Article Reviews My Weaknesses And My Strengths - 1123 Words

Jacquelin Garcia English 071 September 29, 2014 Dear Sarah, While writing the article reviews, I saw my weaknesses and my strengths. I found that Sometimes it’s difficult for me to get started with an idea, but when I’m going through the writing process it breaks it down of me so I’m able to keep up and revise even better. When the time came to revise my essay in class I noticed proofreading strategies. I was able to catch my own mistakes and found a lot of parts that didn’t even make sense. I never really like to read my papers even when we did the drafting in high school. However, I came to see during this project that reading my essays is like my best friend. I’m not very sure about my writing ability to pick up on certain words because I usually write like I talk. In the future I hope I fix this. I also found feedback from you very useful. I read it and I’m like yes she totally described my wring. I know that I had to change things but I couldn’t find my writing style. It was hard for me to incorporate the feedback because I didn’t know how to start. I’m sure I will get better but as of right now I found it difficult so I know that my writing may have not been that great A weakness in my writing was coming up with what to write about. While writing the reviews, I thought what I could incorporate, so I went to the writing center. This gave me a chance to see what my main focus would be. However, I didn’t find it like it helped a lot. 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Claudine Ly Free Essays

International Organization After the inception of the United Nations, the world viewed the United Nations as the impetus of a new global order. Nations states succumbed to peaceful concessions rather than having allowed interstate problems to culminate into a third world war. The United Nations was different from the League of Nations in that it reintegrated WWII victors as well as losers and formed them into a coalition that worked towards global peace and security. We will write a custom essay sample on Claudine Ly or any similar topic only for you Order Now However, as decolonization began to manifest in the 1960’s, the increase in the number of sovereign states expanded membership in the United Nations.  Ã‚   As the numbers of member nations grew, the United Nations reflected more diversified interests.   The major shift in interests was notably observed in one of the principal organs of the United Nations, the General Assembly.   It granted all member nations the right to one equal vote and resolutions could be passed with a two-thirds majority.   With this in mind, the United Nations widened its scope to reflect the interests of smaller nation states such as in the areas of economic development and health. However, small state ambitions have coincided with the interests of the great power states.   For example, countries such as Rwanda or Burkina Faso would have preferred to form U.N. initiatives to aid their countries’ sustainable development rather than having spent the U.N. budget to support the U.S. aim to counter the war on terrorism.   In addition, because of this growing disparity between national interests, the United Nations has not been able to adhere to its proposed principles. In recent years, one has observed one of the greatest human rights violators, Libya, elected to chair the Human Rights Commission.   Another deplorable undertaking was Syria, a global supporter of terrorism, elected to Security Council. Today, the image of UN has suffered greatly due to repeated scandals that left the image of a corrupted and dysfunctional organization, incapable of performing its attributions in the new world order. UN is facing a new world order to which it must adapt in order to maintain its position and its role on the international arena. Recent years’ crisis have found UN incapable of having a firm and prompt reaction and somehow stuck in the attitudes adopted in its beginnings. UN seems unable to rise to the expectations and unable to assume a leading role in world politics. Instead of having the means to impose its position in the world, UN is faced recently with on of its worst periods, when its position on different subjects has no importance or influence. The distribution of power in today’s international order is inclining more and more towards the West, especially towards the only world power remaining – the US. The relations between UN and US are more and more deteriorated due to the differences in opinion over the war in Iraq and this inconsistency in the relation with US had a great cost on UN. However, UN is still seen by Washington as having an important role in the international arena on both security and humanitarian levels. This is why the US is trying to find out solutions for a reform of UN by trying to involve the organization in the ongoing crisis in the world. The challenge is therefore even greater with UN having to face a new leadership starting in 2007, and having to face the nuclear crisis in Iran and North Korea. Perhaps the only reason why UN is still supported by US is that it is still seen as â€Å"a valuable forum and tool for advancing U.S. interests on the international stage† (Gardiner, 2007). Despite the shown