get started and there is no team in place to coordinate activities. This will lead to a slow start, confusion within the system and poor quality service provided. Loss of talents: Outsourcing decision creates lots of uncertainties which will push some talented employees to look for jobs elsewhere. Moreover, some of these employees may feel de-motivated working for a new service provider. The loss of talent and unsatisfactory employees can cause a drop in the quality of service provided. Service provider lacks required skills: Some service providers may lack the necessary skill and may be depending on hiring new staffs and/or train existing ones. If this process takes too long as in a client retained organisation, service provider may be unable to produce contractual results thus affecting operational implementation. Cost of service: The cost of providing the outsourcing service might actually tend to be high because cost estimations were not properly carried out and certain activities not taken into consideration. Other costs and barriers to operational implementation will be that service provider is unable to deal with the volume of activities, as well as find it difficult to handle and maintain client equipment and facilities. 2.4 Key Benefits and Potential Outsourcing Risks Kenneth Lysons and Michael Gillingham, Purchasing and Supply Chain Management (Prentice Hall, 2003), explain that the main benefit associated with outsourcing is that it gives management the necessary time to concentrate on the core business operations. The Outsourcing.Institute.[online].(http://www.outsourcing.com/content.asp?page=01b/articles/intelligence/oi_top_ten_survey.htmlHYPERLINK http://www.outsourcing.com/content.asp?page=01b/articles/intelligence/oi_top_ten_survey.htmlnonav=trueHYPERLINK http://www.outsourcing.com/content.asp?page=01b/articles/intelligence/oi_top_ten_survey.htmlnonav=truenonav=true).(Accessed 23 February 2011) in a survey highlighted some other important outsourcing benefits; Outsourcing of non-core activities to a world class provider encourages reengineering and its associated benefits on improvements in performance in terms of cost, quality, service and speed. Outsourcing can be used by management to reduce huge capital investment on non-core business functions thereby making funds available to areas of the business involved in direct production. Operating cost incurred in outsourced activity is also reduce as expenses such as marketing and research and development are passed to the service providers. Outsourcing could help an organisation build a new capability from start due to lack of internal resources and expertise required to get this activity start up. Also, risks related with government compliance, late deliveries or technology innovation and failures are either reduced or shared as activity is passed on to the expert service provider. Another major outsourcing risk is making the wrong outsourcing decision on what to outsource and what not to outsource and the need to effectively manage relationships. Any wrong decision will be too costly for the organisation. Outsourcing is a crucial decision for any company and it is recommended that the final decision process accommodate a cross functional team that should critically evaluate both the cost and benefits including the strategic and tactical perspectives of outsourcing. REFERENCING BOOKS Alan Harrison and Remko van Hoek, Logistics Management and Strategy, (Pearson, 2008). James P Womack et al, the Machine That Changed the World, (Macmillan, 1990). Peter Hines, World Class Suppliers, (Pitman, 1994). Kenneth Lysons and Micheal Gillingham, Purchasing and Supply Chain Management (Prentice Hall, 2003). Nigel Slack, Stuart Chambers and Robert Johnston, Operations Management, (Pearson, 2010). Robert Monczka, Robert Trent, and Robert Handfield, Purchasing and Supply Chain Management, (Thomson, 2005). JOURNALS Andrew Cox et al (2004), Managing Appropriately in Power Regimes: Relationship and Performance Management in 12 Supply Chain Cases, Supply Chain Management, an International Journal, vol. 9, 357 371. Bensaou M (1999), Portfolios of Buyer-Supplier Relationships, Sloan Management Review, Vol 40, 35-45. Baltacioglu et