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Session 6. Henson - Value Chains Create Food System Outcomes, Bangladesh
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Experience Sharing on Supply Chain Transformation 04-11-2012 for NIDA MBA
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Nopporn Thepsithar
BASF, the world's leading chemical company, operates according to the purpose "We create chemistry for a sustainable future." BASF, which celebrates its 150th year in 2015, pursues sustainable development as both a business imperative and the defining market driver for innovative chemistry solutions. From its development and application of evaluative methodologies like Eco-Efficiency Analysis, SEEBALANCE® and AgBAlanceTM to its industry-leading place on the Carbon Disclosure Index for 6 years running, sustainability measurement and transparency are central to BASF's enterprise. In September, BASF will announce its next major advancement in applied sustainability measurement -- a far-reaching endeavor likely to influence the many industries and markets BASF serves worldwide. Dirk Voeste, Vice President Sustainability Strategy, will provide a hot-off-the-press overview of this initiative, its findings and planned resultant actions.
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SPRAT - THE CARAVAN ACADEMY
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A presentation that outlines the investment opportunity with TruHerb's new model of business.
Tru Herb_ Investors deck .pdf
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Unfair practices by banks, including Farmers Banks, can occur in various forms. While I don't have specific information on recent events since my knowledge cutoff is September 2021, I can provide you with some general examples of unfair practices that banks have been known to engage in. Please note that the information provided here may not specifically pertain to Farmers Banks and could apply to any financial institution. Hidden Fees: Banks may charge customers undisclosed or unexpected fees, such as maintenance fees, overdraft fees, or minimum balance fees. These fees can often be buried in the fine print of account agreements or not adequately disclosed to customers. Predatory Lending: Some banks may engage in predatory lending practices, targeting vulnerable individuals or offering loans with excessively high-interest rates, hidden fees, or misleading terms. This can lead to borrowers falling into a cycle of debt and financial hardship. Discrimination: Banks should not discriminate against individuals or communities based on factors such as race, ethnicity, gender, or religion. However, there have been cases of discriminatory practices, such as denying loans or offering unfavorable terms to certain groups. Misleading Marketing: Banks might use deceptive marketing techniques to attract customers, promising benefits or terms that are not accurately represented. This could include misleading interest rates, promotions, or rewards programs. Poor Customer Service: Banks are expected to provide quality customer service, but in some cases, they may fail to address customer concerns promptly or adequately. This can lead to frustrations and difficulties for customers who require assistance with their accounts or financial transactions. Unfair Debt Collection: Banks involved in debt collection may engage in aggressive or unethical tactics, such as harassment, misrepresentation of debt amounts, or attempting to collect debts that are past the statute of limitations. It's important to note that while some banks may engage in unfair practices, there are regulatory bodies, such as consumer protection agencies or banking regulators, that oversee and enforce rules and regulations to protect consumers. If you believe you have been a victim of unfair practices by Farmers Banks or any other financial institution, it's advisable to seek legal advice or report the issue to the relevant regulatory authorities in your jurisdiction.
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Nopporn Thepsithar
BASF, the world's leading chemical company, operates according to the purpose "We create chemistry for a sustainable future." BASF, which celebrates its 150th year in 2015, pursues sustainable development as both a business imperative and the defining market driver for innovative chemistry solutions. From its development and application of evaluative methodologies like Eco-Efficiency Analysis, SEEBALANCE® and AgBAlanceTM to its industry-leading place on the Carbon Disclosure Index for 6 years running, sustainability measurement and transparency are central to BASF's enterprise. In September, BASF will announce its next major advancement in applied sustainability measurement -- a far-reaching endeavor likely to influence the many industries and markets BASF serves worldwide. Dirk Voeste, Vice President Sustainability Strategy, will provide a hot-off-the-press overview of this initiative, its findings and planned resultant actions.
How to Influence a Multitude of Industries and Markets: Next-level Applied Su...
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Sustainable Brands
To produce, every year, a batch of Informed, Committed and Compassionate Rationalists to perform critically important roles in Public Administration and Advocacy.
SPRAT - THE CARAVAN ACADEMY
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SPRATNGO
SPRAT is a test tool, which uses spreadsheets to define tests and then runs those tests against specified APIS.
