Milton Friedman- Economics Essay Example | Topics and Well Written Essays - 1000 words

Milton Friedman- Economics - Essay Example All of these policies generated tremendous wealth and opportunity. They certainly weren’t perfect, but nothing in life is perfect. These were policies that were championed by one of the great economists in the history of the world: Milton Friedman. Today, as the world again plunges into economic crisis and the American government tries to solve all of the world’s problems by itself, Friedman’s lessons are more important than ever before. He has in no way been proven wrong, and those that suggest he has have a very poor understanding of economics and of history. For a long time the world was divided between people who believed in free markets and those who wanted the government to control everything. During this battle both of these ideas became more and more focused. In the United States, one of the main advocates of free markets were those belonging to the Chicago School of Economics. This group was led by Milton Friedman who believed that market economies are stable if left to themselves and can engender much more prosperity and freedom than any other system of government. Problems, he believed, only really occur when governments intervene. Friedman took a lot of the basic principles set forth by Adam Smith and he modernized them in a way. But if he saw President Obama’s bailout packages and the Trouble Asset Relief Program today he would be shocked. Buying up failing companies and giving money to many more, is the opposite of free market economics. The problem, he would probably say, is that too many companies were allowed to get too large and to have too much sway over the American economy. The solution, however, would not be government intervention on the massive scale that is suggest: the solution would be to manage the failure of failing companies, so that the economy as a whole does not collapse. The auto companies for example have for decades refused to adapt to changing market circumstances while simulteanously beating

How have the Gulf States used oil as their foreign policy tool (mainly Research Paper

How have the Gulf States used oil as their foreign policy tool (mainly the oil embargo of 1973)and how effective has it been - Research Paper Example Oil ministers agreed on an embargo that would see a gradual reduction in production in 5% increments over time until they had achieved their economic and political objectives; after Libya embargoed all oil shipments to the U.S., Saudi Arabia and all other Arab oil producing nations followed suit leading to the 1973 oil embargo that was equally extended to Western Europe and Japan. The onset of the 1973 oil crisis, when members of the Organization of Arab Petroleum Exporting Countries (OAPEC) announced an oil embargo led to high rises in the price of oil per barrel, from US$3 to nearly $12; the short and long term economic as well as political effects of the oil embargo left devastating impacts all over the world (Ross). Price increases were also imposed in the embargo to accelerate the fall in demand of the new lower level oil supply thereby triggering a market rise in the oil price from $3 to $ 12 per barrel; since the global financial system was already under pressure from the coll apsed Bretton Woods Agreement, recessions and high inflation kicked in and persisted up to the early 1980s and oil prices continued to rise until 1986. From the mid 1980’s to 2003, the inflation-adjusted price of a barrel of oil remained stable at around 25$ per barrel but rose dramatically from 2003 beyond $30 per barrel reaching a high of $60 per barrel in 2005 and its peak was $147.30 in 2008. Many factors have been attributable to these dramatic increases in the prices of oil including the depreciation of the U.S. dollar, subsequent reports of the declining oil reserves, the tension in the Middle East, as well as the heightened speculation over oil prices. Geo-political events as well as natural disasters that are indirectly linked to the global oil market have had a significant impact on oil prices; for instance, the 2006 Israel-Lebanon conflict and

Health and Safety in the Workplace Essay Example for Free

Health and Safety in the Workplace Essay * The wiring can be temperamental, the hot water system is often not working and the canteen is in a basement room with no external lighting or windows. There are only 3 toilets in the building and these are also situated on the lower ground floor, near to the canteen. The Workplace (Health, Safety Welfare) Regulations 1992 state that in reference to lighting; â€Å"Every workplace shall have suitable and sufficient lighting. Where it is practicable, the lighting shall be by natural light. Suitable and sufficient emergency lighting shall be provided. † To mend the lighting issue in the canteen, sufficient lighting would need to be provided maintained otherwise the company would be breaching these regulations. These regulations also state that in regards to temperature in the workplace; â€Å"should be reasonable for indoor workplaces. There should be a sufficient number of thermometers provided to allow checking of temperature.† With the hot water system failing to function at all times it is required; the temperature should be monitored carefully should ideally be replaced with one that is reliable. The toilets in the canteen area will need to be well lit as well, but also very well ventilated with a high quantity of fresh air. The Workplace (Health, Safety Welfare) Regulations 1992 state that three bathrooms are required for between 26– 50 employees, if there are more employees then additional WC facilities will be required. Also, There must be hot and cold water, soap, and either electric hand dryers or towels provided. The Electricity at Work Act 1989 states that within the work place, those responsible must; â€Å"Have their electrical systems constructed in a way that prevents danger. This includes testing all new equipment to ensure that it is safe. Maintain their electrical systems correctly to prevent danger. Have repaired or closed any electrical system that causes danger.† The electrical system is temperamental will need to be repaired in some areas perhaps replaced to keep up to the standards that The Electricity at Work Act 1989 requires. * The lift has been out of service for some considerable time and the computers are constantly breaking down. The Provision and Use of Work Equipment Regulations 1998 states that any equipment provided must be maintained and kept in good working order† therefore the computers the lift are not meeting these regulations as they are continuously breaking down or in the case of the lift, not working at all. They must either be replaced or repaired so that they are available for use by all people within the building. The Manual Handling Operations Regulations 1992 also say, with regards to the lift, that where manual handling is unavoidable, they should be mechanised with the use of trolleys, lifts and hoists. So if any lifting tasks were to occur, the lift should be available to use as it is already in place. * None of the air conditioning units are working and none of the windows open. All files that need to be kept are stored under the stairs on each of the different floors. The Workplace (Health, Safety and Welfare) Regulations 1992 say that a minimum temperature of 16 °C should be maintained in an area of normal physical activity there should be a good number of thermometers positioned at above 0.5m off the ground to display the room temperature. There is no maximum temperature for a workplace however these regulations state that the workplace should be comfortable and reasonable. The Workplace (Health, Safety Welfare) Regulations 1992 also say that â€Å"the supply of fresh air should not normally be below 5-8 litres per second, per occupant† so the fact that the air conditioning units don’t function the windows do not open breach these regulations entirely should be repaired or replaced immediately. With the files of the company being stored under the stairs, the company could well be breaching the rules of The Data Protection Act 1998 which states that information stored about people cannot be accessed by a third party without their knowledge. The inadequate storage below each of the stairs is not secure therefore anyone within the building could access them. The Statutory duties of employers and employees relating to health, safety and welfare as set out by the government says that the employer must explicitly provide arrangements for ensuring safe means of handling, use, storage and transport of articles and substances. All files being stored under the stairs does definitely not provide a safe means of storing documents so an alternative organisational system should be used for the company’s files. The Health and Safety at Work Act 1974 also sets out to â€Å"protect people at work† â€Å"to protect people not at work from those who are†, the files could pose a trip hazard to employees people visiting the building, another reason for an alternative storage system to be implemented. * The offices are cleaned on a weekly basis, but all the cleaning products are kept in the canteen near the emergency exit. Control of Substances Hazardous to Health (COSHH) is the law that requires employers to control substances that are hazardous to health[1] not storing the cleaning products safely securely if they contain any harmful ingredients (which many cleaning products do) breaches the regulations set out. You can prevent or reduce workers exposure to hazardous substances by: * finding out what the health hazards are; * deciding how to prevent harm to health (risk assessment[2]); * providing control measures to reduce harm to health; * making sure they are used ; * keeping all control measures in good working order; * providing information, instruction and training for employees and others; * providing monitoring and health surveillance in appropriate cases; * planning for emergencies. If the cleaning products have always been stored by the emergency exit, then the company are in breach of The Management of Health and Safety at Work Regulations 1999 as they have failed to identify that there is a risk to its employees have obviously failed to conduct a thorough risk assessment. With the cleaning products obstructing the emergency exit, The Regulatory Reform (Fire Safety) Order 2005 states that â€Å"clear fire instructions should be displayed in all buildings; escape routes should be clearly signposted and free from obstruction†. The cleaning products being stored there are a direct violation of this they should be removed then stored safely securely. * The majority of photocopiers are out of action on each of the floors; this means that all staff have to go to the 5th floor to get good quality copies. The Provision and Use of Work Equipment Regulations 1998 states that any equipment provided must be maintained and kept in good working order†, the unusable photocopiers breach these regulations must be repaired or replaced. The Manual Handling Operations Regulations 1992 state â€Å"to avoid the need for employees to undertake any manual handling operations at work which involve a risk of their being injured†. Under the Regulations, a suitable and sufficient risk assessment of all manual handling operations should be carried out to quantify the risks and put suitable guidance and support in place to make sure risks are kept to a minimum. The employer is also expected to train staff where necessary in the correct way to manually lift and handle objects. The employer has done neither, so to prevent accidents occurring, the employer should implement these immediately. * On your first day at the new office, one of the receptionists, who is due to go on maternity leave in the next two weeks; falls down the stairs (after having done a large amount of photocopying) and breaks her leg, her arm and her collarbone. The Manual Handling Operations Regulations 1992 (MHOR)[3] requires an employer to carry out a risk assessment on all manual handling tasks that pose an injury risk. If the employer had assessed this properly, a system or alternative way of moving the photocopied documents could have been developed, or perhaps another member of staff could have taken on this responsibility. The employer’s duty is to avoid manual handling as far as reasonably practicable if there is a possibility of injury. If this cannot be done then they must take steps to reduce the risk of injury as far as reasonably practicable. With the lift being available but closed due to a fault, the employer is not utilizing the available mechanisms as the lift has not been repaired. This puts any employee carrying any large object(s) at risk of injury the lift will need to be repaired with adequate alternative carrying methods for employees who are unable to do so. Also, The Workplace (Health, Safety and Welfare) Regulations 1992 says that rest facilities must be provided for pregnant women and nursing mothers, this may not be relevant to the woman falling down the stairs, however if this has not been provided for her, it could have contributed if she was tired unable to find a place to rest or not allowed to take time to rest.

