Writing Conclusion and summary for the Report Essay

Writing Conclusion and summary for the Report - Essay Example The importance of constructing new storage ponds has increased in importance due to heightened concerns regarding droughts. The District has Conditional Rights to build these four ponds, which together could have water rights to hold up to 13 acre feet. The purpose of our involvement was to perform a technical analysis, water capacity estimate, feasibility study, design, cost estimate, and draft application for building up to four additional water augmentation ponds within the Districts territory. The following deliverables were requested: 4. Design for each of the four detention ponds including the proposed construction sequence, pond liners, water input sources, pond water capacity, outlet works including water flow back into the watershed, flood protection, erosion control, landscaping, and costs. As part of our investigation, we performed a site visit on January 29 and also met with Mr. Laves to obtain the background on the FHMD storage ponds. We also MoreInformationHere. This report contains our findings, conclusions, and recommendations. Pond areas lacking sufficient amount of clay are highly susceptible to excessive seepage. Pond areas can be sealed by clay blankets to prevent seepage. The clay blankets are placed on pond areas where â€Å"Water is to be impounded as well as the upstream slope of the embankment†. (USDA Ponds 63) Minimum clay blanket requires 20 percent clay and to reduce cost, clay can be obtained from borrow areas close to the ponds. â€Å"The minimum compacted thickness is 12 inches for all depths of water under 10 feet. Increase this thickness by 2 inches for each foot of water over 10 feet and above.† (USDA Ponds 63) Clay blankets are constructed similar to earth embankments and are spread uniformly over pond areas in layers of 6 to 8 inches and each layer should be compacted completely, â€Å"under optimum moisture conditions†. The clay blankets

Free Yellow Wallpaper Essays: Womens Subordination :: Yellow Wallpaper essays

Women's Subordination in The Yellow Wallpaper  Ã‚  Ã‚        Ã‚   "The Yellow Wallpaper," written in 1892 by Charlotte Perkins Gilman, is a chilling study of insanity. It is a bitter story of a young woman driven to insanity by a "loving" husband-doctor, who imposes Mitchell's "rest cure."1 This short story vividly reflects a woman in torment. This story starts out with a hysterical woman who is overprotected by her "loving" husband John. She is taken to a summer home to recover from a nervous condition. She is told to rest and sleep; she is not even allowed to write. "I must put this away,--he hates to have me write a word." This shows how controlling John is over her as both husband and doctor. She is "absolutely forbidden to "work" until" she's "well again." Here, John seems to be more of a father than a husband. Like the husband in Ibsen's A Doll House, John is being the dominant person in the marriage: a sign of typical middle-class. Although the narrator feels desperate, John tells her that there is "no reason" for how she feels; she must dismiss those "silly fantasies." In other words, John treats her like a child and gives her reason to doubt herself. "Of course it is only nervousness," she decides. She tries to rest, to do as she is told, like a child, but suffers because John does not believe that she is ill. This makes her feel inadequate and unsure of her own sanity. He "does not know how much I really suffer. He knows there is no reason to suffer, and that satisfies him." She feels that she should be "a good girl" and appreciate the protective love John offers to her. "He takes all care from me, and I feel so basely ungrateful not to value it more. . . . He took me in his arms and called me a blessed little goose. . . . He said I was his darling and his comfort and all he had, and that I must take care of myself for his sake, and keep well." In telling her to keep well, John just expresses more doubt about her having any real illness. She tries to discuss her feelings, but this brings only a "stern reproachful look" and she goes back to bed. "Really dear you are better," John says over and over.

