Cinderella by the Grimm Brothers Essay Example | Topics and Well Written Essays - 1000 words

Cinderella by the Grimm Brothers - Essay Example These forms incorporate The Story of the Black Cow, Donkeyskin by Charles Perrault and the ongoing Cinderella by the Grimm Brothers. The narratives share certain similitudes as far as the plots, where there is an evil thought process from one of the guardians of the posterity, and they need to flee or persevere through enduring thus. The heroes later discover love and their enduring finishes. In The tale of The Black Cow, the little fellow needs to flee from his stepmother who abuses him however favors her girl. In the account of Donkeyskin, the princess, who is nicknamed Donkeyskin, additionally needs to flee from the dad since he accepts she should be his significant other. The dad is attempting to satisfy his late wife’s kicking the bucket wishes that he ought to wed a lady who is more shrewd and more excellent than her. The plot in Cinderella additionally depicts a similar subject where the young lady is confronting a ton of antagonistic vibe from the stepmother. Be that as it may, she doesn't have the decision of fleeing like the characters in the other two stories. The narratives likewise show a great deal of otherworldly happenings. In The Story of The Black Cow, there is a bovine that can converse with the kid and mysteriously produce desserts by stepping her feet on the ground. Additionally, there is a snake that is as far as anyone knows holding the universe together. The snake is satisfied with the cow’s activity of taking care of him with milk and awards the cow a desire. The bovine requests that the snake spread the kid with brilliant garments and make his body sparkle like gold, and the snake gets it going. On account of Donkeyskin, there is a jackass that produces gold coins rather than excrement while Cinderella gets her carriage from a pumpkin and ponies from mice with the assistance of her pixie back up parent. These blessings make the characters one of a kind from the rest, for example the ring that solitary fits on Donkeyskin’s finger, the brilliant shoe that lone fits

Ethical Issue of the Contraceptive Mandate Essay Example for Free

Moral Issue of the Contraceptive Mandate Essay The issue of the contraception command might be one of the greatest political accounts of the year. It is a law presented by the Obama organization that requires all businesses to offer preventative inclusion. This has been a prerequisite for all organization medicinal services inclusion programs for a long time as of now however strict associates have been absolved from observing the principles. Obama is hoping to change all that by requiring even religion-based managers, who have beforehand not offered inclusion, to take an interest. Such administrations required by the contraception order will damage a portion of these religion-based employers’ moral still, small voice. Rule: From the contraception command issue, two contradicting moral standards are rights and equity/reasonableness. From Velasquez’s Business Ethics: Concepts and Cases, the rights rule is â€Å"an individual’s qualification to something.† It can address the contraception command from both an individual and a corporate issue. The rights rule is being handled more from the strict based bosses perspective. The equity/decency rule being talked about for this situation brief is the libertarianism see. Libertarianism is â€Å"every individual ought to be given precisely equivalent portions of a society’s or a group’s benefits and burdens.† It tends to the contraception command from a foundational issue Examination: 1. Rights: Religious organizations would prefer not to need to cover conception prevention in their protection plans for representatives. Such administrations required by the contraception order will disregard these religion-based institutions’ moral heart. Accordingly, the contraception command can be seen as an impediment of the sacred rights introduced in the First Amendment. The First Amendment of the United States Constitution peruses as observing: â€Å"Congress will make no law regarding a foundation of religion, or restricting the free exercise thereof; or condensing the ability to speak freely, or of the press; or the privilege of the individuals serenely to gather, and to request of the Government for a change of grievances.† In the First Amendment, all people are qualified for opportunity of religion. A considerable lot of the religion-based foundations guarantee that the principal revision permits individuals the opportunity to follow their strict feelings and that they can't be compelled to act against them. The administration through the contraception order is compelling imperatives on the strict opportunity of the strict associated organizations and their workers. 2. Equity/Fairness: The equity/decency rule of libertarianism will say the contraception command is about women’s wellbeing rights. As indicated by a libertarian, merchandise ought to be distributed to individuals in equivalent parts. In this way, all ladies ought to approach equivalent social insurance administrations, including the prophylactic administrations. The libertarianism see contends that supporting a rights rule would restrict the entire populace dependent on somebody else’s moral beliefs and not logical clinical data. Ladies, alongside numerous men, need to engage in sexual relations for non-procreative purposes in spite of â€Å"edicts† went somewhere near strict writings. Ladies ought to approach contraceptives. Egalitarians likewise contend everybody is qualified for training their own religion and avoid taking anti-conception medication, yet every business is kept from oppressing their workers based on strict opportunity. The inversion of the contraception order would be an immense misfortune for women’s regenerative opportunity. It would return to state women’s bodies are not their own. End: As I would like to think, I accept that the rights rule is the right way to deal with the contraception order. All organizations, barring religion-based bosses, before were required to give preventative inclusion. Presently under the Health and Human Services contraception order, those strict based managers are required to give prophylactic inclusion. The First Amendment guarantees the qualification to strict opportunity and the rehearsing strict feelings. I think constraining this social insurance administration onto strict subsidiary foundations is blocking their entitlement to rehearse strict feelings, thus their ethical feelings. The bigger part of utilized ladies will as of now be secured before this contraception command. It is just the expansion of utilized ladies at strict associated foundations. I am slanted to figure the female representatives of strict associated establishments would have a similar strict and good perspectives on that strict partnered organization. In the event that a strict associated organization trusts it is ethically tolerating for the utilization of contraceptives, bravo. Yet, for a strict associated establishment that trusts it is against their strict feelings to give workers contraceptives, the legislature ought not have any position to power such an order. Following political reaction for the contraception order, President Obama has since reconsidered the first command. He has included a â€Å"accommodation,† to some degree like a statement, that permits the religion-based managers the chance to quit and not need to straightforwardly cover conception prevention in their medicinal services protection plans. The insurance agency recruited to cover the strict partnered institution’s workers can't quit. The safety net providers themselves would be required to make contraceptives accessible gratis to ladies at any rate. This is an unmistakable political move to acquire preference with expectations of a re-appointment. I see this move by Obama as an endeavored inversion of the command subsequent to survey the strict restriction that was evoked by order. Likewise what Obama has neglected to consider are the business ramifications of this new â€Å"accommodation†Ã¢â‚¬offering the contraceptives at no expense from the quit strict subsidiary boss and workers. Insurance agencies won't offer this advantage at no cost; preventative medication organizations won't offer the medication at no expense; and specialists won't give treatment without installment. The main obvious end result, in any event the short run, will bring about higher medicinal services protection premiums. To have stayed away from strict attack, political backfire, and expanded protection premiums, I coherently propose the Obama Administration ought to just give ladies without access to prophylactic administrations a government voucher.

Creating a Nonfiction Book Proposal

Creating a Nonfiction Book Proposal For millennia, the human race relied on oral tradition to pass on history, mythology, and religion on to the next generation. With the revolutionary advent of the written language, the human race merely began to write down what had been delivered for generations, in speeches. Therefore, it seems intuitive to this writer, having a strong background in public speaking, that the same guidelines that govern good public speaking also govern good nonfiction writing.There are as many approaches to writing nonfiction as there are nonfiction writers. As the adage goes, there is more than one way to skin a cat. What is presented here may not be the best way for you, but it has worked for me, and it will be appealing to anyone with a background in public speaking.In order for a book to be considered nonfiction, it is assumed that at least the author believes that the content he is setting forth is historically or empirically true. In the case of a book on the Mayan calendar, for example, the au thor himself does not need to believe in the religion or astrological processes of the Mayan people. He does, however, have to be convinced that he is giving a true representation of their beliefs.This means that nonfiction writing is very much like persuasive speaking. Some are polemic in nature, attacking another established position. Others are more akin to apologetics. I use the word apologetics in the academic sense and not in its common usage. An apologia is a formal argument or defense of something, such as a position or a system.Although your topic may not seem as volatile as a public debate, you were, no doubt, drawn to it because there is some degree of controversy to it. There is nothing wrong with that. In fact, controversial topics get better traction. If it were a settled matter, you would not be writing the book and others would not bother to read it.A novelist often desires to leave readers wandering, to leave questions unanswered for as long as they dare string the reader along. When one writes a novel, they dont want to answer the readers questions until the reader has had time to ponder them awhile. When approaching nonfiction as you would a persuasive speech, you want to be much more deliberate. Slight cliffhangers are acceptable, but you want to lead your reader from point to point with as few lose ends as possible. You want to answer those questions for them so that they can move with you to your deeper line of reasoning. In fact, you may wish to preempt many of their questions; ask them in your book before they think of the question, so that they can see how you have cross examined yourself. This will help your reader trust your line of reasoning better.If your nonfiction is narrative in nature, then your outline is the chronology of events. If your book will be topical in nature, this type of outline could prove very valuable to you. What follows here is a typical outline for a persuasive speech, and how you can use it to start organizi ng your book.TopicThis is the easy part. Most writers have a few of these kicking around in their head at any given time.PurposeYour purpose may never appear in print, as such, in your book, but you need to know what it is. You need to have the mission of your book at the forefront of your mind at all times.Thesis StatementYour thesis statement is a concise description of the work you are setting down to write. Can you sum up the message of your book in one, or no more than two, sentences? If not, you need to further refine your message.IntroductionIn public speaking, one would need something to first get the attention of their audience. The same is true of your book. Some use an ice breaker, such as a humorous or anecdotal story that segues nicely into their theme. Others use a more aggressive approach. They will start with a very shocking or controversial statement to create an intentional tension. Either of these tools will serve your introduction well.Your books Introduction mig ht include one or multiple chapters. In the first chapter, you could do as I have just described and get the attention of your reader with some anecdotal story or some shocking proclamation. In the second chapter, you could tie that opening attention-grabber to your readers in some way. In the third, lay out your purpose and thesis. Of course, all of this could be in your opening chapter, depending on how concise you want to be.One note of caution: Many modern readers are not sitting down for long periods of time but rather read books in bite-sized chunks. This means that many readers will find many smaller chapters more appealing than fewer longer chapters. A writer must, as a public speaker must, always keep their audience in mind as they craft their outline.BodyIf you look closely at your main points, you will see that they have a progression of logic to them. In other words, one would need to be addressed before another. Some points will have to build upon the strength of others .While each of your arguments may serve as individual chapters, once you have supported them with research, you can organize them in related groups and organize those groups in a logical order.If you are looking to add weight to your work, ask yourself whether you have considered giving to each of your points a reason, an example, and an application. Not all of your points will merit such care, but considering them for each point will ensure you are being thorough.ConclusionYou can signal that you are wrapping things up by putting different points from the body of your work together to come up with a third point. This is called a syllogism: Fact A plus fact B produces a third dependent fact, Fact C.This is also the time to summarize your objective, perhaps more assertively, more boldly than you did in the introduction. It will also be necessary to apply abstract or lofty ideas from your work to your readers daily life or encapsulating them in more common language that they can take with them, from your book. Finally, depending on the genre you are writing in, it may be appropriate to challenge your reader to take action or to make a decision based upon what you have conveyed.Ordering Your IdeasYou can begin organizing your nonfiction book right now, as you are reading this article.Take a piece of paper and write down your purpose and thesis. Next, begin writing points down as they come to you. Your subject is likely a topic about which you are passionate, or you wouldnt be writing a book about it; so these points should come readily to you with just a little reflection.If you write them down on paper with a pen, after you are done, read over the page a few times. You will begin to notice that many of your points, arguments, and supporting statements are related. Begin to organize those by highlighting or using a numbering system. After this is done, you will have narrowed your points down under umbrella categories. Points that are outliers, or do not fit under any of the primary themes, should likely be dismissed.If pen and paper never factor into your writing process, you can do this on your computer screen. It makes ordering the ideas as easy as Cut and Paste. As good as this sounds, many find the brainstorming session is more creative when they are physically writing the ideas down.If you have done that, you are ready to create an outline for your nonfiction book.  Plug your organized ideas into your outlines Introduction, Body, and Conclusion and then get writing.