Value of Green Supply Chain Management (GSCM)

Value of Green Supply Chain Management (GSCM) Organizations worldwide are continuously trying to develop new and innovative ways to enhance their competitiveness. Bacallan (2000) suggests that some of these organizations are enhancing their competitiveness through improvements in their environmental performance to comply with mounting environmental regulations, to address the environmental concerns of their customers, and to mitigate the environmental impact of their production and service activities. Green supply chain management as a form of environmental improvement is an operational initiative that many organizations are adopting to address such environmental issues. Currently, the green concept is a critical issue for companies, but when the majority of businesses are cost focused, the idea of implementing and moving toward green practices is often seen as a costly strategy. Bowen et al. (2001) state that organizations will adopt green supply chain management practices if they identify that this will result in specific financial and operational benefits. According to Routroy (2009), Greening the manufacturing supply chain may result in one or more benefits, in terms of cost reduction, operational efficiency improvement, flexibility improvement, sales enhancement, customer value enhancement, and societal image improvement. Green supply chain management is also to enhance firms environmental performance through inter-organizational collaboration with business partners and increase efficiency by cost saving programs and proactive risk management practices (Hervani et al., 2005; Rao and Holt, 2005; Zhu and Sarkis, 2007). We will review the literature about Green Supply Chain Management (GSCM) concept and then we will see how it is translated within the supply chains. Then, the common purpose of this research will be to identify the link between GSCM and overall firm performance. We decided, based on the literature and on a specific framework (Rao Holt, 2005) applied in Asia, to tackle the concept of green supply chain management in Western Europe by including environmental initiatives in: (1) Inbound logistics; (2) Production or the internal supply chain; (3) Outbound logistics, including reverse logistics. Nowadays, how organisations are implementing GSCM and what are the impacts on their business? At the end of this research we will identify the best practices, and the way they are they measured. Moreover, we will see in what extent an effective Green Supply Chain Management could be a driver for innovation and business performance in manufacturing firms? Finally, we will see if Green Supply Chain Management lead to profitability and competitiveness. Our study will consider manufacturing companies in Western Europe. II Literature review Definition Green supply chain management Several studies have considered the concept of ecological sustainability as a framework for studying management practices in both operational and strategic contexts (Sarkis and Rasheed, 1995; Klassen and McLaughlin, 1996; King and Lenox, 2001). As part of this effort, other studies have examined the greening of supply chains within various contexts including in product design (Allenby, 1993; Gupta, 1995), process design (Porter and Van der Linde, 1995a; Klassen and McLaughlin, 1996), manufacturing practices (Winsemius and Guntram, 1992), purchasing (Handfield et al., 2002) and a broad mixture of these elements (Bowen et al., 2001a). It is not surprising that GSCM finds its definition in supply chain management. Adding the green component to supply chain management involves addressing the influence and relationships of supply chain management to the natural environment. Motivated by an environmentally-conscious mindset, it can also stem from a competitiveness motive within organizations. In this paper GSCM is defined as: Green Supply Chain Management GSCM = Green Purchasing + Green Manufacturing/Materials Management + Green Distribution=Marketing + Reverse Logistics Figure 1 shows this GSCM equation graphically, where reverse logistics closes the loop of a typical forward supply chain and includes reuse, remanufacturing, and/or recycling of materials into new materials or other products with value in the marketplace. The idea is to eliminate or minimize waste (energy, emissions, chemical/hazardous, solid wastes). This figure is representative of a single organizations internal supply chain, its major operational elements and the linkage to external organizations. A number of environmentally conscious practices are evident throughout the supply chain ranging from green design (marketing and engineering), green procurement practices (e.g. certifying suppliers, purchasing environmentally sound materials/products), total quality environmental management (internal performance measurement, pollution prevention), environmentally friendly packaging and transportation, to the various product end-of-life practices defined by the Res of reduction, reuse, remanufacturing, recycling. Expanding this figure, a number of organizational relationships could be found at various stages of thismodel, including customers and their chains, as well as suppliers and their chains, forming webs of relationships. Figure 1. GSCM graph The development of industrial ecosystems would be greatly supported by GSCM practices. Korhonen and Niutanen (2003) in their study of material and energy flows in the local forest industry in Finland suggested these flows were comparable to other economic and industrial systems. In the last two decades, the product-based systems perspective and the geographically defined local-regional industrial ecosystem have Porter (1991) argues the pressure to innovate from an environmental perspective comes from regulatory pressure, as firms respond in creative and dynamic ways to environmental regulation by introducing innovations improving environmental outcomes. Other studies concluded environmental innovation is the result of market pressures causing firms to become more efficient. Porter and Van der Linde (1995a, b) concluded firms respond to competitive conditions and regulatory pressure by developing strategies to maximize resource productivity, enabling them to simultaneously improve their industrial and environmental performance. Furthering this issue, Greffen and Rothenberg (2000) suggest suppliers can be an important source of enhanced competency for radical environmental innovation, which, in relation to an integrated technological system, demands capabilities beyond those likely to exist within a single company. The added competency brought by the supply chain partners is important. Other external pressures do exist and include environmental compliance, liability, issues of business continuity, the call for benchmarking to national, international, or industry standards, customer attitudes toward product take-back, and even pressures from inter-organizational information technology/data management systems. The innovation of GSCM/Performance Measurement is necessary for a number of reasons in response to external pressures. For example, business performance measurement, for purposes of external reporting, is fundamentally driven by the creation, maximization and defence of economic rents or surplus. These surpluses or rents in business come from distinctive capabilities such as brands and reputation, strategic assets, innovations, and the distinctive structure of relationships firms enjoy both internally with their employees and/or externally with their customers and suppliers. External reporting is also necessary to maintain organizational legitimacy with respect to environmental issues (Harvey and Schaefer, 2001). Sustainability. One of the major definitions of sustainability and certainly most well known is that of the Brundtland Commission (World Commission on Environment and Development, 1987, p.8): development that meets the needs of the present without compromising the ability of future generations to meet their needs. This short definition includes the interest of understanding the environmental impact of economic activity in both developing and industrialized economies (Erlich and Erlich, 1991); ensuring worldwide food safety (Lal et al., 2002); ensuring that vital human needs are met (Savitz and Weber, 2006); and assuring the protection of non-renewable resources (Whiteman and Cooper, 2000). Unfortunately, the societal aspect of sustainability is complicated for firms to apply and provides little explanation regarding how organizations might recognize future versus present needs, determine the technologies and resources necessary to meet those needs, and understand how to balance organizational responsibilities to numerous stakeholders such as shareholders, employees, society and the natural environment (Hart, 1995; Starik and Rands, 1995). Sustainability has been also investigated in the fields of management, operations, and engineering. Within the management literature, most of the current conceptualizations of organizational sustainability have focused on ecological sustainability (the natural environment), with little recognition of social and economic responsibilities (Jennings and Zandbergen, 1995; Shrivastava, 1995a; Starik and Rands, 1995). Sustainable refers to the triple bottom line, for economic, social and environmental. An approach to competitive advantage. A particular organization has competitive advantage when it achieves a higher return on investment than its competitors, or it is able to do so (Grant, 1996). Therefore, in order to have competitive advantage organizations must have the ability to obtain higher profit margins than other companies in the industry. Organizations with competitive advantage, however, might show not the highest profit rate. For example, competitive organizations might prefer, for one or another reason, to sell their products and services at a lower price than the maximum price it could mark. Two major types of competitive advantage can be enjoyed by organizations (Porter, 1985): cost advantage, which is the result of supplying similar products and/or services to low prices; and differentiation advantage, which comes from offering differentiated products and/or services to customers, who, in turn, are ready to pay an additional price which overcomes the additional differentiation costs. While the cost advantage position implies to have the lowest costs in the industry, differentiation advantage refers to offering something unique which is valued by customers. Competitive advantage can