Pepsi Supply Chain Essay Example

Pepsi Supply Chain Essay Supply Chain Management Adel Abou Heneidy Learning objectives To develop understanding of the following key areas and their interrelationships: * Basic concepts of logistics and supply chain management * The strategic role of a supply chain * The key strategic drivers of supply chain performance * Analytic methodologies for supply chain analysis 2 Supply Chain Management Adel Abou Heneidy Highlights: †¢ †¢ †¢ †¢ †¢ †¢ †¢ Understanding the Supply Chain Supply Chain performance: achieving strategic fit and scope Supply Chain Drivers and obstacles Designing the distribution network in a Supply Chain Network Design in the Supply Chain Network design in uncertainty environment Total cost of SCM Aggregate planning in Supply Chain References: References: th Introduction to materials management: J. R Tony Arnold ; ;Stephen N. Chapman ––55thedition edition Introduction to materials management: J. R Tony Arnold Stephen N. Chapman Supply Chain-Logistics management: Donald J. Bowersox; David J. Closs; M. Bixby Cooper Supply Chain-Logistics management: Donald J. Bowersox; David J. Closs; M. Bixby Cooper Strategic logistics management: Lambert Stock Strategic logistics management: Lambert Stock Operations management: Stevenson Operations management: Stevenson Supply Chain Management: Sunil Chopra Peter Meindl Supply Chain Management: Sunil Chopra Peter Meindl Supply Chain Management 3 Chapter 1 Understanding the Supply Chain 4 Supply Chain Management Adel Abou Heneidy Supply-chain is a term that describes how organizations (suppliers, manufacturers, distributors, and customers) are linked together †¢ What is Supply Chain (Value) Management? â€Å" SCM is a set of approaches utilized to efficiently integrate suppliers, manufacturers, warehouses, and stores, so that merchandise is produced and distributed at the right quantities, to the right locations, and at the right time, in order to minimize systemwide costs while satisfying service level requirements†. Supply Chain Management Adel Abou Heneidy 5 Another definition of SCM design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand, and measuring performance globally. â€Å" As per APICS Dictionary Supply Chain Management Adel Abou Heneidy 6 The Chain from Original Supply to Final Consumption INFORMATION FLOW Transfer T ransfer Transfer Transfer Transfer Transfer Transfer Transfer Supplier Manufacturing Distribution Retail Outlet Consumer CASH FLOW Supply Chain Optimization We will write a custom essay sample on Pepsi Supply Chain specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Pepsi Supply Chain specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Pepsi Supply Chain specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Highest level of customer responsiveness at lowest cost Forward Supply Chain –Supply by customer ends Chain Management ? SAP AG 1998 CPSAP_e February ‘98 /13 7 Adel Abou Heneidy What’s the Supply Chain IT Logistics Supply Chain Management Supply Chain Management Adel Abou Heneidy 8 Main Functions and Activities in SC †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Forecasting Purchasing Inventory management Information management Quality assurance Scheduling Production and delivery Customer service Supply Chain Management Adel Abou Heneidy 9 Difference between SCM Logistics In definition, Logistics usually refers to interface activities that occur in a single organization and typically include processes such as procurement, inventory, storage and distribution. †¢ Supply chain management (SCM) is the process of planning, implementing, and controlling the operations of the supply chain as efficiently as possible. Supply Chain Management spans a ll movement and storage of raw materials, work-inprocess inventory, and finished goods from point-of-origin to point-of-consumption †¢ I would say logistics is just a part of supply chain Supply Chain Management Adel Abou Heneidy 10 The Logistics/SCM Mission †¢ Getting the right goods or services to the right place, at the right time, and in the desired condition at the lowest cost and highest return on investment. Supply Chain Management Adel Abou Heneidy 11 The concept of Logistics †¢ The concept of logistics covers all activities relating to procurement, transport, and storage of goods to, from, and between members of a supply chain. It includes: – Order processing – Pick pack – Shipping Transport – Customs clearance (and documentation) – Distribution – Warehousing inventory management – Reverse logistics (Returns anagement) Supply Chain Management Adel Abou Heneidy 12 Reverse Logistics †¢ Reverse logistics – the backward flow of goods returned to the supply chain †¢ Reverse logistics is the process of moving goods from their typical final destination for the purpose of capturing value, or proper disposal. †¢ Processing return ed goods – Sorting, examining/testing, restocking, repairing – Reconditioning, recycling, disposing †¢ Gate keeping – screening goods to prevent incorrect acceptance of goods †¢ Avoidance – finding ways to minimize the number of items that are returned Supply Chain Management Adel Abou Heneidy 13 Closed-Loop Supply Chain †¢ Closed-loop SC includes traditional forward supply chain activities, and the additional activities of reverse SC. †¢ These activities include: 1) Product acquisition to obtain products from the end-users. 2) Reverse logistics to move the product from points of use to points of disposition. 3) Refurbishing 4) Recycling Supply Chain Management Adel Abou Heneidy 14 Traditional Scope of the Supply Chain Business logistics Physical supply (Materials management) Sources of supply Plants/ operations †¢ Transportation †¢ Inventory management †¢ Order processing †¢ Acquisition †¢ Protective packaging †¢ Warehousing †¢ Materials handling †¢ Information management Physical distribution Customers †¢ Transportation †¢ Inventory management †¢ Order processing †¢ Product scheduling †¢ Protective packaging †¢ Warehousing †¢ Materials handling †¢ Information management Internal supply chain 15 Supply Chain Management Problems Supply chain management must address the following problems: †¢ Distribution Network Configuration †¢ Distribution Strategy †¢ Information †¢ Inventory Management †¢ Trade-Offs in Logistical Activities †¢ Cash-Flow Supply Chain Management Adel Abou Heneidy 16 The Importance of SCM †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Millions of dollars at stake! Excess Inventory costs Excess freight charges Lost sales / Stock outages Wasted time and energy Extra staff Listings / Delistings Customer dissatisfaction Capital costs Real Estate Costs Supply Chain Management Adel Abou Heneidy 17 Benefits of Supply Chain Management †¢ †¢ †¢ †¢ †¢ †¢ Lower inventories Higher productivity Greater agility Shorter lead times Higher profits Greater customer loyalty Integrates separate organizations into a cohesive operating system Supply Chain Management Adel Abou Heneidy 18 SCM Decision Variables †¢ â₠¬ ¢ †¢ †¢ †¢ †¢ †¢ Number and location of facilities Number and location of suppliers Number and location of warehouses Product stocking locations Modes of transportation Communications network configuration Information system configuration Supply Chain Management Adel Abou Heneidy 19 Key SCM Issues †¢ Distribution network design Determine plant and warehouse locations, capacities, and production/storage levels †¢ Inventory Control – The purpose of inventory is to avoid interrupting a supply process, be it production or end customer demand – How can we avoid such disruptions at the minimum total cost? – Must rely on forecasts Supply Chain Management Adel Abou Heneidy 20 Key SCM Issues †¢ Distribution strategy – Where to hold inventory and how to efficiently transport it to customers? †¢ Ship directly from plant to customers in full truckloads? †¢ Maintain stocks in regional warehouses and distribute locall y? Integration and strategic partnerships – How involved should a firm be with suppliers of both materials and services? – What level of information sharing is appropriate? Supply Chain Management Adel Abou Heneidy 21 Key SCM Issues †¢ Product design issues – Tradeoffs between design changes and logistics savings? – Can design strategies buffer against demand uncertainties? †¢ Information technology – What significant data is critical for sharing with partners? – What is the role of the Internet/e-Commerce in all of this? †¢ Customer value – How does SCM contribute to customer value? Supply Chain Management Adel Abou Heneidy 22 Supply Chain Uncertainty †¢ †¢ †¢ †¢ †¢ †¢ †¢ Poor forecasts Production problems Late deliveries Poor quality Canceled orders Erroneous information Political uncertainty Supply Chain Management Adel Abou Heneidy 23 Conflicting SCM Objectives †¢ Manufacturing and Transportation – Desire economies of scale – Long production runs – Full truckload shipments †¢ Marketing and Sales – Desire flexibility and product variety – Increased inventory for better service †¢ Trade-off s – Service levels – Inventory levels Supply Chain Management Adel Abou Heneidy 24 SCM Features †¢ Multiple entities – Geographically diverse – Different ownership †¢ Conflicting objectives †¢ Random demands †¢ Distributed inventory †¢ Lead times – Manufacturing – Distribution †¢ Different information Supply Chain Management Adel Abou Heneidy 25 The value the SC generates †¢ The objective of SC is to maximize the overall value generated. †¢ The value a supply chain generates is the difference between what the final product is worth to the customer and the effort the SC expends in filling the customer’s request. SC profitability is the total profit to be shared across all SC stages. †¢ SC success should be measured in terms of SC profitability and not in terms of the profit at an individual stage Supply Chain Management Adel Abou Heneidy 26 Elements of Supply Chain Management Element Customers Forecasting Design Processing Inventory Purchasing Suppliers Location Logistics Typical Issues Determining what customers want Predicting quantity and timing of demand Incorporating customer wants, mfg. and time Controlling quality, scheduling work Meeting demand while managing inventory costs Evaluating suppliers and supporting operations Monitoring supplier quality, delivery, and relations Determining location of facilities Deciding how to best move and store materials Supply Chain Management Adel Abou Heneidy 27 Effective Supply Chain †¢ Requires linking the market, distribution channels processes, and suppliers †¢ Supply chain should enable members to: – Share forecasts – Determine the status of orders in real time – Access inventory data of partners Supply Chain Management Adel Abou Heneidy 28 Successful Supply Chain Trust among trading partners †¢ Effective communications †¢ Supply chain visibility †¢ Event-management capability – The ability to detect and respond to unplan ned events †¢ Performance metrics (KPIs) Supply Chain Management Adel Abou Heneidy 29 Decision phases in a Supply Chain †¢ Supply Chain decision phases may be categorized as: 1) SC strategy or design structure of SC over the next several years How resources will be allocated locations / capacities Modes of transportation will be used 2) SC planning Forecasting for the coming periods Which markets will be supplied from which locations ? Inventory policies,†¦ 3) SC operation How the day to day business will be handled ? Supply Chain Management Adel Abou Heneidy 30 Process view of a Supply Chain †¢ A Supply Chain is a sequence of processes and flows that takes place within and between different stages and combine to fill a customer need for a product. There are two different ways to view the processes performed in SC: †¢ 1) Cycle view: Customer order cycle Replenishment cycle Manufacturing cycle Procurement cycle Supply Chain Management Adel Abou Hen eidy 31 Process view of a Supply Chain Customer order cycle: It occurs at the customer / retailer interface Customer arrival Customer order receiving Customer order entry Customer order fulfillment Supply Chain Management Adel Abou Heneidy 32 Process view of a Supply Chain Replenishment cycle: It occurs at the retailer / distributor interface Retail order trigger Retail order receiving Retail order entry Retail order fulfillment Supply Chain Management Adel Abou Heneidy 33 Process view of a Supply Chain Manufacturing cycle: It occurs at the distributor / manufacturer interface Order arrival Receiving Production scheduling Manufacturing shipping Supply Chain Management Adel Abou Heneidy 34 Process view of a Supply Chain Procurement cycle: It occurs at the manufacturer / supplier interface Order based on manufacturer’s Production schedule or supplier stocking needs Receiving at manufacturer Supplier production scheduling Component manufacturing and shipping Supply Chain Management Adel Abou Heneidy 35 Process view of a Supply Chain 2) Push / Pull view: Pull processes are initiated by a customer order. Push processes are initiated and performed in anticipation of customer orders (forecasted). Customer order cycle Customer order manufacturing cycle PULL Customer order arrives Procurement cycle Procurement, manufacturing, replenishment cycles Supply Chain Management Adel Abou Heneidy PUSH L. L Beans SC Dell SC 36 Supply Chain macro processes in a firm SRM Supplier relationship management Source Negotiate Buy Design collaboration Supply collaboration ISCM Internal supply chain management Strategic planning Demand planning Supply planning Fulfillment Field service CRM Customer relationship management Market Sell Call center Order management Supply Chain Management Adel Abou Heneidy 37 Key points: †¢ A cycle view of the SC clearly defines the processes involved and the owners of each process. It specifies the roles and responsibilities of each member of SC and the desired outcomes for each process. †¢ A push / pull view of the SC categorizes processes based on whether they are initiated in response to a customer order (Pull), or in anticipation of a customer order (Push). This view is very useful when considering strategic decisions relating to SC. †¢ Within a firm, all SC activities belong to one of three macro processes: CRM ISCM SRM Integration between the three macro processes is crucial for successful SC. Supply Chain Management Adel Abou Heneidy 38 Chapter 2 Supply Chain Performance: Achieving strategic fit and scope Supply Chain Management Adel Abou Heneidy 39 Competitive and Supply Chain Strategies †¢ Competitive strategy: defines the set of customer needs a firm seeks to satisfy through its products and services †¢ Product development strategy: specifies the portfolio of new products that the company will try to develop †¢ Marketing and sales strategy: specifies how the market will be segmented and product positioned, priced, and promoted