Recent orders
Compensation of College Athlete Students (2)
Student’s Name
Institutional Affiliation
Course Tittle
Professor’s Name
Date
Compensation of College Athlete Students
In this paper, I aim to give an argument that college athletes students should be compensated. Paying college athletes students compensation seems to be a debate with no definitive conclusion (Knoester & Ridpath, 2020). On one side of the argument, individuals see it fit that students get paid for their sports performance as they are the fundamental piece that drives external revenue to universities. On the other side, some individuals argue that college athletes should not be compensated because they will focus more on sports rather than studying. Without college students participating in sports, sponsors would be scarce, and funding for facilities that would benefit the whole student body would be non-existent or subpar. It is essential to compensate college athletes students since they study and time to play at a competitive level.
The culture of sports is a significant element of the general college experience at many American universities. It might not be logical to argue that just particular campuses attract students as a result of their academic reputation; some campuses attract students due to their strong sports history and culture. According to (Kilburg, 2018), “The higher learning institutions tend to go to greater lengths to hire several most talented athletes in the nation.” Despite the fact that these athletes make significant revenues and publicity for the campuses, the only compensation they usually get is a full college scholarship. There is a need for a change since the current system is out of date and significantly modulates the athletes’ contribution in addition to encouraging them to skip college to be part of a professional sports league. As a result, the college learners who are athletes ought to be paid because it will be fair to them and also produce significant social and economic dividends for the college. They ought to be paid since they generate significant revenues for their respective learning institutions.
From the college students taking part in the sports activities, they generate millions of dollars in profit for the universities, coaches, conference, and network executives. They should also get some compensation since it is their efforts. One of the arguments is that what will the athlete’s scholarship do when they cannot get time to work on them. It is for the reason that college athletes study less. These learners sacrifice much of their studies in order to play at a competitive level. The cash that is saved from the athlete’s participation in sports should be enough to allow them to pay for the education in the event that they would want to shift their focus on other things. On the other hand, (Kilburg, 2018) asserts that, “It is a fact that college athletes commit approximately 30 hours per week to train, leaving less time to keep up with academic commitment.” Taking around 6-8 hours of their time every day for training limits them from focusing on their studies. It is true that even if the athlete gets time for it, the resulting grade would not be satisfactory. College athletes happen to be already drained and stressed from the tiresome daily training. The lack of energy to study negatively impacts them to a point where one turns to be a poor choice for employers after graduating from college.
Another reason that supports the argument that college athletes should be paid is that paying them prevents school switching. Some individuals claim that this will also benefit the colleges. One of the issues that affect college athletes is student-athlete school switching (Sow, 2019). A lot of them transfer from a particular college to another because one offers better training, coaching, freedom, and deals than the others. Changing the learning institution merely because of this reason takes more toll both on student and the institution. As a result, it takes more time to familiarize with the new environment, causing the college athletes’ grades to decrease and even their performance. Giving them compensation inform of payment can possibly provide them with an inducement to stay in the learning institution as schools will perhaps lock them in a contract. It will be advantageous to compensate the college athletes since collegiate sports bodies will become more transparent. The National Collegiate Athletic Association is a non-profit organization. That signifies that all of its income ought to be spent on collegiate sports organizations. Paying student-athletes will make way for a more transparent expenditure of The National Collegiate Athletic Association (Stocz et al., 2019). NCAA spends a lot of money on facilities that are unjustifiable or do not appear to materialize. Giving college athletes would reduce The National Collegiate Athletic Association’s spending on expensive facilities.
Being a college student-athlete is just like a full-time job, balancing between the classes and the field. College sports are extracurricular events, but the schedules of the National Collegiate Athletic Association’s competitions need a prolonged period in which the student-athletes ultimately miss the school. It is not that they only miss the classes, but they also become absent for the nationally televised games that make plenty of money and get millions of viewers. They should receive a small amount of the profit from the revenue they generate from taking part in sporting activities. That will encourage them to put more effort and even perform better in sporting activities. The compensation would vary, just as the colleges with the more successful teams get more televised money or time than those with less successful teams. The college athletes also give their colleges valuable exposure; hence they should be compensated. The exposure student-athletes bring to their learning institutions can boost donations and applications. There are some renowned colleges that got their name on the map as a result of a championship in sporting activities. The success student-athletes bring about from their participation can be dramatic. More broadly, research papers have shown that when a college football team rises from mediocre to great, there happen to be an 18.7% applications increase. As a result of this, college student-athletes should be compensated with some payment.