The Benetton Supply Chain

THE BENETTON SUPPLY CHAIN – CASE STUDY Retail operations – main objectives Benetton? s core business is in the manufacturing, production and sale of casual and sportswear, which accounts for 95% of total revenues (Camuffo et al, 2001: 47). The company has a market presence in over 120 countries and has consistently generated revenues exceeding $2 billion throughout this decade (Industry profile, 2007: 15). It has 5,000 retail outlets around the world, the vast majority of which are run by independent managers as part of a franchise arrangement whereby the licensee? of those outlets sell products which carry the Benetton brand name (Skjott-Larsen et al 2007: 94). A key objective of Benetton HQ (based in Treviso, Italy) has always been to retain overall control on every aspect of product sales, thereby ensuring that the Benetton â€Å"total look† is adhered to. The company is renowned for having a distinctive philosophy which is espoused through controversial adver tising techniques (Dapiran 1992:8).Its global network of sales agents each holds responsibility for their own geographic area. They work closely with franchise operators in the sale and distribution of its goods, as well as overseeing all aspects of merchandising (Camuffo et al 2001: 47). A global information system unites every link in the supply chain. Stiff competition has forced Benetton to radically change its retail strategy (Economist: 9 November 2004). To that end it has introduced over 100 „mega-stores? nd, whilst the majority remain under the franchise system, the company has decided to take direct ownership and control of a few as it seeks to form a closer relationship with its clientele; the logic being that this will facilitate a deeper understanding of customer preferences (Camuffo et al 2001:50). One expert has stated that Benetton – a former market leader – is lagging behind its competitors, not through any defects in its supply chain, but more be cause it is â€Å"less good at seeing the opportunity†, inferring that the franchise system is to blame because it creates a barrier between company and customer.Zara, on the other hand, is proving to be far more successful because of it has adopted „agile? supply chain practices (Cane 2007:1). Diversifying into new product ranges such as the sportswear market, as well as an added emphasis on its lifestyle branding is a key pillar of the new approach. Its Fabrica, Killer Loop and Playlife brands are all geared towards capturing a large slice of the youth market (FT: 9 May 2003). As the Managing Director explains, â€Å"we want the market to know that Benetton is about more than just colourful sweaters.It? s a lifestyle concept† (HargraveSilk 2003:1). The Asian markets are vital to Benetton? s future retail operations objectives, recording a 35% profit rise in Russia and 50% rise in India in 2007 (Women? s Wear Daily: 14 November 2007). Although Europe remains Ben etton? s largest market it has recently refocused its attention towards building brand awareness in the emerging markets of Asia, the Middle East and the Far East (Evans 2004:1).One insider sums up the Benetton retail philosophy, when (s)he states that â€Å"we do not want to start with high prices to attract people later on with high discounts, but we want our customers to appreciate every time of the year that there is the right ratio between quality and price† (Evans 2004:1). Physical distribution operation –main objectives The company describes itself as „vertically de-integrated? , meaning that its core functional activities such as design and global strategy are still centralized.Nonetheless it is willing to outsource those activities where it is unable to achieve in-house economies of scale. Its logistics operation has always been directly controlled, in large part owing to the integral part it plays to the companies overall success. Key to effectiveness i s the rapid flow of market intelligence between customer and factory. This is achieved through maximising the benefits of EDI technology which facilitates direct flow of communication between the agent networks representing the 5000 retail outlets.EDI information allows Benetton manufacturers to delay the dyeing process up until a clear understanding is reached on market requirements. This eliminates the build up of wasteful inventories, thereby reducing costs, slashing cycle times and maximising efficiencies. Once this information is relayed to the centre, Benetton is able to arrange bulk delivery of products from its regional distribution centres which are highly automated and thus able to cope with demand.The company describes their strong track record in distribution as being down to its „360 degree vision; in other words a recognition from the outset as to the strategic importance of logistics through integrating suppliers, manufacturers and retailers in a value chain tha t thrived on speed, efficiency and flexibility (Dapiran 1992:9-11). Factory & suppliers – main objectives Benetton? s manufacturing processes are characterised by strong upstream vertical integration which entails significant output at its own production entres (22 in Italy and 10 abroad), as well as outsourcing the more labourintensive tasks such as tailoring and ironing (Camuffo et al 2001:49). The Treviso HQ has overall control over design activities. CAD technology is fully utilised to maximise opportunities for the speedy bringing to market of mass produced garments. This is achieved through the effective usage of 500 subcontractors who work in the vicinity of the companies HQ and production base.The sub-contractor group, often themselves former Benetton managers, organise the second tier of small factories who undertake the labour-intensive processes (Skjott- Larsen et al 2007: 95-96). A pyramid analogy has been used to describe the hierarchical nature of this relations hip, with Benetton at the apex, the sub-contractors forming the second tier and the army of small workshops forming the bottom layer (Harrison 1993: 160) Benetton directly controls the supply of raw materials thereby achieving cost savings in supplier overheads.It has a very close relationship with the subcontractor base, thus ensuring that the factories under their control are able to satisfy market trends at short notice. This is a distinct advantage to their competitors who do not enjoy such flexibility and are hampered with fixedcost overheads (Skjott-Larsen et al 2007:97). Consider the following statistic: in 1990 90% of Benetton garments were produced in