Supply Chain Management Adel Abou Heneidy 40 Competitive and Supply Chain Strategies †¢ Supply chain strategy: – determines the nature of material procurement, transportation of materials, manufacture of product or creation of service, distribution of product – In other words, it addresses your warehouse or distribution center network, inventory stocking strategy, facility layout and processes, staffing, technology, systems and related costs is critical to maintaining a competitive advantage. – Consistency and support between supply chain strategy, competitive strategy, and other functional strategies is important Supply Chain Management Adel Abou Heneidy 41 The Value Chain: Linking Supply Chain and Business Strategy Business Strategy New Product Marketing Strategy Strategy Supply Chain Strategy New Product Development Marketing and Operations Distribution Sales Service Supply Chain Management Adel Abou Heneidy 42 Framework for Supply Chain Strategy Business Objectives Supply Chain Objectives Business Strategy Supply Chain Strategy Management Processes Supply Chain Processes Importance to Top Management Focus of Top Management Supply Chain Management Adel Abou Heneidy 43 Aligning Supply Chain Strategy with Business Strategy Business Objectives Supply Chain Objectives Business Strategy Supply Chain Strategy Supply Chain Processes Management Processes Importance to Top Management Focus of Top Management Supply Chain Management Adel Abou Heneidy 44 Value Chain Analysis †¢ †¢ †¢ Value Chain Analysis describes the activities that take place in a business and relates them to an analysis of the competitive strength of the business. Primary Activities those that are directly concerned with creating and delivering a product (e. g. component assembly). Support Activities, which whilst they are not directly involved in production, may increase effectiveness or efficiency (e. g. uman resource management). It is rare for a business to undertake all primary and support activities. Value Chain Analysis is one way of identifying which activities are best undertaken by a business and which are best provided by others (out sourced). †¢ Supply Chain Management Adel Abou Heneidy 45 Competitive Strategies Competitive Strategies Competitive Advant age Lower Cost Differentiation Broad Target Competitive Scope Narrow Target Cost Leadership Differentiation Cost Focus Focused Differentiation Supply Chain Management Adel Abou Heneidy 46 Strategies, Forces, and Tactics in Competitive Markets Cost leadership †¢ based on efficient operations †¢ based on effective operations †¢ economies of scale – become a low cost producer – market segmentation (niche) – Focused differentiation †¢ Market niche – Cost focus †¢ narrow market low cost Supply Chain Management Adel Abou Heneidy 47 Value Chain with Typical Strategic IS Value Chain with Typical Strategic IS Mapped onto it Mapped onto it EDI-Based Purchasing System Inbound Logistics ComputerIntegrated Mftg. Operations Automated Ordering System Outbound Logistics Expert Systems for Salespeople Marketing and Sales Telemaintenance Expert Systems Service Upstream Chains of Suppliers Downstream Chains of Customers Supply Chain Management Adel Abou Heneidy 48 Steps in Value Chain Analysis †¢ Value chain analysis can be broken down into a three sequential steps: (1) Break down a market/organization into its key activities under each of the major headings in the model; (2) Assess the potential for adding value via cost advantage or differentiation, or identify current activities where a business appears to be at a competitive disadvantage; (3) Determine strategies built around focusing on activities where competitive advantage can be Supply Chain Management Adel Abou Heneidy 49 Achieving Strategic Fit †¢ Strategic fit: – Consistency between customer priorities of competitive strategy and supply chain capabilities specified by the supply chain strategy – Competitive and supply chain strategies have the same goals †¢ A company may fail because of a lack of strategic fit or because its processes and resources do not provide the capabilities to execute the desired strategy Supply Chain Management Adel Abou Heneidy 50 Steps in achieving strategic fit †¢ Step 1: Understanding the customer’s needs and supply chain uncertainty †¢ Step 2: Understanding the supply chain †¢ Step 3: Achieving strategic fit Supply Chain Management Adel Abou Heneidy 51 Understanding the Supply Chain: Cost-Responsiveness Efficient Frontier Responsiveness High A The SC of â€Å"A† has high responsiveness, but with high cost, which means with low efficiency. The SC of â€Å"B† has low B responsiveness, but with low cost, which means with high efficiency Low Cost High Supply Chain Management Adel Abou Heneidy Low 52 Step 1: Understanding the Customer and Supply Chain Uncertainty †¢ †¢ †¢ †¢ †¢ †¢ †¢ Identify the needs (attributes of demand) of the customer segment being served Quantity of product needed in each lot Response time customers will tolerate Variety of products needed Service level required Price of the product Desired rate of innovation in the product Supply Chain Management Adel Abou Heneidy 53 Step 1: Understanding the Customer and Supply Chain Uncertainty †¢ †¢ †¢ Overall attribute of customer demand Demand uncertainty: uncertainty of customer demand for a product Implied demand uncertainty: reflects uncertainty for the supply chain given the portion of the demand the supply chain must handle and attributes the customer desires Understand customers by mapping their demand on the implied uncertainty spectrum †¢ Supply Chain Management Adel Abou Heneidy 54 Achieving Strategic Fit †¢ Understanding the Customer – – – – – – Lot size Response time/ Lead time Service level Product variety Price (sensitivity to) Innovation Supply Chain Management Adel Abou Heneidy Implied Demand Uncertainty 55 Impact of Customer Needs on Implied Demand Uncertainty Customer Need Range of quantity increases Lead time decreases Variety of products required increases Number of channels increases Rate of innovation increases Required service level increases Causes implied demand uncertainty to increase because †¦ Wider range of quantity implies greater variance in demand Less time to react to orders Demand per product becomes more disaggregated Total customer demand is now disaggregated over more channels New products tend to have more uncertain demand Firm now has to handle unusual surges in demand Supply Chain Management Adel Abou Heneidy 56 Step 2: Understanding the Supply Chain †¢ How does the firm best meet demand? Dimension describing the supply chain is supply chain responsiveness †¢ Supply chain responsiveness ability to: – respond to wide ranges of quantities demanded – meet short lead times – handle a large variety of products – build highly innovative products – meet a very high service level Supply Chain Management Adel Abou Heneidy 57 Step 2: Understanding the Supply Chain †¢ There is a cost to achieving responsiveness †¢ Supply chain efficiency: cost of making an d delivering the product to the customer †¢ Increasing responsiveness results in higher costs that lower efficiency Supply Chain Management Adel Abou Heneidy 58 Step 3: Achieving Strategic Fit †¢ All functions in the value chain must support the competitive strategy to achieve strategic fit †¢ Two extremes: Efficient supply chains and responsive supply chains Supply Chain Management Adel Abou Heneidy 