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A presentation that outlines the investment opportunity with TruHerb's new model of business.
Tru Herb_ Investors deck .pdf
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HavazMohammed
Unfair practices by banks, including Farmers Banks, can occur in various forms. While I don't have specific information on recent events since my knowledge cutoff is September 2021, I can provide you with some general examples of unfair practices that banks have been known to engage in. Please note that the information provided here may not specifically pertain to Farmers Banks and could apply to any financial institution. Hidden Fees: Banks may charge customers undisclosed or unexpected fees, such as maintenance fees, overdraft fees, or minimum balance fees. These fees can often be buried in the fine print of account agreements or not adequately disclosed to customers. Predatory Lending: Some banks may engage in predatory lending practices, targeting vulnerable individuals or offering loans with excessively high-interest rates, hidden fees, or misleading terms. This can lead to borrowers falling into a cycle of debt and financial hardship. Discrimination: Banks should not discriminate against individuals or communities based on factors such as race, ethnicity, gender, or religion. However, there have been cases of discriminatory practices, such as denying loans or offering unfavorable terms to certain groups. Misleading Marketing: Banks might use deceptive marketing techniques to attract customers, promising benefits or terms that are not accurately represented. This could include misleading interest rates, promotions, or rewards programs. Poor Customer Service: Banks are expected to provide quality customer service, but in some cases, they may fail to address customer concerns promptly or adequately. This can lead to frustrations and difficulties for customers who require assistance with their accounts or financial transactions. Unfair Debt Collection: Banks involved in debt collection may engage in aggressive or unethical tactics, such as harassment, misrepresentation of debt amounts, or attempting to collect debts that are past the statute of limitations. It's important to note that while some banks may engage in unfair practices, there are regulatory bodies, such as consumer protection agencies or banking regulators, that oversee and enforce rules and regulations to protect consumers. If you believe you have been a victim of unfair practices by Farmers Banks or any other financial institution, it's advisable to seek legal advice or report the issue to the relevant regulatory authorities in your jurisdiction.
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Answer ALL THREE questions 1. Illustrate the main characteristics and the associated challenges of perishable food supply chains such as the meat supply chain. (maximum 1500 words) 100 marks 2. How might Wings and Legs combine a lean and agile approach in its supply chain? (maximum 1500 words) 100 marks 3. What are the relative merits of each possible position of the material decoupling point? What option would you suggest to Wings and Legs? Provide justification for your answer. (maximum 1500 words) 100 marks Chicken Run - the poultry supply chain Stephan van Dijk, Jack van der Vorst and Adrie Beulens Case date 2000 Published as: Dijk, S.J. van, Vorst, van der, J.G.A.J., Beulens, A.J.M. (2003) Chicken Run - the poultry supply chain, in: Cases in Operations Management., Eds: Johnston, R., S. Chambers, C. Harland, A. Harrison, N. Slack, Case 34, p. 327-335, Prentice Hall, Third Edition Introduction At Wings & Legs, a large poultry processor in the Netherlands, the working day starts very early in the morning. Before a single cock-a-doodle has sounded, live chickens are delivered at the processing plant where they are cleaned, processed, packed and stored. The next day, packages of fresh poultry meat are distributed to several large retail distribution centres and a large number of smaller retail stores. In the evening of that second day, many people will enjoy their chicken Tandoori or fried chicken leg. The product is simple and the whole operation seems efficiently executed. However, at the weekly plenary meeting of senior managers a serious discussion arises. The sales manager complains that the delivery performance has decreased in the last couple of months. Moreover, he complains that retailers are less satisfied with the quality of products they receive. Product freshness and product weight have not been according to specifications several times this month. The operations and purchase managers respond with the remark that the sales department makes sales-agreements with retail that cannot be met in such a short time. They want to know in advance information on promotional activity so they can respond more effectively. They want to have better forecasts of future sales so they can match the supply of chicken with the demand for poultry products. This discussion sounded very familiar to the general manager. He has heard the complaints of the senior managers already many times. Last year they implemented some major improvements to their production line. It now operates more efficiently, with shorter set-up times and less waste. In addition, the co-ordination between the sales department and operations has been improved. A new planning system has been set up and more frequent meetings between sales and operations have been initiated. The general manager wonders if, in the big scheme of things, these improvements actually were effective at all and had any real impact of performance to consumers. He.