support for UN reform, there is little trust in US that it might succeed. UN, although seen as a strong organization that regulates upon the world order, no longer has the power to enforce its sanctions and dictate in crisis. It is very unlikely that UN will be able to impose its sanctions on Iran or North Korea in what regards the nuclear crisis, so the role of the organization is becoming more and more insignificant. This is why the gap between the capabilities of UN and its position is getting wider. The most important role of UN has been played in the past decades in humanitarian actions, as the involvement of UN in third world crisis has gained a very valuable reputation. In contemporary humanitarian crisis UN seems unable to perform its role and intervene in such a serious matter as the genocide in Sudan. Due to this incapability, the role of UN is more and more contested at the international level, as the UN proves to be as incapable of dealing with humanitarian crisis as it was with Rwanda and Bosnia. This is why there is a need for reform in the UN Human Rights Council (Gardiner, 2007).   The challenge that lies ahead of UN through the nuclear crisis in Iran and North Korea is going to define the future of the organization and its role in the international arena. This is why it is so important for UN to regain its position and influence. But in order to do so, UN must go through institutional and managerial reforms that will reinforce the organization’s role in world politics. In the actual shift in power in the international arena, UN’s decisions seem unlikely to have much influence on particular actors. Countries such as Iran or North Korea are very unlikely to be affected too much by the sanctions imposed by UN as the power of the organization is rapidly decreasing. There is an increasing opinion that UN is an illegitimate organization, incapable of facing the current international order and no longer able to impose its position in the international arena. This situation was caused by several scandals and crisis that the organization faced in the past twelve years (Gardiner, 2007). UN’s poor interfere in Rwanda, Bosnia, or Sudan, as well as cases of corruption exposed inside the UN have affected the image of the organization greatly, making it unable to stand up for its cause in international crisis. If UN is no longer respected and seen as the moral protector of human rights and of peace, then it cannot perform its role. As UN proved unable or unwilling to stand up for its humanitarian believes in genocides or against dictatorship, its influence and its role decreased considerably. UN’s actions have been intensively critiqued and its credibility suffered greatly after 2005, when UNESCO gave the Josà © Martà ­ International Prize to Venezuelan president Hugo Chà ¡vez, awarding the Latin American leader for his â€Å"struggle for liberty† (Gardiner, 2007). This award was clearly against the position held by the world powers and it stands as a proof of the gap created between the formal rules of UN and the international powers. Perhaps the only way in which the UN can save its credibility and perform the role it was created for is by not expanding the membership in the Security Council. In the new international military context, the role of UN can be significant and by paying its cards right the organization has a chance of regaining its influential role. In order for UN to continue its work and re-impose itself it must adapt to the new world order – it must follow the leadership of US and Western forces. By increasing the number of members in the Security Council, UN would be forced to take stands against the US as the vote will likely be against US on key issues. An enlarged Security Council would be against the US, which would widen the gap between UN and world leadership (Gardiner, 2007). One of the reasons for UN’s inability to respond promptly and efficiently to world crisis such as the war in Iraq is that its operational system is far too slow and ineffective. The members of the Security Council have far too different views in order to reach an efficient agreement in time. This institutional framework of the UN proves to be inefficient in today’s changing world order. UN’s ability to respond in crisis will only decrease in a larger Security Council, since it already faces serious difficulty. If UN wants to reinforce its position in the international arena, it must face some very much needed reforms that are intended to shape up the organization and make it reinstate a leading role. But such reforms are very unlikely to be achieved as the influence of opposing members is quite considerable. A significant number of member states, especially those leading the G-77 group of developing countries view the reform of UN as threatening to their influence in the organization and therefore they use all their power to prevent the reform of UN. Particularly this kind of influence that some member states have upon the UN decision making process is the kind of influence that is widening the gap between the actual world powers and UN (Schaefer, 2006). In order for UN to actively participate in international relations, it must reform its institutional framework. But in order for UN to reform, it must have the vote of several