College athletics is a billion-dollar industry that has been in existence for a very long period of time. Because of the increasing ratings of college athletics, this number continues to increase. Stronger, faster, and bigger athletes always generate a lot of money. The college universities get more money during the year that it is only fair to the student-athletes if they get some compensation (Sow, 2019). They should get the payment based on the college apparel sales and revenue. I have a belief that college sports should be well thought out as a profession. Student-athletes deserve to be paid for their efforts. They are a critical part of America’s culture and financial system. Currently, student-athletes are thought of as amateurs. This behavior should stop since they also need some money. It is also significant to give them some payment since doing so will provide them with encouragement to stay longer in school and provide better results. Numerous of them come from poor social and economic backgrounds; hence, the incentive to leave the school to be part of the professional sports league is always strong. Suppose the higher learning institutions begin paying their athletes. In that case, a lot of them could have the motivation to complete college, which, as a result, signifies that the college sports fans will be able to watch them play for a long period. It will aid the college, and the students will be more likely to attend a live game if their favorite athlete is playing. Due to that, paying the college athletes is the right thing that will allow them to have benefited from the economic power of their star athletes for a longer period of time.
Under current NCAA regulations, payment for student-athletes is limited to a scholarship for their studies. Even though the law permits student-athletes to benefit from third-party deals, it does not need or even permit colleges to pay student-athletes for their efforts beyond the scholarship they already get (Kilburg, 2018). College athletes should be paid because they risk their bodies and become exposed to permanent damage. Among the best aspects of college sports is the players’ enthusiasm. Their passion and love for their respective game are infectious and admirable. However, there is a disadvantage to it. In their dedication to play to their best, a lot of college athletes fall victim to serious injuries that sometimes prematurely bring their careers to an end. It is something disturbing that their career coming to an end due to the bad injury will stop their scholarship; those college student-athletes put their bodies at risk of permanent damage, devoid of being compensated. When student-athletes hurt the knee, it might leave them limping for the rest of their lives. Concussions of suffering can result in depression and dementia. Those students who put their bodies on the line for every game they play and training session deserve to be compensated for the health risks they take in the process of playing or competing.
In conclusion, college student-athletes should be compensated no matter what the reasons. It is of great disadvantages to them when they are not compensated. Paying the student-athletes will motivate them to study well and perform better in sports. I believe that college athletes should be compensated.
Reference
Kilburg, T. (2018). Should Division I College Athletes Receive Compensation in Excess of their Scholarships? Major Themes in Economics, 20(1), 1-47.
https://scholarworks.uni.edu/mtie/vol20/iss1/3/
Knoester, C., & Ridpath, B. D. (2020). Should College Athletes Be Allowed to Be Paid? A Public Opinion Analysis. Sociology of Sport Journal, 1(aop), 1-13.
https://doi.org/10.1123/ssj.2020-0015
Sow, A. (2019). Should College Athletes Receive Compensation?
https://digitalcommons.brockport.edu/pes_synthesis/77/
Stocz, M., Schlereth, N., Crum, D., Maestas, A., & Barnes, J. (2019). Student-Athlete Compensation: An Alternative Compensation Model for All Athletes Competing in NCAA Athletics. Journal of Higher Education Athletics & Innovation, 1(5), 82. Retrieved from
https://ir.una.edu/kin_facpub/4
Logistic Management
Author’s name
Institutional Affiliation
Executive SummaryThe transformation in retailing entails a revolution. Logistics refers to the function responsible for the entire facets of storage and movement of commodities on their passage from original suppliers through to ultimate customers. Location and competence in distribution will in the future be increasingly accomplished through information movement rather than commodity movement. Every organization requires moving commodities. Manufacturers on the other hand, have factories that gather raw materials from suppliers, and then subsequently deliver finished commodities to customers. The key findings in this paper posit that, in the case of the consortium, it is evident that, online retailing has more time to run, similarly so the physical distribution implications and effects will continue to echo for several years, posing diverse challenges to distribution businesses and practices. The challenges will only be met by innovative, customer-service oriented organizations that would be enthusiastic to invest in appropriate personnel, technology, and logistics management.