derive from one or more factors or sources. Firstly, literature on strategic management suggests the following major sources of cost advantage (e.g., Porter, 1985; Grant, 1996): scale economies, learning economies, production capacity management, product design, cost of inputs, process technology, and management efficiency. Secondly, sources of differentiation advantage include tangible and intangible aspects which are significantly valued by potential customers as to be ready to pay an additional price for them (e.g., Porter, 1985; Grant, 1996); tangible aspects refer to observable characteristics of the products and services, their performance, and complementary products and services; intangible aspects, in turn, include social, emotional, psychological and aesthetic considerations which are present in any choice of products and services. Recently, a major theoretical framework has been developed in strategic management literature which seems to be particularly appropriate for identifying the characteristics that a particular resource or capability must show in order to be a major source of competitive advantage. This theoretical framework is the resource based view of the firm theory. Performance Corporate performance measurement and its field application continues to grow. The diversity and level of performance measures are linked to the goal of the company or the individual strategic business units features. For instance, when measuring performance, organizations have to think about existing financial measures such as return on investment, profitability, market share and revenue growth at a competitive and strategic level. Other measures are more operationally focused, but may inevitably be linked to strategic level measures and issues. This is the case of customer service and inventory performance (supply, turnover). GSCM implementation Where to begin? Viable environmental sustainability programs require meaningful action across a broad range of processes. Some of the most impactful areas include: Production planning: The most valuable members of a supply chain are able to provide accurate forecasts and deliver reliably so as to help reduce over purchasing, over-production and waste Manufacturing: The adoption of techniques such as lean process improvement should result in less over processing as well as reduced energy intensive storage and waste Distribution: Network redesign. Smart routing, backhauling, fill optimization and mode switching à ¢Ã¢â€š ¬Ã¢â‚¬  all are likely to result in fewer freight miles Green design: The electronics and related high-tech industries practice collaboration as a means of optimizing the green aspects of their components and end-products; proactive and/or influential members of a supply chain can promote/pursue similar collaboration/ innovation Packaging: The greenest firms seek to minimize the environmental impact of packaging, not only by using less, but also by evaluating the energy, waste, recovery and other life cycle impacts of their packaging choices Recycled content: Companies score green points by maximizing their use. of these materials as well as by using materials in products that are in turn easily recyclable Warehousing: Challenge existing assumptions in light of higher energy costs and the need to reduce carbon footprints Green energy: More green points are available by using green or renewable energy sources à ¢Ã¢â€š ¬Ã¢â‚¬  although this can be difficult in regulated energy markets (and a factor in future location decisions) IT: Videoconferencing and remote servicing can reduce business travel; Energy Star rated PCs along with optimized power consumption settings can significantly pare energy costs Server farms: Energy efficient servers arrayed according to state-of-the-art cooling practices can generate enormous energy savings Ridesharing/telecommuting: A growing number of companies are working with municipalities to better optimize public transportation to their facilities. More companies are also enabling more workdays at home as well as providing incentives for carpooling Estates: Investments in building air tightness, insulation and energy efficient heating, cooling, lighting, plant and equipment can significantly reduce carbon footprints Green procurement: It is possible to reduce your carbon footprint by paying more attention to your own procurement. Supplier carbon footprint, ISO certifications, procurement distance have to be part of the selection criterias. Conceptual framework Greening the inbound function It is argued that greening the supply chain has numerous benefits to an organization, ranging from cost reduction, to integrating suppliers in a participative decision-making process that promotes environmental innovation (Bowen et al., 2001; Hall, 1993; Rao, 2002). Critical parts of the inbound function are the purchasing and supply field. Green purchasing strategies are adopted by organizations in response to the increasing global concerns of environmental sustainability. The Green purchasing should be able address reduction of waste produced, material substitution through environmental sourcing of raw materials, and waste minimization of hazardous materials. (Rao Holt, 2005) The involvement and support of suppliers is crucial to achieving such goals. (Vachon and Klassen, 2006). Furthermore, organizations are managing more and more their suppliers environmental performance to ensure that the materials and equipments supplied by them are environmentally-friendly in nature and are produced using environmentally-friendly processes. Min and Galle (1997) explore green purchasing to determine the key factors affecting a buying firms choice of suppliers, the key barriers and the obstacles to green purchasing initiatives. They also investigated the impact of green purchasing on a corporations environmental goals. Below listed subjects to get information on the green inbound phase of a supply chain: (1) Guiding suppliers to set up their own environmental programs; (2) bringing together suppliers in the same industry to share their know-how and problems; (3) informing suppliers about the benefits of cleaner production and technologies; (4) urging/pressuring suppliers to take environmental actions; and (5) choice of suppliers by environmental criteria. Greening the production phase or the internal supply chain In this phase, there are a number of concepts that can be explored, such as cleaner production, design for environment, remanufacturing and lean production. Hong, He-Boong, Jungbae Roh, (2009) highlight through their research that strategic green management needs the combination of integrated product development (IPD) and supply chain coordination (SCC) for desired business outcomes. Thanks to a survey on 580 manufacturing plants in the US, adopting cleaner production techniques, Florida and Davison (2001) showed that green corporations are innovative in their environmental practices, and these strategies emerge from a real commitment towards reducing waste and pollution. Lean production/manufacturing is also an important consideration in reducing the environmental impact of the production phase. In their research King and Lenox (2001), concludes that lean production is complementary to improvements in environmental performance and it often lowers the marginal cost of pollution reduction thus enhancing competitiveness. In addition, Rothenberg et al. (2001) identify that lean plants aim to minimize waste and buffers, leading not only to reduce buffers in environmental technology and management, but also in an overall approach to manufacturing that minimizes waste products. (1) Environment-friendly raw materials; (2) substitution of environmentally questionable materials; (3) taking environmental criteria into consideration; (4) environmental design considerations; (5) optimization of process to reduce solid waste and emissions; (6) use of cleaner technology processes to make savings in energy, water, and waste; (7) internal recycling of materials within the production phase; and (8) incorporating environmental total quality management principles such as worker empowerment. Greening the outbound function On the outbound side of the green supply chain, green logistics comprises all links from the manufacturer to the end users and includes products, processes, packaging, transport, and disposal (Skjoett-Larsen, 2000). Rao, (2003) and Sarkis, (1999) argue on the fact that green marketing, environment-friendly packaging, and environment-friendly distribution, are all initiatives that might improve the environmental performance of an organization and its supply chain. Reverse logistics and waste exchange and ore generally management of wastes in the outbound function can lead to cost savings and enhanced competitiveness (Rao, 2003). In order to address these environmental impacts of packaging, many countries now have programs and legislation that aims to minimize the amount of packaging that enters the waste stream, such as the Packaging Directive in the EU. The distribution, for the whole supply chain is a huge stake for green management. In fact the distribution results of a trade-off between efficiency and effectiveness firm strategy. For this reason is difficult to handle As part of outbound logistics, green marketing has an important part to play in the link between environmental innovation and competitive advantage (Menon and Menon, 1997). Encouraging suppliers to take back packaging is a form of reverse logistics that can be an important consideration in greening the outbound function, with a study by Dorn (1996) identifying an increase in market share amongst companies that implemented an environmentally-friendly packaging scheme. The product design step is more and more integrated within green supply chain issues because 80% of the environmental burden and cost of a product is fixed during this phase (Carbone, Moatti, 2008). Strategic variables to take in account for an empirical study; (1) Environment-friendly waste management; (2) environmental improvement of packaging; (3) taking back packaging; (4) eco-labeling; (5) recovery of companys end-of-life products; (6) providing consumers with information on environmental friendly products and/or production methods; and (7) use of environmentally-friendly transportation. Competitiveness Economic performance Bacallan (2000) suggests that organizations are enhancing their competitiveness through improvements in their environmental performance to comply with mounting environmental regulations, to address the environmental concerns of their customers (à ¢Ã¢â€š ¬Ã‚ ¦). However, an interesting point to notice is that, as long as the market does not seek environmental value-drivers in the products and services it purchases, environmental issues are not necessarily considered by organizations and consumers. (Rao Holt, 2005) Fortunately, over the last few years there has been a growth in environmental awareness of consumers in general. Clearly a growing number of corporations are developing company-wide environmental programs and green products sourced from markets around the world. Therefore, environmental issues are becoming a source of competitiveness. All these efforts aim to improve environmental performance, enhance corporate image, reduce costs, reduce risks of non-compliance and improve marketing advantage. Nevertheless, some organizations are still looking upon green initiatives as involving trade-offs between environmental performance and economic performance. The financial performance of firms is affected by environmental performance in a variety of ways. When waste, both hazardous and non-hazardous, is minimized as part of environmental management, it results in better utilization of natural resources, improved efficiency, higher productivity and reduces operating costs (Rao Holt, 2005). Nowadays and in the future, a good green player could expect to increase its brand image and its market share and then improve its profitability against company without enough green concern while saving costs by innovative processes. To investigate the link between green supply chain management and economic performance we could refers to those key aspects: (1) New market opportunities; (2) product price increase; (3) profit margin;(4) sales; and (5) market share. And competitiveness: (1) Improved efficiency; (2) quality improvement; (3) productivity improvement; and (4) cost savings. Methodology To validate our research, an empirical, survey-based research approach will be taken. Based on the empirical studies through the literature, and a meaningful framework used in the relevant research of Rao Holt in 2005 applied on Asian companies. We choose to follow a common technique to validate the framework presented in the preceding section, a linear SEM (Stochastic Expectation Maximization) approach is used (JÃÆ' ¶reskog and SÃÆ' ¶rbom, 1993) to validate the causal relationships between the different latent constructs of: greening the inbound function; greening production; greening the outbound function; competitiveness and; economic performance. The questionnaire will be distributed to the supply chain managers and/or environmental management representative (EMR) or the chief executive of manufacturing organizations in Western Europe. In order to have both MNCs and SMEs ( Responses will be collected on a four-point and five-point Likert scale, and open-ended questions. The four-point scale served to force the respondents to check either on the negative side or on the positive side. The choice not to focus only on the leading edge ISO14001 accredited organizations (running environmental management) allow us to broader our research and then make a comparison between those without formal environmental management accreditation, and best players accredited. In terms of financial performance, this strategy will be interesting for identifying benefits and again do comparisons. Expected results. As this type of research was already done in South-Est Asia, our results will allow us to compare our findings and trend with those in South-Est Asia. We expect a response of 10%, therefore we will send to a consequent sample to get sufficient and tangible return. We will probably be able to confirm that greening the supply chain also has potential to lead to competitiveness and economic performance. As the current environmental concern in Europe is high, including governmental and customers pressures these research findings would probably show that firms that are greening their supply chains not only achieve substantial cost savings, but also enhance either sales, market share or exploit new market opportunities. The cost aspect will be important to assess as it is directly connected to the overall performance. The main limitation of this research will be probably the small sample of organizations, but the lack of empirical research in Europe will be also one of the main strengths of this paper. Therefore, the findings cannot be generalized to all organizations in this region or around the world. Finally, future research should empirically test the relationships suggested in this paper in different countries, to enable comparative studies. For further research, a larger sample will allow detailed cross-sectoral comparisons and establish international patterns regarding benefits from GSCM. Performance Measurement for Green Supply chain management: Context In supply chains with multiple actors, (vendors manufacturers, distributors and retailers) whether regionally or globally dispersed, it is difficult to attribute performance results to one particular entity within the chain, by the way performance measurement is really challenging. There are difficulties in measuring performance within organizations and even more difficulties arise in inter-organizational environmental performance measurement. The reasons for lack of systems to measure performance across organizations are multidimensional, including non-standardized data, poor technological integration, geographical and cultural differences, differences in organizational policy, lack of agreed upon metrics, or poor understanding of the need for inter-organizational performance measurement. (Hervani, A. Helms, M. Sarkis, J., 2005) Performance measurement in supply chains is difficult for additional reasons, especially when looking at numerous tiers within a supply chain, and green supply chain management performance measurement, or GSCM/PM, is virtually non-existent. With these barriers and difficulties in mind, GSCM/PM is needed for a number of reasons (including regulatory, marketing and competitiveness reasons). Overcoming these barriers is not a trivial issue, but the long-term sustainability (environmental and otherwise) and competitiveness of organizations may rely on successful adoption of GSCM/PM. The basic purposes of GSCM/PM are: external reporting (economic rent), internal control (managing the business better) and internal analysis (understanding the business better and continuous improvement). These are the fundamental issues that drive the development of frameworks for business performance measurement. It is important to consider both purpose, as well as the interrelationships of these various measurements. Supply chain management Supply chain management is the coordination and management of a complex network of activities involved in delivering a finished product to the end-user or customer. It is a vital business function and the process includes sourcing raw materials and parts, manufacturing and assembling products, storage, order entry and tracking, distribution through the various channels and finally delivery to the customer. A companys supply chain structure consists of external suppliers, internal functions of the company, and external distributors, as well as customers (commercial or end-user). Firms may be members of multiple supply chains simultaneously. The management and coordination is further complicated by global players spread across geographic boundaries and multiple time zones. The successful management of a supply chain is also influenced by customer expectations, globalization, information technology, government regulation, competition and the environment. Performance management and measurement Corporate performance measurement and its application continue to grow and encompass both quantitative and qualitative measurements and approaches. The variety and level of performance measures depends greatly on the goal of the organization or the individual strategic business units characteristics. For example, when measuring performance, companies must consider existing financial measures such as return on investment, profitability, market share and revenue growth at a more competitive and strategic level. Other measures such as customer service and inventory performance (supply, turnover) are more operationally focused, but may necessarily be linked to strategic level measures and issues. Overall, these difficulties in developing standards for performance measurement are traced to the various measurement taxonomies. Example taxonomic considerations include: management level to measure à ¢Ã¢â€š ¬Ã¢â‚¬Å" strategic, tactical, or operational; tangible versus intangible measures; variations in collection and reporting; an organizations location along the supply chain or functional differentiation within organizations (e.g. accounting, versus marketing or operations). Similar to the performance measurement used, the performance measurement system may be unique to each individual organization, or unit within an organization, reflecting its fundamental purpose and its environment. Several studies have investigated the universal principles of performance measurement (Adams et al., 1995; Gunasekaran et al., 2001; Sink and Tuttle, 1990). These studies arrived at a number of conclus Value of Green Supply Chain Management (GSCM) Value of Green Supply Chain Management (GSCM) Organizations worldwide are continuously trying to develop new and innovative ways to enhance their competitiveness. Bacallan (2000) suggests that some of these organizations are enhancing their competitiveness through improvements in their environmental performance to comply with mounting environmental regulations, to address the environmental concerns of their customers, and to mitigate the environmental impact of their production and service activities. Green supply chain management as a form of environmental improvement is an operational initiative that many organizations are adopting to address such environmental issues. Currently, the green concept is a critical issue for companies, but when the majority of businesses are cost focused, the idea of implementing and moving toward green practices is often seen as a costly strategy. Bowen et al. (2001) state that organizations will adopt green supply chain management practices if they identify that this will result in specific financial and operational benefits. According to Routroy (2009), Greening the manufacturing supply chain may result in one or more benefits, in terms of cost reduction, operational efficiency improvement, flexibility improvement, sales