Spanish Adjectives Before or After the Noun

One of the first things you may be told when you start studying the Spanish adjective is that, unlike its English counterpart, it comes after the noun. But it doesnt take very much reading of Spanish to find out that the rule about word order is meant to be broken; it is actually quite common to place adjectives before nouns. Certainly, adjectives — especially descriptive adjectives (ones that describe a quality of something) — usually come after the noun, and sometimes they must. But there are some adjectives that preferably come before the noun, and even a few whose meanings change depending on where theyre placed. Here are some of the different types of adjectives and where you will find them: Nondescriptive Adjectives Most adjectives other than those that describe go before the noun. Sometimes these adjectives are classified by other names, such as possessive adjectives or determiners. pocos libros (few books)muchas palomas (many doves)mi casa (my house)esta mesa (this table)dos libros (two books) Colors Colors come after the noun. la flor roja (the red flower)la Casa Blanca (the White House) Adjectives Indicating Membership or Classification These include adjectives of nationality and various types of affiliation and nearly always come after the noun. Note that such adjectives arent capitalized in Spanish even when they are based on a proper noun such as the name of a country. la mujer ecuatoriana (the Ecuadoran woman)el sacerdote catà ³lico (the Catholic priest)el restaurante chino (the Chinese restaurant)el juez demà ³crata (the Democratic judge) Adjectives Modified by an Adverb or Phrase These come after the noun. la taza llena de agua (the cup full of water)el libro muy interesante (the very interesting book)la computadora bastante buena (the quite good computer) Multiple Adjectives When two or more adjectives of similar importance describe something, they go after the noun. la casa grande y cara (the big and expensive house)el zapato tradicional y barato (the traditional, cheap shoe) Adjectives of Appreciation By placing an adjective before the noun, you can sometimes indicate a degree of appreciation for that quality and/or emphasis. In English we sometimes do the same thing by using a word such as really or by a change in intonation. Often the distinction isnt ready translatable. Es un mà ºsico bueno .(Hes a good musician.) Es un buen mà ºsico. (Hes a really good musician.)la hermosa vista (the beautiful view)Hollywood, la ciudad de incontables pelà ­culas (Hollywood, the city of countless movies.) Adjectives Conveying Emotion It is very common to place adjectives that convey emotion or feelings before the noun: el inolvidable cantante (the unforgettable singer)un increà ­ble historia (an incredible story)una estupenda pelà ­cula (a stupendous movie) Sometimes, the fact that an adjective conveys emotion results in it having a different meaning, or at least a different English translation, depending on whether theyre placed before or after the noun. Generally, the adjectives placed after the noun have an objective meaning or one that carries little or no emotional content, while one placed before the noun can indicate something about how the speaker feels toward the person or thing being described. mi viejo amigo (my longtime friend), mi amigo viejo (my elderly friend)el gran canal (the grand canal), el canal grande  (the large canal)un hombre triste (a sad man), un triste hombre (a pathetic man) Reinforcing Adjectives Adjectives that reinforce the meaning of the noun, such as adjectives that go with the accompanying noun, often are placed before the noun. In many cases, one might also say that the purpose of these adjectives is less for describing the noun thats modified and more for conveying some sort of an emotion to it. una oscura noche (a dark night)el horrible monstruo (the horrible monster)la alta montaà ±a (the high mountain)la blanca nieve (the white snow) Another way of explaining such adjectives is that they point to an essential characteristic of what is being described: las verdes hojas (the green leaves)el delicado equilibrio (the delicate balance)sangre rojo (red blood) Key Takeaways Adjectives that are purely descriptive come after the nouns they refer to.Adjectives that are used for grammatical purposes other than describing the nature or state of the nouns they refer to, such as determiners, typically come before nouns.Many descriptive adjectives can come before or after the nouns they refer to; when placed before, they often impart an emotional quality to the description.

Marjane Satrapis Persepolis - 2059 Words

Marjane Satrapi’s graphic novel Persepolis is an expressive memoir of her growing up in Iran during the Islamic Revolution, the fall of the Shah’s regime and the Iran-Iraq War. The dictionary definition of a memoir is, the description of one’s personal life and experiences, and most writers use the conventional text format to write theirs but Satrapi has contributed to a whole new way of writing memoirs that may last for many generations to come. Unlike conventional memoirs, she uses the black-and-white comic book form to find her identity through politics and her personal experiences in Iran and it has become effective and relevant in today’s society because she is a normal person that has had to live through extreme circumstances. She gives you insight into her own mind with pictures instead of you trying to make sense of just words. In the novel, Marjane, Marji for short, is living in Tehran, the capital of Iran, during the late 70’s and early 80 ’s. She is smart and outspoken for her age and for a long time she was very religious which is a bit skeptical due to her parents being Marxists. Persepolis illustrates a memorable story of Marji’s life in Iran. Throughout the history of Iran, it has been a great public figure of turmoil. The title of the novel, Persepolis, which is translated to, â€Å"the City of Persians†, is important because it was the original capital of Persia (part of the Iranian Empire), and fell to destruction. I believe Satrapi is trying to compare theShow MoreRelated Marjane Satrapis Persepolis3668 Words   |  15 Pagesin the sudden transition. As a member of the Iranian diaspora, Marjane Satrapi endured many hardships in her efforts to transition from Middle Eastern culture to a more modernist Western culture. 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The media has only revealed limited knowledge that only shows par tial perspectives because it is difficult to get perspectives of the minorities althoughRead MoreCultural Acceptance in Marjane Satrapis Persepolis1616 Words   |  7 Pagesï » ¿Whitfield Logan English 102 Ighade 4-7-14 Cultural Acceptance in Persepolis Marjane Satrapi‘s graphic novel Persepolis  is an  autobiography that  depicts her childhood up to her early adult years in  Iran  during and after the  Islamic revolution.  Throughout the novel Satrapi incorporates character development, religion, and the conflict of freedom vs. confinement in order to develop a greater appreciation between two opposing eastern and western cultures. When analyzing the current relationshipRead More The Veil in Marjane Satrapi’s Persepolis Essay1296 Words   |  6 PagesMarjane Satrapi’s Persepolis introduces the Islamic veil as an attempt by the Iranian government to control women. 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Behind closed doors, the life the young Marjane led was often very different from the images of burka-wearingRead MoreEssay on The Role of Women in Marjane Satrapis Persepolis 1111 Words   |  5 Pages Throughout Persepolis, Marjane Satrapi displays the vital role that the women around her have in developing her character and becoming the woman she is today. Women such as her mother, her grandmother, her school teachers, the maid, the neighbors, and even the guardians of the revolution influenced Marjane and caused her to develop into an independent, educated, and ambitious woman. Throughout the novel, Marjane never completely conforms or lets go of her roots, this is prima rily due to

Information Sharing for the Bullwhip Effect Free Essays

Information sharing for the bullwhip effect: over- or underestimated? Bachelor thesis: Thesis Circle: Organization studies, 2nd semester, academic year 2011-2012 Time will tell†¦. A processes perspective on inter-organizational collaboration Name: ANR: E-mail: PC Jansen 770926 P. C. We will write a custom essay sample on Information Sharing for the Bullwhip Effect or any similar topic only for you Order Now Jansen@uvt. nl Information sharing for the bullwhip effect: over- or underestimated? Abstract This literature review investigates the effect of information sharing from a buyer to a supplier in a supply chain on the performance of that supplier, with taking in mind that the supplier has to combat the bullwhip effect. With the existence of the bullwhip effect, a supplier cannot make right forecasts and therefore has difficulties in planning its production and/or inventory control. This research shows that information sharing is the key solution to reduce or avoid the bullwhip effect and, by that, is positively influences the performance of the supplier in the chain. Keywords: Bullwhip, supply chain, information sharing, supplier performance, inventory control Thesis Circle: Time will tell†¦. A processes perspective on inter-organizational collaboration Supervisor: Remco Mannak Supervisor 2: Annemieke Stoppelenburg Name: ANR: E-mail: PC Jansen 770926 P. C. Jansen@uvt. nl 2 Table of contents Table of contents 1. Introduction 2. Theoretical Framework 2. 1 Performance of a supplier 2. 2 Information sharing 2. 3 Bullwhip effect 3. Methodology 3. 1 Data collection 3. 2 Quality Indicators 4. Results 4. 1 Information sharing is the key solution 4. 2 Information sharing is not the key solution 5. Conclusion and recommendations 5. 1 Conclusion 5. 2 Recommendations for future research 6. Discussion and reflection 6. 1 Discussion 6. 2 Reflection 7. References 3 4 7 7 7 9 11 11 12 13 13 21 24 24 26 28 28 29 30 3 1. Introduction Collaboration is something which has occurred over all times and is a way for people as well as for organizations to accomplish any goal or wanted result. Min and Zhou (2002) stated that in today’s global marketplace, individual firms no longer compete as independent entities with unique brand names, but rather as integral part of supply chain links. According to Christopher (1992), a supply chain is the network of organizations that are involved, through upstream and downstream linkages, in the different processes and activities that produce value in the form of products and services delivered to the ultimate consumer. When looking at the downstream linkages, a supplier delivers his products or services to a buyer. The buyer has a recursive demand, and orders this demand to the supplier every period. The supplier, on his turn, has to deal with production scheduling and/or inventory control every period. However, dealing with those issues can be quite difficult for the supplier, when the demand of the buyer is variable and hard to predict. This problem, or phenomenon, is called the Bullwhip effect. Yu et al. (2001) described this phenomenon as that the variability of an upstream member’s demand is greater than that of the downstream member, and that the effect therefore largely is caused by the variability of ordering. The supplier’s uncertainty about the upcoming buyer’s demand can lead to inefficient productions and inefficient inventory control, which on their turn will lead to increases of costs or decreased in revenues. According to Chen (2003), information sharing is often suggested to combat the undesirable bullwhip effect. The importance of combating the bullwhip effect was elucidated by Yu et al. (2001), who stated that