Table of Contents
TOC o “1-3” h z u HYPERLINK l “_Toc314655708” Executive Summary PAGEREF _Toc314655708 h 2
HYPERLINK l “_Toc314655709” Logistic Management PAGEREF _Toc314655709 h 3
HYPERLINK l “_Toc314655710” Introduction PAGEREF _Toc314655710 h 3
HYPERLINK l “_Toc314655711” Order Management Customer Service PAGEREF _Toc314655711 h 4
HYPERLINK l “_Toc314655712” Benefits of Order Management and Customer Service in Online Retailing PAGEREF _Toc314655712 h 5
HYPERLINK l “_Toc314655713” Australian Distribution Center Design Operation PAGEREF _Toc314655713 h 8
HYPERLINK l “_Toc314655714” Merits of Engaging an Experienced Company in Distribution Center Design and Implementation PAGEREF _Toc314655714 h 9
HYPERLINK l “_Toc314655715” Packaging and Materials Handling PAGEREF _Toc314655715 h 10
HYPERLINK l “_Toc314655716” Physical Distribution within Australia PAGEREF _Toc314655716 h 12
HYPERLINK l “_Toc314655717” Discussion PAGEREF _Toc314655717 h 13
HYPERLINK l “_Toc314655718” Conclusion PAGEREF _Toc314655718 h 14
HYPERLINK l “_Toc314655719” References PAGEREF _Toc314655719 h 15
Logistic ManagementIntroductionLogistics refers to the function responsible for the entire facets of storage and movement of commodities on their passage from original suppliers through to ultimate customers. Every organization requires moving commodities. Manufacturers on the other hand, have factories that gather raw materials from suppliers, and then subsequently deliver finished commodities to customers (Weiss, 2008). Retail outlets have to make deliveries from the wholesalers. Logistics manages the stream of inputs from suppliers, the movement of commodities through diverse operations within an organization, and the stream of commodities to customers. The movement of commodities into an organization from suppliers is referred to as inward or inbound logistics. The moving of commodities out to customers is referred to as outward or outbound logistics. The moving of commodities within as organization, usually described as gathering from internal suppliers and subsequently delivering to the internal customers is referred to as materials management (Cutler, 2007). In the case of the consortium, the company is exploring the feasibility of establishing online stores. This is informed by the members understanding that Australian consumers are fascinated by online shopping as a result of three key factors (Commonwealth, 2011). These key factors are;
Lower prices.
Broader range of commodities to choose from than those accessible from bricks and mortar in-store retailers.
Convenience.
Online retailing is a compartment of e-commerce and refers to the procurement and selling of services and commodities between retailers and consumers through the utilization of the Internet (Commonwealth, 2011).
Order Management Customer ServiceOrder management in online retailing refers to executing the operating plan that would be based on the demand forecast. In the case of the consortium, this is the interface between sellers and buyers. It would consist of influencing the order, as well as and order execution. Customer Service in the consortium would refer to the interface between marketing and logistics. It would include all activities that affect the flow of information, the product flow, as well as cash flow between the consortium and its clientele. In reference to customer service the Consortium its success would be based on three fundamental tentacles namely philosophy, performance, and activities.
Philosophy would refer to the Consortium-wide commitment to offer customer satisfaction by means of exceptional customer service.
Performance in this case would refer to how the consortium lays emphasis on customer service. This would be demonstrated by precise performance measures and tactical, strategic, as well as operational characteristics of order management.
Activities in regard to customer service in the consortium would refer to the manner in which the Consortium would treat the aspect of customer service. It would be important that the consortium identifies benchmarks that it ought to realize in order to perform to meet the requirements of a customer’s order.
It is noteworthy that, in reference to online retailing in Australia, it has been a particularly intricate task for Australian online retailers to coach customers on online retailing. This is particularly due to the fact that as early as the 1980′s and 1990′s when considerable mail order businesses were started in the UK and US, this category of businesses were never in actuality developed in Australia (Gattorna, 2009). In these early mail order businesses, the clientele would peruse catalogues. The customer would then subsequently, make a call to a mail order business to place the order. This order would then be delivered to the clientele at the designated place. This experience was similar to retailing online. With the development and growth of online retailing in the later part of 1990′s and predominantly the early 2000′s, the US and UK clientele easily made the necessary transition from perusing catalogues to the increasingly interactive experience of retailing online (Helmick, 2007).
In this perspective, it is imperative that the Consortium disregards the disparities in implementation between in-store and online retailing operations. This is because the Consortium’s intention to construct a new distribution centre within the following 18 months would deny it the benefits of order management and customer service in online retailing.
Benefits of Order Management and Customer Service in Online RetailingThe company believes that there is a growing market for online retailing in Australia for the following product groups:
Car accessories and tools, competing with for example Supercheap Auto retail stores
Leisure products for boating, camping and fishing, competing with for example BCF Boating- Camping-Fishing retail stores
Electrical household appliances, competing with for example Harvey Norman retail stores
In order to realize the benefits of order management and customer service in online retailing, the company requires introducing the micommerce order management approach. Through a blending of specialized business service techniques and workflows, the complex order management functionality would automate some vital processes that support the necessary kinds of intricate orders. It would facilitate the company in executing the following six tasks successfully:
Creating precise quotes for new services and products.
Creating precise quotes to modify current services and products.
Transform in-process orders that are presented for provisioning.
Creating orders to shift services from one place to another.
Creating orders to disengage services when customers no longer demand them.
Generating accurate order data for submission to the back office provisioning and billing systems.