countries that are against reformation and strengthening the role of the West. This vicious circle is the one that is stopping UN from evolving and adapting. The influence of today’s great powers in the UN decision making process is low and this is one of the reasons why UN is losing its legitimacy. Instead of being an important actor in security matters, the institutional framework of UN makes it impossible for the organization to reach a consensus in an effective time framework, leading the organization not interfering or not taking a strong enough position in important issues. Today’s international actors seem to ignore the UN and seem to take decisions disregarding the position of UN particularly because the influence of UN has decreased severely in the past decade or so. More and more voices see the UN as a future failure that will follow its predecessor, the League of Nations. In recent years, the role of UN is more and more challenged and its decisions have less and less impact in the international arena. Designed to promote peace and worldwide security, the UN proves to be a failure 62 years later due to its incapability to evolve and develop in time. UN’s incapability to adapt to the new world order and its inability to promote its goals makes the organization seem dysfunctional and illegitimate. The major change that is needed for the future of UN lays in its ability to face the challenges of today and to aggressively take action in the matters concerning today’s threats. Bibliography: 1.Gardiner, Nile, The Decline and Fall of the United Nations: Why the U.N. Has Failed and How It Can Be Reformed, February 7, 2007, available at http://www.heritage.org/Research/InternationalOrganizations/hl991.cfm; How to cite Claudine Ly, Essay examples

Sabor Internaional Case Study free essay sample

In this case study, we review Sabor’s current position with regards to its supply source of Macronil, the main component for its air filtration units. We evaluate this using the Karljic matrix and his 4-phase methodology (Kraljic, 1983) as our theoretical framework and analyze the options available to Sabor Inc. using the case information and data provided. We then conclude with our goal of offering viable recommendations to Sabor, given the constraints, to better Sabor’s purchasing position in this situation. Current State Sabor has been informed by all 3 of its suppliers of a potential supply shortages in the market for Macronil, a critical component for Sabor’s air filtration units. Sabor’s products are air heating and cooling systems, however, there is a growing demand for Macronil filters, not only with new installations of these systems, but as retrofits as well. Macronil filters are not only more technologically advanced than its next best substitute, which is the electronic air cleaner, but is also cheaper to install and require less frequent maintenance. We will write a custom essay sample on Sabor Internaional Case Study or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Currently, Sabor’s requirements are met with quarterly, semi-annual or annual contracts. However, Sabor’s suppliers have forewarned that they will no longer guarantee supplies based on the current supply practice, in the event of a market-wide shortage of the product. Sabor’s suppliers have all proposed long term contracts as a solution but Ray Soles, Sabor’s VP for Supply Chain, is not keen to deviate from current practices. Ray has heard rumors that a much lower-cost substitute could possibly be developed in a few years’ time and suspects that his suppliers wanted to tie Sabor down with long term contracts as a result. Problem Statement We note 2 key issues with regard to Sabor’s current purchasing situation. Firstly, Sabor is highly dependent in terms of knowledge and capacity, on its vendors for a strategic component. †¢Knowledge: Macronil is patented and must be produced under license from Bilt Chemical. Ray does not have much knowledge on the actual manufacturing process. †¢Capacity: Ray has heard that increases in capacity are expensive, we can therefore conclude that start-up costs would be a very high. The supply of 2 of 3 components of Macronil are relatively stable, there is no mention of the 3rd component and we assume otherwise. †¢Strategic component: oSince the process of incorporating Macronil into air filtration units was developed and patented by Sabor Inc. , it is likely that Sabor had invested significantly in the RD of this product. oMacronil is required for Sabor’s patented air filtration units which accounts for 9% of total sales, and demand is still growing. oMacronil filters are not only popular with new installations of Sabor’s, but also with retrofits of their older systems. It is likely that demand of Sabor’s air systems is closely linked with the demand for Macronil filters. Therefore any disruption to the availability of Macronil filters could potentially impact the sales of Sabor’s core product. The financial impact could very well be more than the 9% of total sales volumes. oThere are currently no other substitutes for Macronil in the market. Secondly, There is a lot of uncertainty in the long term demand for Macronil. While the demand for Macronil filters is expected to remain stable â€Å"for years to come†, as the Macronil filters will need to be replaced every 6 months, the requirement for Macronil by Sabor remains uncertain. Rumor has it that a much lower-cost substitute could be developed in a few years’ time. Sabor’s suppliers may be using long-term contracts as a means of passing on the risk of obsolescence to Sabor. Theoretical Framework In his article, Karljic talks about purchasing as a critical management area with a significant impact on a company’s bottom line. We use his 4-phase approach to analyze Sabor’s position in order to propose appropriate supply strategies. 