Answer ALL THREE questions 1. Illustrate the main characteristic.docx
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nolanalgernon
Answer ALL THREE questions 1. Illustrate the main characteristics and the associated challenges of perishable food supply chains such as the meat supply chain. (maximum 1500 words) 100 marks 2. How might Wings and Legs combine a lean and agile approach in its supply chain? (maximum 1500 words) 100 marks 3. What are the relative merits of each possible position of the material decoupling point? What option would you suggest to Wings and Legs? Provide justification for your answer. (maximum 1500 words) 100 marks Chicken Run - the poultry supply chain Stephan van Dijk, Jack van der Vorst and Adrie Beulens Case date 2000 Published as: Dijk, S.J. van, Vorst, van der, J.G.A.J., Beulens, A.J.M. (2003) Chicken Run - the poultry supply chain, in: Cases in Operations Management., Eds: Johnston, R., S. Chambers, C. Harland, A. Harrison, N. Slack, Case 34, p. 327-335, Prentice Hall, Third Edition Introduction At Wings & Legs, a large poultry processor in the Netherlands, the working day starts very early in the morning. Before a single cock-a-doodle has sounded, live chickens are delivered at the processing plant where they are cleaned, processed, packed and stored. The next day, packages of fresh poultry meat are distributed to several large retail distribution centres and a large number of smaller retail stores. In the evening of that second day, many people will enjoy their chicken Tandoori or fried chicken leg. The product is simple and the whole operation seems efficiently executed. However, at the weekly plenary meeting of senior managers a serious discussion arises. The sales manager complains that the delivery performance has decreased in the last couple of months. Moreover, he complains that retailers are less satisfied with the quality of products they receive. Product freshness and product weight have not been according to specifications several times this month. The operations and purchase managers respond with the remark that the sales department makes sales-agreements with retail that cannot be met in such a short time. They want to know in advance information on promotional activity so they can respond more effectively. They want to have better forecasts of future sales so they can match the supply of chicken with the demand for poultry products. This discussion sounded very familiar to the general manager. He has heard the complaints of the senior managers already many times. Last year they implemented some major improvements to their production line. It now operates more efficiently, with shorter set-up times and less waste. In addition, the co-ordination between the sales department and operations has been improved. A new planning system has been set up and more frequent meetings between sales and operations have been initiated. The general manager wonders if, in the big scheme of things, these improvements actually were effective at all and had any real impact of performance to consumers. He.
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Assessment on this Module The assessment for this module consists of two elements. Final submission dates for elements of assessment vary. Element Type of assessment Word or time limit % of Total Mark Submission method Final Submission Date 010 GROUP PRESENTATION 20 MINUTES HAND-IN AS A VIDEO 30% Dropbox link W/C 09 March NO LATER THAN: 2PM OM: Friday 13 March, 2020 011 INDIVIDUAL ASSIGNMENT 2000 WORDS 70% Turnitin®UK Grademark NO LATER THAN 2PM ON: Friday 24 April 2020 All forms of assessment must be submitted by the published deadline which is detailed above. It is your responsibility to know when work is due to be submitted – ignorance of the deadline date will not be accepted as a reason for late or non-submission. Assessment Case: Supply Chain at The Good Farm Company[footnoteRef:1] [1: This case is adapted from Stephan van Dijk, Jack van der Vorst and Adrie Beulens, but data have been changed for reasons of commercial confidentiality.] Introduction At The Good Farm Company, a large poultry processor in the Netherlands, the working day starts very early in the morning. Before a single cock-a-doodle has sounded, live chickens are delivered at the processing plant where they are cleaned, processed, packed and stored. The next day, packages of fresh poultry meat are distributed to several large retail distribution centres and a large number of smaller retail stores. In the evening of that second day, many people will enjoy their chicken Tandoori or fried chicken leg. The product is simple and the whole operation seems efficiently executed. However, at the weekly plenary meeting of senior managers, a serious discussion arises. The Sales Manager complains that the delivery performance has decreased in the last couple of months. Moreover, he complains that retailers are less satisfied with the quality of products they receive. Product freshness and product weight have not been according to specifications several times this month. The Operations and Purchase Managers respond with the remark that the sales department makes sales-agreements with retail that cannot be met in such a short time. They want to know in advance information on promotional activity so they can respond more effectively. They want to have better forecasts of future sales so they can match the supply of chicken with the demand for poultry products. This discussion sounded very familiar to the General Manager. He has already heard the complaints of the senior managers many times. Last year they implemented some major improvements to their production line. It now operates more efficiently, with shorter set-up times and less waste. In addition, the coordination between the sales department and operations has been improved. A new planning system has been set up and more frequent meetings between sales and operations have been initiated. The General Manager wonders if, in the big scheme of things, these improvements actually were effective at all and had any re.