Additionally, a manifold price type module would facilitate the company to have manifold price types and totals for services and products. The company may develop appropriate pricing models for periodic, usage-based, and onetime charges. The micommerce order management would integrate with other customer relationship management applications. On the front end, such applications would facilitate the company in setting up the requisite structure for order management. This would be realized through pricing structures, defining products, and product catalogs. On the back end, such applications would comprise the ability to putrefy orders into manifold work orders and subsequently route them to the suitable system for provisioning service. The table below illustrates the appropriate fields that the consortium would be feature in its online order management system
Field Function
Service Instance The check box would designate the product as a service item.
Clientele-facing applications would employ his flag in check-out to request supplementary information in relation to the account. Unknown or anonymous users would not place their orders that have products noted as a service instance. The anonymous users ought to create and account through registering, in order to place their orders for such products. In order to recognize the products that would display in the Trouble Tickets Service Instance field, Service Instance would be utilized.
Track as Asset This Track as Asset check box would cause the Order To Asset workflow to replicate the entry to the asset table. Items in the asset table would be exhibited as customer assets in the Billing Items or Service Items applet.
The applets would subsequently list the assets that the client has procured. Asset tracking may be inappropriate for some items. For instance, usage-based products such as Installation charges or Excess Minutes would not be tracked as assets.
Price Type The menu choices would be Recurring, Usage, and One-Time.
In the menu choices, Select Recurring would be selected in the event that the client is periodically charged for the product. For instance, Recurring would be selected in the menu choices if the product is a monthly service. Items in this grouping that would have the Per Month unit of measure would be totaled in orders and quotes as monthly recurring charges. No other unit of measure would be totaled in orders and quotes.
One-Time would be selected in the menu choices if the client is charged once for the product. For instance, One-Time would be selected in the menu choices for car accessories and tools, as well as electrical household appliances that the client procures. Items in this grouping are totaled in quotes and orders as non-recurring charges.
In the event that the customer would be billed based on quantity of usage for specific products, then Usage, would be selected in the menu choices. For instance, select Usage for leisure products for boating, camping and fishing, services billed by hours of usage. This price category would be for data only and would not be employed in price computations in the online order management system.
Ship The Ship check box would designate the product as having been shipped to the client.
UoM The Unit of Measure menu would provide an assortment of choices such as per Month, Day, Dollar, Case, Dozen, Pounds. Per Month would be the only unit of measure in which totals and subtotals would be provided in quotes and orders. Other unit of measure totals would be configured using other tools and applications. The UoM that would be selected would be determined by price category.
It should be noted that, caution ought to be exercised when restructuring any customizable products that would be in use. In the event that the company regroups product components under dissimilar relationships in a customizable product, there would be inconsistencies between the new versions of the customizable product and current transaction data in quotes, assets, and orders (Wu, 2002). If the company must restructure any customizable products, it may require implementing the Auto Match business service to facilitate the resolution of such inconsistencies (Van Hoek & Harrison, 2009). The benefits of micommerce as a multi-channel software resolution includes the ability to reduce costs, minimize administration, restructure processes, reduce stockholdings and deliver accurate and prompt information on every occasion when needed. Each of these merits has a focus on releasing personnel and financial resources that would subsequently be dedicated to sustaining the growth and development of the business (Melendrez, 2002).
Australian Distribution Center Design OperationThe consortium is of the opinion that it should locate the company’s distribution centre(s) in Australia. This is in consideration of the transportation cost and the insufficient logistics networks for distribution from China to Australia. The consortium has developed the following outline of its operations. Products for resale are to be procured domestically and through the China based overseas sourcing office. The rationale is to have suppliers deliver their goods to collection centers in Hong Kong and in Shanghai and then ship the goods in bulk in containers to distribution centre(s) in Australia. Although the ultimate intention is to have distribution centers in Sydney, Melbourne, Brisbane and Perth, the company will start with one distribution centre located in Sydney and then distribute products to customers in Australia from there. In regard to this scenario, it would be important to investigate the intricacies of warehouse management and distribution centre design.
In any company, as the level of logistics management required rises, the customer needs for warehouse management systems change also. There is growing demand for support functions that involve warehousing tasks. Consequently, greater significance is currently being connected to the functions that enhance the management and accuracy of these tasks. The rationale being to ensure that they are executed at lower costs (Martin, 2009). One of the vital events in any company’s history is the launching of a new distribution center. The layout and design of a new distribution center is critical to the establishment of the most efficient utilization of space at the lowest feasible operating cost (Meindl, 2007). Such a project involves considerable capital investment, coordination and risk as well as integration of suppliers and appropriate technologies. In light of these reasons, the company in the case study may require to engage the services of an experienced organization in the field of distribution center design as well as implementation (Kostoulakos, 2003). Distribution centers are vital to the success of several supply chains. This is because the distribution centers are usually the ultimate point at which commodities are consolidated and dispatched to the customers. In addition, in terms of costs, the distribution centers characteristically account for approximately 25% of total costs in the logistics aspects of a company. While the distribution centre operation and design have a significant impact on both costs and service levels, these have the propensity to be relatively neglected aspects in supply chain research (Taylor, 2010).