59 Achieving Strategic Fit Shown on the Uncertainty/Responsiveness Map Responsive supply chain Responsiveness spectrum of it e on gic F Z e t ra St Efficient supply chain Certain demand 60 Implied uncertainty spectrum Uncertain demand Comparison of Efficient and Responsive SC Efficient Primary goal Product design strategy Pricing strategy Mfg strategy Inventory strategy Lead time strategy Supplier selection strategy Transportation strategy Lowest cost Min product cost Lower margins High utilization Minimize inventory Reduce but not at expense of greater cost Cost and low quality Greater reliance on low cost modes Supply Chain Management Adel Abou Heneidy Responsive Quick response Modularity to allow postponement Higher margins Capacity flexibility Buffer inventory Aggressively reduce even if costs are significant Speed, flexibility, quality Greater reliance on responsive (fast) modes 61 Multiple Products and Customer Segments †¢ Firms sell different products to different customer segments (with different implied demand uncertainty) †¢ The supply chain has to be able to balance efficiency and responsiveness given its portfolio of products and customer segments †¢ Two approaches: – Different supply chains – Tailor supply chain to best meet the needs of each product’s demand Supply Chain Management Adel Abou Heneidy 62 Product Life Cycle The demand characteristics of a product and the needs of a customer segment change as a product goes through its life cycle †¢ Supply chain strategy must evolve throughout the life cycle †¢ Early: uncertain demand, high margins (time is important), product availability is most important, cost is secondary †¢ Late: predictable demand, lower margins, price is important Supply Chain Management Adel Abou Heneidy 63 Product Life Cycle †¢ As the product goes through the life cycle, the supply chain changes from one emphasizing responsiveness to one emphasizing efficiency Supply Chain Management Adel Abou Heneidy 64 Competitive Changes Over Time †¢ Competitive pressures can change over time †¢ More competitors may result in an increased emphasis on variety at a reasonable price †¢ Changes in technology can make it easier to offer a wide variety of products †¢ The supply chain must change to meet these changing competitive conditions Supply Chain Management Adel Abou Heneidy 65 Key points: †¢ To achieve a strategic fit, a company must: 1) Understand customers needs, the uncertainty of the SC, and to identify the implied uncertainty. ) Understand the SC’s capabilities in terms of â€Å"Efficiency† â€Å"Responsiveness† The key to strategic fit is ensuring the SC responsiveness is consistent with customer needs, supply capabilities, and the resulting implied uncertainty. When the scope of strategic fit is narrow, individual functions try to optimize their performance based on their own goals, which leads to: 1) Conflicting actions 2) Reducing SC surplus As the scope of strategic fit is enlarged to include the entire SC, actions are evaluated based on their impact on overall SC performance, which helps increase SC surplus. Supply Chain Management Adel Abou Heneidy 66 Chapter 3 Supply Chain Drivers and obstacles Supply Chain Management Adel Abou Heneidy 67 Drivers of Supply Chain Performance Drivers determine supply chain performance. For each driver, managers must make tradeoffs between efficiency (cost) and responsiveness. †¢ †¢ †¢ †¢ Inventory Transportation Facilities Information Drivers (4 enablers) of SC Price People Discuss ! Supply Chain Management Adel Abou Heneidy 68 Inventory All of the raw materials, work in process (WIP), and finished goods within the supply chain. Inventory policies can dramatically alter a supply chain’s efficiency and responsiveness. Why hold inventory? Unexpected changes in customer demand (always hard to predict, and uncertainty is growing) * Short product life cycles * Product proliferation (spreading) Supply Chain Management Adel Abou Heneidy 69 Why hold inventory? Unexpected changes in customer demand (always hard to predict, and uncertainty is growing) * Short product life cycles * Product proliferation (spreading) * Uncertain supply: Quantity / Quality / Costs / Delivery time What if there was no uncertainty in supply or demand—would it still be necessary to hold inventory? Supply Chain Management Adel Abou Heneidy 70 Inventory’s Impact Inventory can increase amount of demand that can be met by increasing product availability. Inventory can reduce costs by exploiting economies of scale in production, transportation, and purchasing. Inventory can be used to support a firm’s competitive strategy. More inventory increases responsiveness, less inventory increases efficiency (reduces cost). Inventory can significantly affect material flow/cycle/ throughput time. In other words: If you move your inventory faster, you don’t need as much inventory (inventory velocity) 71 Types of Inventory Needed †¢ Cycle Inventory – The average amount of inventory used to meet demand between replenishments. †¢ Seasonal Inventory – Inventory that is built up to meet predictable variation in demand. – Amount of seasonal inventory depends on how quickly and inexpensively a firm can change its rate of production. Supply Chain Management Adel Abou Heneidy 72 Types of Inventory †¢ Safety Inventory – Random, unpredictable, unexpected Inventory held to counter uncertainty in demand or supply (â€Å"just-in-case† inventory). †¢ Pipeline Inventory – Work-in process of transit †¢ Inventory held to do business. Supply Chain Management Adel Abou Heneidy 73 Transportation †¢ Modes and routes for moving inventory throughout the supply chain. Transportation’s Impact Transportation’s I mpact Faster transportation allows a supply chain to be more responsive but generally less efficient. Less than full truckloads allows a supply chain to be more responsive but generally less efficient. Transportation can be used to support a firm’s competitive strategy. Customers may demand and be willing to pay for a high level of responsiveness. Supply Chain Management Adel Abou Heneidy 74 Transportation Decisions Mode of transportation is the manner in which a product is moved (air, truck, rail, ship, pipeline, electronic). Each mode differs with respect to speed, size of shipments, cost, and flexibility. Routes are paths along which a product can be shipped. In house or outsource the transportation function. Many companies use third-party logistics providers (3PL) to perform some or all of their transportation activities Supply Chain Management Adel Abou Heneidy 75 Facilities †¢ Places within the supply chain where inventory is stored, assembled, or fabricated. †¢ Decisions on location, capacity, and flexibility of facilities have a significant impact on performance. †¢ †¢ †¢ †¢ †¢ †¢ Warehouses Factories Processing centers Distribution centers Retail outlets Offices Supply Chain Management Adel Abou Heneidy 76 Facilities Impact Facilities either store inventory between supply chain stages (warehouses, distribution centers, retailers) or transform inventory into another state (fabrication or assembly plants). Centralization of facilities uses economies of scale to increase supply chain efficiency (fewer locations and less inventory) usually at the expense of responsiveness (distance from customer). Supply Chain Management Adel Abou Heneidy 77 Facility Decisions Location. Centralize to gain economies of scale or decentralize to be more responsive. Other issues include quality and cost of workers, cost of facility, infrastructure, taxes (duties), quality of life, etc. Capacity. Excess capacity allows a company to be more responsive to changes in the level of demand, but at the expensive of efficiency. Manufacturing Methodology. Decisions between a product or functional focus, between flexible or dedicated capacity. Warehousing Methodology. Chose between SKU storage (stores all of one type of product together), Job lot storage (stores different products together to satisfy a particular customer or job), or cross-docking. Supply Chain Management Adel Abou Heneidy 78 †¢ How Toyota Honda use facilities decisions to be more responsive to their customers? 