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Answer ALL THREE questions 1. Illustrate the main characteristics and the associated challenges of perishable food supply chains such as the meat supply chain. (maximum 1500 words) 100 marks 2. How might Wings and Legs combine a lean and agile approach in its supply chain? (maximum 1500 words) 100 marks 3. What are the relative merits of each possible position of the material decoupling point? What option would you suggest to Wings and Legs? Provide justification for your answer. (maximum 1500 words) 100 marks Chicken Run - the poultry supply chain Stephan van Dijk, Jack van der Vorst and Adrie Beulens Case date 2000 Published as: Dijk, S.J. van, Vorst, van der, J.G.A.J., Beulens, A.J.M. (2003) Chicken Run - the poultry supply chain, in: Cases in Operations Management., Eds: Johnston, R., S. Chambers, C. Harland, A. Harrison, N. Slack, Case 34, p. 327-335, Prentice Hall, Third Edition Introduction At Wings & Legs, a large poultry processor in the Netherlands, the working day starts very early in the morning. Before a single cock-a-doodle has sounded, live chickens are delivered at the processing plant where they are cleaned, processed, packed and stored. The next day, packages of fresh poultry meat are distributed to several large retail distribution centres and a large number of smaller retail stores. In the evening of that second day, many people will enjoy their chicken Tandoori or fried chicken leg. The product is simple and the whole operation seems efficiently executed. However, at the weekly plenary meeting of senior managers a serious discussion arises. The sales manager complains that the delivery performance has decreased in the last couple of months. Moreover, he complains that retailers are less satisfied with the quality of products they receive. Product freshness and product weight have not been according to specifications several times this month. The operations and purchase managers respond with the remark that the sales department makes sales-agreements with retail that cannot be met in such a short time. They want to know in advance information on promotional activity so they can respond more effectively. They want to have better forecasts of future sales so they can match the supply of chicken with the demand for poultry products. This discussion sounded very familiar to the general manager. He has heard the complaints of the senior managers already many times. Last year they implemented some major improvements to their production line. It now operates more efficiently, with shorter set-up times and less waste. In addition, the co-ordination between the sales department and operations has been improved. A new planning system has been set up and more frequent meetings between sales and operations have been initiated. The general manager wonders if, in the big scheme of things, these improvements actually were effective at all and had any real impact of performance to consumers. He.