enhancement, customer value enhancement, and societal image improvement. Green supply chain management is also to enhance firms environmental performance through inter-organizational collaboration with business partners and increase efficiency by cost saving programs and proactive risk management practices (Hervani et al., 2005; Rao and Holt, 2005; Zhu and Sarkis, 2007). We will review the literature about Green Supply Chain Management (GSCM) concept and then we will see how it is translated within the supply chains. Then, the common purpose of this research will be to identify the link between GSCM and overall firm performance. We decided, based on the literature and on a specific framework (Rao Holt, 2005) applied in Asia, to tackle the concept of green supply chain management in Western Europe by including environmental initiatives in: (1) Inbound logistics; (2) Production or the internal supply chain; (3) Outbound logistics, including reverse logistics. Nowadays, how organisations are implementing GSCM and what are the impacts on their business? At the end of this research we will identify the best practices, and the way they are they measured. Moreover, we will see in what extent an effective Green Supply Chain Management could be a driver for innovation and business performance in manufacturing firms? Finally, we will see if Green Supply Chain Management lead to profitability and competitiveness. Our study will consider manufacturing companies in Western Europe. II Literature review Definition Green supply chain management Several studies have considered the concept of ecological sustainability as a framework for studying management practices in both operational and strategic contexts (Sarkis and Rasheed, 1995; Klassen and McLaughlin, 1996; King and Lenox, 2001). As part of this effort, other studies have examined the greening of supply chains within various contexts including in product design (Allenby, 1993; Gupta, 1995), process design (Porter and Van der Linde, 1995a; Klassen and McLaughlin, 1996), manufacturing practices (Winsemius and Guntram, 1992), purchasing (Handfield et al., 2002) and a broad mixture of these elements (Bowen et al., 2001a). It is not surprising that GSCM finds its definition in supply chain management. Adding the green component to supply chain management involves addressing the influence and relationships of supply chain management to the natural environment. Motivated by an environmentally-conscious mindset, it can also stem from a competitiveness motive within organizations. In this paper GSCM is defined as: Green Supply Chain Management GSCM = Green Purchasing + Green Manufacturing/Materials Management + Green Distribution=Marketing + Reverse Logistics Figure 1 shows this GSCM equation graphically, where reverse logistics closes the loop of a typical forward supply chain and includes reuse, remanufacturing, and/or recycling of materials into new materials or other products with value in the marketplace. The idea is to eliminate or minimize waste (energy, emissions, chemical/hazardous, solid wastes). This figure is representative of a single organizations internal supply chain, its major operational elements and the linkage to external organizations. A number of environmentally conscious practices are evident throughout the supply chain ranging from green design (marketing and engineering), green procurement practices (e.g. certifying suppliers, purchasing environmentally sound materials/products), total quality environmental management (internal performance measurement, pollution prevention), environmentally friendly packaging and transportation, to the various product end-of-life practices defined by the Res of reduction, reuse, remanufacturing, recycling. Expanding this figure, a number of organizational relationships could be found at various stages of thismodel, including customers and their chains, as well as suppliers and their chains, forming webs of relationships. Figure 1. GSCM graph The development of industrial ecosystems would be greatly supported by GSCM practices. Korhonen and Niutanen (2003) in their study of material and energy flows in the local forest industry in Finland suggested these flows were comparable to other economic and industrial systems. In the last two decades, the product-based systems perspective and the geographically defined local-regional industrial ecosystem have Porter (1991) argues the pressure to innovate from an environmental perspective comes from regulatory pressure, as firms respond in creative and dynamic ways to environmental regulation by introducing innovations improving environmental outcomes. Other studies concluded environmental innovation is the result of market pressures causing firms to become more efficient. Porter and Van der Linde (1995a, b) concluded firms respond to competitive conditions and regulatory pressure by developing strategies to maximize resource productivity, enabling them to simultaneously improve their industrial and environmental performance. Furthering this issue, Greffen and Rothenberg (2000) suggest suppliers can be an important source of enhanced competency for radical environmental innovation, which, in relation to an integrated technological system, demands capabilities beyond those likely to exist within a single company. The added competency brought by the supply chain partners is important. Other external pressures do exist and include environmental compliance, liability, issues of business continuity, the call for benchmarking to national, international, or industry standards, customer attitudes toward product take-back, and even pressures from inter-organizational information technology/data management systems. The innovation of GSCM/Performance Measurement is necessary for a number of reasons in response to external pressures. For example, business performance measurement, for purposes of external reporting, is fundamentally driven by the creation, maximization and defence of economic rents or surplus. These surpluses or rents in business come from distinctive capabilities such as brands and reputation, strategic assets, innovations, and the distinctive structure of relationships firms enjoy both internally with their employees and/or externally with their customers and suppliers. External reporting is also necessary to maintain organizational legitimacy with respect to environmental issues (Harvey and Schaefer, 2001). Sustainability. One of the major definitions of sustainability and certainly most well known is that of the Brundtland Commission (World Commission on Environment and Development, 1987, p.8): development that meets the needs of the present without compromising the ability of future generations to meet their needs. This short definition includes the interest of understanding the environmental impact of economic activity in both developing and industrialized economies (Erlich and Erlich, 1991); ensuring worldwide food safety (Lal et al., 2002); ensuring that vital human needs are met (Savitz and Weber, 2006); and assuring the protection of non-renewable resources (Whiteman and Cooper, 2000). Unfortunately, the societal aspect of sustainability is complicated for firms to apply and provides little explanation regarding how organizations might recognize future versus present needs, determine the technologies and resources necessary to meet those needs, and understand how to balance organizational responsibilities to numerous stakeholders such as shareholders, employees, society and the natural environment (Hart, 1995; Starik and Rands, 1995). Sustainability has been also investigated in the fields of management, operations, and engineering. Within the management literature, most of the current conceptualizations of organizational sustainability have focused on ecological sustainability (the natural environment), with little recognition of social and economic responsibilities (Jennings and Zandbergen, 1995; Shrivastava, 1995a; Starik and Rands, 1995). Sustainable refers to the triple bottom line, for economic, social and environmental. An approach to competitive advantage. A particular organization has competitive advantage when it achieves a higher return on investment than its competitors, or it is able to do so (Grant, 1996). Therefore, in order to have competitive advantage organizations must have the ability to obtain higher profit margins than other companies in the industry. Organizations with competitive advantage, however, might show not the highest profit rate. For example, competitive organizations might prefer, for one or another reason, to sell their products and services at a lower price than the maximum price it could mark. Two major types of competitive advantage can be enjoyed by organizations (Porter, 1985): cost advantage, which is the result of supplying similar products and/or services to low prices; and differentiation advantage, which comes from offering differentiated products and/or services to customers, who, in turn, are ready to pay an additional price which overcomes the additional differentiation costs. While the cost advantage position implies to have the lowest costs in the industry, differentiation advantage refers to offering something unique which is valued by customers. Competitive advantage can derive from one or more factors or sources. Firstly, literature on strategic management suggests the following major sources of cost advantage (e.g., Porter, 1985; Grant, 1996): scale economies, learning economies, production capacity management, product design, cost of inputs, process technology, and management efficiency. Secondly, sources of differentiation advantage include tangible and intangible aspects which are significantly valued by potential customers as to be ready to pay an additional price for them (e.g., Porter, 1985; Grant, 1996); tangible aspects refer to observable characteristics of the products and services, their performance, and complementary products and services; intangible aspects, in turn, include social, emotional, psychological and aesthetic considerations which are present in any choice of products and services. Recently, a major theoretical framework has been developed in strategic management literature which seems to be particularly appropriate for identifying the characteristics that a particular resource or capability must show in order to be a major source of competitive advantage. This theoretical framework is the resource based view of the firm theory. Performance Corporate performance measurement and its field application continues to grow. The diversity and level of