Merits of Engaging an Experienced Company in Distribution Center Design and ImplementationThe company in the case study ought to hire such services from an experienced company in order that the engaged company may manage the new distribution center design project. The benefits would include:
The engaged company would provide unbiased and independent advice.
The engaged company would have the capacity to construct the new distribution centers based on its proven and innovative design concepts.
The engaged company would develop the specification, negotiation, evaluation, and coordination, of the bids from suppliers for all solution that would relate to technology, as well as building and materials handling equipment. This service would provide significant savings to the consortium.
The engaged company would enable the consortium to establish its competitive advantage via logistics by assessing options prior to investing in any solutions. This would consequently minimize risk and cost associated with such projects.
The consortium ought to implement warehouse management strategies that are produced from established solutions aimed at eradicating activities that are non-value-adding. Such strategies ought to address the business drivers that bear significance to the consortium. Such strategies would bring the company’s logistics policy into alignment with its business strategy and consequently provide the requisite competitive edge in the industry (Fredenhall & Hill, 2006).
Packaging and Materials HandlingThe company should in its endeavor to locate the company’s distribution centre(s) in Australia, consider the following ten strategies;
Minimize time wasted in traveling.
Depending on the volume of the company’s operation, a considerable part of an order picker’s time is utilized traveling in-between picks. The company ought to install methods that decrease travel time such as optimized flow paths, flow rack, and dynamic slotting.
Shift orders to zones.
The company should consider techniques that manage the flow of materials for quicker, more resourceful order assembly as well as consolidation. The probable solutions in this case would be zone course conveyor networks and pick carts.
Batch orders and sort.
By categorizing and concurrently picking stock-keeping units for manifold orders, the order pickers would become more industrious. Probable solutions would include pick-to-tote and sort as well as pick carts.
Abolish travel, divide case selection and refill.
The company should consider systems that convey the inventory to the pickers. The pickers should be located in a central location. Probable solution would include goods-to-individuals pick stations that are maintained with automated staging systems for inventory.
Eradicate travel, full case selection and replacement.
The company should consider systems that convey the cases straight to a palletizer. The probable solution in this case would be automated case buffer systems with the functionality of semi-automated palletizing.
Buffering and sequencing.
As parts of clients’ orders are picked, the items could be combined into a buffer storage system as a technique of process optimization. Potential solution would be automated staging systems.
Free picking.
By making the stock-keeping unit that is not picked become the stock-keeping unit that is picked, the company would essentially pick one stock-keeping unit and get one for absolutely free. The potential solution would be negative-pick software.
Layer picks.
This would refer to optimizing picking activities with layer picking. This is a system that the company would employ for the mechanized handling of entire layers from pallets. The possible solution would be layer picking machines.
Mixed-case palletizing.
This would determine if the case assembly procedure for mixed-case palletizing is effective. This multifaceted process may be streamlined with automated or semi-automated systems. The potential solutions would be staging buffer systems connected to ergonomic palletizer systems, case picks and sort.
Go real time.
The company requires ensuring that it operates with real-time systems. This would help the company in gaining visibility, attaining real-time operational ranking, as well as monitor the productivity of its labor force. The potential solutions would include software for warehouse control systems, dashboards, light-and voice-directed activities (Bowersox, 2008).
Physical Distribution within AustraliaThe transportation operation determines the effectiveness of moving commodities. The progress in management principles and techniques enhances the moving load, speed in delivery, operation costs, service quality, utilization of facilities as well as energy saving. Transportation assumes a critical part in the management of logistics (Thomchick, 2005). Reviewing the contemporary conditions, a strong physical distribution system requires a clear structure of logistics and appropriate transport techniques and implements to connect the producing procedures (Croucher & Rushton, 2007). In the absence of well developed transport systems, logistics cannot fully exploit its advantages entirely. Besides, an appropriate transportation system in logistics activities would provide superior logistics efficiency, decrease operation costs, and support service quality. The improvement of transport systems requires the efforts from private and public sectors (Christopher, 2010). A well-operated logistics system increases the competitiveness of enterprises and the government. In the pie chart below it shows the elements of logistics costs that are based on the evaluation from Air Transportation Association. The analysis depicts transportation is the main cost, which accounts 29.4% of logistics costs. The ratio is approximately 30% of the entire logistics costs. The transport costs include the corridors, means of transport, pallets, containers, terminals, labor, and time. This figure indicates the cost framework of logistics systems as well as the significance of order in improvement processing. This occupies a significant ratio in logistics activities. The upgrading of an item of higher operation costs may get improved effects. Therefore, logistics managers should comprehend transportation system operations thoroughly (Kaminsky, 2010).