1) By opening manufacturing facilities in every major market that they enter to be near of the customers. ) Also, by opening local facilities they protect themselves from currency fluctuation and trade barriers. Supply Chain Management Adel Abou Heneidy 79 Information Data and analysis regarding inventory, transportation, facilities, and customers throughout the supply chain. It is potentially the biggest driver since it affects all the other drivers. Information’s Role †¢ †¢ †¢ †¢ Information connects various supply chain stages and allows them to coordinate activities. Information is crucial to the daily operations of each stage of the supply chain. An information system can enable a firm to get a high variety of customized products to customers rapidly. An information system can enable a firm to understand changing consumer needs more quickly Supply Chain Management Adel Abou Heneidy 80 Information Decision Components Push versus Pull. Push systems (like MRP) need information on anticipated demand to create production and purchasing schedules. Pull system (like JIT) need accurate and quick information on actual demand to move inventory and schedule production in the chain. Coordination and Information Sharing. How will the goal of maximizing supply chain profitability be achieved through the coordination of activities and sharing of appropriate information? Forecasting and Aggregate Planning. How will future demand and market conditions be forecast, and to what extent will collaborative forecasting be used? How will aggregate planning be used to meet forecasted demand and to what extent will it be shared throughout the supply chain? Enabling Technologies. Which information technologies will be used and integrated throughout the supply chain? lectronic data interchange (EDI), the Internet, enterprise resource planning (ERP) systems, supply chain management (SCM) software. 81 Major Obstacles to Achieving Fit †¢ SCM is big: – Variety of products and services – Spoiled/ demanding customers – Multiple owners (procurement, production, inventory, marketing) / multiple objectives – Globalization Local optimization and lack of global fit Supply Chain Management Adel Abou Heneidy 82 Major Obstacles to Achieving Fit †¢ Instability and Randomness: – Increasing product variety – Shrinking life cycle – Customer fragmentation Increasing implied uncertainty Supply Chain Management Adel Abou Heneidy 83 Major Obstacle / Chall

British didnt have to lose the Colonies essays

AP History/ British didn't have to lose the Colonies essays Were it not for the oversights, mistakes, and misjudgments of British leadership, the American colonies would still be territory of Great Britain. Parliament had the power to declare the colonies exempt from taxation, increased colonial dependency on Britain, or given the colonies a form of government that while subject to the Kings veto, would have been an equally powerful counterpart of Parliament that would have ruled over the colonies alone, circumventing the need for rebellion by allowing more freedoms. I. Parliament/King could have declared the colonies exempt from the taxes enforced on English merchants. A. Even if the British merchants complained, they were powerless. 1. They relied on the colonies for a large portion of business. 2. The non-importation agreements proved the power of the colonies over the British economy. 3. The repealing of the Stamp Act proved that mercantilism was a double-edged sword, forcing the economy to become dependent on the colonies for trade and material. B. Keeping on good terms with the colonial merchants proved important. 1. There was a monopoly on tobacco and tobacco prices, an important and widely exported staple product. 2. The Navy was dependent on lumber from the colonies to build and repair ships, maintaining British dominance of the shipping lanes. 3. Without colonists to buy imports from Britain, the British economy suffered, as witnessed by the non-importation agreements that got the Stamp Act repealed. C. It would serve the ultimate purpose by keeping the colonies from succeeding. 1. The colonists were taxing themselves, and resented the taxation on their trade. 2. The colonists were psychologically independent from Britain, being so far removed from their mother country, and many colonialists were born in the colonies, with no real allegiance to Britain. 3. The colonists were self-sufficient, except for the keeping banks, and would obviously break away...

Harriet Tubman on the Twenty Dollar Bill

Harriet Tubman on the Twenty Dollar Bill Harriet Tubman was an amazing woman - she escaped slavery, freed hundreds of others, and even worked as a spy during the Civil War. Now she’s going to grace the front of the twenty dollar bill. But is this move progress or pandering? The Current State of Currency The faces of United States currency have a few things in common. They feature prominent figures in American history. Figures such as George Washington, Abraham Lincoln, and Benjamin Franklin have been pictured on our paper money, and some of our coins, for decades. These individuals were prominent in the founding and/or leadership of the nation. Not surprising, money is sometimes referred to colloquially as â€Å"dead presidents,† despite the fact that some figures on the money, such as Alexander Hamilton and Benjamin Franklin, were never presidents. In some ways, that fact does not matter much to the public. Hamilton, Franklin, and the others are larger than life figures in the history of the founding of the nation. It makes sense that the currency would feature them. However, what Washington, Lincoln, Hamilton, and Franklin also have in common is that they are prominent white men. Indeed, very few women, and fewer people of color more generally, have been featured on U.S. currency. For example, prominent women’s suffragist Susan B. Anthony was featured on a United States dollar coin minted from 1979 to 1981; however, the series was halted due to poor public reception, only to be reissued again for a short period in 1999. The following year another dollar coin, this time featuring the Native American guide and interpreter from the Shoshone nation, Sacagewa, who led Lewis and Clark on their expedition. Like the Susan B. Anthony coin, the golden dollar coin featuring Sacagewa was unpopular with the public and is of primary interest to collectors. But it looks like things are about to change. Now several women, including Harriet Tubman, Sojourner Truth, Susan B. Anthony, Lucretia Mott, Elizabeth Cady Stanton, Marian Anderson, and Alice Paul will be gracing other denominations of paper money in the next upcoming years. How Did It Happen? A group called