1)Classification This stage deals with the assessment of supply risk and profit impact. Karljic assesses supply risk in terms of availability, number of suppliers, competitive demand, make-or-buy opportunities, storage risks and substitution possibilities. Based on our analysis in the earlier section, we have noted the high supply risk and high profit impact of Macronil for Sabor. This would place Sabor on the Strategic quadrant of the Karljic matrix as shown below. Leverage Strategic Non-critical Bottleneck Profit Impact Supply Risk Figure 1: The Karljic Matrix (Kraljic, 1983) 2)Market Analysis During this stage a company compares its own strength as a customer to the bargaining power of its suppliers. Company systematically reviews the supply market to check it for the availability of required items or materials in terms quality, quantity and relative strength of existing vendors. Along with supply market assessment a company analyzes its own needs and supply lines to have a clear idea about getting the kind of supply terms it wants. Purchasing portfolio evaluation criteria is designed for these purposes and helps to accurately assess all the necessary criteria for right supply decision making. We extracted the following table from Karljic’s article and assessed the strengths of both Sabor and its suppliers. Purchasing portfolio evaluation criteria Supplier strengthSabor’s Suppliers’ StrengthCompany strengthSabor’s Strength 1. Market size versus supplier capacityNo information on market size, however Bilt Chemical holds the patents and we therefore expect their capacity to be significant with regard to market size. Purchasing volume versus capacity of main unitsSabor’s purchases currently account for 23% of the total capacity of it’s 3 suppliers and 25% of Bilt Chemical’s total output. See appendix. 2. Market growth versus capacity growthIncreases in capacity are expensive. Demand growth versus capacity growthDemand is being forecasted to grow at an annual rate of 20% for the next 3 years. 3. Capacity utilization or bottleneck riskUnknownCapacity utilization of main unitsExpected to increase 4. Competitive structureMonopolistic in structure. Bilt Chemical holds the patents to Macronil. Market share vis-a’-vis main competition100% Sabor holds the patents to Macronil filters 5. ROI and/or ROCUnknown. Assumed high for Bilt Chemical due to patents. Profitability of main end productsHigh 6. Cost and price structureUnknownCost and price structureCost of Macronil averages at about 20% of selling price. See appendix. 7. Break-even stabilityUnknownCost of non-deliveryVery high. Macronil filters account for more than 9% of annual sales volume. Could potentially affect sales of Sabor’s primary product 8. Uniqueness of product and technological stabilityNew, high-tech product. Could be destabilized by introduction of much lower cost alternative in a few years. Own production capability or integration depth Possibly none. Barriers to entry include high start-up costs, licensing 9. Entry barrier (capital and know-how requirementsHigh Bilt Chemical holds the patents to Macronil. Increases in capacity are expensive. Entry cost for new sources versus cost for own production Equally high. 10. Logistics situationUnknown, Assume no issues. LogisticsUnknown, Assume no issues. 3)Strategic positioning Where the company positions the material that was classified as strategic during the phase 1. This phase also helps to identify areas of opportunity or vulnerability, evaluate supply risks and obtain the basic thrusts (exploit, balance or diversify) for the needed items. In this case, we know that Sabor does not play a dominant role. We note the tone of the email from Bilt Chemical given in the case material to be that of a dominant one, dictating the terms of the meeting and cautioning non-delivery. We acknowledge that this could also signify desperation on the part of Bilt Chemical to tie Sabor down to a long-term contract. While we cannot quantify if Sabor’s strength is medium or low with regard to its suppliers, the diversified approach is not a plausible one due to high barriers to entry. Therefore, we concur with the balanced approach. 4)Action plans The fourth phase involves mapping out action plans to secure long term supplies. We will discuss this in the following section in relation to Sabor. Alternatives available to Sabor A comparison of the proposals from the 3 suppliers: SupplierDurationTermsQuantity commitment (pounds)Price per unitPrice Review period Bilt Chemical5 yearsTake-or-pay25,000 – annual increase of 20%$50 (subject to energy, raw materials labor)Quarterly Warton Inc. 2 yearsTake-or-pay10,000$50 (subject to energy, raw materials labor)Quarterly G. K. SpecialitiesOpenContract can be dropped anytime by either party12. 