performance measures are linked to the goal of the company or the individual strategic business units features. For instance, when measuring performance, organizations have to think about existing financial measures such as return on investment, profitability, market share and revenue growth at a competitive and strategic level. Other measures are more operationally focused, but may inevitably be linked to strategic level measures and issues. This is the case of customer service and inventory performance (supply, turnover). GSCM implementation Where to begin? Viable environmental sustainability programs require meaningful action across a broad range of processes. Some of the most impactful areas include: Production planning: The most valuable members of a supply chain are able to provide accurate forecasts and deliver reliably so as to help reduce over purchasing, over-production and waste Manufacturing: The adoption of techniques such as lean process improvement should result in less over processing as well as reduced energy intensive storage and waste Distribution: Network redesign. Smart routing, backhauling, fill optimization and mode switching à ¢Ã¢â€š ¬Ã¢â‚¬  all are likely to result in fewer freight miles Green design: The electronics and related high-tech industries practice collaboration as a means of optimizing the green aspects of their components and end-products; proactive and/or influential members of a supply chain can promote/pursue similar collaboration/ innovation Packaging: The greenest firms seek to minimize the environmental impact of packaging, not only by using less, but also by evaluating the energy, waste, recovery and other life cycle impacts of their packaging choices Recycled content: Companies score green points by maximizing their use. of these materials as well as by using materials in products that are in turn easily recyclable Warehousing: Challenge existing assumptions in light of higher energy costs and the need to reduce carbon footprints Green energy: More green points are available by using green or renewable energy sources à ¢Ã¢â€š ¬Ã¢â‚¬  although this can be difficult in regulated energy markets (and a factor in future location decisions) IT: Videoconferencing and remote servicing can reduce business travel; Energy Star rated PCs along with optimized power consumption settings can significantly pare energy costs Server farms: Energy efficient servers arrayed according to state-of-the-art cooling practices can generate enormous energy savings Ridesharing/telecommuting: A growing number of companies are working with municipalities to better optimize public transportation to their facilities. More companies are also enabling more workdays at home as well as providing incentives for carpooling Estates: Investments in building air tightness, insulation and energy efficient heating, cooling, lighting, plant and equipment can significantly reduce carbon footprints Green procurement: It is possible to reduce your carbon footprint by paying more attention to your own procurement. Supplier carbon footprint, ISO certifications, procurement distance have to be part of the selection criterias. Conceptual framework Greening the inbound function It is argued that greening the supply chain has numerous benefits to an organization, ranging from cost reduction, to integrating suppliers in a participative decision-making process that promotes environmental innovation (Bowen et al., 2001; Hall, 1993; Rao, 2002). Critical parts of the inbound function are the purchasing and supply field. Green purchasing strategies are adopted by organizations in response to the increasing global concerns of environmental sustainability. The Green purchasing should be able address reduction of waste produced, material substitution through environmental sourcing of raw materials, and waste minimization of hazardous materials. (Rao Holt, 2005) The involvement and support of suppliers is crucial to achieving such goals. (Vachon and Klassen, 2006). Furthermore, organizations are managing more and more their suppliers environmental performance to ensure that the materials and equipments supplied by them are environmentally-friendly in nature and are produced using environmentally-friendly processes. Min and Galle (1997) explore green purchasing to determine the key factors affecting a buying firms choice of suppliers, the key barriers and the obstacles to green purchasing initiatives. They also investigated the impact of green purchasing on a corporations environmental goals. Below listed subjects to get information on the green inbound phase of a supply chain: (1) Guiding suppliers to set up their own environmental programs; (2) bringing together suppliers in the same industry to share their know-how and problems; (3) informing suppliers about the benefits of cleaner production and technologies; (4) urging/pressuring suppliers to take environmental actions; and (5) choice of suppliers by environmental criteria. Greening the production phase or the internal supply chain In this phase, there are a number of concepts that can be explored, such as cleaner production, design for environment, remanufacturing and lean production. Hong, He-Boong, Jungbae Roh, (2009) highlight through their research that strategic green management needs the combination of integrated product development (IPD) and supply chain coordination (SCC) for desired business outcomes. Thanks to a survey on 580 manufacturing plants in the US, adopting cleaner production techniques, Florida and Davison (2001) showed that green corporations are innovative in their environmental practices, and these strategies emerge from a real commitment towards reducing waste and pollution. Lean production/manufacturing is also an important consideration in reducing the environmental impact of the production phase. In their research King and Lenox (2001), concludes that lean production is complementary to improvements in environmental performance and it often lowers the marginal cost of pollution reduction thus enhancing competitiveness. In addition, Rothenberg et al. (2001) identify that lean plants aim to minimize waste and buffers, leading not only to reduce buffers in environmental technology and management, but also in an overall approach to manufacturing that minimizes waste products. (1) Environment-friendly raw materials; (2) substitution of environmentally questionable materials; (3) taking environmental criteria into consideration; (4) environmental design considerations; (5) optimization of process to reduce solid waste and emissions; (6) use of cleaner technology processes to make savings in energy, water, and waste; (7) internal recycling of materials within the production phase; and (8) incorporating environmental total quality management principles such as worker empowerment. Greening the outbound function On the outbound side of the green supply chain, green logistics comprises all links from the manufacturer to the end users and includes products, processes, packaging, transport, and disposal (Skjoett-Larsen, 2000). Rao, (2003) and Sarkis, (1999) argue on the fact that green marketing, environment-friendly packaging, and environment-friendly distribution, are all initiatives that might improve the environmental performance of an organization and its supply chain. Reverse logistics and waste exchange and ore generally management of wastes in the outbound function can lead to cost savings and enhanced competitiveness (Rao, 2003). In order to address these environmental impacts of packaging, many countries now have programs and legislation that aims to minimize the amount of packaging that enters the waste stream, such as the Packaging Directive in the EU. The distribution, for the whole supply chain is a huge stake for green management. In fact the distribution results of a trade-off between efficiency and effectiveness firm strategy. For this reason is difficult to handle As part of outbound logistics, green marketing has an important part to play in the link between environmental innovation and competitive advantage (Menon and Menon, 1997). Encouraging suppliers to take back packaging is a form of reverse logistics that can be an important consideration in greening the outbound function, with a study by Dorn (1996) identifying an increase in market share amongst companies that implemented an environmentally-friendly packaging scheme. The product design step is more and more integrated within green supply chain issues because 80% of the environmental burden and cost of a product is fixed during this phase (Carbone, Moatti, 2008). Strategic variables to take in account for an empirical study; (1) Environment-friendly waste management; (2) environmental improvement of packaging; (3) taking back packaging; (4) eco-labeling; (5) recovery of companys end-of-life products; (6) providing consumers with information on environmental friendly products and/or production methods; and (7) use of environmentally-friendly transportation. Competitiveness Economic performance Bacallan (2000) suggests that organizations are enhancing their competitiveness through improvements in their environmental performance to comply with mounting environmental regulations, to address the environmental concerns of their customers (à ¢Ã¢â€š ¬Ã‚ ¦). However, an interesting point to notice is that, as long as the market does not seek environmental value-drivers in the products and services it purchases, environmental issues are not necessarily considered by organizations and consumers. (Rao Holt, 2005) Fortunately, over the last few years there has been a growth in environmental awareness of consumers in general. Clearly a growing number of corporations are developing company-wide environmental programs and green products sourced from markets around the world. Therefore, environmental issues are becoming a source of competitiveness. All these efforts aim to improve environmental performance, enhance corporate image, reduce costs, reduce risks of non-compliance and improve marketing advantage. Nevertheless, some organizations are still looking upon green initiatives as involving trade-offs between environmental performance and economic performance. The financial performance of firms is affected by environmental performance in a variety of ways. When waste, both hazardous and non-hazardous, is minimized as part of environmental management, it results in better utilization of natural resources, improved efficiency, higher productivity and reduces operating costs (Rao Holt, 2005). Nowadays and in the future, a good green player could expect to