Women on 20s has been advocating to replace former president Andrew Jackson on the twenty dollar bill. The non-profit, grassroots organization had one major goal: to convince President Obama that now is the time to put a woman’s face on America’s paper currency. Women on 20s used an online election format with two rounds of voting that let the public choose a nominee from an original slate of 15 inspiring women from American history, women such as Wilma Mankiller, Rosa Parks, Eleanor Roosevelt, Margaret Sanger, Harriet Tubman and others. Over the course of 10 weeks, more than half a million people cast votes, with Harriet Tubman ultimately emerging as the winner. On May 12, 2015, Women On 20s presented a petition to President Obama with the election results. The group also encouraged him to instruct Secretary of the Treasury Jacob Lew to use his authority to make this currency change in time to have a new bill in circulation before the 100th anniversary of women’s suffrage in 2020. And, after a year of public polls, discussion, and agitation, Harriet Tubman was chosen to be the face of the new twenty dollar bill. Why the $20 Bill? It’s all about the centennial of the 19th amendment, which granted (most but not all) women the right to vote. 2020 marks the 100th anniversary of the passage of the 19th Amendment and Women on 20s sees having women on the currency as the most appropriate way commemorate that milestone, arguing that â€Å"Let’s make the names of female ‘disrupters’- the ones who led the way and dared to think differently as well-known as their male counterparts. In the process, maybe it will get a little easier to see the way to full political, social and economic equality for women. And hopefully, it wont take another century to realize the motto inscribed on our money: E pluribus unum, or ‘Out of many, one.’† The move to replace Jackson makes sense. While he has been hailed throughout history because of his lowly beginnings and rise to the White House and his conservative views on spending, he was also an unabashed racist who engineered the removal of indigenous people from the southeast - also known as the infamous Trail of Tears  - to make way for white settlers and the expansion of slavery because of his belief in Manifest Destiny. He is responsible for some of the darkest chapters in American history. The group’s focus on putting women on paper money is a key one. Women had been featured on coins and not the frequently used ones such as the quarter yet those coins have been unpopular and have gone out of circulation quickly. Putting women on more frequently used paper money means that millions will use this currency. It means that women’s faces will be staring back at us while we buy groceries or tip servers or make it rain at the strip club. And instead of it being â€Å"all about the Benjamins,† it may be all about the Tubmans. Who Is Harriet Tubman? Harriet Tubman  was a slave, a conductor on the Underground Railroad, a nurse, a spy, and a suffragist. She was born into slavery in the 1820s in Dorchester, Maryland and named Araminta by her family. Tubman’s family was fractured by slavery and her own life was marred by violence and pain. For example, when she was 13, she received a blow to her from her master that resulted in a lifetime of illness, including headaches, narcolepsy, and seizures. In her 20s, she decided to take the ultimate risk: fleeing slavery. To call Tubman brave is an understatement. She not only made the perilous escape from slavery herself, she also returned South dozens of times to free hundreds of others. She used disguises to evade and outwit slave catchers and never lost a single person on the flight to freedom. During the Civil War, Tubman worked as a nurse, cook, scout, and spy. In fact, in 1863, she led an armed raid that freed 700 slaves in South Carolina on the Combahee River. Harriet Tubman has the great distinction of being the first woman ever to lead a military expedition in American history. After the civil war, Tubman was an avid suffragist who worked with high profile women’s rights advocates such as Susan B. Anthony and Elizabeth Cady Stanton, lecturing on the right to vote. Later in life, after retiring to a farm outside of Auburn, New York, and after a long and arduous process of appeals, she secured a pension for herself of $20 per month for her Civil War efforts which makes it all the more ironic that she will now grace the front of the $20.   Is This Progress or Pandering? Harriet Tubman is undoubtedly a great American hero. She fought for the oppressed and put her own life and body on the line numerous times for others. As a Black woman freedom fighter, her life is a primary example of what it means to fight intersectionally  - taking into account various intersecting oppressions. She represents some of the most marginalized in our history and her name and memory should be on the lips of schoolchildren everywhere. But should she be on the $20? Many have hailed the decision to replace Andrew Jackson with Harriet Tubman, citing the move as evidence of the great progress our nation has made. Indeed, during part of her life Tubman was legally recognized as chattel - that is, movable property like a candlestick, or a chair, or cattle. She could have been legally bought or sold with U.S. currency. Therefore, goes the argument, the fact that she will now be the face of money shows how far we have come. Others have remarked that this same irony is why Tubman should not be on the $20. The argument is that a woman who risked her life countless times in order to free others, and who spent her years advocating for social change should not be associated with something as debased as money. Also, some argue that the fact that she was considered property for much of her life makes her inclusion on the twenty dollar bill hypocritical and distasteful. Still more insist that Tubman on the $20 simply pays lip service to issues of racism and inequality. In a moment where activists are trying to make the claim that Black Lives Matter and when systemic oppression has still left Blacks on the bottom of the social totem pole, some wonder about how useful it is to have Harriet Tubman on the $20. Others have argued that paper currency should only be reserved for government officials and presidents.   This is a particularly interesting moment to place Harriet Tubman on the $20. On the one hand, the U.S. has seen an amazing amount of social change in the past few decades. From having a Black president to the passage of gay marriage to the rapidly shifting racial demographics of the country, the U.S. is transforming to a new nation. However, some of the nation’s old guard is not going down with a fight. The increasing popularity of ultra-right wing conservatism, white supremacy groups, and even the troubling rise of Donald Trump speaks to much of the uneasiness a substantial part of the country has with the social sea of change going on. Some of the vitriolic reactions to the news of Tubman on the twenty dollar bill underscore that racism and sexism are far from obsolete. Interestingly, while Women on 20s did gain a victory for their campaign by getting Harriet Tubman on the $20, Andrew Jackson is not really going anywhere: he will still be on the back of the note. Perhaps in the case of women gracing U.S. paper currency, it is a situation where the more things change, the more things stay the same.