uncertainties will propagate through the supply chain in the form of amplification of ordering variability, which leads to excess in safety stock, increased logistics costs and inefficient use of resources (Yu et al, 2001). So, in order to reduce the chances for these negative consequences of uncertainties for the supplier, information sharing seems the key solution. According to Mohr and Spekman (1994), information sharing refers to the extent to which critical and proprietary information is communicated to one’s supply chain partner. Yu et al. 4 (2001) stated that while every single member has perfect information about itself, uncertainties arise due to lack of perfect information about other members. This seems logical, since a supplier can’t make the right decisions for his production schedule and his inventory control when he doesn’t know what the demand of the buyer will be. As Yu et al. 2001) stated, the supplier in the supply chain needs to make a forecast of its downstream site’s product demand for its own production planning, inventory control and material requirement planning. But, this forecast seems hard to make when uncertainties, by the lack of information, exist. However, there are some authors who don’t agree with this. Raghunathan (2001) for example stated that suppliers can do much better in t he case without information sharing, because the supplier can use its information about the retailer’s order history to greatly sharpen its demand forecast. This leads to a remarkable point, because on first sight it seems that the uncertainties, due to the bullwhip effect, can be solved by information sharing between the supplier and the buyer, but some authors have different thoughts on this point. This literature review will asses both views on the importance of information sharing in the supply chain to get a clear overview of its importance for the bullwhip effect and, by that, on the supplier’s performance. This leads to the following research goal and question: Research Question: What is the effect, according to the literature, of information sharing in a supply chain on the performance of the supplier? Conceptual model The following conceptual model will illustrate the goal of this research: Level of information sharing + Performance of the supplier Research goal: The aim of this literature review is to understand the effect of the level of information sharing in a supply chain on the performance of the supplier, where performance can be measured in terms of reductions in total costs and inventories. This paper investigates whether the performance of the supplier is positively influenced by the level of information sharing or not. 5 The unit of analysis: The unit of analysis in this research is on the level of the supplier. It could be expected that the level of information sharing has a positive effect on combating the bullwhip effect, and by that, on the supplier’s performance in the chain, since information can make the uncertainty about the buyer’s demand disappear. Yu et al. 2001) stated that while every single member has perfect information about itself, uncertainties arise due to lack of perfect information about other members. According to this theory, information sharing seems the key solution for reducing or eliminating the bullwhip effect. Scientific relevance: The scientific relevance of this literature review lies within the contribution it brings to the field of research of the importance of downstream information for the supplier within a supply chain , in order to reduce or avoid the bullwhip effect. It gives insight in the importance of information sharing. Since many authors claim that information sharing is the key solution to reduce or avoid the bullwhip effect, but some on the other hand do not agree with this, this paper tries to give insight in what is true for this case. Practical relevance: The practical relevance of this literature review is that in our world a lot of companies are active in supply chains, and therefore, by this literature review, a supplier working in a supply chain is able to get insight in the importance of information sharing for their performance in that supply chain. 6 2. Theoretical framework 2. Performance of a supplier For the purpose of this research, only the supplier’s performance is being overviewed, and the buyer’s performance is disregarded. The reason for this is that the supplier and the buyer have different interests in the supply chain. The buyer only tries to get the best, in other words, lowest price, but the supplier on his turn also seeks to achieve good selling prices, redu ctions in total costs and inventories, and by that, increase his revenues. Because of these different targets, it is too complex to focus on both sides’ performance in this research. According to Slack et al. (2004), performance should always be measured against benchmarks, which could be historical standards, target performance standards, competitor performance standards, or absolute performance standards. In addition to that, Clifford (2000) stated that performance often is measured using quantitative measurements, in terms of the gains or benefits a company achieves in comparison to the costs invested. For this research, the benchmark ‘absolute performance standards’ of Slack et al. 2004) will be used, since this benchmark takes performance on theoretical limits. This is what will be done in this paper as well. The performance of a supplier will be measured using theoretical quantitative measurements, in other words, at stated by Yu et al. (2001), by the extent to which a supplier achieves its specific objectives and benefits in terms of reductions in total costs and inventories. Since this is a literature review, no exact numbers will be used, bu t, as stated here above, theoretical quantitative measurements will be used. 2. Information sharing As stated before, the performance of the supplier is influenced by the level of information sharing. The reason for sharing information in the supply chain was stated by Yu et al. (2001), who stated that a supply chain partnership is a relationship formed between two independent members in supply channels through increased levels of information sharing to achieve specific objectives and benefits in terms of reductions in total costs and inventories. Various authors described the concept of information sharing in supply chains. According to Mohr and Spekman (1994), information sharing refers to the extent to which critical and proprietary information is communicated to one’s supply chain partner. Lalonde (1998) reviewed five building blocks that characterize a solid supply chain relationship and considered sharing of 7 information as one of them. The other four are sharing of benefits and burdens, multiple contacts between economic entities, cross-functional management processes, and futureoriented collaborative processes (Lalonde (1998)). According to Yu et al. 2001), while every single member has perfect information about itself, uncertainties arise due to lack of perfect information about other members. In their paper they argued that the supply chain member should obtain more information about other members in order to reduce uncertainties. Li and Lin (2006) stated that in a highly uncertain environment with changing markets, organizations tend to build strategic partnership with their supply cha in members to share information, increase organizational flexibility, and reduce the risk associated with the uncertainty. One of these risks could be the presence of the bullwhip effect. In their paper, Li and Lin (2006) concluded that generally, organizations with high levels of information sharing and information quality are associated with low level of environmental uncertainty. Furthermore, Li and Lin (2006) argued that, by taking the data available and sharing it with other parties within the supply chain, an organization can speed up the information flow in the supply chain, improve the efficiency and effectiveness of the supply chain, and respond to customer changing needs quicker. More precisely, according to Lehoux et al. 2010), if actors have access to the demand of the final consumer, the number of products kept in stock at each location, the quantity ordered in the past few years, etc. , and are ready to cooperate, they can make planning decision that will have a positive impact on the system. Sahin and Robinson (2002) stated that information sharing can occur at several levels. Under Ã¢â‚¬Ë œno information sharing’, the only demand data the supplier receives are actual orders from his immediate customer. On the other hand, at the ‘full information sharing’ level, complete information is available to support the specific decision-making environment. According to Sahin and Robinson (2002), this complete information include one or more of the following: production status and costs, transportation availability and quantity discounts, inventory costs, inventory levels, various capacities, demand data from all channel members, and all planned promotional strategies. Lin et al. (2002) argued that the higher level of information sharing is associated with the lower total cost, the higher order fulfillment rate and the shorter order 8 cycle time. Seidmann and Sundarajan (1997) summed up a number of possible different information sharing arrangements. They showed four categories, based on the level of impact the shared information has on the buyer and supplier. The categories are as followed: exchanging order information, sharing operational information, sharing strategic marketing information, and sharing strategic and competitive marketing and sales information. In a supply chain, two different streams of information can occur: downstream and upstream. According to Claro and Claro (2010), downstream information refers to the information obtained from a supplier’s marketing channels, be they wholesalers, distributors or retailers. The wholesalers, distributors, or retailers can all be seen as a buyer in the context of this research, since they all place orders at an upstream member (a supplier). From this it can be derived that upstream information refers to the information a buyer obtains from the supplier. For the purpose of this research, the focus will be on downstream information; the information a supplier receives from the buyer. This information is critical for the supplier’s performance because with this information the buyer will have to make its forecast for production and/or inventory control. The upstream information will be disregarded, since, as stated before, this research only focuses on the supplier, and therefore the buyer’s performance will be disregarded. 2. 