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Answer ALL THREE questions 1. Illustrate the main characteristics and the associated challenges of perishable food supply chains such as the meat supply chain. (maximum 1500 words) 100 marks 2. How might Wings and Legs combine a lean and agile approach in its supply chain? (maximum 1500 words) 100 marks 3. What are the relative merits of each possible position of the material decoupling point? What option would you suggest to Wings and Legs? Provide justification for your answer. (maximum 1500 words) 100 marks Chicken Run - the poultry supply chain Stephan van Dijk, Jack van der Vorst and Adrie Beulens Case date 2000 Published as: Dijk, S.J. van, Vorst, van der, J.G.A.J., Beulens, A.J.M. (2003) Chicken Run - the poultry supply chain, in: Cases in Operations Management., Eds: Johnston, R., S. Chambers, C. Harland, A. Harrison, N. Slack, Case 34, p. 327-335, Prentice Hall, Third Edition Introduction At Wings & Legs, a large poultry processor in the Netherlands, the working day starts very early in the morning. Before a single cock-a-doodle has sounded, live chickens are delivered at the processing plant where they are cleaned, processed, packed and stored. The next day, packages of fresh poultry meat are distributed to several large retail distribution centres and a large number of smaller retail stores. In the evening of that second day, many people will enjoy their chicken Tandoori or fried chicken leg. The product is simple and the whole operation seems efficiently executed. However, at the weekly plenary meeting of senior managers a serious discussion arises. The sales manager complains that the delivery performance has decreased in the last couple of months. Moreover, he complains that retailers are less satisfied with the quality of products they receive. Product freshness and product weight have not been according to specifications several times this month. The operations and purchase managers respond with the remark that the sales department makes sales-agreements with retail that cannot be met in such a short time. They want to know in advance information on promotional activity so they can respond more effectively. They want to have better forecasts of future sales so they can match the supply of chicken with the demand for poultry products. This discussion sounded very familiar to the general manager. He has heard the complaints of the senior managers already many times. Last year they implemented some major improvements to their production line. It now operates more efficiently, with shorter set-up times and less waste. In addition, the co-ordination between the sales department and operations has been improved. A new planning system has been set up and more frequent meetings between sales and operations have been initiated. The general manager wonders if, in the big scheme of things, these improvements actually were effective at all and had any real impact of performance to consumers. He.
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Assessment on this Module The assessment for this module consists of two elements. Final submission dates for elements of assessment vary. Element Type of assessment Word or time limit % of Total Mark Submission method Final Submission Date 010 GROUP PRESENTATION 20 MINUTES HAND-IN AS A VIDEO 30% Dropbox link W/C 09 March NO LATER THAN: 2PM OM: Friday 13 March, 2020 011 INDIVIDUAL ASSIGNMENT 2000 WORDS 70% Turnitin®UK Grademark NO LATER THAN 2PM ON: Friday 24 April 2020 All forms of assessment must be submitted by the published deadline which is detailed above. It is your responsibility to know when work is due to be submitted – ignorance of the deadline date will not be accepted as a reason for late or non-submission. Assessment Case: Supply Chain at The Good Farm Company[footnoteRef:1] [1: This case is adapted from Stephan van Dijk, Jack van der Vorst and Adrie Beulens, but data have been changed for reasons of commercial confidentiality.] Introduction At The Good Farm Company, a large poultry processor in the Netherlands, the working day starts very early in the morning. Before a single cock-a-doodle has sounded, live chickens are delivered at the processing plant where they are cleaned, processed, packed and stored. The next day, packages of fresh poultry meat are distributed to several large retail distribution centres and a large number of smaller retail stores. In the evening of that second day, many people will enjoy their chicken Tandoori or fried chicken leg. The product is simple and the whole operation seems efficiently executed. However, at the weekly plenary meeting of senior managers, a serious discussion arises. The Sales Manager complains that the delivery performance has decreased in the last couple of months. Moreover, he complains that retailers are less satisfied with the quality of products they receive. Product freshness and product weight have not been according to specifications several times this month. The Operations and Purchase Managers respond with the remark that the sales department makes sales-agreements with retail that cannot be met in such a short time. They want to know in advance information on promotional activity so they can respond more effectively. They want to have better forecasts of future sales so they can match the supply of chicken with the demand for poultry products. This discussion sounded very familiar to the General Manager. He has already heard the complaints of the senior managers many times. Last year they implemented some major improvements to their production line. It now operates more efficiently, with shorter set-up times and less waste. In addition, the coordination between the sales department and operations has been improved. A new planning system has been set up and more frequent meetings between sales and operations have been initiated. The General Manager wonders if, in the big scheme of things, these improvements actually were effective at all and had any re.
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Marketing involves a range of processes concerned with finding out what consumers want, and then providing it for them. This involves four key elements, which are referred to as the 4Ps. A useful starting point therefore is to carry out market research to find out about customer requirements in relation to the 4Ps.
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Session 4. Bramley - Dual Standards in South Africa Produce Markets
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Past analysis and five forces model of fast (2)
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