EMBED Excel.Chart.8 s
(Kaminsky, 2010).
Transportation systems make commodities mobile and present timely as well as regional effectiveness to support value-added according to the minimum cost principle. Transportation affects the outcome of logistics activities and it influences sales and production. In logistics system, transport cost may be considered as a constraint of the objective market. The value of transportation differs with diverse industries (Stapleton, 2000). For the commodities with small volumes, high value and low weight, transportation cost occupy a small fraction of sale and is less considered. For the commodities with big volumes, heavy as well as low-valued commodities, transportation take up a very big portion of sale and influences profits more, and hence it is more considered (Waters, 2007).
DiscussionThe integration of e-business and logistics is the future drift. In order attain a more beneficial position and build dependent and complementary relationships, networking industries, like e-bay and Yahoo, normally collaborate with logistics industries. This integration may lessen the middle-level procedures. Producers could instantaneously provide the commodities to the customers. This reduces expenses and also helps in administering sources more resourcefully.
In addition, companies may not require bearing the costs of warehousing and inventories, and consequently they develop into efficient industries of low cost, increased efficiency as well as division of specialty (Keller, 2002). For instance, clients may acquire ordered commodities from convenience stores. The competition condition in industries may be promoted by knowledge economics through e-logistics. Customers and companies could transform business efficiently and easily through the aid of the internet and e-commerce. On the other hand, physical delivery depends on the transport system to complete its operations (Handfield & Nichols, 2009).
ConclusionThis paper concludes that the transformation in retailing depicted and discussed entail a revolution. Location and competence in distribution will in the future be increasingly accomplished through information movement rather than commodity movement. In the same manner that online retailing has more time to run, similarly so the physical distribution implications and effects will continue to echo for several years, posing diverse challenges to distribution businesses and practices. The challenges will only be met by innovative, customer-service oriented organizations that would be enthusiastic to invest in appropriate personnel, technology, and logistics management. An ultimate caveat, however, is essential. Companies should not suppose that distribution challenges would be easily met. In the same manner that online retailing revolution has brought about major casualties, up to date evidence proposes that several companies treat too frivolously the complexity of contemporary physical distribution systems.
ReferencesBowersox, D. (2008). Supply Chain Logistics Management, McGraw-Hill, New York, NY.
Christopher, N. (2010) Logistics & Supply Chain Management , FT Prentice Hall, Harlow, Essex.
Commonwealth 2011, Economic Structure and performance of the Australian Retail Industry July 2011, Australian Government Productivity Commission, Commonwealth of Australia, viewed on http://www.pc.gov.au/projects/inquiry/retail-industry/draftCroucher, B, & Rushton, N. (2007). Handbook of Logistics & Distribution Management, Kogan Page, London.
Cutler, H. (2007). Introduction to Logistics and Traffic Management. Transportation Journal, 8(3), 63-64
Fredenhall, R. & Hill, L. (2006). Fundamentals of SCM, St Lucie Press, Philadelphia, PA.
Gattorna, H. (2009). Supply Chains, Prentice Hall, Harlow, Essex.
Handfield, R. & Nichols, E. (2009). Introduction to SCM, Englewood Cliffs, NJ: Prentice Hall.
Helmick, J.S. (2007). International Logistics: The Management of International Trade Operations, Transportation Journal, 46(4), 68-69.
Kaminsky, T. (2010). Managing & Designing the Supply Chain, McGraw Hill, New York.
Keller, S. (2002). Logistics Outsourcing: A Management Guide, Transportation Journal, 41 (3), 103.
Kostoulakos, G. (2003). Supply Chain Logistics Management, Transportation Journal, 42(5), 59.
Martin C. (2009). HYPERLINK “http://web.ebscohost.com/ehost/viewarticle?data=dGJyMPPp44rp2%2fdV0%2bnjisfk5Ie46bFPr6yvT7ak63nn5Kx68%2bnnhuPp8Vivpa9RraiuSbCWsVKvprhIrpa%2fZaTq8Hns6d978t%2fthufau0mwq7JLt6u0TKTi34bls%2bOGpNrgVd%2bv5j7y1%2bVVv8SkeeyzsEi2qbVPtaykfu3o63nys%2bSN6uLyffbq&hid=14” o “Logistics and Supply Chain Management: Creating Value-Adding Networks.” Logistics and Supply Chain Management: Creating Value-Adding Networks, Transportation Journal, 45(1), 61.