3 Bullwhip effect Forrester (1958) was the first one to describe the bullwhip effect and identified the supply chain’s natural tendency to amplify, delay, and oscillate demand information, and demonstrates its effect in a serial supply chain consisting of a retailer, distributor, warehouse, and factory. So, this phenomenon is known as the bullwhip effect. According to Metters (1997), it is so called because a small variance or seasonality in actual consumer demand can ‘crack the whip’ for upstream suppliers, causing upstream suppliers to alternately produce at capacity then experience downtime. Yu et al. (2001) described this phenomenon as that the variability of an upstream member’s demand is greater than that of the downstream member. Basically, they say, the bullwhip effect is largely caused by the variability of ordering. Lee et al. (1997) identified the five major causes of the bullwhip effect as (1) the use of ‘demand signal processing’, (2) nonzero 9 ead times, (3) order batching, (4) supply shortages, and (5) price fluctuations. According to Sucky (2008), the bullwhip effect has a number of negative effects in real supply chains, which can cause significant inefficiencies. Huang et al. (2007) stated that the devastating consequences caused by the bullwhip effect are clear indeed, like a redunda nt inventory, excessive production and resultant costs, ineffective transportation and laggardly logistics, inefficient operations, and low economic benefits of supply chain system. Sucky (2008) agreed with this and stated that the bullwhip effect typically leads to excessive inventory investments throughout the supply chain as the parties involved need to protect themselves against demand variations. So, for the supplier, this means that the uncertainty about demand can lead to more costs, derived from those excessive inventory investments, since suppliers have to forecast their production and/or inventory control, without knowing for sure if this forecast is correct. According to Lee et al. 1997), to reduce uncertainties, and by that the costly bullwhip effect, suppliers and buyers should share demand forecast information as well as information on inventory levels, sales data, order status, and production schedules. The bullwhip effect was illustrated by Sterman (1989) by the ‘beer game’. This game is a role-playing simulation of an industrial production and distribution system. The game is designed in a way that each participant has a lack of inf ormation and they cannot communicate with each other. Therefore, according to Lee et al. 1997), each player has to make his decisions relying on orders from the neighboring player as the sole source of communications. The results of this test confirmed the existence of the bullwhip effect, because they revealed that the variances of orders amplify as one moves up in the supply chain (Lee et al. , 1997). 10 3. Methodology The design of this research was an integrative literature review. No empirical data has been gathered, only existing scientific literature was used in order to do this research. Therefore, this research was pure theoretical. The level of information sharing was used as the independent variable and the supplier’s performance, which is based on the bullwhip effect, was used as the dependent variable. 3. 1 Data collection Since this research is a literature review, only scientific academic literature was used. Therefore, the reliability of this research was guaranteed. The literature was found by using ISI (Web of Sciences) and Google Scholar. Web of Sciences was used as primary database, and Google Scholar was used when Web of Sciences could not provide the articles it showed in the search results. If this was the case, mostly the articles were indeed found by Google Scholar. When searching literature on Web of Sciences, the citation database was only using the Social Sciences Citation Index (SSCI). Literature was partly searched and selected by some applicable search terms in ‘Web of Sciences’. Table 1 shows the most important search terms which were used. Those terms were used solely as well as in a combination together in order to find relevant articles. The search results were sorted by the times the articles were cited, in order to find the most important paper for my topic. The only problem which came up when using this strategy was that the newest articles, which could be important for this research, were very low in those search results, since they haven’t been cited that much yet. Therefore, after finishing this first sorting strategy, a second sorting was done as well, based on newest to oldest, to see if the last couple of years important papers regarding my topic have been written. The other part of data collection was done by looking at articles which were cited by the papers I viewed as important for my research. Search terms Supply chain Information sharing Supplier Supplier’s performance Table 1. Search terms 11 Bullwhip effect Downstream information Inventory control Demand process 3. 2 Quality indicators The reliability of this research was guaranteed, since only scientific academic literature was be used. All the literature that was used in this paper is high quality literature, because the used literature is published in well-known journals, and is peer-reviewed. The confirmability is high for this research. The results will be able to be confirmed by others, since all statements, definitions and assumptions in this research were derived from previous literature. In this literature review, there has been consistent and correct referring to the authors. Next to that, the validity was also ensured, since more than just one database was used, so that all the relevant literature for this research was assured. The construct validity is enhanced as well. What had to be measured has actually been measured, since the concepts of this research were clearly defined and the used articles for doing this research were all using the same definitions and concepts. 12 4. Results Two different views on the importance of information sharing in order to reduce or avoid the bullwhip effect can be distinguished in the literature: a positive effect on one side, and on the other hand there are authors who do not agree that information sharing is the key solution to reduce or avoid the bullwhip effect. . 1 ‘Information sharing is the key solution’ The importance of information sharing for combating the bullwhip effect was clearly shown by the simulation study of Chatfield et al. (2004), who used a simulation model to examine the effects in supply chains of stochastic lead times and of information sharing and quality of that information in a periodic order-up-to level inventory system. One of their main findings was that information sharin g reduces total variance amplification and stage (node to node) variance amplification. This, is what is needed to reduce or avoid the bullwhip effect. Chatfield et al. (2004) therefore indeed conclude that information sharing decelerates the bullwhip effect as we go up the supply chain, which could be the result of planning ahead, since the upper supply chain echelons would be responding to customer demand information before the demands actually show up in the form of an order from the downstream partner. The findings of Moyaux et al. (2007), also by a simulation study, are in line with this. They concluded that, with information centralization (buyer’s demand information available), the supplier knows in real time and instantaneously the market consumption. By this, the supplier will be able to manage his production schedule and inventory control in the best way. Sterman’s (1989) results from his ‘beer game’-experiment are in line with this, since they showed that the bullwhip effect appears when actors in a chain haven’t got all the information they need to make the right decisions about production and inventory control. Sterman (1989) stated that misconceptions about inventory and demand information (Lee et al. , 1997) causes the bullwhip effect. So, Sterman (1989) also states that the effect of information sharing on the supplier’s performance is positive since it helps to reduce or avoid the bullwhip effect. Croson and Donohue (2005) do not doubt about whether or not information sharing is the key solution; they see particularly sharing information on inventory levels as countermeasure to the bullwhip effect. According to them, from an operational perspective, inventory 13 nformation can be used to update demand forecasts and lessen the impact of demandsignaling errors and delays. In their paper, they stated that ‘analytical research on inventory management in two-echelon supply chains with a single supplier and one or more retailers (e. g. , Bourland et al. 1996; Lee et al. 1997; Cachon and Fisher 2000; Gavirneni et al. 1999) concludes that sharing inventory information can improve s upply chain performance, with the upstream member (i. e. , the supplier) enjoying most of the benefits’ (Croson and Donohue (2005)). According to Croson and Donohue (2005), in these analytical models, inventory information provides the supplier with more timely and less distorted demand signals, and these signals are then factored into the supplier’s order decisions, and these factors result in lower safety stock and/or higher service levels in comparison with cases where no inventory information is shared. Lee et al. (1997) totally agreed with those findings. In their paper, as stated earlier, they analyzed four sources of the bullwhip effect (demand signal processing, rationing game, order batching, and price variations). With their demand model, they considered a retailer’s singleitem multiperiod inventory problem, where the retailer (buyer) orders a single item from a supplier every period. In this setting, the supplier relies totally on the order data from the buyer. According to Lee et al. (1997), their result shows that such an arrangement will cause the supplier to lose track of the true demand pattern at the retail end, and, besides that, the supplier’s inventory control based on this distorted information will inevitably suffer. Lee et al. 1997) concluded, based on these findings, that when sales and inventory data are shared among chain members, the supply chain as a whole can implement echelon-based inventory control which can yield superior performance to installation-based inventory control. Moreover, Huang et al. (2007), based on three simulation experiments according to the empirical practice of the three most representative Chinese companies in the steel industry, found th at the bullwhip effect existed in this supply chain, and that the effect can be reduced by a control method they developed. Based on classical control theories and methods, combined with the empirical practices, Huang et al. (2007) concluded that the best way for firms to dampen and control the bullwhip effect is to take effective measures for information sharing, especially in this information society. More specifically, Huang et al. (2007) stated that managers should choose an appropriate method of controlling the bullwhip effect, which 14 as to be the usage of some advanced information management system and management solutions, for example Advanced Planning System (APS), Enterprise Resource Planning (ERP), E-business, Vendor Managed Inventory (VMI), short-term inventory, and distribution optimization, is an effective way to control the bullwhip effect. Since those management systems are advanced information management systems, they are all based on shared information in the supply chain. The conclusions of Huang et al. (2007) therefore indicated the importance of information sharing to reduce or avoid the bullwhip effect. Ozer and Wei (2004) also showed how important the effect of information sharing can be for the supplier. According to Ozer and Wei (2004), both the cost and the base stock level decrease as customers place more of their demand in advance. Advance demand information, according to Ozer and Wei (2004), refers to the situation when customers place orders in advance for a future delivery. If this is the case, the supplier knows what the order will be for the upcoming period, and therefore, the uncertainty seems low or even eliminated. As a consequence of that, it is clear that the cost and base stock level decrease. However, Ozer and Wei (2004) even go further on this important role of information. Based on a numerical study, where they studied 350 problem instances, they stated that advance demand information can be a substitute for capacity and inventory. In other words, when a supplier receives full demand information from the buyer’s side, the supplier doesn’t even have to hold any stock, and by that, the supplier’s performance is influenced positively, since the supplier doesn’t have the risk of extra costs and inventories. One other way to show the value of information sharing in a supply chain was brought up by Cannella and Ciancimino (2011). Cannella and Ciancimino (2011) performed a supply chain stress test via a sudden and intense change in demand, and they distinguished different supply chain configurations: traditional and information exchange. In the traditional supply chain, each level in the supply chain issues production orders and replenishes stock without considering the situation at either up- or downstream tiers of the supply chain (Cannella and Ciancimino (2011)). On the other hand, in the information exchange supply chain, the retailer and supplier order independently, yet exchange demand information and action plans in order to align their forecasts for capacity and long-term planning (Cannella and Ciancimino (2011)). Their main conclusion regarding the difference in these configurations is that the 15 bullwhip effect, inventory instability and intermittent orders are not completely eliminated, but are reduced with respect to the traditional supply chain, and that information exchange supply chains generally outperform the traditional configuration. This means that, ceteris paribus, all performance measures are superior to the traditional case (Cannella and Ciancimino (2011)). This conclusion is an important one for the research question of this paper, since it makes clear that the supplier’s performance is really dependent on whether information is shared or not. One other remarkable thing in their conclusion is that the bullwhip effect is not totally eliminated when information is shared in the supply chain. Dejonckheere et al. 2004) concluded this as well in their paper, when they showed that for the class of order-up-to policies, information sharing helps to reduce the bullwhip effect significantly, especially at higher levels in the chain, however, the bullwhip problem is not completely eliminated and it still increases as one moves up the chain. A new question one can come up with here is if it is possible to totally eliminate the bullwhip effect by information sharing. An answer to this new question is given by Che n et al. (2000). In their research, they provided a model based on the assumption that demand information is centralized, and all stages use the same inventory policy and forecasting technique. Centralized demand information means that customer demand information is available to every stage of the supply chain (Chen et al. , 2000). The findings of Chen et al. (2000) showed that providing each stage of the supply chain with complete access to customer demand information can significantly reduce bullwhip effect. However, according to Chen et al. 2000), the results also demonstrated that even when (i) all demand information is centralized, (ii) every stage of the supply chain uses the same forecasting technique, and (iii) every stage uses the same inventory policy, there will still be an small increase in variability at every stage of the supply chain. Reason for this, given by Chen et al. (2000), is that the supplier can never know the mean and the variance of buyer’s demand. This means that the bullwhip effect can never totally be eliminated from the supply chain, even if full information sharing is done by the buyer. Croson and Donohue (2006), who conducted the beer game-experiment of Sterman (1989), also concluded that the bullwhip cannot totally be eliminated. Croson and Donohue (2006) conducted the game under business students at the University of Minnesota and found that the bullwhip effect still exists when retail demand is stationary (not fluctuating) and commonly known. Reason for this was 16 given by Sterman (1989) itself, who noted that dynamic settings render decision making difficult, even when only one decision maker is involved, due to reduced saliency of feedback. For the purpose of this study this means that a supplier is missing the feedback or forewarning of when the buyer is running short on inventory. Therefore, uncertainty still exist since the forecast is hard to make, and the bullwhip effect will not be eliminated. However, Yu et al. (2001) stated that this is possible. Based on their case study of LTT, a Hong Kong based multinational company which had to deal with a large number of new manufacturers and component suppliers in their industry, Yu et al. (2001) concluded that with access to the customer rdering information, the supplier can eliminate the amplified buyer’s demand variance in its replenishment process. Besides that, Yu et al. (2001), according to their quantitative analysis, stated that the supply chain partnership can not only help the members of a decentralized supply chain to eliminate the bullwhip effect, but also improve the overall performance of the supply chain. So, based on the findings of Yu et al. (2001), the overall performance of the supply chain can be improved. This means that the supplier and buyer should make information sharing arrangements, since it can be advantageous for them both. Seidmann and Sundarajan (1997) summed up possible different information sharing arrangements, showing the impact of information sharing on the operations, sales, marketing, and production strategies of the parties that contract to share the information. The four arrangements they summed up are exchanging order information, sharing operations information, sharing strategic marketing information, and an agreement where the information adds both strategic and competitive value to the party that receives it. The sharing strategic marketing information agreement seems the optimal agreement for the research question in this paper. According to Seidmann and Sundarajan (1997), arrangements like these occur when one organization owns information that it can derive little independent value from, but which another can use to generate operational benefits for the company it receives the information from, besides garnering strategic value for its own sales and marketing departments. This level can be very beneficial for the supplier. As Seidmann and Sundarajan (1997) stated, the information in this level can be used by the supplier’s sales and product development groups for improved demand forecasting, promotion scheduling, and segment-specific forecasts and therefore, in 17 hat situation, it is possible for a buyer to allow a supplier to access broad market information that provides the supplier with strategic and competitive benefits. A new point of discussion can come up here, because, according to Lee et al. (1997), sales data and inventory status data are proprietary for buyers, and they are not obligated to share this data with others, in this case, the supplier. Lee et al. (1997) in their paper do not state that sharing information can be advantageous for the buyer as well as the supplier as Yu et al. (2001) do, but they take in mind why the buyer would exchange information to the supplier. According to Li (2002), in line with this, buyers would not voluntarily share their information. He identified conditions under which the manufacturer would be able to buy retailer information. Claro and Claro (2010) concluded as well that sharing information can be good for both sides in the supply chain. They found their results by doing a survey research under 174 suppliers and 67 buyers, with which they tested their hypothesis, which was: ‘the more downstream information a supplier obtains, the higher the degree of collaboration in a buyer-supplier relationship’ (Claro and Claro, 2010). The results supported the hypothesis. Claro and Claro (2010) showed that when downstream information is shared, so, from buyer to supplier, the degree of collaboration, in terms of joint planning, joint problem solving and flexibility in the supply chain is very high. These findings show that sharing the proprietary information can bring advantages for the buyer as well. An interesting point in the studies who showed that information sharing is the key solution for reducing or avoiding the bullwhip effect was brought up by Croson and Donohue (2006). As stated before, they conducted the beer game under business students, but for the purpose of the study of this interesting finding the participants also had access to dynamic inventory information. According to Croson and Donohue (2006), the results suggest that members near the beginning of the chain exhibit a different impact from inventory information than those near the end. This means that having access to dynamic information will lead to a greater reduction of the bullwhip effect for suppliers like a manufacturer and a distributor, than for suppliers who are closer to the end consumer, like a distributor. So, from their findings, information sharing is very important for reducing or avoiding the bullwhip effect, but much more important for suppliers who are at the beginning of the chain than for suppliers who are closer to the end buyer. 18 ‘Information sharing is the key solution’ Chatfield et al. (2004) simulation model to examine different effects in a supply chain ? periodic order-up-to level inventory system Moyaux et al. (2007) ? simulation study ? Findings: Information sharing reduces total variance amplification and stage (node to node) variance amplification. Sterman (1989) ? Beer-game experiment ? This experiment is used and conducted a lot in the literature Croson and Donohue (2005) ? Analytical research on inventory management in two-echelon supply chains with a single supplier and one or more retailers Lee et al. (1997) ? Analyzed four sources of the bullwhip effect ? With their demand model, they considered a retailer’s single-item multiperiod inventory problem Huang et al. (2007) ? Three simulation experiments in the Chinese steel industry ? Based on classical control theories and methods, combined with the empirical practices Ozer and Wei (2004) ? Numerical study with 350 instances Findings: With information centralization, the supplier knows in real time and instantaneously the market consumption Findings: The bullwhip effect appears when actors in a chain haven’t got all the information they need to make the right decisions about production and inventory control Findings: Sharing inventory information can improve supply chain performance, with the upstream member (i. e. the supplier) enjoying most of the benefits Findings: When sales and inventory data are shared among chain members, the supply chain as a whole can implement echelon-based inventory control which can yield superior performance Findings: The best way for firms to dampen and control the bullwhip effect is to take effective measures for information sharing, especially in this information society. Managers should choose an appropriate method of cont rolling the bullwhip effect Findings: Both the cost and the base stock level decrease as customers place more of their emand in advance. Advance demand information can be a substitute for capacity and inventory Findings: The bullwhip effect, inventory instability and intermittent orders are not completely eliminated, but are reduced with respect to the traditional supply chain, and that information exchange Cannella and Ciancimino (2011) ? Supply chain stress test via a sudden and intense change in demand 19 supply chains generally outperform the traditional configuration. Dejonckheere et al. (2004) ? The class of order-up-to policies Findings: ? Information sharing helps to reduce the bullwhip effect significantly, especially at higher levels in the chain ? Hhowever, the bullwhip problem is not completely eliminated and it still increases as one moves up the chain Chen et al. (2000) Findings: ? A model based on the assumption that ? Providing each stage of the supply chain demand information is centralized, with complete access to customer demand and all stages use the same inventory information can significantly reduce policy and forecasting technique bullwhip effect ? The supplier can never know the mean and the variance of buyer’s demand, so the bullwhip effect is never completely eliminated Yu et al. (2001) Findings: ? Case study of L ? With access to the customer ordering ? Quantitative analysis information, the supplier can eliminate the amplified buyer’s demand variance in its replenishment process ? The supply chain partnership can not only help the members of a decentralized supply chain to eliminate the bullwhip effect, but also improve the overall performance of the supply chain Claro and Claro (2010) Findings: ? Survey research under 174 suppliers ? When downstream information is shared, and 67 buyers so, from buyer to supplier, the degree of collaboration, in terms of joint planning, joint problem solving and flexibility in the supply chain is very high. Croson and Donohue (2006) Findings: ? Sterman’s (1989) beer-game under ? Members near the beginning of the chain business students exhibit a different impact from inventory information than those near the end ? Having access to dynamic information ill lead to a greater reduction of the bullwhip effect for suppliers at the beginning of the chain, than for suppliers who are closer to the end consumer 20 4. 