increase its brand image and its market share and then improve its profitability against company without enough green concern while saving costs by innovative processes. To investigate the link between green supply chain management and economic performance we could refers to those key aspects: (1) New market opportunities; (2) product price increase; (3) profit margin;(4) sales; and (5) market share. And competitiveness: (1) Improved efficiency; (2) quality improvement; (3) productivity improvement; and (4) cost savings. Methodology To validate our research, an empirical, survey-based research approach will be taken. Based on the empirical studies through the literature, and a meaningful framework used in the relevant research of Rao Holt in 2005 applied on Asian companies. We choose to follow a common technique to validate the framework presented in the preceding section, a linear SEM (Stochastic Expectation Maximization) approach is used (JÃÆ' ¶reskog and SÃÆ' ¶rbom, 1993) to validate the causal relationships between the different latent constructs of: greening the inbound function; greening production; greening the outbound function; competitiveness and; economic performance. The questionnaire will be distributed to the supply chain managers and/or environmental management representative (EMR) or the chief executive of manufacturing organizations in Western Europe. In order to have both MNCs and SMEs ( Responses will be collected on a four-point and five-point Likert scale, and open-ended questions. The four-point scale served to force the respondents to check either on the negative side or on the positive side. The choice not to focus only on the leading edge ISO14001 accredited organizations (running environmental management) allow us to broader our research and then make a comparison between those without formal environmental management accreditation, and best players accredited. In terms of financial performance, this strategy will be interesting for identifying benefits and again do comparisons. Expected results. As this type of research was already done in South-Est Asia, our results will allow us to compare our findings and trend with those in South-Est Asia. We expect a response of 10%, therefore we will send to a consequent sample to get sufficient and tangible return. We will probably be able to confirm that greening the supply chain also has potential to lead to competitiveness and economic performance. As the current environmental concern in Europe is high, including governmental and customers pressures these research findings would probably show that firms that are greening their supply chains not only achieve substantial cost savings, but also enhance either sales, market share or exploit new market opportunities. The cost aspect will be important to assess as it is directly connected to the overall performance. The main limitation of this research will be probably the small sample of organizations, but the lack of empirical research in Europe will be also one of the main strengths of this paper. Therefore, the findings cannot be generalized to all organizations in this region or around the world. Finally, future research should empirically test the relationships suggested in this paper in different countries, to enable comparative studies. For further research, a larger sample will allow detailed cross-sectoral comparisons and establish international patterns regarding benefits from GSCM. Performance Measurement for Green Supply chain management: Context In supply chains with multiple actors, (vendors manufacturers, distributors and retailers) whether regionally or globally dispersed, it is difficult to attribute performance results to one particular entity within the chain, by the way performance measurement is really challenging. There are difficulties in measuring performance within organizations and even more difficulties arise in inter-organizational environmental performance measurement. The reasons for lack of systems to measure performance across organizations are multidimensional, including non-standardized data, poor technological integration, geographical and cultural differences, differences in organizational policy, lack of agreed upon metrics, or poor understanding of the need for inter-organizational performance measurement. (Hervani, A. Helms, M. Sarkis, J., 2005) Performance measurement in supply chains is difficult for additional reasons, especially when looking at numerous tiers within a supply chain, and green supply chain management performance measurement, or GSCM/PM, is virtually non-existent. With these barriers and difficulties in mind, GSCM/PM is needed for a number of reasons (including regulatory, marketing and competitiveness reasons). Overcoming these barriers is not a trivial issue, but the long-term sustainability (environmental and otherwise) and competitiveness of organizations may rely on successful adoption of GSCM/PM. The basic purposes of GSCM/PM are: external reporting (economic rent), internal control (managing the business better) and internal analysis (understanding the business better and continuous improvement). These are the fundamental issues that drive the development of frameworks for business performance measurement. It is important to consider both purpose, as well as the interrelationships of these various measurements. Supply chain management Supply chain management is the coordination and management of a complex network of activities involved in delivering a finished product to the end-user or customer. It is a vital business function and the process includes sourcing raw materials and parts, manufacturing and assembling products, storage, order entry and tracking, distribution through the various channels and finally delivery to the customer. A companys supply chain structure consists of external suppliers, internal functions of the company, and external distributors, as well as customers (commercial or end-user). Firms may be members of multiple supply chains simultaneously. The management and coordination is further complicated by global players spread across geographic boundaries and multiple time zones. The successful management of a supply chain is also influenced by customer expectations, globalization, information technology, government regulation, competition and the environment. Performance management and measurement Corporate performance measurement and its application continue to grow and encompass both quantitative and qualitative measurements and approaches. The variety and level of performance measures depends greatly on the goal of the organization or the individual strategic business units characteristics. For example, when measuring performance, companies must consider existing financial measures such as return on investment, profitability, market share and revenue growth at a more competitive and strategic level. Other measures such as customer service and inventory performance (supply, turnover) are more operationally focused, but may necessarily be linked to strategic level measures and issues. Overall, these difficulties in developing standards for performance measurement are traced to the various measurement taxonomies. Example taxonomic considerations include: management level to measure à ¢Ã¢â€š ¬Ã¢â‚¬Å" strategic, tactical, or operational; tangible versus intangible measures; variations in collection and reporting; an organizations location along the supply chain or functional differentiation within organizations (e.g. accounting, versus marketing or operations). Similar to the performance measurement used, the performance measurement system may be unique to each individual organization, or unit within an organization, reflecting its fundamental purpose and its environment. Several studies have investigated the universal principles of performance measurement (Adams et al., 1995; Gunasekaran et al., 2001; Sink and Tuttle, 1990). These studies arrived at a number of conclus

The Day I Found Joy Essay -- Personal Narrative, essay about myself

"We are all in the gutter, but some of us are looking at the stars." -- Oscar Wilde One of the things that has always puzzled me is human nature, our joys, fears and madness. The very source of the painful cramps of the soul that we call sadness, and the source of the multicolor soft parade that we call happiness. Those feelings have been with us since we saw the light, and are going to be there until the dark and graceful death decides to cover the light of life with her soft wings. They shape everything that makes us, our face, our expression, our spirit, our minds, our future and our past. Those feelings are what drive us to construct and to destroy, make us love something deeply, or with a little bit of poison (like one of the Borgias), make us hate something with passion. The source of happiness and sadness is the missing link that I've always looked for, something so strong that will wake up my senses and show me the mystery that surrounds life. And one day, I found IT. It happened almost a year ago, on a bright spring day. The name of the day was Saturday and the place was Smallville, the city where I was born and raised. I woke up early for a Saturday, around nine a.m. I had breakfast and decided to go downtown for a walk. It was a very beautiful morning, a very beautiful sky, birds singing over the trees, falling in love because of the spring. It was as good as it was going to get in a big town. Of course I wasn't alone; there were hundreds of people walking in those same streets. There were young people, businessmen, many different people, and they were all in a hurry, probably to go to work. I could hear short steps, TAP-TAP-TAP, and I could see many feet walking fast, very fast. Wh... ...all of that but the only thing I could say was, "Yes, brother, do it, dance, dance!!" We smiled together; the people around did too. It was glorious! I don't know if he was an angel, a dream, or a real person, I never will, but that Saturday morning he taught us all a lesson of life, of love, of all the beautiful things that exist in the world. He reminded me of the words of Jesus Christ: "Heaven is not here or there, it's inside of you." It's a state of mind, it's the ecstacy of breathing, is inner peace, is happiness. So you, whoever reads this, smile, hug a friend, go home and kiss your parents, the ones that gave you the great gift of life. Shake hands for no reason--maybe he needs it. Be thankful for everything that you have, for your eyes, for your legs, for your existence. Be joyful and be in peace. And have lots of faith, please.