A Diamond Personality Paper Case Study Example | Topics and Well Written Essays - 1000 words

A Diamond Personality Paper - Case Study Example This paper will determine the possible characteristics or qualities of an entrepreneur who seeks to achieve his goal. Factors that Contributed to Rodriguez’s Success The success of Oscar Rodriguez, an entrepreneur who ventured on selling diamonds online as middleman between buyer and supplier lies on several qualities he have: perseverance, attention to details, a will to maintain his own income-streaming business, and a discipline to keep things in perspective. This mean that Rodriguez may feel and experience failure and disappointments but he persevered and determined to continue and find ways to address the obstacles such as the unwillingness of suppliers to provide him with diamonds, the discouragement of one supplier about online selling of such a precious commodity, the lack of big capital, and failure in retailing. Perseverance, determination, and the drive to go after something are some of the most elusive characteristics among the majority of people. These characteris tics are similar and will be discussed on this portion as one. When an entrepreneur is determined to pursue success in his venture, he is not easily daunted by setbacks or failures but instead learn from them. Many individuals may feel they are losers when negative experiences happen. However, the determined entrepreneur like Rodriguez will not mull on his failure or loss but instead move on and find other possibilities (Marquez, 2007) linked or not linked with his current venture. There are a lot of challenges in every business venture (Fenton and Inglis, 2007) and these never seem to cease. The business environment is fraught with problems and issues including but not limited to capital investment, partnerships, supplier and employee relations, public and social responsibility, image, while keeping the business afloat, and many others (Ghosh, 2008). By adopting means and ways to address perceived and experienced business challenges, the business organization will be able to minimi ze risks and loses, but not exactly eliminate them. All these are experienced by Rodriguez. But acceptance of the inevitable challenges comes with the venture. Success in a business enterprise does not always mean being at the right place at the right time. It did not take a single shot for Rodriguez to experience success. First, his retail shop closed. Then, the supplier or dealer he approached did not believe in his proposal. His determination to proceed and succeed made the difference. Rodriguez Score on the Big Five Dimensions of Personality I believe that Rodriguez’ highest score on the Big Five dimension of personality is on conscientiousness. He pursued his business plan tenaciously and in complementing order with the other dimensions of personality including openness to experience, extraversion and agreeableness. He was determined to continue the business he started, only on another platform instead of the retail high-street or mortar one. He went online instead and s ought the opportunities available for him. Conscientiousness is defined as the tendency to be self-disciplined and acting on self-imposed duty with the aim to achieve something. This is also seen with leadership abilities as conscientiousness also shows a person who work as planned. Rodriguez may at times act on impulse but upon analysis of possibilities for a venture, he sought which should be done and the course of his business venture. He hired the right persons, connected with the willing dealer-suppliers, and pursued possibilities for his venture. Rodriguez showed an openness to experience when he dabbled on jewelry despite his lack of knowledge on it and upon the

Germany and the Germans Essay Example | Topics and Well Written Essays - 500 words

Germany and the Germans - Essay Example According to the research "Germany and the Germans" findings Judea Declares War on Germany is a film which suggests that World War II was started by Jews who launched an economic boycott of Germany soon after Hitler's rise to power. The argument puts forward the premise that Germany was only defending itself following this attack, and that the war truly began with the Jewish declaration in 1933. Germany's position in the war was therefore not offensive, but defensive. This suggestion is completely ridiculous. No serious historian believes this, and the creators of this so-called documentary would not pass a fifth-grade history test. Germany's position throughout the 1930s was offensive. Hitler's views of Jews were well known from his book Mein Kampf. This documentary distorts history and is only useful as an example of anti-Semitic propaganda. Benjamin Freedman's speech in the 1960s, called Germany and the Jews: The Role of the Jews in WWI and WWII, is a similar example of historical revisionism and distortion. He talks about how many Jews were Communists and how Jews tried to control Germany after its loss in the First World War. All of this is the same kind of anti-Semitic propaganda as discussed above. It is not historically factual and it is offensive to those who understand what really happened during this years. Again claims are made that Jews control all of the media and all of the finance, again these so-called facts are not backed up with any evidence. The speech is all innuendo and makes belief.

The Hindu Temples Architecture And Style Theology Religion Essay

The Hindu Temples Architecture And Style Theology Religion Essay The temples in India have always taken an important place in their cultural and spiritual life of its people, from the early times and till nowadays. In fact the whole cultural and spiritual life of Indian people is built around the temple. The overall purpose of the Hindu temple can be presented in such a way: like the Himalayas, the temple points to the heavens, the abode of the gods. The Hindu temple, step by step, shape-by-shape reverses this primeval descent and places man back on the path toward heaven. Temples were usually built in places marked by special holiness.  The legends associated them with the acts of Vishnu, Shiva, Durga and other gods.  In the 4-5 centuries, when Hinduism during the reign of Gupta dynasty, became the state religion, the main structural elements of the temples were plinth, sanctuary and superstructure.  The stone base of a Hindu temple symbolized the altar, on which the temple itself was sacrificed to a deity.  With the modular characteristics of the proportions of the temple measure cap not taken into account.  The temple was conceived as a structural unit, resting on the altar.   In some early temples the wall of the sanctuary served as main walls of the building, in others the sanctuary was surrounded by a second ring of walls, which created a special gallery to circumvent.  In any case, the churches were dark inside.   Module for Hindu temples and their center was a sculpture of a deity his idol.  Temple priests were called guardians of the idol and the servants of God, whose dwelling was in the temple. Modern scientific analysis of a temple shows that temple-space is surcharged with great positive energy and the visitors can feel physical welfare and mental well-being. This fact rises a lot of questions: how could a structure built of stone or of brick have that kind of energy? What makes the temple so powerful? There is a scientific view that a temple is not a home of God but it is the form of God that means that the temple structure itself is worthy of worship . (Michell , p. 68.) The temple architecture is a scientific phenomenon. The basic concept that determines worthiness of the structure and form of temple is The layout adopted for temple form is synonymous with the layout of the Cosmos. The plan of the layout of a temple is technically called Mandala or Vaastu Pada with a grid of 8x 8 =64 spaces or 9x 9 = 81 spaces of equal dimensions. In modern architectural terminology this can be addressed as energy-grid. Those two layouts are the geometrical formulae to replicate the subtle substance of the universe into visual material form. (Volwahsen, p 44) The important aspect of Hindu temple is that it serves as a cosmic intersection of man, God, and the Universe. But it also is the Universe, reflected in its repeating architectural forms. The careful mathematical measurements that lie in the basic construction of a Hindu temple express the structure of the Universe. For example, in order for the temple to face east, its width must be a perfect multiple of the fraction three-eighths. The outer dimensions of the temple must also satisfy five other equations relating to stars, planets and the passage of time. (Kramrisch, p.132) Another important analogy is between the temple and the mountain that can help to understand the divine purpose of the temple-to serve as a meeting place between man and the gods. It means that the gods could descend to be in the presence of man, like human souls rising up to meet the gods. (Rao, p. 126) The piece of land upon which the temple stands is itself a sacred location a tirtha, a Sanskrit word literally meaning crossing place is a site favored by the gods where water, shade