2 ‘Information sharing is not the key solution’ Eventhough a lot of authors, as shown here above, state that information sharing is the key solution for reducing or avoiding the bullwhip effect and by that improving the supplier’s performance, there are also authors who do not agree with this. For example Raghunat han (2001), based on analysis of the earlier study of Lee et al. (2000) and through simulation. Lee et al. 2000), studied the value of sharing demand information in a supply chain model with a nonstationary demand process. Their key findings are that the suppliers costs can be reduced as a result of information sharing. Raghunathan does not agree with this. According to Raghunathan (2001), a supplier can reduce the variance of its forecast further by using the entire order history to which it has access. Thus, Raghunathan (2001) stated, when intelligent use of already available internal information (order history) suffices, there is no need to invest in interorganizational systems for information sharing. Next to Raghunathan are Cachon and Fisher (2000), who studied the value of sharing data in a model with one supplier, N identical retailers, and stationary stochastic consumer demand. They concluded that, for the setting they studied, implementing information technology to accelerate and smooth the physical flow of goods through a supply chain is significantly more valuable than using information technology to expand the flow of information. The reason they give is that when a retailer is flush with inventory, its demand information provides little value to the supplier because the retailer has no short-term need for an additional batch. According to Cachon and Fisher (2000), a retailer’s demand information is most valuable when the retailer’s inventory approaches a level that should trigger the supplier to order additional inventory, but this is also precisely when the retailer is likely to submit an order. Graves (1999) goes beyond this and gives an even lower value to information sharing in a specific, namely, zero. Graves (1999) developed a model assuming assume that each site in the system orders at preset times according to an order-up-to policy, that delivery times are deterministic, and that the demand processes are stochastic with independent increments. Graves (1999) concludes that information sharing provides no benefits to the supply chain, when there is no outside inventory source and an order-up-to-policy. 21 Gavirneni et al. (1999) furthermore studied different patterns of information flow between a retailer and a supplier. With their study they found that information sharing is does not always have a big value, in other words, is not always the key solution for reducing or avoiding the bullwhip effect. The objective in their paper is to determine a production strategy to minimize the supplier’s costs, under various scenarios that differ in terms of the supplier’s information about the downstream part of the supply chain. Their key observations, according to Chen (2003), are: (1) when the retailer demand variance is high, or the value of (s, S) is either very high or very low, information tends to have low values, and (2) if the retailer demand variance is moderate, and the value of (s, S) is not extreme, information can be very beneficial. A (s, S)-policy, according to Yu et al. (2001) means that an order will be placed to replenish the stock level to S at each time period if the stock level is less than the recorder point s. So, according to Gavirneni et al. (1999), in some situations information sharing is overestimated and is definitely not the key solution for reducing or avoiding the bullwhip effect. Dejonckheere et al. (2003) found some other solution for reducing the bullwhip effect and neither did say that information sharing is the key solution. Based on a methodology by control systems engineering, which includes transfer functions, frequency response curves and spectral analysis, they introduced a general decision rule that avoids variance amplification (bullwhip effect) and succeeds in generating smooth ordering patterns, even when demand has to be forecasted. Firstly, Dejonckheere et al. (2003) concluded that whatever forecasting method is used, order-up-to policies will always result in a bullwhip effect. Therefore, they tried to find a solution to reduce or avoid this effect. According to Dejonckheere et al. 2003), the crucial difference with the class of order-up-to policies is that in their proposed rule, net stock and on order inventory discrepancies are only fractionally taken into account. Their general decision rule has to expected benefits: (1) it is expected to detect and eject rogue variations in demand (high frequencies) so that excess costs due to unnecessary ramping up and down production or ordering levels are avoided, and (2) it is possible to quantify the amount of variability reduction by means of the same procedure (Dejonckheere et al. (2003)). 22 ‘Information sharing is not the key solution’ Raghunathan (2001) Findings: ? Analysis of the earlier study of Lee et ? A supplier can reduce the variance of al. (2000) and through simulation its forecast further by using the entire order history to which it has access Cachon and Fisher (2000) Findings: ? Based on a model with one supplier, ? Implementing information technology N identical retailers, and stationary to accelerate and smooth the physical stochastic consumer demand flow of goods through a supply chain is significantly more valuable than using information technology to expand the flow of information Graves (1999) Findings: ? Based on a model assuming that each ? Information sharing provides no site in the system orders at preset benefits to the supply chain, when times according to an order-up-to there is no outside inventory source policy, that delivery times are and an order-up-to-policy. deterministic, and that the demand processes are stochastic with independent increments Gavirneni et al. (1999) Findings: ? Studied different patterns of ? When the retailer demand variance is information flow between a retailer high, or the value of (s, S) is either and a supplier. very high or very low, information tends to have low values Dejonckheere et al. (2003) Findings: ? Based on control systems engineering ? Introduced a general decision rule ? Whatever forecasting method is used, order-up-to policies will always result in a bullwhip effect ? Their general decision rule: (1) is expected to detect and eject rogue variations in emand (high frequencies), and (2) it is possible to quantify the amount of variability reduction by means of the same procedure 23 5. Conclusion and recommendations 5. 1 Conclusion The answer to the research question as stated in the beginning of this paper is provided in this section. The research question where this research is based on was: ‘What is the effect, according to the literature, of information sharing in a supply chain on the performance of the supplier? To answer the research question , and to see if information sharing for the bullwhip effect is over- or underestimated, the literature around the topic of the bullwhip effect had to be assorted, and it showed that in two main streams exist in the literature when focusing on the role of information sharing for the bullwhip effect. In the literature, with exceptions (Raghunathan 2001: Cachon and Fisher 2000: Graves 1999: Gavirneni et al. 1999: Dejonckheere et al. 2003), information sharing as the key solution to reduce or avoid the bullwhip effect seems to have the upper hand. First, shortly the most important findings from the first view will be summarized, which was the view of information sharing as key solution to reduce or avoid the bullwhip effect in order to increase the performance of a supplier. Chatfield et al. (2004) and Moyaux et al. (2007) showed by simulation studies that with information sharing in the supply chain, the supplier is much more well-known about what is going happen, in other words, what the market does and what the buyer’s demand will be, and therefore, according to their findings, the bullwhip effect is reduced. Also results of some empirical studies showed that information sharing is the key solution. Huang et al. (2007) concluded that managers should stick to advanced information management systems for their company because this will reduce the bullwhip effect. Ozer and Wei (2004), with their numerical study, found that advance demand information will results in decreases of costs and inventory level, and therefore has a positive effect on the supplier’s performance. Yu et al. 2001), with their case study of L, concluded that when a supplier has access to the buyer’s ordering information, the supplier can eliminate the amplified buyer’s demand variance in its replenishment process. Claro and Claro (2010), by their survey research, even showed that not only the supplier can benefit from sharing information but the buyer can do as well, because when downstream information is shared, the degree of collaboration, in terms of joint planning, joint problem solving and flexib ility in the supply chain is very high. 24 The main findings of the other view, the view which finds that information sharing is not the key solution, were as followed. Raghunathan (2001) stated that information sharing is not necessarily needed, because a supplier can reduce the variance of its forecast further by using the entire order history to which it has access. Furthermore, Cachon and Fisher (2000) concluded that accelerating and smoothing the physical flow of goods through a supply chain is significantly more valuable than using information technology to expand the flow of information. Graves (1999) found that, in a specific market model, information sharing provides no benefits to the supply chain, when there is no outside inventory source and an order-up-to-policy. Dejonckheere et al. (2003) had a remarkable result. They introduced a general decision rule, which should detect the bullwhip effect and quantify the amount of the bullwhip effect, so that suppliers can respond to this in time. The arguments for information sharing as key solution seem stronger than the ones who say information sharing is not that important. The argument of Raghunathan (2001) for example, that a supplier can reduce the variance of its forecast further by using the entire order history to which it has access, seems not very strong. The findings of Raghunathan in fact were rejected by Croson and Donohue (2006) who conducted the beer game of Sterman (1989) under business students and found that the bullwhip effect still exists when retail demand is stationary (not fluctuating) and commonly known. This means that, even if a supplier