Italy. Now it is only 30% and within a few years it is expected to fall to only 10% (Economist: 8 February 2007).Such is the dramatic impact of globalisation. Benetton has responded by remaining true to its philosophy of tight central control by replicating its Treviso production model on a global basis. For instance Benetton Hungary has production oversight of 7 countries within the region (Camuffo et al 2001: 49). This is in keeping with the underlying company philosophy of creating global brands which transcend national boundaries. How well do these three interconnecting sets of operations fit together?For decades Benetton has consistently demonstrated that getting the right mix of the 3 supply chain functions is critical if market success is to be achieved. Its franchise network has proved to be adept at communicating critical market trend information via its EDI system to HQ who alerts the manufacturing side to the real-time needs of the market. Use of sophisticated CAD/ CAM technology has enabled Benetton to gain the upper hand on its competitors by being quick and flexible at this point in the production process (Dapiran 1992:9-10.Benetton has successfully exploited I. T. advantages from an early stage. Its Geis global integrated network has enabled agents to forward customer order details to the 500 sub-contractors based in the Veneto heartland where the company manufacturing capability has historically been located. Within days they are able to receive multiple orders from various country agents and rapidly set in motion the manufacturing work by fully exploiting the vast network of sub-contracted labour.The system is also connected to Benetton manufacturing plants worldwide (Johnston 1994: 2-3). Benetton is famous for using „postponement? tactics at the actual sequencing point of the production process, whereby dying of the garments is not completed until the agent network have provided market intelligence on what particular products are in demand in which locations. Tang points out the advantages of postponement when declaring that it has â€Å"proven to be a costeffective mass customisation tool to handle regular fluctuations under normal circumstances† (Tang 1996: 38).Camuffo has demonstrated that in recent years Benetton has successfully risen to a more c hallenging market environment by opting for a strategy that involved increasing its overall ownership and control of supply chain assets and only outsourcing those areas where the company was not in a position to achieve economies of scale. He points to the paradox of tighter centralized control over the whole supply chain, yet at the same time being able to achieve sufficient flexibility to rise to market challenges (Camuffo et al 2001: 52).There can be no doubt that Benetton prefers quite rigid control over processes, despite the tendency to opt for sub-contracting relationships with suppliers. It remains to be seen whether or not Benetton can sustain its competitive edge, particularly in the emerging markets of Asia, where much of its energy is now focused. The early signs are good, however it has been shown that competitors who are able to display more „agile? working practices can edge out established brands in a very short space of time. Zara is a case in point. SUPPLY C HAIN DIAGRAMHQ, Treviso Agent network EDI system Production hubs (32 worldwide; 22 in Italy) Outsourced factory production Global distribution system Franchise operators Mega stores 5000+ Retail outlets References Camuffo, A. , Romano, P and Vinelli, A (2001) „Back to the future: Benetton transforms its global network? , Sloan Management Review Volume 43(1) Cane, A. , „Agility: flexibility takes over from planning? Financial Times 20 November 2007. Available from http://ft. com [Accessed 15 February 2008 Dapiran, P. , (1992) „Benetton- Global logistics in action?International Journal of Physical Distribution & Logistics Vol. 22, Issue 6 Available from: http://www. boku. ac. at [Accessed 16 February 2008] Evans, D. , „Benetton in Greater China push to build brand awareness? , Media: Asia's Media & Marketing Newspaper, 16 January 2004, Available from Business Source Premier [Accessed 15 February 2008] „Growth in India, Russia spurs Benetton profits? , Wom en’s Wear Daily, 14 November 2007, Vol 194, Issue 104. Available from: Business Source Premier [Accessed: 15 February 2008] Hargrave-Silk, A. „Benetton overhauls HK stores' strategy? , Media: Asia's Media & Marketing Newspaper,9th May 2003, Available from: Business Source Premier [Accessed: 14 February 2008] Harrison, B. , (1993) „The emergence of hierarchy within a district based production network: The United Colors of Benetton? in ‘The Italian industrial districts and the crisis of the cooperative reform: Part II’ European Planning Studies, Vol. 2, Issue 2 Infantswear industry profile: Italy, December 2007. Available from Business Source Premier [Accessed: 16 February 2008] Johnston, M. „Electronic commerce speeds Benetton business dealings Benetton Group SpA's use of General Electric Information Services' valueadded network services? Software Magazine, January 1994, Available from: http://www. //findarticles. com/ [Accessed: 15 February 2008 ] Skjott-Larsen T. , Schary P. B, Mikkola J. H & Kotzab H. , (2007) ‘Managing the Global Supply Chain’ Copenhagen Business School Press. Available online: http://www. google. com/books [Accessed 15 February 2008] Tang, C. S. (1996), „Robust strategies for mitigating supply chain disruptions?International Journal of Logistics: Research & Applications, Vol 9, Number 1 „The other colours? , Economist, 9th November 2004, Vol. 372, Issue 8392 Bibliography Benetton company website (Press release section) Available from: http://www. production. investis. com/ben_en/releases/2006-07-20/ [Accessed 15 February 2008] Kaiser, A. , „Benetton? s abrupt exists: CEO, CFO both depart, shares fall 8. 5 percent? , Women’s Wear Daily, 14 November 2006, Vol 192, Issue 102. Available from: Business Source Premier [Accessed: 15 February 2008] Kouvelis, P. Chambers C. , & Wang, H. , (2006) „Supply chain management research and productions operation management: re view, trends and opportunities? Production and Operations Management, Vol. 15, No. 3 „Material fitness? , Economist, 25 February 2006, Vol. 378, Issue 8466 Slack, N, Chambers, S. and Johnston, R. (2007) Operations Management, London, FT Prentice Hall Thomas, D. ,„Benetton takes lead on RFID? , Computer Weekly, 20th March 2003. Available from Business Source Premier [Accessed: 14 February 2008] END OF PAPER