Summer of My German Soldier :: Essays Papers

Summer of My German Soldier The novel, Summer of My German Soldier, written by Bette Greene is about a young Jewish girl, Patty, who befriends a Nazi soldier. She confides in him because of the lack of parental love in her life. The Nazi soldier shows Patty that she is a person of value and is important in the world. This is something that her parents have never told her. Michael Tuchner, director of the cinematic version of, Summer of My German Soldier, does a fair job of portraying the action in the novel, however some key scenes are not shown thus taking away important facts that the viewer would see. There are many scenes in the movie that are not in the book. There are a few key additions, one of which is, Anton asking Patty for accessories. The accessories are a toothbrush, toothpaste, razor, comb, etc. When he is asking for these things he seems really demanding. In the book he does not appear to be this way. Another addition is, towards the end of the movie, Patty’s father comes into her room and tells her that she is a bad person and is dead to him. He also tells her that she has always hated him, and in a way this compares to the scene in the book where he goes into the garage and yells â€Å"nobody loves me, nobody loves me!†. The scene in which Ruth walks through the town with Patty is another key addition. It shows that she is confident in herself and that she is not afraid of the prejudice of the white people. This scene closely compares to the scene in the book where Ruth orders the white guards in the juvenile detention center to fetch Pattyâ⠂¬â„¢s Christmas bag. There are many scenes in the book that do not take place in the movie. The most apparent deletion is of the scenes dealing with the grandparents. In the movie Patty’s grandparents are never mentioned; in the book they play a major role in her life. In the beginning of the book, before Patty meets Anton, her grandparents are all she has. Unlike her parents, they treat her like a person. Also at the end of the book they keep her before she has to go to the juvenile detention center.

Classroom Management Essay

You are the teacher of a 5th grade class. Two students finished their assignment early, one student arrived late, and one student is not attempting the assignment. Being able to have the skills to handle situations like this takes practice and experience. The skills that are required are the ones that complete Jacob Kounin’s Classroom Management Model, â€Å"Lesson Movement. † Kounin’s theory on classroom management was the first to integrate instructional and disciplinary aspects of the classroom. The basis of the model is for teachers to be organized, prepared, and use proactive behavioral management combined with high student involvement with the goal of leading to a more effective classroom while minimizing disruptive behavior. Kounin coins his theory as Lesson Movement, comprised of techniques called: withitness, overlapping, momentum, smoothness, and group focus (â€Å"Classroom Management Theorist and Theories/Jacob Kounin,† 2009). Withitness is the ability of a teacher to know everything that is going on in his/her classroom at all times to prevent discipline problems before they occurred. However, as important as it is for teachers to achieve this skill, it is just as important for students to believe they their teacher is â€Å"withit. † Students will still act disruptively if they feel the teacher does not notice them. Some ways that teachers can display this technique are: consistently suppress misbehaviors of exactly those students who began the problem; dealing with the more serious of two discipline problems occurring simultaneously; and decisively handling off-task behavior before it gets out of hand or imitated by other students(â€Å"Whom are We Talking About: Jacob Kounin,† 2008). Similar to withitness, overlapping involves the ability to attend to multiple classroom events at one time, and avoiding fixating on one event at the expense of all other classroom activities. For example, if a teacher is conducting small group assignments, and a pair is off task, a teacher may address them from a distance while still conducting the activity. (â€Å"The Kounin Model,† 2008). Momentum is keeping the lesson moving briskly, requiring the teacher to plan effectively to avoid slow downs. Kounin believes that teachers should not lecture for a long period of time to allow students to gain knowledge by moving around and maximizing their allotted time. By minimizing delays and interruptions, causes students will not lose interest and misbehave. (Charles, 1989). In conjunction with momentum is smoothness. While lecturing, a teacher must maintain direction and not drift off on tangents, be diverted with irrelevant questions and information or fall victim to â€Å"flip flops,† â€Å"dangles,† or â€Å"truncation. †Otherwise, students will be confused and act out from loss of interest. (â€Å"Classroom Management Theorist and Theories/Jacob Kounin,† 2009) Lastly, Kounin refers to group focus as the ability to engage the whole class. Some techniques he offers are: building suspense or ask community questions Though community questions may appear random, it draws the group’s attention and intrigue. The teacher must incorporate procedures to handle multiple situations at once to maintain group focus. For example, if a student completes an assignment early, he/she must have a back up plan such as providing another assignment or enrichment activity while he/she helps other students that are struggling (â€Å"Classroom Management Theorist and Theories/Jacob Kounin,† 2009). Kounin’s Model of Classroom Management is an important topic for teacher’s today, because it is one of the most difficult skills to acquire. Student-centered classrooms and discovery lessons are becoming much more popular in our classrooms, leading to a more active learning environment. Being able to handle multiple situations at once, keeping students engaged, maintaining momentum and smoothness in your lessons and transitions takes experience. These are the most difficult techniques for a first year teacher to learn; therefore, making them a habit during that year will allow for mastery of these skills to occur. I believe that Kounin’s Model is important to develop an effective classroom environment; however, discipline problems will occur, no matter the amount of preventive planning a teacher makes. Kounin does not address his procedures for disciplining, if he would or would not discipline children differently, nor does he address misbehaving as a response to some factor that is outside of the teacher’s control. As a teacher, I would incorporate Kounin’s theory in my teaching planning and practices, though remembering that each student may require different accommodations. References Charles, C. M. (1989) Building Classroom discipline: from models to practice. New York City, New York: Longmans Inc.. Teacher Matters, (2008). The Kounin Model. Retrieved May 31, 2009 Teacher Matters http://www. teachermatters. com/index. php? option=com_content&view=article&id=9:kounin-model&catid=4:models-of-discipline&Itemid=4 WikiBooks, Wikimedia Foundation, Inc. (2009). Overview/History of Jacob Kounin’s Work. Retrieved May 28, 2009, from http://en. wikibooks. org/wiki/Classroom_Management_Theorist_and_Theories/Jacob_Kounin WikiEd. (2008). Whom are we talking about: Jacob Kounin. Retrieved June 8, 2009 from http://wik. ed. uiuc. edu/index. php/Kounin,_Jacob.