and seclusion are plentiful. Temples must be built on tirthas in order to serve their true purpose as crossing places, and this site selection is only the first step in building a temple. Another important aspect is the vastu-purusa-mandala , that is a rough architectural blueprint for the foundation of the temple, that serves both a practical and a highly symbolic purpose, becoming the architectural and spiritual foundation of the Hindu temple. (Rao, p. 135.) As suggested earlier, the temple is also a microcosm of the Universe, the mandala reflects this aspect of the temple as well: the center square of the mandala stands for the mythical mountain of Meru, the geographic center of the cosmos. Around Mount Meru is arranged a symbolic pantheon of gods, and each god occupies its own square and is ranked in importance by its proximity to the center. (Rao, p. 135.) The next part of this essay analyzes separate elements of the temple, both interior and exterior, and places these elements within the context of the temples divine purpose: to serve as a cosmic meeting place for devotee and deity. The garbhagrha, the sanctum sanctorum of the Hindu temple, presents itself as a point of departure: if the temple is a mountain, the garbhagrha is the cave inside the mountain. The garbhagrha is dark, and its walls are largely undecorated, that contrasts the exterior of the temple, which is often highly ornate and replete with thousands of sculpted images. The simple darkness of the sanctum reflects its function as a womb house, one of the meanings of garbhagrha. (Kramrisch, p. 169) Analysis of Hindu temples in Nagara and Dravida styles The two temples described here, one at Khajuraho (Madhya Pradesh), the other at Angkor Wat, give the best possible idea of how the contrasting Nagara and Dravida styles had developed by the 11 century and present aesthetic achievements of the Hindu architectural tradition. Style Nagara, which developed during the 5h century, is characterized by a tower-type hive (called shikhara) made up of several words of architectural elements, such as kapotas and gavaksas, culminating in a large round cushion like element, named amalaka, and  parlance Drum.  The plan of the temple is based on the square, but the walls are often broken down decorative elements in creating the impression that the tower is round.  In more recent temples the central mandapa was surrounded by several small temple buildings, creating a visual effect of a fountain. From the 7th century Dravida , or southern style, has formed a pyramidal tower consisting of progressively diminishing tiers, bottleneck, and the dome on top, also called shikhara (in the southern terminology).  Repeated horizontal tiers visually impart the southern temples squat. Less obvious differences between the two main temple types Nagara and Dravida include the plan area, the selection and arrangement of stone, from which the cut shapes on the external walls and the interior, the range of decorative elements. In spite of their obvious stylistic differences, the temples at Khajuraho and Angkor Wat have basic principles connected with Hindu beliefs and practices. Kandariya Mahadeva temple, Khajuraho This temple was built in the middle of the 11th century by one of the kings of the Chandella dynasty, this great Shiva temple represents the Nagara style ad is one of the best achievements. Kandariya Mahadeva temple is the tallest monument at Khajuraho, its spire rising more than 30.5 metres above the plinth on which the temple is elevated. The temple has 30.5 metres in length and 20 metres in width. Like other fully developed Chandella temples at Khajuraho, it consists of a linear east-west sequence of access steps, entrance porch, columned hall with side balconies, and linga shrine with encircling passageway, off which open three additional balconies, that bring porches. The porches serve as balconies with high seating, bringing ventilation and light to the interior. What distinguishes the Kandariya Mahadeva temple from the other monuments a Khajuraho is its grand scale and elaboration of design and ornamentation. Undoubtedly, the glory of the temple is its lofty curving tower, crowned by an amalaka ( ribbed circular motif). Very significant in the temple is the sculptural treatment of its outer walls, which are covered with images of the god Shiva, to whom the monument is dedicated, with consorts, attendants and lesser divinities. Important among the images here are the aspect of the god, including those who subdues the blind demon, the cosmic dancer, and the destroyer of the triple demon cities. The sculptures are arranged in three tiers on the outside, amounting to no less than 646 figures in all, not counting the 226 figures of the interior. The temple is well known for its erotic groups which are placed on the juncture of the walls of the mandapa and the passageway surrounding the sanctuary, marking one of the most ritually vulnerable parts of the monument. Among the other images are those of female deities, such as the seven mothers, let alone the countless apsaras, or heavenly maidens that attend on the gods, and who are shown in alluring postures that reveal the mastery of the Khajuraho artists in rendering female contours with conscious sophistication and exuberant grace. Angkor Wat in Cambodia, is the second Hindu temple described in the paper, that refers to the Dravida style. This temple was dedicated to the Hindu god Vishnu, the preserver of the world. Angkor Wat is a gigantic threeà ¢Ã¢â€š ¬Ã‚ step pyramid adorned by nine slender towers of enormous height, the steps of the pyramid are capped by galleries. Framed by an enclosure wall and a majestic moat, the temple covers 2.5 square kilometres. The pyramid is raised on a vast terrace of 2 m high, and surrounded by naga balustrades. It opens to the cardinal points by entrance pavilions and stairways. The steps are crowned by surrounding galleries: the first step, containing the gallery of the basreliefs, is 203 m large and 3 m high. Pavilions mark the corners, at the corners of the second tier are four towers, their superstructure is partly missing. The outer gallery of the pyramid, including the western corner pavilions, shelters the most precious treasures of Angkor Wat, reliefs in a total length of more than 600 m. They depict narrative scenes from mythology and history. Reliefs do not simply embellish a temple; they make it a sacred space. In the images which depict the gods and their deeds, the gods themselves are present, and figures and parts of the body are either shown frontally or in profile. Reliefs were always carved in situ, after the walls had been finished; they were cut into the stone. It is important to mention twelve stairways rise to the third level of the pyramid. All five towers open to the cardinal directions, giving open views along the galleries, and the overall picture was a wide and airy hall, full of light. The third level, where are the finest reliefs of Devata, was the throne room of God Vishnu. As for the symbolism of the temple, Angkor Wat is an unsurpassed image of the Mount Meru, the abode of the Gods in the centre of the world. Corresponding to the five peaks of this mountain, at Angkor Wat five towers were visible from every cardinal direction. The enclosure wall symbolizes the mountains surrounding and hiding the Mount Meru; the moat symbolizes the cosmic ocean. The temple complex is a microcosm, an image of a perfect world, stable and in geometrical harmony. We can see that Angkor Wat, as well as Kandariya Mahadeva temple, as all Hindu temples serves as a cosmic intersection of man, God, and the Universe, and also the Universe is reflected in its repeating architectural forms.

‘Poetry’ by Marianne Moore Analysis Essay

In the poem, Moore dissects the meaning and understanding of poetry. She tries to make a point of the importance and usefulness of poetry to a person. There is the mention that most people do not take the time to appreciate something of they do not understand it. From research on this poet I have discovered that she has a unique writing style that she is referencing in the poem. There are a few images in her poem like when she writes, â€Å"Hands that can grasp, eyes that can dilate, hair that can rise†¦Ã¢â‚¬  Another example of imagery is, â€Å"elephants pushing, a wild horse taking a roll, a tireless wolf under a tree†¦Ã¢â‚¬  There are also other poetic elements in this poem as well as images. This poem really contains the main theme of the nature of people. She describes a stereotypical view that people do not take the time to appreciate and understand things. The poem honestly causes me a lot of confusion, which is why I picked it. I do not know how to get a full understanding of anything in this poem, especially things such as themes and allusions so I do not really have anything to say about either of those things so I am going to move on. There is one piece of irony I found in this poem. Her first line, â€Å"I too dislike it; there are things that are important beyond all this fiddle,† is an example of irony in her poem. For she is a poet sharing her negative opinion of poetry, I am assuming. The tone of this poem seems to be slightly melancholy for most of it.