Conquistadors vs. Aztecs the Battle of Otumba

In July of 1520, as the Spanish conquistadors under Hernan Cortes were retreating from Tenochtitlan, a large force of Aztec warriors battled them on the plains of Otumba.Although exhausted, wounded and severely outnumbered, the Spanish were nevertheless able to drive off the invaders by killing the army commander and taking his standard. Following the battle, the Spaniards were able to reach the friendly province of Tlaxcala to rest and regroup. Tenochtitlan and the Night of Sorrows In 1519, Hernan Cortes, at the head of an army of some 600 conquistadors, began the audacious conquest of the Aztec Empire. In November of 1519, he reached the city of Tenochtitlan and after being welcomed into the city, treacherously arrested Mexica Emperor Montezuma. In May of 1520, while Cortes was on the coast fighting the conquistador army of Panfilo de Narvaez, his lieutenant Pedro de Alvarado ordered the massacre of thousands of unarmed citizens of Tenochtitlan at the Festival of Toxcatl. The enraged Mexica laid siege to the Spanish intruders in their city. When Cortes returned, he was unable to restore calm and Montezuma himself was killed when he tried to beg his people for peace. On June 30, the Spaniards tried to sneak out of the city at night but were spotted on the Tacuba causeway. Thousands of ferocious Mexica warriors attacked, and Cortes lost roughly half his force on what came to be known as the noche triste or Night of Sorrows. The Battle of Otumba The Spanish invaders who managed to escape from Tenochtitlan were weak, dispirited and wounded. The new Emperor of the Mexica, Cuitlà ¡huac, decided that he had to try and crush them once and for all. He sent a large army of every warrior he could find under the command of the new cihuacoatl (a sort of captain-general), his brother Matlatzincatzin. On or about July 7, 1520, the two armies met in the flatlands of the Valley of Otumba. The Spanish had very little gunpowder left and had lost their cannons on the Night of Sorrows, so the harquebusiers and artillerymen would not factor into this battle, but Cortes hoped he had enough cavalry left to carry the day. Before the battle, Cortes gave his men a pep talk and ordered the cavalry to do their best to disrupt the enemy formations. The two armies met on the field and at first, it seemed as if the massive Aztec army would overwhelm the Spanish. Although Spanish swords and armor were far superior to native weapons and the surviving conquistadors were all battle-trained veterans, there were far too many enemies. The cavalry did their job, preventing the Aztec warriors from forming up, but there were too few to win the battle outright. Spotting the brightly dressed Matlatzincatzin and his generals at the other end of the battlefield, Cortes decided on a risky move. Summoning his best remaining horsemen (Cristobal de Olid, Pablo de Sandoval, Pedro de Alvarado, Alonso de Avila and Juan De Salamanca), Cortes rode at the enemy captains. The sudden, furious assault took Matlatzincatzin and the others by surprise. The Mexica captain lost his footing and Salamanca killed him with his lance, capturing the enemy standard in the process. Demoralized and without the standard (which was used to direct troop movements), the Aztec army scattered. Cortes and the Spanish had pulled out a most unlikely victory. Importance of the Battle of Otumba The improbable Spanish victory over overwhelming odds at the Battle of Otumba continued Cortes run of phenomenal luck. The conquistadors were able to return to friendly Tlaxcala to rest, heal and decide their next course of action. Some Spaniards were killed and Cortes himself suffered grave wounds, falling into a coma for several days while his army was in Tlaxcala. The Battle of Otumba was remembered as a great victory for the Spaniards. The Aztec host was close to annihilating their enemy when the loss of their leader caused them to lose the battle. It was the last, best chance the Mexica had of ridding themselves of the hated Spanish invaders, but it fell short. Within months, the Spanish would build a navy and assault Tenochtitlan, taking it once and for all.   Sources: Levy, Buddy... New York: Bantam, 2008. Thomas, Hugh... New York: Touchstone, 1993.