Stapleton, D. (2000). Strategic Logistics Management, Transportation Journal, 40(2), 60-60.
Taylor, F. (2010). International Journal of Logistics Research and Applications, Journal of Cleaner Production, 16, (15), 1699
Thomchick, E. (2005). Business Logistics Management: Planning and Control, Transportation Journal, 25(1), 73.
Meindl, M. (2007). Supply Chain Management, Pearson Education, Upper Saddle River, NJ.
Melendrez, S. (2002). The Management of Business Logistics: A Supply Chain Perspective, Transportation Journal, 42, (2), 51.
Van Hoek, D. & Harrison, B. (2009). Logistics Management & Strategy, Prentice Hall, Harlow, Essex.
Waters, M. (2007). Global Logistics, Kogan Page, London.
Weiss, F. (2008). Elementary Statistics. Princeton, NJ: Princeton U.P.
Wu, S. (2002). Logistics Engineering and Management, IIE Transactions, 31(8), 801.
Danhiell Hammett
Introduction
Samuel Dashiell Hammet was born in 1894 in Maryland and died in 1961. He was an American author of hard boiled detective novels and also short stories. In his works, he portrays cynical characters and complicated plots to bring out hardboiled mystery fiction. His major works include Sam spade, secret agent X-9, continental Op and Nick and Nora Charles among others. His greatest contribution to fictional literature is his mystery writings. In fact, his 1929 novel known as Red harvest was among the best 100 English novels that were published between 1923 and 2005.
Hammet never finished school and at the age of twenty one, he worked at the Pinkerton National Detective Agency. Later, he joined World War I and II even with delicate health out of a bout of tuberculosis.
The work at Pinkerton National Detective Agency is primarily thought to be responsible for his acute imagination and mystery works.
Hammett is an author who got his experiences from people he knew on a personal level or had known about their experiences from other people. Raymond Chandler in his novel “The simple art of murder” presents Hammett as one who lacked heart, and yet it seemed that most of the time he thought of himself. He is regarded as hardboiled in the sense that what he wrote, most of the authors could not even in the whole of their careers. He was original in his works. It was during his tuberculosis treatment that he met and married a nurse who bore him two daughters.
His career in writing started in 1922 when he wrote for a magazine known as Black Mask Magazine using the name Peter Collinson. The stories in this magazine featured a detective by the name of Sam Spade and in others, Continental Op. His earlier work at the detective operative came in well to shape out these two characters. His hard boiled characters in these magazines were men often bachelors with no family ties, and who lived lonely lives with a code of personal honor.
Hammet was not lucky in his marriage and he therefore saw it as a god given chance to venture into writing in Hollywood. It was while in Hollywood that Hemmet met and Lillian Hellman in the year 1930. Lilian was previously married to a scriptwriter and she was aspiring to be a playwright. Lillian in a presentation of a compilation of Hemmet’s novels asserted that. “I have been asked many times over the years why he did not write another novel after The Thin Man. I do not know. I think, but I only think, I know a few of the reasons: he wanted to do a new kind of work; he was sick for many of those years and getting sicker. But he kept his work, and his plans for work, in angry privacy and even I would not have been answered if I had ever asked, and maybe because I never asked is why I was with him until the last day of his life”.
They had an affair until his death but never married. Hammet regarded Lillian as the inspiration behind the character Nora in his novel entitled Nora and Nick Charles. It was in Hollywood that he got involved in films. His movie series titled The Thin Man starring William Powell and Myrna Loy. The Maltese Falcon was not so successful but with the inspiration of Humprey Bogart in 1941, it effectively brought out Hemmet’s hero to life.
The Red Harvest was Hammet’s novel in 1929. He based the story on his experiences in his job at the detective job. The story is narrated by a character called the continental Op. the story starts when continental Op is called by Donald Willsson who sadly gets killed before they could meet. Op’s work on investigation of the murder starts. He meets, Elihu who is Willsson’s father. Elihu who is an industrialist has his problem by the fact that he faces threats from a group of gangs who he had initially invited to the city of Personville to resolve a land dispute.
Op and Elihu have a deal that after resolving the murder and the city crime, he gets $ 10,000 but as soon as Op resolves the Donald’s murder case, Elihu does not want to honor the deal.
Op decides to engage in friendship with Dinah Brand, Donald Willsson’s lover and Max Whisper Thaler, a gangster in order to extract important information that could be useful in destroying Elihu. Unfortunately, Dinah is murdered and Op is the main suspect as the murderer uses Op’s ice pick to execute the killing. His fellow agent is also not sure whether Op is innocent.
Op is lucky eventually to find Reno Starkey a gangster who finally confesses that he murdered Dinah. Reno also kills Whisper and finally Elihu has control over the city.