has the order history, the demand is known, and the demand is not really fluctuating, a supplier cannot make the right forecast since the bullwhip effect isn’t totally eliminated. The argument of Raghunathan (2001) can call up more discussion. Results from the past do not guarantee anything for the future, and especially these days with the economic crises, you never know what the market with do and how the financial situation of your customers will be. Therefore, making forecasts based on history seems not a strong argument. Other arguments saying that information sharing is overestimated all focus on specific situations, but it seems that overall information sharing is not overestimated at all in the literature. Much more authors, based on different (simulations) models and empirical studies, claim that information sharing is the key solution to reduce or avoid the bullwhip effect than authors who do not claim that, and this seems logical. Without enough information, a supplier 25 annot make right judgments about his production schemes and inventory control, since he doesn’t know what the next period will bring for him in terms of the buyer’s demand. The results of this uncertainty for the supplier can be either a low inventory and the chance of not being able to fulfill the buyer’s demand because of that inventory, or the chance of having an inventory which is too large and being stuck with too many unsold pr oducts after the buyer’s demand. To avoid this effect, the supplier should have access to the necessary information from the buyer. However, as also stated by Li (2002), why would a buyer share this information, when it is not in any way beneficial for him? The information sharing arrangements of Seidmann and Sundarajan (1997) can bring the solution. Their third level, sharing strategic marketing information, is the one which suits the best in this case. The supplier and buyer should make this arrangement, so that the buyer shares the needed downstream information to the supplier. This information shared has strategic value to the supplier. The buyer, on his turn, could, in return for the information, ensure himself for example of better purchase prices. In this way, both parties can gain from the agreement. Claro and Claro (2010) came up with more descriptions of how the performance of the buyer could positively be influenced as well next to the performance of the supplier, by stating that joint planning, joint problem solving and flexibility in the supply chain are all possible consequences of a situation where information is being shared from buyer to supplier. 5. Recommendations for future research For further research it will be very interesting to investigate to what extent the performance of the buyer and supplier can be negatively influenced as well by information sharing within the supply chain. In the literature, as I have seen, a lot is written about the importance of information sharing, and the overall conclusion is that information sharing is the key solution to reduce or avoid the bullwhip effect, and, by that, positively influences the performance of the supplier and also the whole chain’s performance. However, there hasn’t been done much research about possible negative consequences of information sharing within the chain and therefore this seems a gap in the existing literature. For example, what could happen when information is fully shared between suppliers and buyers, is that the suppliers get totally dependent on those information by controlling their production and/or inventory, and when the information for any reason suddenly is distorted, misinterpreted or wrong, a problem can occur. 26 6. Discussion and reflection 6. Discussion As it is clear from the results section and conclusion, two views on the importance of information sharing for the supplier’s performance exist in the literature. The conclusion shows that it can be stated that information sharing is the key solution to reduce or avoid the bullwhip effect, and, by that, has a positive influence on the performance of the supplier. The practical implication of this research lies within the insight it gi ves to actors in a supply chain. The insight is especially meant for suppliers, since this research focused on the supplier and not specifically on the buyer. The bullwhip effect seems a very common problem in supply chains and therefore it seems to be a topic which suppliers will often will encounter. This research gives insight in how the bullwhip effect can be reduced or avoided. As concluded, the first solution on sight seems easy. Suppliers should try to make the buyer share the needed downstream information, so that the supplier can make right forecasts, and wellover thought production and/or inventory control. However, one cannot ignore for example the general decision rule of Dejonckheere et al. (2003). They believe that their model can detect and quantify the bullwhip effect in time, so this might be a solution as well for reducing or avoiding the effect. However, no sequel study on their paper has been done and so, there hasn’t been any further prove of this model. The setting of this paper gives reason for discussion. In this paper, the focus has only been on the performance of a supplier and did not specifically focus on the buyer’s performance. This research even ignored more or less the buyer’s performance. Therefore, discussion can come up, since the supply chain has two sides: a buyer and a supplier. As said, this research only looked through the eyes of the supplier, in other words, how the supplier could reduce or avoid the bullwhip effect, by that make better forecasts and decisions about production and/or inventory control, and so improve his performance. The overall conclusion is that information sharing is the key solution. However, this is only in the interest for the supplier, while the other important player in this story, namely, the buyer, hasn’t been spotlighted in this story. In this paper it is assumed and concluded that a buyers should share his information, but the 7 paper did not really put a good focus on the buyer’s performance, and what the possible consequences of information sharing for the buyer could be. Another point of discussion lies within the literature used for this research. The problem is that a lot of authors use models in their paper to conduct, analyze and conclude about whether or not information sharing is important for the bullw hip effect, but those models differ from each other. Some authors use stationary market models, some use non-stationary, some use order-up-to policy models, some use order-point-quantity policies. In other words, authors use specific supply chain settings to make their conclusions, and therefore, this research includes a very broad scope on the topic, which means that conclusions made in this research are not applicable in every supply chain, since the supply chain settings can differ. 6. 2 Reflection When looking back on writing this literature review, findings literature was not the problem. Many articles have written about the topic ‘supply chain’ in relation to ‘bullwhip effect’, but this didn’t mean that it was easy to find the right literature. Because of the large quantity papers, a very specific search method was needed in order to find the really important papers to be able to answer the research question of this paper. One difficult point in doing this research was that many of the most important papers included very detailed and extensive statistical models, which sometimes made it very difficult to understand the papers in the right way and derive right conclusions from it. Besides that, it was important to focus only on the supplier’s performance and leave the buyer’s performance outside the focus of this paper. The reason of that is that the supplier and buyer, as written before, both have their own values and interests, and therefore, if the paper would focus on both of these actors, more than one dimension will exist and the research will get too extensive. When the research goal and question were clear, soon it became clear as well that two views on the importance of information sharing for the bullwhip effect existed. However, I was hoping to find much more results on the second view, namely that information sharing is not the key solution. This was a disappointing thing in the research. 28 7. References Aviv, Y. (2001). The effect of collaborative forecasting on supply chain performance. Management Science 47(10): 1326–1343. Bourland, K, Powell, S, Pyke, D. (1996). Exploiting timely demand information to reduce inventories. European Journal of Operational Research, 92: 239–253. Cachon, G. , M. Fisher (2000). Supply chain inventory management and the value of shared information. Management Science 46(8): 1032–1048. Cannella, S. , Ciancimino, E. (2011). On the bullwhip avoidance phase: supply chain collaboration and order smoothing. International Journal of Production Research 48 (2): 6739–6776. Chatfield, D. C. , Kim, J. G. , Harrison, T. P. , Hayya, J. C. (2004). The bullwhip effect—impact of stochastic lead time, information quality, and information sharing: a simulation study. Productions and Operations Management 13 (4): 340–353. Chen, F. (1998). Echelon reorder points, installation reorder points, and the value of centralized demand information, Management Science 44 (12, No. 2): 221–S234. Chen, F. 2003. Information sharing and supply chain coordination. In A. G. de Kok, S. C. Graves, eds. Handbooks in Operations Research and Management Science: Supply Chain Management, Chapter 7. North-Holland, Amsterdam, The Netherlands, 341-413. Chen, F. , Drezner, Z. , Ryan, J. K. , Simchi-Levi, D. , (2000). Quantifying the bullwhip effect in a simple supply chain: the impact of forecasting, lead times and information. Management Science 46 (3): 436–443. Christopher, M. G. (1992). Logistics and Supply Chain Management. Pitman Publishing, London, UK. Clark, A. , H. Scarf (1960). Optimal policies for a multi-echelon inventory problem. Management Science 6: 475–490. Claro, D. P. , Claro, P. B. O. (2010). Collaborative buyer–supplier relationships and downstream information in marketing channels. Industrial Marketing Management, 39(2): 221–228. Croson, R. and Donohue, K. (2005), â€Å"Upstream versus downstream information and its impact on the bullwhip effect†, System Dynamics Review, Vol. 21 No. 3: 249-60. Croson, R. , K. Donohue. (2006). Behavioral causes of the bullwhip effect and the observed value of inventory information. Management Science. 52(3): 323–336. 29 Dejonckheere, J. , Disney, S. M. , Lambrecht, M. R. , Towill, D. R. , (2003). Measuring and avoiding the bullwhip effect: A control theoretic approach. European Journal of Operational Research 147 (3): 567–590. Dejonckheere, J. Disney, S. , and et al. (2004). The impact of information enrichme How to cite Information Sharing for the Bullwhip Effect, Essay examples

Psychological analysis of film character Essay Essay Example