5% of Sabor’s annual requirements (currently 4,800)$56 (subject to inflation, energy, raw materials labor)Semi-annually Risk Assessment of each contact: StrategyFlexibilityCostSupply RiskFinancial RiskOther issues Contract with Bilt ChemicalMost inflexible – 5 years with take-or pay commitmentsCost fixed at $50 per unit for 5 years but subject to energy, raw materials laborLow – sufficient capacity, holds patents to MacronilHigh –if lower-cost product becomes available within the 5 years, Sabor will be tied down to the higher cost componentStrengthen partnership with Bilt Chemical who is also a long time supplier of other raw materials to Sabor Contract with Warton Inc. Inflexible – 2 years with take-or pay commitmentsCost fixed at $50 per unit for 2 years but subject to energy, raw materials laborMed – Warton manufactures a variety of other Macronil products, in the event of a shortage, Warton may not be able to meet un-contracted requirements by SaborLow Contract with G. K. SpecialitiesFlexible – can be dropped at any time by other partyHighest per unit cost of $56 and subjected to inflation, energy, raw materials labor Very high – contract can be dropped any time by supplier, manufactures other Macronil products, in the event of a shortage, Sabor’s supply would likely be affectedLow Alternatives: 1. Single sourcing – long term contract with Bilt Chemical 2. Dual sourcing – long term contract with Bilt Chemical and Warton Inc. or G. K. Specialities 3. Contracts with all 3 suppliers 4. Status Quo – ruled out because of significant supply risk. 5. Negotiation of contracts Recommendation Based on our analysis using Karljic’s model as our framework, a balanced approach is the direction to take with regard to Sabor’s purchasing situation. We propose the following actions with this in mind: 1. Contract with Bilt Chemical Bilt is the dominant supplier and holds the patents to Macronil. Bilt Chemical is also a longtime supplier of other raw materials to Sabor. Therefore, we see strengthening the strategic partnership with Bilt Chemical as a necessary step in maintain certainty in the supply chain. With the possibility of a much lower-cost substitute being developed in the market, however, 5 years may be a long time to commit. We recommend that Ray Soles negotiates the duration of the contract to a relatively shorter one, like what Warton is proposing. Should Bilt Chemical remain firm on this, Ray should work on a price negotiation – reducing the unit cost and/or extending the review period to that of annually, rather than quarterly. 2. Contract with Warton Inc. We agree with the direction and rationale that Ray has taken so far with regard to multi-sourcing. Maintaining the relationship with Warton is strategic in mitigating supply risks. The length of Warton’s contract is relatively short and would also translate to some stability in the supply chain, therefore Sabor should engage in the proposed contract with Warton. 3. G. K. Specialities G. K. Specialities is proposing a higher unit cost than the rest. We do not see a basis for accepting the higher cost proposed by G. K. Specialities. Also, the flexibility of this contract does not translate into any benefit for Sabor in terms of assurance of supply. We suggest that Ray continues to engage G. K. Specialities however, for strategic reasons i. e. the mitigation of supply risk with the condition that price is comparable with the other 2 bigger players. References Kraljic, P. (1983). Purchasing must become supply management. Harvard Business Review, 109-117. Table 1 Assumption 1. The marketing forecast is accurate- sales increase 20% in next three years; and the demand for real material increase 20% per year. Company Capacity (in pounds)Purchase (In Pounds) Y1Y2Y3Y4Y5Y6 Bilt Chemical80,0005,00010,00020,000 Warton Inc40,00003,0008,000 G. K. Specialties20,00004,000 Purchase Volume (pounds)5,00013,00032,00038,40046,08055,296 Unit price ($/pound)394244505051 Purchase cost ($) 195,000546,0001,408,0001,920,0002,304,0002,820,096 Table 2 Forecast the unit price for next 2 years (Logarithmic Regression Analysis) Y1Y2Y3Y4Y5Y6 Unit Price39434450 Y5=$50 Y6=$51 Table 3 Purcument percentage from each supplier. Nearly 90% of materials buy from Bilt Warton in Y3; Bilt Warton are very important vendors for Sabor. Company Capacity (in pounds)Purchase (In Pounds)Weight Y1Y2Y3 Bilt Chemical80,0005,00010,00020,00063% Warton Inc40,00003,0008,00025% G. K. Specialties20,00004,00013% Total140,0005,00013,00032,000 Table 4 The purchase from Bilt increased significantly in last 3 years account for 6% to 25% of its production capacity. Sabor is an important customer for Bilt. Company Capacity (in pounds)Purchase (In Pounds)Weight Y1Y2Y3Y1Y2Y3 Bilt Chemical80,0005,00010,00020,0006%13%25% Warton Inc40,00003,0008,0000%8%20% G. K. Specialties20,00004,0000%20% Total140,0005,00013,00032,000 Table 5 Cost of Marconil Vs. Sales Analysis SalesCost of MarconilRM Cost/Sales Y11,100,000195,00017. 73% Y22,900,000546,00018. 83% Y37,200,0001,408,00019. 56% Y48,640,0001,920,00022. 22% Y510,368,0002,304,00022. 22% Y612,441,600 2,820,09622. 67% Table 6 Capacity (in pounds)Purchase volumePercentage Y180,0005,0006% Y280,00010,00013% Y380,00020,00025% Y480,00038,40048% Y580,00046,08058%