Another work of Hemmet is The Dain Curse. In this story, Continental Op is investigating a diamond heist which is viewed as an inside job. The story is further told of a curse in the Dain family where they are supposedly prone to violent killings of people around them. Gabrielle Legget is a member of the Dain family who is involved in a mysterious cult and also involved in drugs. Legget is missing and her mother is the first suspect. The twist caves in when Op discovers that Legget’s father has a skeleton in the closet. Continental Op is sure to unravel the twists of the Dain Family which are characterized by robberies, spells and human sacrifices.
Maltese Falcon is a detective novel by Hemmet published in 1930. In this story, Sam spade and Miles Archer meet Ruth Wonderly who is looking for her sister who is apparently missing. Her sister, she asserts was involved with a man named Floyd. They plot that Wonderly is to Floyd and Mills is to follow her in view of getting her sister back. The story is involved in mystery realizations.
The Thin Man is another novel published in 1934. This novel was the core of the film series of 1934 where William Powel and Myrna Loy starred. The story is based in New York City. Nick Charles is a private detective while his wife Nora is very clever. Nick is the son of an immigrant from Greece while Nora comes from a wealthy family. The couple has no children but have a schnauzer by the name Asta (Folsom, 113)
Charles investigates a murder in the Wynants family. The couple tries to solve the murder case and is involved in a lot of dialogue in the midst of taking alcohol. The characters are thought to be the reflections of Hemmet himself and his lover Lillian Hellman.
The Glass Key was published in 1931 and is the story of Ned Beaumont famous for gambling and racketing. Because of his involvement with Paul Madvig a politician, he investigates the murder of senator’s son. While the investigation continues, a gang war ensues. Hemmet’s contribution in this novel is an influence to the film Miller’s crossing.
As we have realized Sam Spade is a popular character by Hemmet. The character is portrayed in Maltese Fiction of 1930 as well as in major films and adaptations. In the magazine Black Mask, Sam Spade character is fundamental for the development of Hemmet style of hard boiled novel style. The character Spade portrays the values of a keen eye for detail and a great determination for the achievement of justice. Spade is viewed to one who has seen the good, the bad and the ugly but still maintains a clear look of the situation, seemingly untarnished (Bleiler, 213).
Hemmet asserts that Spade is not real in the fact that he is a dream that every private detective would have wanted. A man who is able to take care of himself in any situation and to get the best information from any person regardless of his status or role in a given crime, he comes across in his endeavor to curb crime and criminality.
Humprey Bogart starred as Sam Spade in the Maltese Falcon. However, he did not fit the role in the fact that his hare was not blonde and his gait was small. He was also considered dark for the role.
Ricardo Cortez also played Sam Spade in the film Code first of 1931. It however was not a great success.
The continental Op was another character by Hammett. The character portrays a private detective with the attributes of deceit in the execution of his duties. An example is in series $106,000 Blood Money where Op is not sure whether he should expose his fellow private detective or let an informant gets a $106,000 reward who Op believes murdered but has no tangible evidence. The revelation of his fellow detective’s corrupt ways will in essence ruin the agency’s reputation. He comes up with a brilliant idea where both the detective and the informant kill each other in a fierce confrontation.
Due to his inhuman job where he on a day to day basis faced cruelty, misery and injustice, Op has no sympathy for humans. In the Dain Curse however, he saves a woman three times from murder and helps her get off her drug addiction.
Conclusion
Samuel Danhiell Hammet was born in 1894 in Maryland and died in 1961. He was an American author of hard boiled detective novels and also short stories. In his works, he portrays cynical characters and complicated plots to bring out hardboiled mystery fiction. His major works include Sam spade, secret agent X-9, continental Op and Nick and Nora Charles among others. His greatest contribution to fictional literature is his mystery writings. In fact, his 1929 novel known as Red harvest was among the best 100 English novels that were published between 1923 and 2005.
It is his work at the Pinkerton National Detective Agency that gave the foundation for Hemmet’s contribution to hard boiled style of novel writing. Though his works are very old, they are still famous among many English literature scholars. Many of his novels have been transformed to film series. His works seem to have been greatly influenced by the people he came across in a day to day basis.
Even though Hemmet was unlucky in marriage, in the literature arena, he is considered as a great author with a great captivating style of writing full of mystery.
References
Bleiler, Everett, The Checklist of Fantastic Literature. Chicago: Shasta Publishers. 1948. Print.
Folsom, Franklin, Days of Anger, Days of Hope, Colorado: University Press of Colorado, 1994. Print.
Layman, Richard. and Bruccoli, Matthew. Hardboiled Mystery Writers: A Literary Reference New York: Carroll & Graf, 2002, Print