Psychological analysis of film character Essay Essay Good Will Hunting received critical and commercial acclamation every bit good as being credited for a Renaissance among immature American dramatists ( Tatara. 1997 ) . Recognized for the portraiture and development of the characters. the narrative has been utilized in psychological and sociological surveies. The narrative revolves around Will Hunting. a janitor working at the Massachusetts Institute of Technology ( MIT ) who in secret solves the math jobs that Professor Gerald Lambeau. a Fields Medalist. his applied theories category. After being revealed to Lambeau as the â€Å"Mystery Math Magician† . the professor sought to prevents Hunting’s captivity after assailing a police officer during a bash by volunteering to oversee Hunting’s probation and psychotherapeutics. After the failure of Hunting early healers to link with him. Lambeau seeks the aid of Sean Maguire. a former co-worker who seemed to retreat from society after the decease of his married woman ( Van Sant A ; Bender. 1997 ) . DSM Diagnosis Hunting’s existent status is non unequivocal in the film. We will write a custom essay sample on Psychological analysis of film character Essay specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Psychological analysis of film character Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Psychological analysis of film character Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer He displayed violent inclinations. trouble in commanding emotions and developing relationships. An appraisal of the character of the film suggests that Hunting’s status can be classified as Attachment Disorder ( AD ) . Based on the DSM-IV-TR. there is a differentiation between inhibited and disinhibited fond regard signifiers. both are considered to be classified as reactive fond regard upset ( RAD ) . There is greater differentiation between signifiers in the ICD-10 where the latter is classified individually as disinhibited fond regard upset ( DAD ) . nevertheless this classification remains debated. For the intent of this exercising. Huntington’s instance will be considered as RAD. based on the DSM-IV-TR terminology. Hunting exhibits important trouble in swearing other people and intentionally distances himself from others except for his immediate circle of friends. Unlike other conditions that undermine socialisation thoughtlessly. it is evident that Huntington’s province of relationships is something he intentionally does. Though he has been able to keep close knit group of friends. represented by his relationship with his fellow Southie friends Chuckie. Morgan and Billie. he neer invites them to his place and though they are cognizant of Hunting’s exceeding mind. he neer full reveals its full extent. Furthermore. Hunting is frequently blocked in scenes apart from the group and becomes merely to the full engaged when prompted to make so chiefly by Chuckie. Lambeau besides repeatedly expresses his concern over Hunting’s involuntariness to use himself to the full extent of his accomplishments. Maguire would raise a similar sentiment utilizing Hunting’s devotedness to his personal reading alternatively of developing relationships or bettering his life. It should be noted that in contrast to oppositional noncompliant upset ( ODD ) . Hunting’s opposition or interaction with Maguire. Lambeau every bit good the first five healers was non against their authorization but instead what he perceived as a false belief or inadequacy of their methods or statements with him. Furthermore. Hunting’s ability to keep his occupation and because he has no evident job with Terry. his supervisor is farther grounds for AD ( Boris. 2003 ; O’Connor A ; Zeanah. 2003 ) . Hunting’s status is being attributed at most to his childhood being reared in surrogate places. three from which he had to be removed due to serious physical maltreatment ( Damon A ; Affleck. 1997 ) . Subsequent delinquency indicates continuity of aggressive behaviour indicates that intercessions where non effectual as good. See the concluding statement between Skylar and Hunting: despite Skylar’s credence of Hunting’s yesteryear and her petition for him to travel with her to California. Hunting remains unwilling to believe the former’s devotedness or hazard go forthing Southie or believe about set uping a life with Skylar. Maguire points out that the challenge for Hunting is non being able to command his behaviour or to use his accomplishments but instead going willing to put on the line being emotionally dependent on other people and swearing them non to abandon him. Therefore. the denouement of the film is Hunting’s trip to California to follow Skylark which meant that he would go forth Southie. his friends and without the confidence of a occupation. Characterization The symptoms displayed by Hunting intentionally delineated his individuality from his friends and immediate environment. At the start of the film. there is non suggestion of Hunting’s exceptionality and his background and personality had small difference from that of Chuckie’s. Billy’s or Morgan’s. In making this baseline. the find of Hunting’s subsequent math accomplishments every bit good as the disclosure of the maltreatment he suffered. physiques him as the primary supporter of the film ( Caron. 2005 ) . Furthermore. the procedure besides created the premiss of the interaction of other characters in the narrative. peculiarly Hunting’s relationship with both Maguire and Skylar. However. it should be noted that Hunting’s AD was the Southern Cross of the narrative. Without it. the onslaught on the constabulary officer who subdued Hunting that led to Lambeau’s intercession would non be possible. Furthermore there is besides a suggestion that without the development of the status. Hunting would non hold been able to roll up his repertory of cognition. There was besides a review sing the quality of instruction. illustrated by the confrontation with the alumnus pupil named Clark. Hunting’s manner of educating himself was superior if non. more cost-efficient. This was the first intimation of Hunting’s head every bit good as his noteworthiness sing his societal position and personal background. It should be noted that Hunting’s character is non representative or even typical of those enduring from AD ( Livingston. 2004 ) . In general. there is no discrepancy in the degree of sociableness whereas in the film. there is indicant that Hunting’s relationship with his friends was non dominated as much by his AD. In peculiar. his relationship with Chuckie indicates non merely important intimacy but besides dependance. In add-on. Chuckie’s insight to Hunting’s personality indicated by his regard of Hunting’s personal infinite and waiting for the latter for any revelation. Another illustration contrasting to the AD symptoms is the narrative was in his conversation with Skylar when he was motivating her to predate analyzing he exerts important attempt to explicate to her how he viewed his accomplishments. The illustrations he provided displays a high grade of association and the attempt itself is an indicant of Hunting’s need to do Skylar understand him more. However. these evident contrasts to the symptoms of AD. presented after Maguire and Hunting were able to set up a on the job relationship for the latter’s therapy. may be to exemplify the effectivity of the therapy. Sing this. particularly in position of the impact of kid maltreatment and disregard to Hunting. provides dramatic content every bit good as engages both understanding and empathy of viewing audiences. For Hunting himself. his history and psychological status farther highlight his glare and its value non merely to himself but. as reiterated repeatedly by Lambeau. besides the remainder of the universe. One of the most affecting scenes in the film is the presented in the session where Maguire repeatedly tells Hunting that it was non his mistake that he suffered abuse until Hunting genuinely accepts it to the truth after which he breaks down. The epiphany high spots that though AD symptoms and indicants can non be limited to behavioural alteration but requires the intervention of non- seeable and subconscious symptoms and indicants of AD ( O’Connor A ; Zeanah. 2003 ) . Treatment Due to the wideness of AD. there are an extended grade of discrepancy in attacks and intervention. In general. intervention is by and large addresses emotional and behavioural jobs. In younger clients. the major standards are based on absence or deformation of age-appropriate societal behaviours which so becomes the foundation of the intercession ( Boris. 2003 ) . In older clients. societal indexs of the upset go utilised more and intercession since the impact of AD becomes more societal instead an issue of personal development. In either population. the most common intercessions are developed to turn to trust and forsaking issues ( Walsh et al. 2006 ) . However. Wedding ( 2007 ) that behavioural alteration plans are the first to be implemented. In the film. Maguire’s intervention became irregular chiefly due to Hunting’s mind. With his intervention with the first five healers. he reads literature sing guidance and therapy in attempt to intentionally thwart his clinical psychologists. Maguire’s similar background turning up in Southie and Lambeau’s narratives of what happened with other healers surprised Hunting. Maguire challenges Hunting’s mind and allows himself as a topic of Hunting’s examination. In kernel. the Sessionss became therapy for both Maguire and Hunting: Maguire disputing Hunting to use himself and his cognition to the existent universe while Hunting prompts Maguire to cover with his heartache over the loss of his married woman. In context. such a method is effectual. However. the world is that there are ordinances of what healers can unwrap to their clients in the involvement of keeping professionalism. At the same clip. the challenge presented by Hunting’s exceeding mind is neither a likely scenario. The pattern of an intercession to turn to AD is based on the designation of the beginning of the struggle. Eriksen and Kress ( 2004 ) and Williams and Garland ( 2002 ) both point out that at that place has to be a high grade of sensitiveness in this appraisal as discrepancy in civilization or background may increase the impact of one event or experience of the client. Similarly. Walsh and associates ( 2005 ) every bit good as Zolotor and Runyan ( 2006 ) point out that in instances were precursor events are due to childhood disregard or maltreatment. at that place has to be extended consideration of the client’s history from as many positions as possible since the impact of disregard or maltreatment possibly non remembered by the client. Boris ( 2003 ) points out that in many instances of AD. direct intercession is limited since behavioural. emotional or societal jobs frequently take precedency in intervention. However. he points out that such a scheme may besides let therapy or other intercessions to streamlined and more efficaciously direct attempts to turn to AD. Finally. harmonizing to O’Connor and Zeanah ( 2003 ) . the most critical for any intercession is to supply chances for clients to place the issues motivating their Ad and to develop separately the tools to turn to them. Similar to the Maguire’s plan for the Hunting in the film. this can be seen in his changeless challenges to Hunting and his suggestion and support for the latter to prosecute what he values most in life regardless of the hazards of failure. Conclusion Maguire’s irregular attack to Hunting’s therapy created struggle non merely between him and his client but besides with Lambeau who was coercing Hunting to utilize his mathematical gifts to their fullest extent. However. Maguire’s penetrations to the background and personal calamities of Hunting. being from South Boston and a victim of maltreatment himself. would finally be the foundation of Hunting’s self-discovery and authorization ( Shulman. 2006 ) . Hunting’s contentious relationship with Maguire would actuate him to prosecute non merely his surveies with Lambeau but besides a relationship with Skylar. a immature adult female who was prosecuting a calling in medical specialty utilizing an heritage she gained when her male parent died. Maguire would repeatedly dispute Hunting’s philosophical positions inductively and pushes him out of his comfort zone to recognize his potencies. At the terminal of the film. Hunting would follow Lambeau’s advice to research possible employment chances for his math accomplishments by prosecuting interviews. go forthing his friends and South Boston which he considered his oasis and pursue Skylar by following her to California.